Ryan Daniel's Plan for the Future
In the past, we've successfully accomplished the Daniel Plan from 2012 through 2023. This plan included investments in Infrastructure (utilities, roads, etc.), Quality of Life Amenities (Aquatics Center, Trails, Parks), Public Safety (K-9 Units, Drones, Personnel, etc.), and Downtown (Ohki Alley, Thomas Marshall Plaza, Building Infrastructure, and community events). It also put a focus on ways to make government more responsive and transparent, which included open meetings, broadcasts, open houses, and direct communication from the Mayor's Office.
Overall, much of the progress that has occurred was originally in the Daniel Plan that we rolled out in 2011.
At this moment in our history, we must really focus on continuing the momentum that has been captured by so many in the community. The plan is a continuation of our motto "Vision for Tomorrow." It is broken down into a few categories (much like the original plan): Infrastructure, Quality of Life, Downtown Development, and Good Government. While this list is not all-inclusive, it emphasizes the important components that will take our community from good to great.
Overall, much of the progress that has occurred was originally in the Daniel Plan that we rolled out in 2011.
At this moment in our history, we must really focus on continuing the momentum that has been captured by so many in the community. The plan is a continuation of our motto "Vision for Tomorrow." It is broken down into a few categories (much like the original plan): Infrastructure, Quality of Life, Downtown Development, and Good Government. While this list is not all-inclusive, it emphasizes the important components that will take our community from good to great.
Infrastructure
Over the past 12 years, we have consistently balanced the need for infrastructure improvements (including state/federal mandates) with the available dollars. In partnership with the Common Council, we have worked to moderate the costs of these improvements on the average household's utility bill. Make no mistake, utility costs keep rising to both our customers and to our utilities. Pipes, transformers, pumps, castings, and chemicals continue to rise at an unprecedented rate. Yet, we have taken a methodical and balanced approach to keep most of our utility rates at the middle or lower 50% of communities in Indiana. We must, however, keep investing in these critical components. Therefore, our plan is to strengthen our infrastructure through critical investments while taking a yearly review of the utility rates. No one wants to see large rate increase swings. Yearly reviews help the city utilities avoid wild financial swings.
*Eliminating lead water lines will be a focal point in the next four years. This is not only a state and federal mandate, but is also important to the health of our community. While yearly lead testing has consistently came back below the state limits, replacement of these lines takes away any doubt of this hazardous material.
*Disconnecting stormwater lines from our sewer utilities is another important step to maintaining future capacity at the Water Pollution Control Facility, while also cutting down treatment costs. Through the long term control plan, we started this important process. In the next four years, we will continue finding ways to decrease the amount of stormwater connections, while improving flood-prone areas with better drainage.
*Upgrading the power load in our community continues to be the focus of our electric utility. With AEP moving up to 64 KV transmission lines, the City must also upgrade the switches, hardware, and infrastructure that take on this higher power load. Thankfully, the investments that have been made over the past 4 years have made this transition (generally) seamless. With a growing community comes a greater need for power, so this investment is necessary for our future.
*The Wastewater utility will put a focus on making needed improvements at the Wastewater Treatment Plant, while fixing the problematic areas throughout the City. From Sludge tank improvements to additional processing needs, we will invest in the needed improvements made at the plant.
*City Streets are in a much better condition than a decade ago. In fact, we have invested over $6 Million in our community’s street infrastructure over the past decade. Yet, we must continue to invest in this infrastructure. Yearly, the Street Department takes an inventory of every street and alley in the City, assigning a grade to each segment. We utilize this inventory to then apply for the Community Crossings Matching Grant (CCMG) Program through INDOT to repair and replace degraded streets.
*Eliminating lead water lines will be a focal point in the next four years. This is not only a state and federal mandate, but is also important to the health of our community. While yearly lead testing has consistently came back below the state limits, replacement of these lines takes away any doubt of this hazardous material.
*Disconnecting stormwater lines from our sewer utilities is another important step to maintaining future capacity at the Water Pollution Control Facility, while also cutting down treatment costs. Through the long term control plan, we started this important process. In the next four years, we will continue finding ways to decrease the amount of stormwater connections, while improving flood-prone areas with better drainage.
*Upgrading the power load in our community continues to be the focus of our electric utility. With AEP moving up to 64 KV transmission lines, the City must also upgrade the switches, hardware, and infrastructure that take on this higher power load. Thankfully, the investments that have been made over the past 4 years have made this transition (generally) seamless. With a growing community comes a greater need for power, so this investment is necessary for our future.
