Council, Union Reach Agreement on Police Compensation--Agreement Details

Four-year agreement finalized
Last week, we reported that the Oro Valley Town Council unanimously approved a new four-year Memorandum of Understanding (MOU) with the Oro Valley Police Officers Association. The agreement takes effect July 1, 2025, and runs through June 30, 2029. It includes updated compensation terms and provisions for wages, benefits, and working conditions for sworn officers in the department. This is what we have learned (and not learned) from the draft MOU.

Agreement includes across-the-board and step increases
Under the new MOU, officers will continue to receive annual step increases. For the ranks of Police Officer and Detective, the step increase has been raised from 3.5% to 3.75%. Sergeants will receive a 2.25% step increase, with Year One minimum and maximum salaries set at $95,056 and $111,076.64, respectively. Both are about a 7.5% increase over current levels. In addition, all MOU-covered employees will receive a 2% across-the-board raise in Years Two, Three, and Four.

Additional pay adjustments
The agreement also increases shift differential pay to $1.75 per hour and raises on-call pay to $1.85 per hour. Changes were made to DROP (planned retiree) contributions, limiting 457 Retirement Plan contributions to Tier 1 employees hired before July 1, 2025. Other elements, such as leave, uniforms, and off-duty employment policies, remain largely unchanged.

Not one of the original options
LOVE previously reported that the Town Council had been reviewing three different pay plan options during negotiations. The new agreement does not exactly match any of those three. It appears to be a modified version of what was internally labeled the April 14 withdrawn plan ("WD"), with several adjustments to base pay and terms. Because the town did not release financial modeling to the public, we cannot say exactly what this will cost the town annually, but we did estimate that the "WD" plan would add  $630,000 in cost for fiscal 2025.

A shift in strategy
The agreement includes language discouraging mid-term negotiation re-openers unless there is a demonstrated compensation gap with Marana or mutual agreement due to unforeseen conditions. This indicates a longer-term labor strategy focused on stability and mutual trust. The Council’s unanimous vote signals strong support for the new plan, but without detailed cost projections, it’s unclear how this will affect the Town’s long-term budget.

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It's a Wrap! Top Stories of 2024

Top five stories of 2024

2024 was a busy year in Oro Valley. Here us out cut at the top five stories. 

1. Celebrating 50 years of community and growth
The Town of Oro Valley commemorated its 50th anniversary throughout 2024 with a series of events that highlighted the community’s history and spirit. The celebrations included a vibrant parade on April 6, featuring over 90 participants from local schools, community groups, and businesses, along with a spectacular fireworks display on April 13 at James D. Kriegh Park. Additionally, on April 27, the town hosted the “50 Trees for 50 Years” community tree planting event, where residents gathered to plant 50 trees across four locations, enhancing the town’s green spaces. The Oro Valley Chamber of Commerce also launched the “50 Businesses for 50 Years” Shop OV campaign, highlighting 50 local businesses throughout the year to encourage community support and economic growth.

2. Robb and Murphy elected to council
In the 2024 Oro Valley Town Council election, two new council members were elected by a vast majority of votes, reflecting strong community support. Elizabeth Robb, a local business owner, and Mary Murphy, a longtime resident and community advocate, bring fresh perspectives to the council. Their addition is expected to influence upcoming decisions on key community issues, including development projects, public services, and fiscal policies. Residents anticipate that the new council members will prioritize transparency and community engagement, ensuring that the voices of Oro Valley citizens are well-represented in the town’s governance.

3. The OVCN’s onslaught on Oro Valley’s historic neighborhood took a new turn
The Oro Valley Church of the Nazarene (OVCN) put its plan to build a massive sports complex on hold, at least for the moment. However, that plan is not dead; it’s simply on hiatus. Instead, they are now pursuing the addition of new facilities to their campus, substantially increasing their footprint. The latest effort is to ask permission for buildings of greater height than currently exists. As we wrote yesterday, it’s a continuing cycle of misery for the residents. This saga will continue into 2025.

