Nov. 5 General Election: The Dalles City Council

I am running because I am interested in being a part of the decision-making process that makes decisions on my behalf. I want to be your council voice.

What are your qualifications for this position?

I have 12 years’ experience on the board of directors of a respected federally qualified heath center and led as a committee chairperson. Using the skills acquired as a board member, I am familiar with governance of an entity and will apply these skills to the council process. I am a business owner, the Granada Theatre, in downtown The Dalles since 2017 and am successful in navigating the urban renewal process. We need business owners on the council. 

What are the top three issues facing the city?

1. Infrastructure demands. Be proactive and anticipate significant opportunities in development projects objectively. 

2. Affordable housing for families. Structure the reuse of existing buildings and new developments in existing vacant lots that address this need. Be more aggressive in acting on The Dalles Housing Production Strategy. 

3. Government transparency. The old “we know best” for citizens does not float. There are many sides and opinions to an issue and issues do not stand alone. There are cross-connections between projects of which we as citizens are not aware. I am not implying all citizens should all have a councilor mentality, but leaders should inform in a more understandable, reliable and consistent form, not just digital. Direct mailing is available to inform citizens of current events in the city government process.

What is an innovation you would recommend the city try?

Reach and inform citizens in understandable terms of the working process city council utilizes in decision-making by engaging with the community in person face-to-face. Each councilor could be responsible for a residential area, one for each councilor, and hold monthly meetings to connect with and listen to constituents. We all have busy lives, but if the city does not hear your voice, you become invisible through the process.

Finish this statement: In five years, my vision for the City of The Dalles is …

A sustainable infrastructure that supports the future of urban development so that The Dalles grows and attracts businesses and new citizens to support, maintain and grow the local economy and our place in the Gorge. I see the city engaged with itself, the citizens and the environment we treasure living in the Columbia Gorge. I see The Dalles as a destination for tourism, entertainment, new families relocating as well as keeping people that already live here.

Dan Richardson

Why are you running?

I’m running for two main reasons: To serve my community meaningfully, and to guide our city’s progress in the coming years. Four years ago, I aimed to bring an independent and community-centered perspective to the city council, and that remains my true today. Now, with my experience on the council, various committees, and through challenges like COVID-19, city manager hiring, and Google funds negotiations, I’ve become an effective leader who is fiscally responsible, minimizes drama, and gets things done.

In the next four years, I want to:

• Invest Google funds wisely for long-term community benefits.

• Rebuild our aging water system to ensure reliability and climate resilience, while managing costs.

• Develop a public-private housing partnership.

• Create a downtown plaza.

• Improve road safety with stronger traffic enforcement and safe routes to schools.

• Support youth and adult shelters and initiatives addressing food insecurity.

• Uphold high professionalism and service within our city government.

What are your qualifications for this position?

• City Council member (2020-2024)

• City Budget Committee member (2019-2024)

• Urban Renewal Agency Board member (2020-2024)

• Traffic Safety Commission, city council liaison (2023-2024)

• Additional Committees: Wasco County-The Dalles Joint Ad Hoc Climate Resilience, Community Outreach Team, Federal Street Plaza Ad Hoc Committee

• Education: The Dalles High School ’91, University of Puget Sound (BA), Portland State University (Graduate Certificate)

I hope residents of The Dalles recognize me as a diligent, prepared, and fair City Council member. I strive to be a leader of character, someone who listens to the community before making decisions. For our local government to thrive, we need leaders who bring perspective, and a commitment to our city’s future. It’s important to elect those who have experience (such as working on city committees, attending council meetings, and engaging with the community) not those who just have locked-in opinions, or personal agendas.

(If you want to make a difference, consider joining one of our city committees — reach out, and I’d be happy to help you get involved!)

What are the top three issues facing the city?

Our city faces several significant challenges that need to be addressed in the near future — challenges I’ll prioritize if re-elected:

1. Rebuilding our water system. The $200 million question is: How do we modernize our water infrastructure over the next 20-plus years without overburdening our residents? We need a durable, climate-resilient system with increased storage capacity. While replacing the Dog River Pipeline was a solid start, it’s only the beginning. Our treatment plant dates back to the 1940s, Crow Creek Dam to the 1960s, and our transmission mains to the 1970s. Funding sources like Google’s contributions, water rates, and grants will be essential to this effort.

2. Expanding housing options. The city is currently developing a Housing Production Strategy, set for completion this year. I’m committed to finding ways for the city to partner with developers to create new housing units that are accessible to a range of residents struggling with housing affordability. Our studies indicate a need for approximately 500 new housing units over the next 20 years. The city can’t build those, but we could work with a private partner, on a project for, say, 100 units, while encouraging other private development.

3. Recruiting, retaining, and supporting city staff. We have an excellent team, but like many professions, recruitment has been challenging post-COVID, and it will likely continue. The city council has worked to increase salaries and offset rising healthcare costs. I’m proud that, for the first time in my four years on the council, we now have a fully staffed police department, with a few members still in training. Retaining and supporting high-quality staff throughout the organization remains a top priority.

Of course, the city doesn’t have just three major issues — there are always numerous challenges at any given time, and the biggest future issues are often unpredictable. That’s why it’s crucial to elect leaders who are committed to tackling problems comprehensively and are adaptable to changing conditiuons, rather than focused on some single issue.

What is an innovation you would recommend the city try?

I propose city council listening sessions. If re-elected, I’ll ask my fellow councilors to “take it on the road” by holding dedicated listening sessions in various community locations once or twice a year. These sessions would be solely for hearing from residents — no other business, just listening. We could visit different parts of town, send out flyers, offer childcare for a couple of hours, and create a welcoming atmosphere for those who might otherwise hesitate to speak up.

Most of our current councilors are already active in the community. I regularly attend a number of working committee meetings, talk with senior staff about complicated or upcoming issues, and participate in community events. I try to ask regular people their views in my day-to-day life around town. A dedicated listening session would provide a space for people to share their views comfortably, without the tension that often accompanies controversy.

Finish this statement: In five years, my vision for the City of The Dalles is …

It remains a great place to raise a family — more prosperous and welcoming to young working families and entrepreneurs. It’s a place where children see their parents volunteering and treating others with respect, rather than arguing online. These kids will have opportunities to learn trade skills, find affordable housing, and build fulfilling lives.

All generations will gather at a new town square downtown, a downtown bustling with local businesses, with plenty of parking and calmer traffic due to consistent enforcement from a fully staffed, professional police department.

The city will be midway through a 20-year campaign to modernize its aging water system, managing it without heavily burdening residents. Funds from Google’s data centers will be wisely invested in infrastructure and community assets. While challenges will still exist, local government will navigate them with wisdom and fiscal responsibility, led by councilors who see their roles as a meaningful service, not as a platform for personal grievances.