*The Wastewater utility will put a focus on making needed improvements at the Wastewater Treatment Plant, while fixing the problematic areas throughout the City. From Sludge tank improvements to additional processing needs, we will invest in the needed improvements made at the plant.
*City Streets are in a much better condition than a decade ago. In fact, we have invested over $6 Million in our community’s street infrastructure over the past decade. Yet, we must continue to invest in this infrastructure. Yearly, the Street Department takes an inventory of every street and alley in the City, assigning a grade to each segment. We utilize this inventory to then apply for the Community Crossings Matching Grant (CCMG) Program through INDOT to repair and replace degraded streets.
Quality of Life Amenities
Past the basic building blocks of any community (including solid infrastructure and safe streets) is the aesthetic portion that caters to the quality of life of residents. Do citizens enjoy living in the City? Can they find things to do, places to go, and restaurants to dine? Are there events, activities, and amenities that connect people and families to our community? Overall, we have made massive strides forward in this category. From trail expansions and the Russel and Evelyn Fahl Aquatics Center, to Eagle Park’s future and activated alleys in downtown, Columbia City’s quality of life continues to rise exponentially. It is for these (and many other) reasons that Columbia City has been ranked at the second-fastest growing communities in Northeast Indiana, as well as one of the Top 20 Suburbs in the United States.
*Eagle Park will be the center of our park growth in the future. The first phase, which includes a new Skate Park, Pickleball Courts, and a trellis with family swings, will be built in 2024. This project was delayed due to bids coming in at double the anticipated price. With tweaks to the plan and reworking certain parts, we are excited to rebid the project and get construction underway during the spring of 2024. The following phase of the park development will include an outdoor amphitheater to host community concerts and artistic events.
*Westgate - Phase 2 is planned to occur in 2024 as well. When I took office in 2012, we took a comprehensive look at neighborhoods that were brought into the City limits through annexation, but never received the investments necessary to make it equal with other neighborhoods in the City (which is required by law). We first tackled the WoodDale neighborhood. We then turned our attention to Westgate. Phase 1 of the Westgate Improvement project took place in 2022, installing new streets, curbs, sidewalks, and underground infrastructure. Our plan of action for Phase 2 (currently) is to overhaul these same elements on Buddale and Lawrence Drive. The third and final phase will come within the next 2-3 years.
*Trail Expansions have continued to occur throughout my tenure as Mayor. We started in 2012 with a trail extension from Morsches Park across the Blue River to the Kroger shopping center. Then, in 2015, we expanded the trail from Chauncey Street over to South Oak Street. Next year, the Blue River Trail will be expanding down to the new Columbia City High School Campus, while also connecting Main Street to Chauncey Street. These trail extension will continue serving the walking and biking needs of our community long into the future. We are excited to kickoff this next phase of trail improvements.
*Public Safety has continued to be a priority for our administration. From boosting our full time fire personnel to ensuring our police officers have the equipment they need to do the best job, we invest in those who protect and serve. We are working to get our police department back to full staff as retirements and movement to other departments have decreased our staff. However, we continue to provide competitive pay and opportunities to excel and grow within the department. Our dispatch continues to shine through the use of the best technology and training we can provide. We should continue to discuss the opportunity for consolidated dispatch with the County to ensure good use of taxpayer dollars. Finally, we are having conversations with some of the township fire departments to determine ways to improve the fire protection for residents in Whitley County.
*Attracting businesses to our community is both organic and intentional. Consistently, our residents let me know what new restaurants, services, or shops they'd like to see in Columbia City. We are a naturally attractive place for businesses to locate because of our proximity to Fort Wayne and Warsaw, the accessibility of transportation infrastructure with US 30, and our growing population. Yet, we've had our fair share of challenges to attract new and different eateries to the City. Of course, I think our current restaurants are great, but we are now taking a new approach to attract different types of restaurants that our community could support. By directly targeting certain restaurant groups with consumer data, we can get the attention and investment from these businesses that our residents deserve.
*Housing continues to be a central issue in our community. The lack of available homes, the lack of affordable homes, and the lack of different home styles continue to create upward pressure on the cost of home ownership. Land availability is a connected challenge that also contributes to the rising price of new homes. While we have definitely diversified out housing stock over the last 12 years, we have plenty of room to improve. We continue working with developers to find appropriate housing products and locations for our community. Single family homes, apartments, retirement communities, and other types of housing options are wanted and needed by residents and visitors. The great news is that more and more people want to become a part of our City. Having either buildable lots or available homes is crucial to the future of our community and our renewed emphasis on this will pay dividends into the future.
