Candidate Biography
Jake Herrington is a longtime Oro Valley resident, community leader, and executive with more than 30 years of experience in real estate, construction, property management, nonprofit administration, and public service.
Jake currently serves as Chief Administrative Officer for one of Southern Arizona’s largest nonprofit organizations, where he oversees property management, transportation, insurance, safety and security, facilities operations, and compliance programs serving communities throughout Arizona. During his career, he has managed complex budgets, led construction and development projects, overseen large property portfolios, and worked collaboratively with local, state, federal, and private-sector partners.
Jake’s commitment to community service includes serving as Chair of the Oro Valley Planning and Zoning Commission, Vice Chair of the Conceptual Design Review Board, and Vice President of a homeowner’s association representing approximately 955 homes. He is also a former small business owner and operated a mixed martial arts academy as head instructor and owner.
He holds several professional certifications, including Certified Financial Specialist (CFS), Certified Occupancy Specialist (COS), Certified Manager of Housing (CMH), Certified Manager of Maintenance (CMM), and S.T.A.R. Certification.
Jake is running for Town Council to help preserve Oro Valley’s quality of life, strengthen its financial future, promote responsible growth, protect public safety, and water resources, and ensure the community remains a great place to live, work, raise a family, and retire.
- Please describe your vision for Oro Valley in four years.
Four years from now, I want Oro Valley to remain one of Arizona’s safest and most desirable communities while being on stronger financial footing than it is today.
I want to preserve the qualities that make Oro Valley special: our safe neighborhoods, beautiful desert environment, mountain views, parks, trails, open spaces, and strong sense of community. Residents chose Oro Valley because of its quality of life and protecting that quality of life must remain a top priority.
I also want to see a stronger and more diversified economy. Construction-driven revenue is slowing, and our community faces long-term financial challenges. We must attract quality employers, support small businesses, redevelop underutilized commercial properties, and explore opportunities that increase revenues without sacrificing community character.
The Council’s most important responsibility during the next four years will be ensuring long-term fiscal sustainability. This includes maintaining public safety, investing in infrastructure, protecting water resources, and making strategic decisions that position Oro Valley to compete successfully with neighboring communities while preserving what residents value most.
- Oro Valley’s budget projects declining revenues and a structural deficit. What would you support?
My first priority would be addressing the structural deficit through economic growth, operational efficiencies, and strategic planning before considering new taxes.
I do not support creating a primary property tax unless all other reasonable alternatives have been exhausted. Oro Valley has successfully operated without one, and residents value that distinction.
I also believe broad-based service reductions should be a last resort. Public safety, infrastructure maintenance, and core municipal services are fundamental responsibilities of local government.
I support a more aggressive but responsible economic development strategy focused on expanding the sales tax base. This includes redeveloping vacant commercial properties, recruiting high-quality businesses, supporting tourism, encouraging small business growth, and identifying opportunities that generate recurring revenues.
At the same time, the Town should continue reviewing expenditures, identifying efficiencies, leveraging technology, pursuing grants, and evaluating long-term capital planning to ensure taxpayer dollars are being used effectively.
The solution is not simply raising taxes or cutting services. The solution is growing the economic engine that supports the services residents expect.
- How should the Council balance water availability against future development approvals?
Water security must remain one of Oro Valley’s highest priorities. Living in the Sonoran Desert requires long-term planning and responsible stewardship of our water resources.
I believe every significant development proposal should include a thorough analysis of water demand, water availability, infrastructure impacts, conservation measures, and long-term sustainability.
However, I do not believe water demand should automatically serve as a stand-alone basis for approval or denial. Development decisions should consider the total picture, including available water resources, conservation technologies, recharge efforts, infrastructure capacity, economic benefits, and consistency with the Town’s long-term plans.
The key question should be whether the Town can responsibly serve the project while protecting current and future residents. If the answer is no, then approval should not move forward. If the answer is yes and the project aligns with community goals, then it deserves consideration.
Moving forward, I support continued investments in water conservation, aquifer recharge, reclaimed water use, infrastructure improvements, and regional collaboration to strengthen Oro Valley’s long-term water security.
- Do you support the approved Rooney Ranch/Town Centre plan?
I support many aspects of the approved plan, particularly the preservation of significant open space, reduced building heights, and efforts to balance economic opportunity with community concerns.
The Town Centre property represents one of the most important redevelopment opportunities in Oro Valley. It should create economic value, improve quality of life, and generate long-term benefits for residents.
As the process moves forward, I believe the Council’s decisions regarding appraisal, bid solicitation, and eventual sale should be guided by several principles:
- Protecting taxpayer interests and maximizing long-term community value.
- Maintaining transparency throughout the process.
- Preserving the character and aesthetics of the area.
- Ensuring adequate infrastructure and water resources.
- Encouraging quality development rather than simply accepting the highest bidder.
- Generating sustainable economic activity and revenue for the Town.
The goal should not be to maximize short-term revenue but to create a development that residents will be proud of for decades.
- What is your plan for funding infrastructure over the next four to eight years?
Infrastructure is one of government’s core responsibilities, and postponing maintenance only increases costs later.
My approach would focus on four key areas.
