Share Town Finances & Services on FacebookShare Town Finances & Services on TwitterShare Town Finances & Services on LinkedinEmail Town Finances & Services link
Residents provided additional guidance to help craft goals, policies and actions related to Town finances in February and April 2025. Recordings of the meetings, meeting notes and draft working goals, policies and actions are linked to the right. The drafts will continue to be revised and updated online.
The OV's Path Forward Background Report, available HERE, provides key trends and conditions that should be considered when planning for OV's future.
Operations and infrastructure maintenance costs continue to rise with population and service demand.
A higher need to diversify revenue streams to help insulate the Town from fluctuations in the economically volatile revenue sources that Oro Valley currently relies on.
The Town is 88% built. Reductions in construction sales tax is anticipated. Planning for associated revenue impacts as the Town approaches build-out is important.
Over the past 10 years, there has been robust capital spending, particularly on new and expanded recreation opportunities. Addressing aging infrastructure or building new facilities to maintain current levels of service to the community.
During Phase 1 (October 2023 - October 2024), residents shared their ideas, priorities and expectations for OV's future through the BIG Community Survey, 93 events, and online discussions. The phone survey method is statistically projectable to all OV adults. This means 50% represents 20,593 residents.
The percentages represent responses to various question types. Higher percentages relate to questions where residents rated specific options. Low percentages relate to open-ended questions that allowed a wide variety of responses.
A summary of resident responses is available HERE with key points shown below:
Statistically Projectable Survey Responses
Common Phrases from Events and Online
Concerns
47% are concerned about OV maintaining financial stability.
Budget control, funding for services and amenities to meet resident demand, maintenance and upgrade needs, revenue sources as building slows
Priorities
42% support issuing municipal bonds as a revenue generator
29% support annexations as a revenue generator
28% support adding or increasing user fees as a revenue generator
22% support increasing sales tax with more retail as a revenue generator
18% support implementing a property sales tax as a revenue generator
Concern about property tax, inevitable, no taxes
The draft guiding principles are based on the community guidance provided during Phase 1. Underlined words were derived directly from resident responses.
Maintain financial stability:
Manage and administer the Town’s budget to meet the community’s needs
Anticipate increasing service and infrastructure needs and costs
Plan for revenue impacts as land for development becomes scarce
Diversify and increaserevenue sources
Residents provided additional guidance to help craft goals, policies and actions related to Town finances in February and April 2025. Recordings of the meetings, meeting notes and draft working goals, policies and actions are linked to the right. The drafts will continue to be revised and updated online.
The OV's Path Forward Background Report, available HERE, provides key trends and conditions that should be considered when planning for OV's future.
Operations and infrastructure maintenance costs continue to rise with population and service demand.
A higher need to diversify revenue streams to help insulate the Town from fluctuations in the economically volatile revenue sources that Oro Valley currently relies on.
The Town is 88% built. Reductions in construction sales tax is anticipated. Planning for associated revenue impacts as the Town approaches build-out is important.
Over the past 10 years, there has been robust capital spending, particularly on new and expanded recreation opportunities. Addressing aging infrastructure or building new facilities to maintain current levels of service to the community.
During Phase 1 (October 2023 - October 2024), residents shared their ideas, priorities and expectations for OV's future through the BIG Community Survey, 93 events, and online discussions. The phone survey method is statistically projectable to all OV adults. This means 50% represents 20,593 residents.
The percentages represent responses to various question types. Higher percentages relate to questions where residents rated specific options. Low percentages relate to open-ended questions that allowed a wide variety of responses.
A summary of resident responses is available HERE with key points shown below:
Statistically Projectable Survey Responses
Common Phrases from Events and Online
Concerns
47% are concerned about OV maintaining financial stability.
Budget control, funding for services and amenities to meet resident demand, maintenance and upgrade needs, revenue sources as building slows
Priorities
42% support issuing municipal bonds as a revenue generator
29% support annexations as a revenue generator
28% support adding or increasing user fees as a revenue generator
22% support increasing sales tax with more retail as a revenue generator
18% support implementing a property sales tax as a revenue generator
Concern about property tax, inevitable, no taxes
The draft guiding principles are based on the community guidance provided during Phase 1. Underlined words were derived directly from resident responses.
Maintain financial stability:
Manage and administer the Town’s budget to meet the community’s needs
Anticipate increasing service and infrastructure needs and costs
Plan for revenue impacts as land for development becomes scarce
Share With regards to finances, what do you think the Town is doing well? on FacebookShare With regards to finances, what do you think the Town is doing well? on TwitterShare With regards to finances, what do you think the Town is doing well? on LinkedinEmail With regards to finances, what do you think the Town is doing well? link
Share What should the Town consider when exploring possible revenue sources like the ones supported by residents through the survey, ones not currently being collected by the Town, or other ideas you may have? on FacebookShare What should the Town consider when exploring possible revenue sources like the ones supported by residents through the survey, ones not currently being collected by the Town, or other ideas you may have? on TwitterShare What should the Town consider when exploring possible revenue sources like the ones supported by residents through the survey, ones not currently being collected by the Town, or other ideas you may have? on LinkedinEmail What should the Town consider when exploring possible revenue sources like the ones supported by residents through the survey, ones not currently being collected by the Town, or other ideas you may have? link
Resident Guidance: According to a statistically projectable survey, 42% of residents supported issuing municipal bonds, 29% supported pursing annexations, 28% supported adding or increasing user fees, 18% supported implementing a property tax and 22% supported increasing sales tax with more retail.
Existing Conditions: OV has limited land remaining for development. Although redevelopment will occur, revenue from construction tax and impact fees are expected to decrease over the next 10 years. Additionally, gasoline tax rates (state and federal) have not increased since the 90s and use of electric vehicles have increased. Yet inflation of materials and labor for roadway maintenance continues to rise. Other revenue sources the Town could collect include Use Taxes, Commercial Rental Taxes, Property Taxes for the Town, Residential Rental Taxes and Electric/Gas Franchise Fees.
Share How could the Town better understand the community's view about new revenue generators? on FacebookShare How could the Town better understand the community's view about new revenue generators? on TwitterShare How could the Town better understand the community's view about new revenue generators? on LinkedinEmail How could the Town better understand the community's view about new revenue generators? link
Share Instead of adding or expanding revenue sources, should services or improvements be decreased to reduce Town costs? If so, what services and improvements are low priorities? on FacebookShare Instead of adding or expanding revenue sources, should services or improvements be decreased to reduce Town costs? If so, what services and improvements are low priorities? on TwitterShare Instead of adding or expanding revenue sources, should services or improvements be decreased to reduce Town costs? If so, what services and improvements are low priorities? on LinkedinEmail Instead of adding or expanding revenue sources, should services or improvements be decreased to reduce Town costs? If so, what services and improvements are low priorities? link
Share What should the Town consider when deciding which projects to fund? on FacebookShare What should the Town consider when deciding which projects to fund? on TwitterShare What should the Town consider when deciding which projects to fund? on LinkedinEmail What should the Town consider when deciding which projects to fund? link
Resident Guidance: According to a statistically projectable survey, 47% of residents are concerned about maintaining financial stability. A common theme voiced over the past year was the Town’s ability to fund services and infrastructure improvements to meet resident demand.
Existing Condition: The Town uses the Capital Improvement Program (CIP) as its method in determining future infrastructure requirements and planning the financing of facilities and equipment to maintain the service levels provided to the community. The Capital Improvement Plan is comprised of 6 major categories: Parks & Recreation, Public Facilities and Vehicles/Equipment, Public Safety, Stormwater, Streets/Roads, and Water System.