4. Another year of nothing for the Vistoso Trails Nature Preserve
The Town Council did lots of talking about the Vistoso Trails Nature Preserve. There was much discussion about plans to do something. The council even agreed to “do something” only to learn that one of those plans — repurposing the abandoned pond into a “desert garden” — was an unattractive alternative. Residents noticed this, and the council temporarily paused the approved plan to take another look at the water feature instead of a desert garden. More on this in 2025. In the meantime, the preserve looks like an abandoned golf course.

5. "OVPathForward" moves forward big time
The town made progress this year in creating its 2026 General Plan, called “OV Path Forward.” A draft vision and guiding principles were developed with the input of thousands of residents. The next step is to flesh out the details around these principles. Working groups will tackle this in 2025.

Honorable mention

There were some other notable happenings this year:

• The fourth annual Rockin’4Heroes concert was a huge success.
• The town implemented an 8.3% increase in water rates, while continuing to use thousands of gallons of water on recreation facilities, earning the LOVE Water Waster Award for the fourth time.
• The town council adopted a $151.2 million budget.
• Oro Valley celebrated the opening of Naranja Park.
• The Arizona Heroes Memorial at the park was dedicated.
• The town ended its contract with Visit Tucson and took over its own destination marketing program.
• The Town Council rejected the tiny homes project in Rancho Vistoso.

And on a sad note
Rick Messina, a well-liked groundskeeper at the Pusch Ridge Golf Course, tragically died from a bee attack in July. Friends of Pusch Ridge Golf raised almost $10,000 to help Rick’s parents.

It was indeed a busy year in Oro Valley.

We suspect that 2025 will be just as busy.

Happy holidays to all.
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Council To Consider $151.2 Spending Limit For 2025 Tonight

$151.2 million expenditure limit 
Tonight, the Town Council will approve an expenditure limitation of $151,210,253 for fiscal 2025. This is the first step in a two-part process for approving the budget for the year. The second part, where the Town approves the actual budget, will take place in two weeks.

This limit is the only absolute control council has over spending
The expenditure limitation is the only control the Town Council has over spending. This limitation ensures that overall spending is kept in check, even though individual budget items may not see significant changes through council discussions. Discussions around individual budget items, such as those conducted in council study sessions on May 8 and 9, are interesting; however, these discussions rarely result in significant changes to the spending proposed by town staff. This has been evident in this year’s budget process to date.

$5.2 Million less than what the Town Manager wanted... achieved by reducing "contingency reserves"
The expenditure limitation is $5.2 million less than the amount requested in the town manager's recommended budget. This difference stems from a reduction in what the town calls contingency reserves. Contingency reserves are funds set aside in the budget to cover unexpected expenses and unforeseen events.  They can be set at any level desired. The total included in the budget for these reserves now is $8.2 million, with $6.0 million of that amount under the control of the town manager in the "unassigned" and "administration" departments.

Key budget adjustment is in the water department contingency reserve
A notable change occurred when the town reduced the Water Fund by $11.5 million after increasing spending on the NWWRDS project by $6.1 million. Other than this, there is only a minor difference between what was recommended by the town manager for fiscal 2025 and what is being proposed by the Town Council, as presented in the detailed budget information provided.

Want to learn more about the 2025 budget?

Read our analyses of the Town Manager Recommended Budget. It is the same budget as is currently proposed with the exception of the items noted in this article.

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Guest View-James Prunty: Oro Valley Faces An Impending Wake Up Call

Community apathy toward local government runs high in Oro Valley
The overwhelming majority of the town's residents show little interest in local politics, the town council, or the town staff. 

Their engagement with these aspects of community governance is minimal, largely because they perceive no immediate impact on their daily lives. 

