Meet the Candidates: Richardson faces challenge from Gomez for TD Council seat

The Dalles, Ore., Oct. 22, 2024 — Dan Richardson is facing a challenge to his City Council seat as Debra Gomez, a former dentist and now operator of the Granada Theatre is looking to take his spot in the Nov. 5 General Election.

Ballots were mailed last week.

The candidates for The Dalles City Council Position 4 differ on many subjects, but what we can all agree on is that the City Council has some major decisions - some generational - to make in the next four years as calls for more housing, a revamped drinking water infrastructure and the question of how to best invest unallocated Google Dollars loom.

The person filling this seat could impact our community for decades as The Dalles is also on the cusp of making some major decisions that will affect both our livability and economic success.

Dan Richardson

Incumbent

Dan Richardson,The Dalles City Council, Position 4

CCCNews: Tell us about yourself and why you want to continue to serve on the Council.

I grew up in The Dalles, and my wife, Dr. Judy Richardson, and I have raised our family here. Both of us try to make things better than we found them, and to serve where we can. I’ve had the honor of serving on City Council for four years. There have been many changes and challenges in those years: Covid-19, negotiating with Google, staffing up the police department, and hiring a new city manager, among them.

My experience on the council has taught me a lot. I try to bring a call-it-like-I-see-it honesty to council, and I’ve accomplished a few things, like annual City Council goal-setting to inform our budget, and restarting the Federal Street Plaza project. My governing philosophy is to focus on the fundamentals, be transparent, avoid unnecessary drama, be wise with our money, and make decisions for the best interests of the whole community.

I’m asking my neighbors in The Dalles to support me in serving a bit longer, and vote for me in this election. Some specific things I want to accomplish in the next four years include: 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.

-Build a downtown plaza.

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

-Support youth and adult shelters, and those addressing food insecurity.

-And, uphold a high level of professionalism and service from our city government.

CCCNews: What are your thoughts on extending the urban renewal spending limit by another $6 million? Agree with it, disagree with it? Why?

I agree with extending the spending limit; it makes good sense.

The Columbia Gateway URA has a long history, of course, and extending the spending authority to 2029 allows us to complete a number of projects. An extension would simply keep functioning as it is now: Taking modest sums of money from 11 local taxing districts and pooling it to reduce blight, build out downtown infrastructure, and boost prosperity by modest subsidies to entrepreneurs investing there. Extending the spending authority (“maximum indebtedness” is the technical term but that’s a bit misleading), is really just business as usual – just as business is looking up.

Extending spending authority would help cover the rehabilitation of First Street, which is both costly and necessary, plus tie into a planned Federal Street plaza and the redeveloped Tony’s site, and support a dozen individual property renovation projects.

Choking off URA’s ability to work together on these investments now, prematurely in my view, would create some serious financial, and possibly legal, issues around First Street. And doing so wouldn’t really benefit taxpayers: Voting against the continued spending authority wouldn’t decrease taxes. Incidentally, the taxing bodies – the Fire District, the county, et al – are all going to be benefit from increased property taxes and Google funds starting next year.

This extension strengthens redevelopment, supports necessary projects, and benefits our community and businesses. It’s a win for our city and a productive way for our community to work together for the greater good.

Check out CCC’s article with more background, figures, and photos

CCCNews: What do you believe is the best strategy for funding and replacing our aging potable water system? Estimates put the cost as high as $263 million. And how much Google gap funds should be used in financing these upgrades? Should Google be required to pay for some of the improvements since their 2 new data plants require almost doubling the city's potable water capacity?

Water is an essential priority for any community, especially for The Dalles, which serves as an oasis on the edge of a desert. Ensuring our water system is robust and sustainable has always been a priority for me. It will continue to be if I’m re-elected to serve on the City Council.

The Dalles produces and distributes (sells) about 1.2 billion gallons of potable water annually. Google currently buys about one-quarter of that. Even if the new data centers double Google’s use, so the City would be treating and selling 1.5b/year, we’d still be well below our full system capacity of 4b/year. We sell less than we have available.