*Eagle Park will be the center of our park growth in the future. The first phase, which includes a new Skate Park, Pickleball Courts, and a trellis with family swings, will be built in 2024. This project was delayed due to bids coming in at double the anticipated price. With tweaks to the plan and reworking certain parts, we are excited to rebid the project and get construction underway during the spring of 2024. The following phase of the park development will include an outdoor amphitheater to host community concerts and artistic events.
*Westgate - Phase 2 is planned to occur in 2024 as well. When I took office in 2012, we took a comprehensive look at neighborhoods that were brought into the City limits through annexation, but never received the investments necessary to make it equal with other neighborhoods in the City (which is required by law). We first tackled the WoodDale neighborhood. We then turned our attention to Westgate. Phase 1 of the Westgate Improvement project took place in 2022, installing new streets, curbs, sidewalks, and underground infrastructure. Our plan of action for Phase 2 (currently) is to overhaul these same elements on Buddale and Lawrence Drive. The third and final phase will come within the next 2-3 years.
*Trail Expansions have continued to occur throughout my tenure as Mayor. We started in 2012 with a trail extension from Morsches Park across the Blue River to the Kroger shopping center. Then, in 2015, we expanded the trail from Chauncey Street over to South Oak Street. Next year, the Blue River Trail will be expanding down to the new Columbia City High School Campus, while also connecting Main Street to Chauncey Street. These trail extension will continue serving the walking and biking needs of our community long into the future. We are excited to kickoff this next phase of trail improvements.
*Public Safety has continued to be a priority for our administration. From boosting our full time fire personnel to ensuring our police officers have the equipment they need to do the best job, we invest in those who protect and serve. We are working to get our police department back to full staff as retirements and movement to other departments have decreased our staff. However, we continue to provide competitive pay and opportunities to excel and grow within the department. Our dispatch continues to shine through the use of the best technology and training we can provide. We should continue to discuss the opportunity for consolidated dispatch with the County to ensure good use of taxpayer dollars. Finally, we are having conversations with some of the township fire departments to determine ways to improve the fire protection for residents in Whitley County.
*Attracting businesses to our community is both organic and intentional. Consistently, our residents let me know what new restaurants, services, or shops they'd like to see in Columbia City. We are a naturally attractive place for businesses to locate because of our proximity to Fort Wayne and Warsaw, the accessibility of transportation infrastructure with US 30, and our growing population. Yet, we've had our fair share of challenges to attract new and different eateries to the City. Of course, I think our current restaurants are great, but we are now taking a new approach to attract different types of restaurants that our community could support. By directly targeting certain restaurant groups with consumer data, we can get the attention and investment from these businesses that our residents deserve.
*Housing continues to be a central issue in our community. The lack of available homes, the lack of affordable homes, and the lack of different home styles continue to create upward pressure on the cost of home ownership. Land availability is a connected challenge that also contributes to the rising price of new homes. While we have definitely diversified out housing stock over the last 12 years, we have plenty of room to improve. We continue working with developers to find appropriate housing products and locations for our community. Single family homes, apartments, retirement communities, and other types of housing options are wanted and needed by residents and visitors. The great news is that more and more people want to become a part of our City. Having either buildable lots or available homes is crucial to the future of our community and our renewed emphasis on this will pay dividends into the future.
Downtown Development
From Day One, I've publicly stated that our downtown is the heart and soul of our community. As downtown goes, so goes our City. I'm proud of the dramatic changes that have occurred in our downtown. From pocket parks like Ohki Alley and Thomas Marshall Plaza to the First Friday events and occupied storefronts, downtown Columbia City is really starting to thrive. This momentum wasn't by accident, however. It was a deliberate focus by so many who put their heart, soul, sweat, and focus into making our Downtown a destination point. We have partnered with businesses, non profits, and passionate citizens to create a downtown we can be proud of. Yet, our work is not done. The City is currently working on a downtown master plan that will address the infrastructure (streets, curbs, lamp posts, sidewalks, etc.) and help us know the steps we need to take for continued success. Together, Downtown Columbia City can become an example of what can happen when a lot of passion is combined with a determined population.
