Polls, Press Releases, Media Interviews, Debates and News Articles

CoolFM Facebook Poll location:

https://www.facebook.com/share/p/1GmXkZtX8G/

Herald Review follow-up questions:

Q1 Revenue shortfalls

If recurring city revenues do not keep pace with operating costs, which approach would you favor: reducing expenses or services, increasing taxes or fees, drawing from reserves, or some combination? Identify any department, program or service you would reduce and any you consider off-limits.

I am not in favor of increasing taxes for the residents of our city. The city does maintain a “rainy day” fund reserve in case of emergencies, but that fund is for more dire situations than we are currently in.  So, my approach would be a combination of reduced expenses and untapped revenue generating sources. And as for any program or service that I would consider off-limits, I would say anything that currently ensures our city is safe and secure, would be off-limits.  

Regarding operating costs, there is a difference between Enterprise Funds and non-Enterprise Funds. Enterprise Funds such as refuse/sewer that must be self-sufficient by law, so services provided to the public are financed primarily through user charges.  And as operating costs go up, so do the user fees to ensure that there are enough funds available to sustain operations. In a non-Enterprise Fund situation where funds mainly come from the General Fund, that is when a city must figure out whether to make reductions in service or raise taxes to cover operating costs. 

I would also ask that the city investigate how much money is spent on all the printing that is done for our four meetings a month, especially when some presentations or agenda items include some very lengthy documents.  Once the meetings are done, the read-ahead books prepared by the staff are left for the staff to dispose of the materials and then prepare them again for the next meeting. I have long thought it to be a wasteful process that can instead be something prepared digitally and if the mayor or our council requires something printed, they could request that it be done as needed. Since I joined the council in 2021, I have never requested a read-ahead book be printed out for me. I prefer to read the agenda items online via the council reading room and then personally print whatever I think is needed in hard-copy format. For some of the rather large documents that I needed to highlight or make notes on, I have requested a hard copy from the council admin staff.

In previous interviews and debates you have heard me advocate for generating additional revenue through better promotion and advertising without sacrificing community resources. Partnering with third-party advertising companies that use out-of-home (OOH) media agreements where the commercial vendor sells ad space to local and national brands, handles installation and maintenance, and pays the transit authority/city a guaranteed minimum fee or a percentage-based revenue share. We have transit vehicles and transit shelters (bus stops) that are currently not being used to their full potential as a source of revenue in the form of exterior bus wraps, partial wraps and interior placard placement. The additional revenue could then be funneled back to support local transit network and municipal operations as needed, which would offset costs currently covered by the General Fund.

Q2 Firefighter meet-and-confer agreement

Would you support directing the city manager to negotiate a memorandum of understanding establishing meet-and-confer status with the Professional Fire Fighters of Sierra Vista? What benefits, costs or long-term financial obligations do you believe such an agreement could create?

Yes. I would support directing the City Manager to engage in discussions with the Professional Fire Fighters of Sierra Vista regarding a Memorandum of Understanding (MOU) that establishes a formal meet-and-confer process. More importantly, I believe every City of Sierra Vista employee, regardless of department or position, deserves an opportunity to have their concerns, ideas, and recommendations heard by city management and the City Council through an appropriate and transparent process. This should not be something available exclusively to firefighters or police officers. Our public works employees, parks and recreation staff, administrative personnel, and every other city department deserve the same respect and opportunity to participate in discussions affecting their workplace. I believe some of the best ideas for improving city operations come directly from the employees doing the work every day. The current Employee Council does not meet very often and does not address every issue that employees from all departments may be having.

There are many benefits to gain by establishing an open and structured line of communication that can improve employee morale, strengthen relationships with management, identify operational inefficiencies, and ultimately improve services for our residents.  

A meet-and-confer agreement does not have to mean automatically increasing spending or committing the city to financial obligations it cannot afford. Any agreement should clearly define the process, respect applicable Arizona law and the responsibilities of city management and elected officials and ensure that financial commitments remain subject to appropriate budget review and approval. I would want to understand the administrative costs, any proposed compensation or benefit changes, and the potential long-term financial impact before approving an agreement.

My position is simple, city employees should have a voice, city management should be willing to listen, and the City Council should remain accessible and accountable. I believe we can establish a productive relationship built on mutual respect, transparency, and communication while remaining responsible stewards of taxpayer dollars. Whether you wear a firefighter’s uniform, a police uniform, or work in any other city department, your voice matters, and I believe city leadership should recognize that.

Q3 Parks, recreation, and public amenities

Does Sierra Vista’s current collection of parks, recreational facilities and public amenities match the city’s ability to maintain them over the long term? Would you defer new projects, consolidate facilities or reduce services to control operating costs? Please identify any specific examples.