For most residents, the critical indicators of a well-functioning town are the effectiveness of the police force, the absence of graffiti and other signs of vandalism, well-maintained roads, and safe schools. As long as these basic needs and services are met, they see little reason to invest time or energy into understanding or participating in local political processes. This apathy toward local governance is surprising, as the majority of residents prioritize tangible, day-to-day concerns over the intricacies of political engagement.

An impending wake-up call on the town's financial future 

There is a wake-up call on the horizon. The assertion that "the government has no money of its own" underscores the reality that governmental funds primarily originate from taxation, borrowing, or other revenue-raising mechanisms imposed on individuals, businesses, or organizations within a society. Consequently, the government functions as a redistributive entity, collecting resources from one segment of the population and allocating them to support various programs, services, or initiatives that serve broader societal needs or governmental objectives.

Not enough future revenue to cover ever increasing costs?
At a recent council meeting, the town’s Chief Financial Officer announced that key revenue generators are projected to fall short of the income levels they have achieved in the past few years. This revelation has raised concerns about the town's financial stability and sustainability. The CFO highlighted that declining revenue from various sales taxes and state-shared revenue will create a budgetary gap that needs to be addressed.

Causes staff to look for more revenue sources... hold on to your wallet
The announcement has sparked a discussion among council members about how the town will compensate for these financial shortcomings. Potential measures to bridge this gap include cutting non-essential services or finding new revenue streams. The town will need to explore various strategies to ensure it can continue to provide essential services and maintain infrastructure without compromising on quality or safety.

Important to get in front of the problem now
This financial challenge underscores the importance of proactive fiscal planning and the need for innovative solutions to adapt to changing economic conditions. The town council is now faced with the task of developing a comprehensive plan to address these revenue shortfalls, ensuring the town’s financial health and stability in the coming years. The town has decided to look at neighboring Marana for ideas on potential revenue generators to compensate for its own financial shortfalls. Marana's financial structure includes revenue from communication taxes, a source of income that Oro Valley currently does not utilize.

Crucial decisions ahead
The potential introduction of new taxes would not only test the council's political integrity but also highlight the challenges of governance, where practical financial needs often clash with ideological commitments. The decisions made in the coming months will be crucial in determining both the town's financial future and the political careers of its current council members.

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Transparency in question as we 'unpack" the 2025 TMRB

New budgeting practices muddy understanding of true cost of specific town services
The 2025 TMRB includes changes in budgeting practices that raise questions about transparency in understanding the true cost of essential services. These changes became apparent to us when we prepared our analysis of total departmental spending, which we presented to you last week. 

True cost matters to ensure best allocation of financial resources
Understanding the true cost of these services is important because, among other things, it ensures that funds are appropriately allocated to maintain and improve services without overspending or underfunding.  In addition, it promotes transparency and accountability in town spending, helping taxpayers understand how their money is used.

Staff addressed some of these changes in response to town council members' questions during the council's two-day, 12-hour TMRB study session earlier this month.

Consolidation of Casualty and Property Insurance
There is a change in budgeting practices where casualty and property insurance costs, previously attributed to specific departments, are now consolidated into the town manager's budget.  According to town Finance Director David Gephart: "So public works, police, some of those costs where those, you know, the insurance costs were segregated or allocated to those departments, we kind of rolled them all into one big bucket in the non-departmental category there." When asked Council Member Bohen why he made this change, Gephart said that allocating the premiums to departments was..."causing extra work and confusion, and there's not really a discernible benefit." 

Inconsistent application of budgeting practice could lead to subsidization of Town's General Fund by Water Fund
Apparently, understanding the costs of running each department doesn't matter to Gephart, except when it comes to the water department. In that case, it mattered because the town can recoup these costs through increased water rates. The allocation of insurance costs to the water department, combined with the lack of independent audits for these charges and the town's administrative service charges to the fund, raises the potential for subsidization of the town's general fund by the water fund, leading to concerns about financial transparency.. That's bad because it is illegal!

