Good afternoon, everyone. We are 17 months in…and I must say it is extreme honor to serve as Your mayor and to work alongside you to move our city forward.
Before we really get into today’s presentation, I want to start with a few important thank yous.First, thank you to the Rotary Club of Evansville for hosting this event each year, and for creating space to reflect on where we’ve been and where we’re headed. And how about another round of applause for our two Dorothy’s! I can’t wait to see this summer’s Wizard of Oz musical—it’s just one more example of the incredible talent and creativity we have in this city.
Now, let me take a moment to acknowledge the outstanding team that helps keep Evansville moving forward every single day—our city staff, department heads, and mayor’s office, some of whom are here with us today. This team, along with the hundreds of city employees who show up rain or shine, is the reason we’re able to respond to everything—from winter storms and flooding, to clearing trees, fixing traffic signals, rescuing neglected animals, and helpinNeighbors navigate city services. They are part of the backbone of this city, and I want to publicly thank them.
I also want to thank the members of our City Council who’ve joined us. I know firsthand that public service takes courage—especially when it means putting yourself out there, standing up for your beliefs, and working hard on behalf of others. I thank each of you for your commitment to this community.
Acknowledge Myles & Marques- I couldn’t do this work without you. I appreciate you riding with me on this journey.
Last year, I told you that Evansville had a lot going for it—and even greater potential. I believe That’s still true … and I believe we are making strides toward that potential. I can confidently say: We are a city on the move.
And that movement—it isn’t just coming from City Hall. It’s coming from you. From ourteachers and nonprofits. From entrepreneurs working to keep their small businesses strong. From neighbors who paint porches and pick up trash. From the parents working two jobs and stilfinding time to serve their community. That’s the real momentum behind our city.
1One of the most powerful reminders of that momentum comes from a book with no words –The
Flower Man. If you participated in the Leadership Everyone you know the story. In it, an elderly man moves into a gray, neglected neighborhood. Quietly, he begins planting flowers outside his home. As the pages turn, his small act of beauty begins to spread—block by block, color returns
to the community.
That’s what I see happening in Evansville and it’s the spirit that fuels my administration. One of action. Of compassion. Of forward motion.
Over the last year, we’ve faced challenges with grit and turned commitments into real progress.
Now, in year two, our focus is sharper, our momentum stronger, and our path forward is clearer.
Today, I’ll share what we’ve accomplished, the challenges ahead, and where we’re going next.
I believe part of my job is to constantly push our city toward its potential—to help us reach Higher for every resident who calls Evansville home.
But let’s be honest: We haven’t always done that. There are places and people in this city who’ve felt overlooked.
You see it in the assets we’ve let decline, due to limited resources: once-beloved places like Mesker Amphitheatre, recreational amenities like Lloyd, Hartke, and Helfrich pools, neighborhoods we haven’t invested in, and roads and infrastructure that went far too long without maintenance. (We’ve all seen the potholes)
We hear the concerns. And we’re responding.
We can take care of what we have—and still dream boldly. That’s what a city on the move does.
We’re investing in leadership. Through the Harvard Bloomberg City Leadership Initiative, we’ve joined a global network of cities learning from one another—sharing best practices, solving complex challenges, and bringing home ideas that work. It’s professional development at the highest level, and it’s helping us lead with greater clarity, strategy, and innovation. 2So let’s talk about how far we’ve come, especially in our neighborhoods.
This time last year, I stood before you and made a bold promise: that we would have at least 350 new affordable housing units either built or underway by today.
Well, I’m proud to report—we didn’t just meet that goal. We exceeded it.In the past year alone, we’ve opened dozens of new affordable rental homes, launched majorrehab projects, built new single-family homes, and laid the groundwork for hundreds more. In total, more than 350 units are already complete or in progress, with another 240 in th
pipeline.
That’s real, tangible progress—and a multi-million (over $10M) dollar city investment in stability for the people of Evansville.
But we’re not done. I’ve told my team I want 2,000 new units by the end of this term. I know it’s ambitious—but if we’re serious about tackling the housing crisis, it’s the kind of goal wemust set.
We’re also attacking the issue of blight head-on.
Last year, we launched our Fight Blight initiative, allocating 3 times as much to to our budget to demolish 150 dangerous, decaying properties in our neighborhoods.
And we didn’t do it alone—we asked you, our residents, to tell us where blight was harming your blocks. You responded.
To date, 132 blighted structures have been identified through your reports. Of those: • 26 properties have already come down.
• 41 more are through the hearing process, just waiting for demolition crews.
• And another 24 are awaiting a hearing or appeal.
3That’s 91 blighted properties already in the pipeline for demolition in 2025 … that’s a great start.
But we also knew that we needed to get a clearer look at the big picture of blight across our city.
So, we tapped into our Bloomberg Harvard network and were selected to become a host for a
Harvard Fellow this summer. Beginning next week, she’ll work with our Department of
Metropolitan Development to build a citywide system that maps not only blighted properties, but
all land ripe for housing and economic development—starting in the Center City, then scaling
citywide.