In my previous interviews and debates I have identified amenities as important to attracting and retaining residents and workers as a quality-of-life issue. I have also stated that the city’s current phased approach of large projects fits in line with our available budget and grant opportunities. The staff often presents large projects with information regarding the overall cost and then the cost per phase if broken up. That approach also allows the council to determine if we can use any current outside funding sources such as Community Development Block Grant (CDBG) federal grant funding, to help offset those costs.  I have also emphasized the value of community input in regard to realistic city planning. So, I do believe that our current collection of parks, facilities and amenities does match the city’s ability to maintain them over the long term.

There is a possible opportunity to consolidate some of the current city buildings if the city and Sierra Vista Unified School District (SVUSD) were able to come to an agreement on the sale/purchase of the Rothery Center complex. The city would then be able to divest itself of some of its older buildings that have exceeded their life expectancy and move their operations into the Rothery Center which is also in a better location.

The city has continued to partner with local service organizations and clubs that support major events such as the Rotary International Clubs. Other clubs such as Kiwanis International have also donated towards large recreational facilities such as the Sierra Vista Bike/Skate Court. Keeping up those partnerships is very important so that we can continue to provide the best amenities possible for our community.

It is also important that the city continues to partner with the Industrial Development Authority (IDA) and explores resurrecting the Municipal Property Corporation (MPC) to assist with financing projects and for strategic real estate and infrastructure development. Possible infrastructure funding opportunities could include the Sierra Vista Municipal Airport and further West End redevelopment projects. The mayor currently serves as the City Council liaison to the MPC.

Q4 Capital-project priorities

Which roadwork, facilities or other capital projects within the city’s control should receive the highest priority during the next four years? Which could be deferred if revenues remain flat? Explain how you would treat projects supported by restricted grants or outside funding that cannot simply be redirected.

The highest priority over the next four years should be Neighborhood Annual Street Maintenance, Buffalo Soldier Trail (BST) reconstruction, airport improvements, current sports fields/parks bathrooms, all of which are also part of our current Strategic Plan. Police Vehicles, Fire vehicles and Veterans Memorial Park parking lot improvements also fall indirectly into our current Strategic Plan and would be of high priority as well. Other items that could be deferred due to flat revenue are new park designs and new park construction.

In terms of grants or outside funding that cannot be redirected, we must be vigilant when dealing with any grant requiring matching funds or ongoing expenses and maintenance fees. And only supporting them when the project aligns with a city priority and an identified revenue stream can cover the city’s full life-cycle costs.

Some restricted grants that we receive historically have been the CDBG funding from the US Department of Housing and Urban Development (HUD) mentioned previously that must be used to support housing, homelessness programs special needs populations and low-income areas. We have historically partnered with local 501(c)(3) organizations that present their needs to the council so the Neighborhood Commission and city staff can recommend to the mayor and council how much each organization should be allotted.  Arizona Governor’s Office of Highway Safety (GOHS) grants have provided invaluable tools and training to our police officers and cover employee-related expenses that take the burden from the city budget. Those grants directly make our community safer so we should continue to accept those grants.

The city was also successful in receiving $1.4M in Defense Community Infrastructure Program (DCIP) grant funding in 2020 for Fire Station #4 that was constructed in 2022. That grant was intended to keep the overall construction costs to a 50/50 split, but due to inflation of construction costs, the city ended up paying closer to 60% of the overall costs.  The grant still saved the city a good amount of money, but it proved as an example as to what can happen between the time when a grant is awarded, and when the project is completed. Moving forward the city should always keep that worst case scenario in mind.

By ordinance, 0.5 percent of the City’s sales tax goes to the Capital Improvement Fund. While consumers pay a 1.95 percent sales tax to the general fund; a full half cent of that amount goes to the Capital Improvement Fund. City sales tax provided $6,063,322 towards the FY27 Budget. The overall Capital Improvement funds allotted for the FY27 Budget is $11,038,882.

Q5 The Mayor’s Economic-Development Role

Sierra Vista operates under a council-manager form of government, with the council setting policy and the city manager overseeing daily operations. Within that structure, what can a mayor realistically do to foster economic development and increase recurring city revenue? Please identify specific actions you would take.