Lumping together all town vehicle replacement costs hides true funding needs of public safety

The police department reports directly to the town council, making the council entirely responsible for their budget. The council should be able to quickly identify all costs necessary to support the town police department. Having some of these costs buried in other budgets is wrong. 

The TMRB Capital Improvement Plan includes one lump sum for vehicles: $3.8 million. This total includes police vehicles, public works vehicles, and transit vehicles, without specifying amounts by department. Fleet costs are a significant part of the public safety and transit programs. Town Manager Wilkins emphasized the importance of this clarity at the beginning of the study session on the CIP budget, stating: "Of note in this chart, while public safety appears to account for only 1% of this year's capital spending, OVPD's robust fleet replacement program is included in the town's public facilities vehicle and equipment category here." Given the police department's direct reporting to the council and the council's sole responsibility for its budget, fleet costs should be identified in the CIP budget as specific to the police department.

Fuzzy vehicle replacement budgeting

The town uses a funny model for accounting for its vehicle replacements. They set up "reserves" for vehicle replacement and then book these reserves as expenditures in the general fund and revenues in the capital. Funding of vehicle should be an interfund transfer... not an expense or income item like other general fund transfers to the capital fund. The town needs clearer accounting on this. 

Contingencies everywhere

The town has contingency funds in various places in the budget. They even invented a new category for capital projects.  They call these contingency projects. These projects, which have not yet defined their scope, include significant future developments... like remodeling the police faciliity or building a new one.

Is this a "shell game" or does Wilkins not really want council input?

It's hard enough unpacking the TMRB when information is budgeted consistently from year to year. Consistent budgeting allows for year-to-year comparisons, better financial oversight, and quick understanding of budget needs. However, when budget methods change without immediate identification, as they did this  year, it raises questions about whether staff is playing a "shell game" or, worse, if they don't want anyone to truly understand the budget.

2025 TMRB: Differences in Personnel Costs Highlight The Variety of Skills Needed To Keep Oro Valley Successful

Now is the time

No added staffing in 2025 TMRB

The Town of Oro Valley has 425 full-time equivalent employees. The 2025 TMRB calls for keeping that number essentially the same in 2025. The total 2025 TMRB cost is $43.3 million, which is 31% of the $137.4 million in identified spending in the TMRB. 

"Big Four" Departments" dominate personnel spending...

Yesterday, we reported that 80% of all TMRB identified spending is attributed to four departments. These same four departments employ 77% of the town staff, comprising 76% of the total TMRB personnel cost.

...and have the most visible roles in the community

One would expect to see the bulk of Oro Valley’s workforce supporting these four departments (Public Safety, Public Works, Water, and Parks) because each department’s responsibilities require people “doing stuff you see.” Indeed, we see these people every day. The police patrol our streets and neighborhoods; public works crews rejuvenate our roads; water crews fix pumping facilities; and parks personnel mow lawns and water the new trees planted.

Disparity in personnel cost among departments...

There is a significant range difference in the average personnel cost per person across different departments (see panel right). The town's TMRB average cost per employee is $102,000. The average cost per public safety full-time equivalent (FTE) personnel is $129,500, while the average Parks and Recreation FTE receives less than half of that. Water and public works personnel costs per FTE are also much lower. The Legal and Finance departments have an average personnel cost per person greater than that of the police department. Other departments, such as information technology and the town manager's office, also have relatively high personnel costs. 

... likely reflects the nature of the work and labor market conditions

These differences likely reflect the varying skill levels required for specific jobs in these departments and prevailing labor market conditions. Understanding these differences is crucial for informed budget planning and resource allocation in the town.  

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2025 TMRB: 80% Of Spending By “The Big Four” Departments

"The Big Four”-Water, Public Works, Public Safety, Parks
$115 million will be allocated in 2025 by four departments according to the 2024 Town Manager Recommended Budget ("TMRB"). The departments are Water, Public Works, Police, and Parks and Recreation. This is based on LOVE’s combined spending analysis of the TMRB (an explanation of our methodology is provided at the conclusion of this article).