Additionally, we are currently developing two new wells that have a combined estimated capacity of 1.8b/year. Thus, the concern isn’t over the volume of water we sell Google: we have plenty of it. We can accommodate Google's needs without compromising water availability for the community.

The challenge isn’t volume, but delivery – bringing water down from the hills through old pipes. Our aging water system needs updating regardless of Google’s presence. Replacing the Dog River pipeline (built circa 1913) was a good start. But other key pieces of infrastructure like the Wicks treatment plant (built in 1949), along with several miles of steel transmission mains (1970s) require phased replacements over the next 20-30 years.

Funding Strategy: We plan to leverage several funding sources:

Google Funds: We are actively discussing using funds from Google’s Strategic Investment Program and community service fees. It is sensible to allocate a significant portion of these funds to water system upgrades rather than burdening taxpayers with the whole bill.

Google’s Direct Contributions: Google is already investing approximately $25 million in water system improvements related to its data centers, and it purchases water at market rates.

Grants and Federal Programs: We aim to secure state and federal grants and low-interest loans for infrastructure projects. Federal support may vary depending on political leadership, so voting for infrastructure-friendly candidates is crucial.

Water Usage Fees: City water rates have remained unchanged for 10 years, which means rates haven't kept up with inflation. We will need to raise rates, impacting all users, including Google, our largest user, which pays standard industrial rates.

In conclusion, while Google should certainly contribute to the upgrades, the broader community will also need to share in the responsibility. The math is clear: funding this project will require a collective effort.

CCCNews: What is your stance on removing the automatic payment of 2 percent Transient Lodging Tax to Northern Wasco County Parks and Recreation? Do you agree or disagree and why?

I support revising the automatic 2 percent Transient Lodging Tax (TLT) payment to Northern Wasco County Parks and Recreation. I believe we can continue supporting our parks—an important community priority—while ensuring the funds are used in a way that maximizes benefits for both the City and Parks.

I am open to further discussion, but I lean towards modifying the payment structure to address specific critical needs, such as covering the water bill that Parks pays to the City, through a long-term agreement (e.g., 10-20 years). While the City has its own significant projects, including rebuilding First Street, maintaining roads, and updating our water system, we must find a balanced approach that supports both the City and the Parks District.

The TLT transfer accounts for roughly 12-15% of the Parks District’s budget, so while significant, it is not catastrophic if adjusted. I strongly value the Parks District and its importance to the community. The City supports Parks through several means. For example, starting next year, Parks will receive around $250,000 annually from Google property taxes and community payments—a result of successful lobbying efforts by myself, the mayor, and the city manager, among others, to share funds among community partners instead of limiting them to the City, County, and Fire District. And just few years ago, in 2021, the City Council approved $500,000 for the Sorosis Park renovation project.

The TLT structure is still under discussion, and I felt that the recent proposal to remove the 2 percent TLT payment was rushed at the last City Council meeting. That's why I advocated for a more measured approach.

CCCNews: What are the three biggest problems facing the City of The Dalles in the next 4 years? What are your ideas to remedy them?

Here are three significant challenges our city should be working on in the near-future – challenges I’ll make a priority if re-elected:

Rebuilding our Water System

The $200 million question is: How do we modernize major components of 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.

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 around 100 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, making this a priority that will benefit the entire community.

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 as several long-time staff members retire. The City Council has worked to increase salaries and offset rising healthcare costs. I’m gratified that, for the first time in my four years on the Council, after a lot of work by our city manager, police chief, and 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.

It’s important to note that 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 adapting as circumstances change, rather than focusing on single issues.

CCCNews: Free for all - plug your best asset - what do you bring to the table that makes you the right person to lead our city for the next four years?

One strong aspect of my character is a sense of purpose, that serving our community on City Council is meaningful. My purpose is powered by a heart to understand the complexity of things, and to do what’s right. That’s hard! But I gain insights by doing my homework, asking questions, and listening to informed people.