In previous interviews and debates, I discussed that as a councilman I have constantly promoted Sierra Vista directly to prospective businesses and advocated for additional Fort Huachuca missions. I have supported improving our permitting and access to records, including digitizing blueprints to reduce delays in the permitting process. I have also emphasized connecting businesses with realtors, available properties and existing business-support resources such as Arizona at Work and the Small Business Development Center (SBDC). I have also discussed how I communicate with other municipalities around Arizona and have discussed forming a space partnership with Yuma, AZ as we are both attempting to procure space launch and space re-entry licenses. I have proposed that we bring together Buena’s Career and Technical Education (CTE) programs, Cochise College CTE programs and Arizona at Work and local trades employers at another youth job fair. I have supported our procurement department holding information sessions so that local contractors understand the bidding process for government contracts which would help them as well as keep the money here locally.

As Mayor I would do more of the same but also on a larger scale like how our current mayor is now been named to the Arizona US Space Academy Bid Committee that will shape Arizona’s bid for the permanent United States Space Academy. Bringing an academy like that to our city would most definitely increase recurring city revenue.

Q6 Grants and Continuing Costs

Grants can support infrastructure and economic development, but they may also require matching funds or create continuing staffing and maintenance expenses. What is your strategy for increasing grant funding while ensuring the city does not accept projects it cannot afford to sustain?

In previous questions, interviews and debates I have mentioned supporting a phased implementation of city projects. I have also favored regional cooperation, including shared public-safety training opportunities. As I previously mentioned in regard to DCIP Grants, we must keep a watchful eye on any grant requiring matching funds or ongoing expenses, supporting it only when the project aligns with a city priority and an identified revenue stream can cover the city’s full life-cycle costs.

The FY27 Budget includes $1,021,329 in donations and private grants and $37,311,501 in total grants.

Q7 West End Revitalization

Sierra Vista has pursued West End revitalization for many years through streetscape improvements, redevelopment plans, incentives and public investment. Do you consider that effort successful so far? What measurable benchmarks — such as business occupancy, private investment, property values, housing or sales-tax generation — should determine whether the city continues or changes its approach?

I was not on council when the original investment was approved, which I feel gives me an opportunity to assess its results independently and not base it off any initial support initially given to the project by the council at the time. I would personally broaden the definition of success beyond business occupancy and tax revenue to include improved neighborhood conditions (better lighting and less flooding), increased pedestrian safety, better use of public spaces, and residents’ satisfaction. If I were to use that definition of success, then I would have to say that the project has done all those things, so it is trending in the right direction.  I feel that revitalization should not only include business growth but also improve daily life for the people who already live and work there. I believe that the addition of the Henry Jones Legacy Park on Fab Ave will increase foot traffic to the area which will in turn increase revenue for local businesses. The completion of the first phase of that park should be the next benchmark where the city should check the pulse of the project.

I have maintained contact and regular visits to West End businesses, especially during the North Garden Ave construction that caused some issues for local businesses such as the Tombstone Brewery and hotels along N Garden Ave. I brought their concerns to the economic development department to ensure they were better informed on the progress of the project. I have also ensured that businesses on the west end are aware of the grant opportunities afforded to them but unfortunately many of those same property owners have refused to participate in those available opportunities which would greatly improve the business environment for their tenants.  

Moving forward with increasing business occupancy, I have previously stated that it is paramount that we put pressure on those property owners who leave properties unusable or poorly maintained. We will never be able to increase business occupancy if the same business practices of current property owners continue.

Q8 Signature Economic Accomplishment

When your term as mayor is complete, what specific and measurable accomplishment would you want regarded as your signature economic legacy?

In previous interviews and debates, I have stated my vision that combines thriving small businesses, increased youth opportunities, active commissions with funding, and improved public safety. I have also emphasized keeping Sierra Vista a small community while improving and revitalizing what is already here. I have also supported stronger connections between training programs, local employers, and residents.

So, one specific measurable accomplishment after my term is complete would be a 25% increase of new businesses filling current empty spaces. Especially if those new businesses were owned by entrepreneurs under 30. Because that would mean that young people found a reason to build their future here which aligns directly with my current focus of getting our youth more involved and then continuing to focus on them as local young professionals.

Q9 Your Individualized Question: Public-Safety Staffing

You have emphasized support for police officers, firefighters and other public-safety employees. Do you believe Sierra Vista’s police and fire services are adequately staffed? If not, identify the positions or capabilities you would add, their likely cost and how you would pay for them without weakening other city services.

In previous interviews and debates I have emphasized appropriate staffing levels and locations for police and fire services. I have also mentioned the valuable insight I receive from doing regular fire station visits and ride-alongs with both Sierra Vista Fire and Police Depts. I have also mentioned supporting regional cooperation and shared training sites. Southeast Arizona Law Enforcement Training Academy (SEALETA) at Cochise College and the new Regional Detention Officer Academy are examples of that. Those training opportunities also support our partner agencies in Cochise County, and I want to see similar opportunities for fire departments in our region as well.