Here’s is what is “driving” the spending

Water: $41.2 million
More than half of the total water spending of $41.2 million is allocated for capital items. The most significant is the town’s investment of $17.2 million in bringing Central Arizona Project (CAP) water more directly to Oro Valley. Some CAP water will be routed directly to Oro Valley from Avra Valley, through Marana, as opposed to being delivered through the Tucson Water System. Water Director Abraham believes that the new delivery system, once completed, will enable Oro Valley to reduce its groundwater pumping to below 5,000 acre-feet per year. Next year’s spending on this project is estimated to be $14.5 million, which will complete it. The TMRB budget calls for the Water Utility to issue $20 million in debt this year to finance this project..

Public Works: $28.3 million
Public Works is the town's workhorse, keeping everything running smoothly. It provides a wide range of services, including engineering; maintaining over 450 miles of roads, with preservation of 70 miles each year; ensuring traffic lights function properly; dispensing 20,000 gallons of gas per month; maintaining the town’s bridges and a fleet of over 300 vehicles; overseeing facilities maintenance for all town properties; managing stormwater control; and operating the town's transit system.

Public Works faces two significant challenges. First, town facilities are aging and require replacement. Bridges need resurfacing, and roads need milling. Second, inflation has significantly increased the cost of operations. For example, the cost of the pavement preservation program is projected to double from previous years due to the reliance on oil-based solutions.

Public Service: $22.9 million
Personnel costs constitute 85% of the operating expenses for the police department, with fleet replacement planned at 5% this year. Speaking at last week’s council budget session, Chief Riley highlighted that the key issue faced by the department is "It's very important that we prepare for the future regarding succession planning and training, and tonight is no different."

Being a police officer is a challenging job. As Chief Riley observed, "Our staff sees and hears things that they can't unsee." A major focus is providing a career path for officers. John Teachout, Oro Valley Police Field Services Commander, noted, "We aim to develop from within, so the budget requested for field services is targeted at the development and succession planning of line-level staff, enabling them to advance through the ranks with the same good fortune as those of us in this room, while also maintaining focus on health and wellness."

Parks: $22.3 million
Parks continues its robust spending. This year, the capital budget stands at nearly $8 million,with $4million allocated to the revegetation of the Vistoso Trails Nature Preserve.  This latter amount assumes that the town can get a grant of $2million for  the Preserve.  Additional projects include further expenditures on the Community Center building, an incomplete elevator, roof repairs, and a bridge on the Pusch View Golf Course. Furthermore, there are $1.9 million in debt service payments for the bond this council approved in 2021 to fund improvements at Naranja Park and replace golf course irrigation systems. In addition, there is a $12 million cost for the ongoing operation and maintenance of the parks and recreation system-wide.

Everything else: $22.6 million 

The biggest chunk of all of department cost is the $3 million renovation of the Court Facility.

Tomorrow: Personnel
Tomorrow, we take a look at staffing and spending.
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Our Methodology adds all the spending together
We consolidated all spending for each department, encompassing operations and maintenance, capital improvement projects, and debt service—a breakdown not provided by the TMRB. Unlike the TMRB, which organizes spending by fund without detailing some capital improvement projects and debt service costs by department, we either directly identified these costs or developed estimates for them. Additionally, the TMRB earmarks $19.7 million in contingency funds, which may not be utilized; thus, we have excluded these from our analysis. The TMRB reports total spending at $137.4 million, and we were able to attribute all but $2.2 million of that spending to specific departments.

Wilkins Unveils $156.4 Million 2025 Budget

Proposes 5% spending increase

Town Manager Jeff Wilkins has issued his recommended budget (“TMRB”) for fiscal 2025, which starts July 1. “This budget totals $156.4 million, representing an increase of $7.9 million, or 5.1 percent more than the adopted FY 23/24 budget of $148.5 million.

