Tim Bohen served a four-year term on the Oro Valley Town Council, completing his service last fall. During that time, he distinguished himself by digging deeply into all matters before the Council — especially those involving financial details. Tim approached budgets, forecasts, and capital plans with a level of scrutiny and understanding that no current Council member has been willing to match. His absence is especially noticeable during discussions like the current one, where critical financial decisions are being made without the benefit of rigorous, numbers-based analysis.
Here are his thoughts on the Town Manager’s Recommended Capital Budget for FY 2026. We hope he will continue to share his perspective as the rest of the budget is unveiled.
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Staff outlines $48 million in contingent capital projects
Town staff recently shared a list of $48 million in contingent capital improvement projects (CIP), including major core functions of local government:
Town staff recently shared a list of $48 million in contingent capital improvement projects (CIP), including major core functions of local government:
• Police station upgrade
• Bridge repair
• Maintenance of public facilities
Despite Oro Valley having a per capita income 50% higher than the Pima County average, there is currently no clear plan for funding these essential needs.
Community Center Fund proposes new discretionary projects
At the same time, new discretionary projects are being recommended for approval in the Community Center Fund — a fund often cited by staff as a success story. Six new projects are proposed for the coming year, none of which are carryovers from FY 2024-25. Among them are:
Core services remain unfunded
Meanwhile, essential services like police facilities and bridge maintenance remain unfunded. Mother Nature will not wait — bridges must be repaired when needed, not when convenient. A long-term funding plan is necessary to protect the community’s infrastructure and safety.
Police salaries are not part of CIP
As the Town enters executive session negotiations with the Police Union, residents should remember that public safety salaries are not part of the CIP — they are a regular, annual expense, and one that Town residents consistently prioritize. A modest investment in officer salaries — even $1 million spread across approximately 100 non-management officers — would have a significant impact on retaining and attracting quality personnel.
A question of priorities
Oro Valley’s strong income levels suggest that basic needs should be easily met. Yet today, we risk falling short in delivering on the essentials of local government. Planning new recreational investments while core services remain unfunded sends the wrong message to residents — and to the people who protect us every day.
At the same time, new discretionary projects are being recommended for approval in the Community Center Fund — a fund often cited by staff as a success story. Six new projects are proposed for the coming year, none of which are carryovers from FY 2024-25. Among them are:
- A $510,000 repair to the South Pump Station
- Accelerated construction of the Community Center parking lot, moved up by a year from the previously adopted plan
Core services remain unfunded
Meanwhile, essential services like police facilities and bridge maintenance remain unfunded. Mother Nature will not wait — bridges must be repaired when needed, not when convenient. A long-term funding plan is necessary to protect the community’s infrastructure and safety.
Police salaries are not part of CIP
As the Town enters executive session negotiations with the Police Union, residents should remember that public safety salaries are not part of the CIP — they are a regular, annual expense, and one that Town residents consistently prioritize. A modest investment in officer salaries — even $1 million spread across approximately 100 non-management officers — would have a significant impact on retaining and attracting quality personnel.
A question of priorities
Oro Valley’s strong income levels suggest that basic needs should be easily met. Yet today, we risk falling short in delivering on the essentials of local government. Planning new recreational investments while core services remain unfunded sends the wrong message to residents — and to the people who protect us every day.
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