Although we are below national and regional averages, I don’t necessarily believe Sierra Vista’s Police and Fire Departments are understaffed in terms of personnel. However, I do believe our Fire Department is experiencing a shortage of available emergency response units relative to the growing demand for services. Our firefighters are handling such a high volume of calls that we regularly rely on neighboring agencies to respond to emergencies and transport patients within our own city. Just last month, Fry Fire District handled more than 40 ambulance transports originating in Sierra Vista. Based on an estimated $1,200 per transport, that represents approximately $48,000 in potential ambulance billing revenue that could have been generated by our own department. This influences our response times as well and may leave some areas of our city outside of the National Fire Protection Association (NFPA) Standard for response times.

I would support exploring additional ambulance units and the personnel necessary to operate them. The goal would be to use ambulance billing revenue to offset, and potentially cover, the costs of those additional resources. We would need to evaluate actual reimbursement rates, operating expenses, and staffing costs before making those decisions.

I would also like to explore establishing a low-acuity response unit within the Fire Department, similar in concept to the Community Service Officers utilized by our Police Department. This unit could handle non-emergency calls such as snake removals, smoke detector assistance, and other low-priority service requests that currently tie up fire apparatus and emergency personnel. By redirecting those calls to an appropriately staffed and equipped unit, we could keep our fire engines and ambulances available for emergencies while improving efficiency and controlling costs.

My priority is to identify practical solutions that improve public safety without taking resources away from other essential city departments. Every department plays an important role in serving Sierra Vista, and I believe we can make improvements through responsible budgeting, operational efficiency, and open communication with the employees who provide these services every day.

In terms of adding additional Police Officers for increased traffic enforcement, many citizens believe that would also produce additional fine revenue. But due to our city not having our own municipal court, we have an agreement with Cochise County that allows them to keep any fine revenue in exchange for operating as our courthouse. So, with that said, any increased enforcement serves as a public safety mechanism, rather than increased revenue targets. Fortunately, Arizona State Troopers have offered local traffic enforcement assistance this past month, which has been a force multiplier for our local law enforcement agencies that does not impact our city budget at all.

In terms of our overall City Budget, PD was 32% of the FY17 Budget and is 30% of the FY27 Budget so it has remained around the same portion of the budget for the last 11 years. Most of the budgeted positions are below:

PD Admin Positions: 1 x Chief, 1 x Deputy Chief, 2 x Commanders, 5 x Community Service Officers, 1 x Civilian Police Investigator. PD Ops Positions: 4 x Lieutenants, 6 x Sergeants, 7 x Corporals, 50 x Police Officers. Animal Control Positions: 1 x Animal Control Supervisor, 5 x Animal Control Officer I/II and 2 x Animal Control Assistants.

With 71 sworn officers and 44,907 City Residents, that equals 1.58 officers per 1,000 residents, or 1 officer for every 632 residents. This is below the National Average of 2.4 officers per 1,000 residents and similar-sized communities average roughly 1.8 to 2.1 sworn officers per 1,000 residents.

Continuing in terms of our overall City Budget, Fire was 19% of the FY17 Budget and is 22% of the FY27 Budget so it also has remained around the same portion of the budget for the last 11 years. Most of the budgeted positions are below:

FD Positions: 1 x Chief, 1 x Deputy Chief, 4 x Battalion Chiefs, 9 x Captains, 1 x Fire Marshal, 1 x Fire Inspector, 9 x Fire Engineers, 28 x Firefighters, 11 x Paramedic Transports, 13 x EMS Transports and 3 x EMS Lieutenants.

Closing Statement:

I am running for mayor of our great city because I love our community and want to ensure we continue on a trajectory to remain a prosperous city that supports people of all ages and backgrounds.  In my 21 years of service to our country as a Soldier, 9 years as a government contractor on Fort Huachuca, and 5 years as a City Councilman, I have held many titles. But titles only confirm a position, they don’t bestow the actual qualities of leadership. Being mayor of a city like ours requires actual leadership experience and leadership qualities that set our community at ease knowing that they have a leader who will always fight for them, have their best interests in mind, protect their families and that will always be accessible. Thankfully I have that leadership experience that I gained while serving our country in peacetime and in war, as well as serving our community as a councilman for more than five years now.

Throughout this campaign, despite misleading claims that were later corrected by local media, I have chosen to maintain a standard of professional integrity. My focus remains entirely on moving our community forward in a positive direction. As your Mayor, I will always bring this same level of professionalism and dedication to city hall.