*Following the Downtown Master Plan will certainly be critical in the years ahead. A large part of this plan will be addressing the infrastructure in downtown. We will be creative in re-imagining the downtown, while preserving the legacy and historical value provided by our ancestors. Incorporating aesthetic components to the streets and sidewalks will not only attract new visitors and customers, but will also enrich the experience of coming downtown. Utilizing music, art, interactive play exhibits, and gathering spaces, our downtown will be one that will rival the best Indiana has to offer.
*Revitalizing dilapidated properties and buildings in downtown continues to be a priority for our Redevelopment Commission. In 2019, the RDC bought and demolished the former Eagles property at the corner of Line and Van Buren Streets. The beautiful Van Buren Flats were then constructed on that site. The RDC also acquired and demolished the former Cardinal Grain property on South Chauncey/South Line Street in 2019. This property had chemical contamination issues, so we continue to remediate the site and look forward to future development on the property.
These are two great examples of how we have utilized the Redevelopment Commission's power to refresh and revitalize areas in need of improvement.
*Beautification of our city's core is a high priority in the next four years. The City's Comprehensive Plan calls for the formation of a "Keep Columbia City Beautiful" Committee. While the name leaves something to be desired, the focus is on point. Just like the Master Gardeners program was so successful at keeping the many park gardens beautiful for many years, so could a beautification committee be for our downtown.
*One project that I am super excited about for our future is the potential for a test kitchen in our downtown. A test kitchen is a facility where culinary entrepreneurs can test their skills, prepare food for sale, and have business support services that increase the likelihood of success. This would certainly be a unique feature for a small community. Yet, I strongly believe that there is a market for local chefs, food trucks, and culinary manufacturers to support this facility. Enlisting the help of our collegiate partner, Ivy Tech, and our education partner in WCCS, I am confident this project will produce new restaurants, food products, and opportunities for residents.
*Following the Downtown Master Plan will certainly be critical in the years ahead. A large part of this plan will be addressing the infrastructure in downtown. We will be creative in re-imagining the downtown, while preserving the legacy and historical value provided by our ancestors. Incorporating aesthetic components to the streets and sidewalks will not only attract new visitors and customers, but will also enrich the experience of coming downtown. Utilizing music, art, interactive play exhibits, and gathering spaces, our downtown will be one that will rival the best Indiana has to offer.
*Revitalizing dilapidated properties and buildings in downtown continues to be a priority for our Redevelopment Commission. In 2019, the RDC bought and demolished the former Eagles property at the corner of Line and Van Buren Streets. The beautiful Van Buren Flats were then constructed on that site. The RDC also acquired and demolished the former Cardinal Grain property on South Chauncey/South Line Street in 2019. This property had chemical contamination issues, so we continue to remediate the site and look forward to future development on the property.
These are two great examples of how we have utilized the Redevelopment Commission's power to refresh and revitalize areas in need of improvement.
*Beautification of our city's core is a high priority in the next four years. The City's Comprehensive Plan calls for the formation of a "Keep Columbia City Beautiful" Committee. While the name leaves something to be desired, the focus is on point. Just like the Master Gardeners program was so successful at keeping the many park gardens beautiful for many years, so could a beautification committee be for our downtown.
*One project that I am super excited about for our future is the potential for a test kitchen in our downtown. A test kitchen is a facility where culinary entrepreneurs can test their skills, prepare food for sale, and have business support services that increase the likelihood of success. This would certainly be a unique feature for a small community. Yet, I strongly believe that there is a market for local chefs, food trucks, and culinary manufacturers to support this facility. Enlisting the help of our collegiate partner, Ivy Tech, and our education partner in WCCS, I am confident this project will produce new restaurants, food products, and opportunities for residents.
Good Government
My favorite part of being Mayor is that we are truly a government closest to the people. We can get things done for residents (if it is within our power) and be responsive to concerns that arise. I am proud of the efforts we've taken to be transparent and responsive to residents. During my tenure as Mayor, we have dramatically transformed the way your local government interacts with you. We've instituted a quarterly "CityScene" newsletter, provided City wide open houses, communicate on multiple facebook pages, published audio and video recorded public meetings, provided the Lunch with the Mayor program, and held open house hours. I believe an informed citizenry is an engaged citizenry. Even in the darkest times over the past twelve years, I've worked hard to communicate with you on the "what" and the "Why". As technology continues to expand its reach, we will continue finding new and creative ways to engage residents.