I recognize that there’s often more to a story than what we initially see, and every decision comes with potential unintended consequences. This perspective helps me weigh the pros and cons thoughtfully and with humility, which is essential when making tough, nuanced decisions—like finding the right balance in regulating short-term rentals to protect neighborhood quality of life while respecting private property rights and legal limits to our authority.

My commitment to understanding complexities means I don’t have a personal agenda. I focus on what makes the most sense for our budget, community, staff, and overall quality of life, while avoiding unnecessary drama. My goal is to make well-informed decisions that best serve our neighbors and city.

Debra Liddell Gomez

Challenger

Debra Gomez, The Dalles City Council, Position 4

CCCNews: Tell us about yourself and you want to serve on the Council.

I am a local businessperson in the Dalles who owns and operates the Granada Theatre with my husband, Charles. Our successful business is a product of the urban renewal process. In 2017 we took an abandoned, historical building and created a sustaining lively business, from scratch, and revived the intent of its beginnings by offering the community entertainment and use of the theatre in creative ways.

I am a retired dentist from private practice and graduated at the age of 40

I have twelve years’ experience on the Board of Directors of a respected Federally Qualified health 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 utilize these skills to the council process.

CCCNews: What are your thoughts on extending the urban renewal spending limit by another $6 million? Agree with it, disagree with it? Why?

Disagree. What is the NEED for more money and why. Currently, there is no plan for use of these funds.

CCCNews: What do you believe is the best strategy for funding and replacing our aging potable water system? Estimates put the cost as high as $263 million. And how much Google gap funds should be used in financing these upgrades? Should Google be required to pay for some of the improvements since their 2 new data plants require almost doubling the city's potable water capacity?

One solution could be to structure a bond proposal to be paid back, with Yes, Google gap funds, at least the majority. First, I would require information as to how much existing money The Dalles has in the state trust account that holds our gap funds and in the general fund. Citizens need to know these numbers.

Google has participated in helping the city build its water reserve capacity by sealing an aquifer to create a reservoir. As far as REQUIRING Google to pay for improvements, unless this is an existing clause in our contractual agreement -If, because forethought in the original plan predicted an increase in infrastructure demands, then NO. The city knew from the beginning that water is the blood of Google. Approaching phase 4, Google gap funds received will increase. I would ask HOW we would require Google to contribute.

CCCNews: What is your stance on removing the automatic payment of 2 percent Transient Lodging Tax to Northern Wasco County Parks and Recreation? Do you agree or disagree and why?

Disagree. There is history with this issue. These funds have been given and taken away and given back. Stick to the plan and be consistent. Both the city and Parks and Recreation have stated creating green spaces is a priority. Wasco County Parks & Recreation franchise offers the city, county and citizens sustaining programs and enhances the purpose and beauty of interacting with the outdoors in a healthy safe environment. Enticing people to enjoy the outdoors and step away from the television, computer gaming & streaming platforms, is crucial in growing a healthy lifestyle for all ages. We live in the beautiful Columbia Gorge with many options for outdoor and indoor activities. Let us keep it that way.

CCCNews: What are the three biggest problems facing the City of The Dalles in the next 4 years? What are your ideas to remedy them?

1. Infrastructure demands. Be proactive and anticipate significant opportunities in development projects objectively. This includes water, parking and accessibility to basic needs to live and prosper in this beautiful city.

2. Affordable Housing for families. A recent project addresses the needs of single-person or two-person households but not a significant number for that of families. Remedy- 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.

CCCNews: Free for all - plug your best asset - what do you bring to the table that makes you the right person to lead our city for the next four years?

One of my best assets is the ability to envision the big picture and not to focus on minutia which benefits only one or a few contributors to a project. The majority of us want the same things from the city government, security & economic health. Our local government must be willing to share power which takes energy, creativity and community values to guide this change. One big picture item involves engaging citizens of The Dalles to offer input and to energize their participation in the decisions made on their behalf. I will encourage and enable citizen participation by keeping my finger on the pulse of the community and providing the location at which we may gather face-to-face, comfortably and informally to discuss what is important to YOU and our community on a regular basis.