Five major assumptions

“Assumptions that shaped the development of the FY 24/25 budget include: Moderate growth in local and state shared sales tax revenue; a significant decline in state shared income tax revenue as a result of [state] income tax reductions; continued slowdown in single family residential development activity; and sustained, persistently high prices in goods and services.” (Source: 2025 TMRB)

Click to enlarge

A quick look

The budget is a very detailed document covering all areas of town operations. LOVE will be reporting on the areas during this month. The chart at right is a glimpse into Wilkins’ recommendation. 

There's a lot to unpack in this budget, like the inclusion of grant funds the town does not yet have

Wilkins states in the TMRB that $4.4 million from the Town's budget is earmarked for enhancing the Vistoso Trails Nature Preserve. This includes activities like revegetation and maintenance. However, only $2 million of this amount is currently available, as the rest relies on a matching grant that the town hasn't secured. 

The Land and Water Conservation Fund, the organization from which the town will seek the grant, may match funds only if the town provides proper documentation and submits a complete application. However, there's uncertainty, given the town's past experience with a similar grant application to this group for Naranja Park. They received half of what they requested.  Claiming in a budget that there will be $4million spent on the Preserve is strange accounting indeed. 

More to learn in two upcoming study sessions
Tomorrow and Thursday there are two planned town council study sessions on the TMRB. Both sessions are scheduled to start at 5pm. Council will discuss eight areas. Tomorrow they will cover Capital Improvements, Public Works, and Parks & Recreation. Thursday they will discuss the Magistrate Court, Administration, Police, Community and Economic Development and Water.

Our budget coverage continues next week.

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Financial Headwinds in the Offing Starting in 2026

Town projects that it may need at least $11 million in bond funds in 2026-27
The Town of Oro Valley will need to issue a minimum of $11 million in bonds in fiscal year 2026-2027 to cover a major shortfall in funding for major highway projects and the ever-growing costs of the pavement preservation program. 

This information was disclosed by Town Finance Director David Gephart during his presentation of the latest five-year financial forecast to the town’s Finance and Budget Commission last week. "We've got a funding gap that we're going to have to address in some form or fashion," he stated. This gap manifests as a negative ending balance of $8.5 million in the capital fund by Fiscal year 2029 if no bond is issued. It is a gap that begins to build in fiscal year 2027.

This is the minimum needed because it assumes the deferral of many capital projects, including one that would replace the current police facility
“We placed a lot of projects that have been in the CIP in prior years…off to the side. We're going to be looking for again additional alternative sources to fund some of those grant funding and you know probably might be looking at some revenue enhancements and things like that….We don't have those really really dialed in or assumed in the forecast.”

Three reasons for the projected funding shortfall

• The forecast predicts that the General Fund will experience a reduction in the surplus of revenues compared to expenditures (see panel right). According to Gephart, one cause is a decrease in state shared tax revenues. The other cause is a significant increase in operating and maintenance costs “…because we're seeing higher inflation.” 
• The town has a number of bridge and road repairs that need to be done. At the same time, the costs of the pavement preservation program are skyrocketing. “We’re hoping that that growth moderates. We don't anticipate that it's going to go up another 50% but this is where we're at.” 
• Growth in gasoline tax revenues cannot keep up with inflation. “What we're assuming is really moderate growth 3.4% to 3.6% in highway user gas tax revenues and that's provided to us from the Arizona Department of Transportation.” 

Taken as a whole, the town’s cash balances will decrease by $6.8 million even after an $11 million bond issue
Gephart reflected on the situation by focusing on four funds. However, funds in these accounts are frequently transferred around. For example, in this instance, the bond funds would initially be part of the General Fund, then transferred to the Capital Fund, and subsequently to the Highway Fund. So, we totaled their balance. We included the Community Center Fund because it also receives such transfers for capital spending. According to Gephart, "The Community Center Fund actually looks solid.”