*One program I am excited to launch is a text alert program that should be rolling out by the end of 2023. This program will allow residents to sign up for specific categories of text alerts that they'd like to receive. There may be categories like events, utility breaks, road closures, severe weather, or general information alerts. Any way we slice it, residents who may not have or want access to social media will still be kept in the loop through direct text messages. This program will dramatically enhance the one-to-one engagement between the City and its citizens.
*Advocacy is one of the many roles I take on as Mayor of our city. During the Indiana General Assembly's legislative session, I spend time at the Statehouse advocating on your behalf against bills that will hurt the City, while encouraging support for bills that will enhance our community. I serve on the Accelerate Indiana Municipalities (cities and towns association) legislative committee as well as on their Board of Directors. I interact consistently with our legislators, the Governor, and state agency heads on matters from utility costs and grant programs to undue regulations and US 30's future. Ensuring good government means advocating on your behalf each and every day.
*Fiscal stewardship is important for the financial health of our community as well as our constituent's pocketbooks. Over the past twelve years, I've worked hard to balance the increasing needs of our community with the available resources given to us. For this reason, our tax rate has continued on a downward trajectory and we have remained in the bottom 25% of tax rates for cities in the state of Indiana. I continually remind our staff that we can do hard things, meaning we can accomplish big goals while not breaking the bank and wasting dollars.
*Public Input is a hallmark of our country's self-governance model and we, at the local level, take this to heart. We encourage public dialogue and I've always answered constituent letters, phone calls, or visits. This is why we've created so many different venues in which residents can contact me. Social media, phone calls, letters, emails, stop-by visits, and public meetings are just a handful of the many ways in which I interact with our citizens daily.
*This probably goes without saying, but the job of Mayor continues to be a full-time position. Your Mayor should be someone who is dedicated to service not just when the limelight is shining, but also when no one is looking. It should be someone who is committed to working for residents at least 40 hours each week. It should be someone who will show up to community events, be diligent and deliberate in their decision making, and be a collaborative partner with the business and non-profit communities. It should be someone who uses their power sparingly, while being a conduit of information and assistance to citizens and visitors alike. I have dedicated myself to this task over the past twelve years and I look forward to continue serving you for the next four.
*One program I am excited to launch is a text alert program that should be rolling out by the end of 2023. This program will allow residents to sign up for specific categories of text alerts that they'd like to receive. There may be categories like events, utility breaks, road closures, severe weather, or general information alerts. Any way we slice it, residents who may not have or want access to social media will still be kept in the loop through direct text messages. This program will dramatically enhance the one-to-one engagement between the City and its citizens.
*Advocacy is one of the many roles I take on as Mayor of our city. During the Indiana General Assembly's legislative session, I spend time at the Statehouse advocating on your behalf against bills that will hurt the City, while encouraging support for bills that will enhance our community. I serve on the Accelerate Indiana Municipalities (cities and towns association) legislative committee as well as on their Board of Directors. I interact consistently with our legislators, the Governor, and state agency heads on matters from utility costs and grant programs to undue regulations and US 30's future. Ensuring good government means advocating on your behalf each and every day.
*Fiscal stewardship is important for the financial health of our community as well as our constituent's pocketbooks. Over the past twelve years, I've worked hard to balance the increasing needs of our community with the available resources given to us. For this reason, our tax rate has continued on a downward trajectory and we have remained in the bottom 25% of tax rates for cities in the state of Indiana. I continually remind our staff that we can do hard things, meaning we can accomplish big goals while not breaking the bank and wasting dollars.
*Public Input is a hallmark of our country's self-governance model and we, at the local level, take this to heart. We encourage public dialogue and I've always answered constituent letters, phone calls, or visits. This is why we've created so many different venues in which residents can contact me. Social media, phone calls, letters, emails, stop-by visits, and public meetings are just a handful of the many ways in which I interact with our citizens daily.
*This probably goes without saying, but the job of Mayor continues to be a full-time position. Your Mayor should be someone who is dedicated to service not just when the limelight is shining, but also when no one is looking. It should be someone who is committed to working for residents at least 40 hours each week. It should be someone who will show up to community events, be diligent and deliberate in their decision making, and be a collaborative partner with the business and non-profit communities. It should be someone who uses their power sparingly, while being a conduit of information and assistance to citizens and visitors alike. I have dedicated myself to this task over the past twelve years and I look forward to continue serving you for the next four.