Sandusky's success is built on balanced investment

As someone who had the privilege of serving as Sandusky's city manager and now as CEO of the Greater Sandusky Partnership (GSP), I've witnessed firsthand the transformation our city has experienced over the past decade. That's why I've been disheartened to hear claims during this year's city commission race suggesting that Sandusky has ignored its neighborhoods and manufacturing base in favor of downtown and tourism. These claims overlook the facts and diminish the hard work and progress that city commissioners, staff, residents and local businesses have made together. During my tenure as city manager, and continuing under current leadership, Sandusky's city commission made an intentional and sustained commitment to reinvest in neighborhoods. Following the passage of Issue 8 in 2014 and the creation of the Cedar Point Partnership in 2021, the city launched programs that have improved over 1,000 homes, demolished blighted structures, strengthened the code compliance division, and tripled resources for road resurfacing. The city reinstated programs for tree and sidewalk repair, created a community policing division, improved nearly every neighborhood park, and supported the construction of three new neighborhood schools. More recently, Sandusky was awarded one of Ohio's largest Welcome Home Ohio grants to create new workforce housing. The city is building 18 new residences on vacant lots throughout the city, with more planned. In the Southside neighborhood, a detailed master plan has brought new life to Churchwell Park, added stormwater improvements to reduce flooding, removed blighted properties and transformed the former Mills School into a home for recreation services, with a new recreation center on the way. These are not signs of neglect — they are evidence of a city deeply committed to its neighborhoods. To claim otherwise is to ignore a decade of visible progress. Sandusky, like many legacy communities, still faces challenges that developed over generations. But its comeback is real and underway. Revitalization doesn't happen overnight, and Sandusky's resurgence will take continued investment and focus. In my current role at the GSP, we've worked closely with the city and local employers to ensure that industry remains a core part of our economic base. Recent expansions and improvements by Toft Dairy, LEWCO, Okamoto and Mack Iron are proof that manufacturing remains alive and well in the city. And good jobs don't stop at the city limits — GSP has supported over $500 million in capital investment and more than 2,000 new jobs across the region, many accessible to Sandusky residents. As for claims that the city focuses "too much" on downtown or tourism, the facts again tell a different story. Sandusky's income tax rate remains one of the lowest of any county seats in Ohio, yet city revenues have grown from $16 million in 2014 to $34 million in 2025. That growth has been driven largely by tourism-related activity, which has provided the funds to repave streets, upgrade city facilities and vehicles, rebuild parks, and support essential services such as police, fire and public works. The two public-private partnerships between the city and Cedar Point — Issue 8 (2014) and the Cedar Point Partnership (2021) — have been key to this success. Both were voluntary tax increases supported by Cedar Point, with more than 99% of the revenue paid by park visitors, not residents. Those funds are being reinvested into infrastructure, economic development, and public amenities like the Sandusky Bay Pathway, the City's Justice Center rehabilitation, and the new recreation center. They will also fund the complete reconstruction of the Cedar Point Causeway, a 70-year-old critical link whose failing utilities have caused repeated park shutdowns. The result will be modern utilities, a new waterfront trail connection to the park, and millions in additional construction activity. Some candidates suggest they could have negotiated a "better deal." The reality is that without these partnerships, none of these investments would have happened and our relationship with the region's largest employer would have been damaged. Downtown investments have followed a similar pattern: they are funded primarily through the very tax revenues generated downtown and by tourism. Our downtown is one of Sandusky's most populated neighborhoods, home to small businesses, residents and public spaces that belong to everyone. Sandusky's success has never been about choosing between neighborhoods, industry, downtown or tourism. It has been about recognizing that a strong economy depends on all these working together. Strong city commission leadership has brought Sandusky this far and continuing that progress will require electing leaders who understand that our city's future depends on collaboration — not division.