First, continue prioritizing preventive maintenance. It is significantly less expensive to preserve roads and infrastructure than to reconstruct them after deterioration occurs.
Second, strengthen Oro Valley’s long-term capital improvement planning by identifying future funding needs well in advance and matching those needs with sustainable revenue sources.
Third, aggressively pursue state, federal, and regional funding opportunities wherever available. Oro Valley should compete for every grant and partnership opportunity that can reduce the burden on local taxpayers.
Fourth, expand economic development efforts that generate recurring sales tax revenue. Long-term infrastructure funding ultimately depends on maintaining a healthy local economy.
I also believe the Town should evaluate emerging transportation funding challenges related to electric vehicle adoption and declining gas tax revenues. Communities across Arizona will need innovative approaches to infrastructure funding, and Oro Valley should be part of those discussions.
Our goal should be maintaining infrastructure assets responsibly today while avoiding passing larger financial burdens onto future generations.
- Short of annexation or significantly increasing residential density, the tools available to grow Oro Valley’s sales tax base are limited. Which opportunities are most realistic, and what concrete steps would you take in your first year?
I believe the most realistic opportunities are redevelopment of underutilized commercial properties, targeted business recruitment, and expansion of tourism and destination-oriented amenities.
Oro Valley’s greatest opportunity is not necessarily building more rooftops but generating more economic activity from the assets we already have. We should focus on attracting businesses that complement our community, including healthcare, bioscience, technology, professional services, hospitality, and recreation-related industries.
During my first year, I would support a comprehensive review of vacant and underutilized commercial properties, work with economic development partners to identify targeted industries and employers, and evaluate opportunities to increase tourism through events, recreation, cultural activities, and destination attractions.
I also believe Oro Valley should actively market itself as one of Arizona’s premier places to live, work, visit, and invest. We must compete with neighboring communities for economic opportunities while preserving the quality of life that attracts residents and businesses in the first place.
- How should the Council respond to Oro Valley’s aging demographic?
The answer is both economic development and thoughtful fiscal planning.
Oro Valley’s retirees and long-term residents have helped build the community we enjoy today. The goal is not to change who we are, but to ensure the Town remains financially sustainable as demographic trends evolve.
The Council should focus on diversifying the local economy by attracting businesses and industries that generate sales tax revenues and provide employment opportunities for younger residents and families. We should also encourage redevelopment and investment that creates destinations where residents and visitors spend time and money locally.
At the same time, we must continue delivering the high-quality services that residents expect. Strong financial planning, responsible budgeting, and strategic investments will become increasingly important as demographic trends continue.
The solution is not changing the tax structure to burden residents. The solution is growing and diversifying our economic base while maintaining the quality of life that makes Oro Valley attractive to all generations.
- How do you intend to gather resident input beyond formal public comment?
Listening to residents is one of the most important responsibilities of elected officials. I believe engagement should be ongoing, not limited to Council meetings.
If elected, I will commit to holding regular neighborhood meetings and community listening sessions throughout the year. I will maintain an active presence at HOA meetings, community events, and civic gatherings whenever possible.
I also intend to make myself accessible through email, social media, and other digital communication tools. Residents should have multiple ways to share ideas, ask questions, and raise concerns.
Additionally, I support improving communication between the Town and residents through timely updates, transparent reporting, and easy access to information about major projects and policy discussions.
My goal is to create a culture of engagement where residents feel informed, respected, and heard before decisions are made—not after.
- Describe one decision made by the current Council that was correct but politically unpopular, and one that was popular but incorrect.
One decision that I believe was correct, even though it generated significant debate, was continuing to address long-term infrastructure and financial planning challenges before they became crises. Responsible government requires making difficult decisions today to avoid larger problems tomorrow. Those discussions are not always popular, but they are necessary.
A decision that I believe may have been popular but ultimately incomplete is the tendency to focus primarily on cost containment without placing equal emphasis on long-term revenue generation and economic competitiveness. Fiscal discipline is important, but communities cannot cut their way to prosperity. Oro Valley must also explore opportunities that strengthen revenues, enhance quality of life, and position the Town for future success.
Good governance requires balancing both responsibilities: protecting taxpayers while investing strategically in the community’s future.
- Beyond your professional and civic resume, what personal qualities and commitments should voters consider?
Voters should consider my commitment to service, my practical approach to problem-solving, and my willingness to listen.
Throughout my career, I have worked in construction, real estate, property management, nonprofit leadership, public service, and small business ownership. Those experiences have taught me how to evaluate issues from multiple perspectives, build consensus, manage budgets, and make difficult decisions.
I believe leadership is about bringing people together, not creating division. Residents may not always agree on every issue, but they deserve elected officials who will listen respectfully, evaluate facts objectively, and make decisions based on what is best for the community.
As for my time commitment, I understand that serving on the Town Council requires significant dedication. I have structured my professional and personal commitments to ensure I can devote the time necessary to fulfill the responsibilities of the position, attend meetings, engage with residents, and thoroughly prepare for Council decisions.
Most importantly, voters should know that I care deeply about Oro Valley. This is my home. My family lives here, I have served this community for many years, and I am invested in ensuring that Oro Valley remains a safe, prosperous, and exceptional place for future generations.