The shortfall is really $17.8 million.
According to Gephart’s forecast, by 2029, the total ending balances of these funds will decrease by $7 million. This decrease is after the issuance of the $11 million in bond funding. So, the shortfall in funding is $17million. (see panel left)

And remember…there are other capital projects that Gephart has assumed will be deferred.

Financial headwinds ahead
Several weeks ago, in "In For A Penny, In For A Pound," we mentioned that the town would begin encountering challenging financial decisions once the Parks Bond Money and the ARPA Funds are depleted. We highlighted this after the town council swiftly approved $390,000 to replace a bridge on a town golf course. "Those days are behind us. The 2025 budget will reflect some remaining funds, but the bulk of town funding will need to come from ongoing revenue sources. We anticipate budgets becoming increasingly constrained over time.”

The town has ample time to set the right course

Yes. Gephart’s five year financial projections affirm just that. Remember: These projections are based on a set of assumptions of events that may or may not happen. The further out the forecast year, the less likely that the forecasted result will happen. But, the projected results are a warning that strong financial discipline will be required to navigate the choppy waters.
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Bits and Pieces

Town Manager 2025 Recommended Budget out soon

Town Manager Wilkins and staff are putting the final touches on the 2024-25 town budget. It is a complicated effort, covering all of the town's ten plus funds.  Look for the document to be available by the end of the month, followed by town council study sessions. Can't make the sessions? Don't worry.... we will.

Next Tuesday: "Financial Headwinds in the offing starting in 2026"; a focus on a precursor to the budget: The town's five year financial forecast of four key funds.

Friends of Pusch Ridge Golf sponsor April 26 "Birthday Bash"

Join us on Friday April 26, 2024 for this exclusive event sponsored by the Friends of Pusch Ridge Golf. We are celebrating three major milestones with this celebration: the end of Year 3 after our course’s exciting re-opening in 2021; 40 years of golf at Pusch Ridge since it’s original opening; and the Town of Oro Valley’s 50-year birthday! 3-40-50 reasons to celebrate!" Learn more here. 

(Source: Friends of Pusch Ridge Golf media release)

Local group seeks "Performing Arts Center"

For years, the town has considered creating a performing arts center. In fact, it was one of the centerpieces in the original designs of Naranja Park. Several weeks ago, the town council, while considering changes to the town's Community and Economic Development Strategy, entertained audience cards. Members of the Oro Valley Theatre Company were in attendance. Council Member Mo Greene is a member of the theatre company board,

along with Judi Rodman, the spouse of former Council Member Bill Rodman, and former council candidate Charlie Hurt. 

Speaking at the meeting, Gene Abravaya (Theatre Company Board Member) noted:  "The company deserves a home of its own--A place to perform, as well as all the other performing arts organizations in Oro Valley and the surrounding area."  The council took no action.

Celebrate 50 years by planting 50 trees across four Oro Valley parks, April 27

The Town of Oro Valley invites all community members to help us celebrate the Town’s 50th Anniversary by joining us for the "50 Trees for 50 Years" community tree planting event on Saturday, April 27, starting at 9 a.m.

This event promises to be a memorable occasion, bringing together neighbors, friends and families to contribute to the beautification of our community.

Roll up your sleeves and be a part of history as we plant 50 trees across four locations in Oro Valley:

• James D. Kriegh (JDK) Park, 23 W. Calle Concordia 
• Naranja Park, 810 W. Naranja Drive 
• Riverfront Park, 551 W. Lambert Lane and 
• Steam Pump Ranch, 10901 N. Oracle Road

Staff will be stationed at blue tents at each park, ready to assist and guide participants in the planting process. The trees will vary in size, but most will be small at approximately three-to-six feet in height and one-to-two inches in diameter, with 15-gallon tree bases. Event participants will help place a few shovelfuls of dirt to complete the planting process. (Source: Town of Oro Valley Media Release)