Serving this community has been a day-in, day-out commitment for me since my first day in office. I’m proud to have been consistently present for our residents every year, not just when an election is near. I appreciate your support and I look forward to serving you as our next mayor!

FOR IMMEDIATE RELEASE

September 1, 2026

Sierra Vista City Councilman and candidate for Mayor, Mark Rodriguez has recently become aware of two false claims circulating on social media. Taking great pride in serving the community, and believing that integrity, transparency, and accountability matter, he wants to address these claims directly to provide the public with accurate information.

The first false claim alleges that the Councilman was the subject of a criminal investigation. In 2023, an investigation was conducted concerning the actions of a city employee who was ultimately terminated. As required by law, the Sierra Vista Police Department conducted a thorough and professional investigation into the matter. Although the Councilman attended a meeting that became part of the investigation, he was never the subject of the inquiry. Investigators determined that he had no involvement in any inappropriate or illegal conduct and was cleared of any wrongdoing. The matter was also reviewed by the Arizona Attorney General's Office, which declined to take further action.

The Mayor and City Council were briefed on the findings during Executive Session. Because the matter involved confidential personnel information protected by law, the Councilman did not discuss it publicly. Doing so would have been both inappropriate and contrary to his responsibilities as an elected official.

The second false claim alleges that the Councilman was arrested by the Scottsdale Police Department in 2025 following a noise complaint at the Princess Resort. He was never arrested and had no contact with Scottsdale Police regarding such an incident.

Since announcing his campaign, the Councilman has remained focused on the issues that matter most to Sierra Vista residents, rather than engaging in negative campaigning. While misinformation can be distracting, his commitment remains the same: serving the people of Sierra Vista with honesty, respect, and dedication.

The Councilman hopes this statement addresses any questions members of the community may have. He expresses gratitude for the community's continued support and looks forward to continuing the campaign in a positive and respectful manner.

Please contact MarkForSVMayor@gmail.com with any additional questions or concerns. 

Link to Herald Review story:

https://www.myheraldreview.com/news/sierravista/rodriguez-clears-ballot-hurdle-makes-case-to-be-sierra-vistas-next-mayor/article_54d8604f-0243-47c8-880a-b0b843b4019f.html?gift=1&gift_token=5bda85c8-fa9a-4832-8746-85d5755b4eaf

Link to Tucson Spotlight article:

Rodriguez runs for Sierra Vista mayor on safety platform 

YouTube link to CoolFM Announcement interview:

Sierra Vista CIty Councilman Mark Rodrigues Makes Special Announcement (Dec 23rd, 2025) 

FOR IMMEDIATE RELEASE

December 23, 2025

Sierra Vista Councilman Mark Rodriguez Announces Campaign for Mayor

SIERRA VISTA, AZ — Sierra Vista Councilman Mark A. Rodriguez today

formally announced his campaign to become the next Mayor of Sierra Vista,

pledging a leadership style rooted in service, integrity, and a deep commitment to

the future of the community he proudly now calls home.

After his 21 years of service to our Country, he is now going on his 5th year of

serving our community as a City Councilman. In his time on Council he has

ensured the voices and needs of our community have been heard not only locally,

but all the way up to the national level as well. He is deeply involved in various

community initiatives and supports entities such as Veteran Service Organizations,

Boys and Girls Clubs, Special needs organizations, local commissions, local

boards, Youth Sports and the Sierra Vista Youth Council. He understands the

importance of attracting large retailers, but also how big of an economic impact our

local small businesses make.

Rodriguez, who has served on the Sierra Vista City Council with a track record of

collaborative problem-solving, volunteerism and community-focused leadership,

said he is energized by the opportunity to take the torch from Mayor McCaa and

take Sierra Vista to its next chapter, which will hopefully include a spaceport.

“I’m excited to announce my campaign for Mayor of Sierra Vista,” said

Councilman Rodriguez. “Our diverse community is amazing, and I’m looking

forward to the journey ahead. Together, we can continue building a strong, safe,

and thriving Sierra Vista for all of our residents.”

Rodriguez will outline his full platform in the coming weeks, focusing on

continued economic development, public safety improvements, renewed sister

cities partnerships, continued Fort Huachuca partnership, quality-of-life

improvements for all ages and abilities, preservation of local history and a renewed

commitment to transparent, accessible government.

He will be hosting future Signature Drives and Meet and Greets, and is already out

getting the signatures required to get on the Nov 3, 2026 General Election ballot.

For more information about Councilman Mark Rodriguez’s mayoral campaign,

upcoming events, or ways to get involved, please visit www.Mark4SV.com or email: MarkForSVMayor@gmail.com