We’re also investing in neighborhood pride and partnership through our Block-by-Block
program. Instead of just telling you what that program does, I’d rather show you what it looks
like in action.
[Play Block-by-Block Video]
This is just one small part of the story. All across Evansville, we have nonprofits and other
community partners working to build houses, to repair properties, and to revitalize our
neighborhoods in so many other ways. We want to continue work alongside these groups, and to
support them … which is what we did earlier this year, when we announced Forward Together
grants, awarding a half a million dollars to 18 nonprofits working to revitalize neighborhoods
and creating paths out of poverty.
There is also movement in our parks … because we know that one of the clearest signs of a
strong, vibrant neighborhood is access to safe, beautiful public spaces.
Let’s be real: We’ve let some of our city’s 46 parks fall into disrepair over the years. But this
administration is making it a priority to improve our Quality of Place by investing in what we
already have.
That effort began with the $24 million Parks Bond, which we passed alongside City Council and
the Parks Board. It’s focused almost entirely on restoring and maintaining the parks and
recreational facilities our families rely on.
4Some of these needs may not be glamorous, but they’re essential. Like fixing the HVAC system
at Swonder Ice Arena, and the irrigation system at our city golf courses—the things you don’t
notice until they stop working.
Those projects are no longer on a wish list. They’re moving forward. Plans have been submitted
and reviewed by the Parks Board. Action is underway.
Other upgrades that are visible—and exciting:
• Tepe Park will welcome a brand-new splash pad this year.
• Fulton Park is getting a new playground.
• Stevenson Park will see fresh playground equipment.
• CK Newsome Community Center will receive some updates
• And at Garvin Park, we’re launching an entirely new Activity Zone, starting with a
playground and safety surface this summer—and followed by a new shelter, restrooms,
and a basketball court.
These are priorities that community members have consistently raised—needs reflected in
neighborhood plans, community meetings, and years of conversations.
And now—we’re delivering. Our Parks Director Danielle Crook said it’s her personal goal to
touch every park in some way.
So, we’re not checking boxes. We’re changing how it feels to live in this city.
Speaking of transformational ideas: have you seen the River Vision? I sure hope so.
Last year, E-REP and the design firm Sasaki unveiled a bold plan to reimagine 50 miles of Ohio
Riverfront, stretching from Newburgh to Mount Vernon.
Right in the heart of that plan? Downtown Evansville.
5It’s a long-term vision—20 to 30 years in scope—but one that includes opportunities for new
housing, retail, restaurants, and green, recreational space. All centered around the water that gave
this city life in the first place.
We’re in the schematic design phase not, but when it’s complete, this will transform our
riverfront—and our city—into a true destination.
So you can see: We’re developing our neighborhoods. We’re strengthening our quality of place.
And while we’re doing it all, we’re keeping a focus on public safety. Because when people visit
our parks… when they stroll our riverfront… when they move into one of our neighborhoods…
We want them to feel safe.
When I took office, one of the first challenges we faced was the growing strain on our public
safety workforce. Our police and fire departments simply couldn’t compete—when it came to
salary, benefits, or development opportunities—with other communities.
We were losing officers. And we weren’t bringing in enough new ones. Just take the Evansville
Police Department: we budget for 289 officers, but most days we’re sitting closer to 260.
So we took action. Last year, we negotiated new, three-year contracts with both the Fraternal
Order of Police and Firefighters Local 357—and I’m proud to say those agreements provided
record increases in compensation.
And it’s already working.
As of May 1, the Evansville Police Department has already received 125 applications—well on
pace to surpass last year’s total of 174.
And the Evansville Fire Department just wrapped up its recruiting with 391 applicants—nearly
double last year’s 200.
All of that is movement in the right direction.
6At the same time, the public safety professionals who are already serving our city are also
stepping up.
This year, EFD is building a new fire station on the East Side. This will be Evansville’s first new
fire station in over 25 years, and the first in a brand-new location since 1988.
Think about it. Our city has grown—especially on the East and North Sides. Our needs have
changed. This new fire station is a direct response to that growth.
When it opens, it will improve response times by up to a minute and a half— and it will free up
resources to improve response times on the West Side, too. In emergency situations, we all know
just how critical those 90 seconds can be.
These investments will save lives.
The Fire Department is also working with the American Red Cross on the Fire Safe Community
program, and they’re collaborating with EPD to address fire-related crimes.
This is making our community safer.
At the same time, we know crime is still a reality in our city. Every day, someone in Evansville
is impacted by theft, violence, addiction, or fear. The truth is: crime activity has remained
relatively consistent year over year. But even one incident is one too many—and we still have
work to do.
That’s why we’re ramping up our efforts.
In 2024, the Evansville Police Department solved every single homicide. All 12 cases were
closed, with arrests made within 48 hours. That kind of turnaround doesn’t just happen. It takes
urgency, professionalism, and a deep commitment to justice—and I want to commend our
officers for that work.
We also seized seven pounds of fentanyl last year—compared to just 1.6 pounds in 2023. Now, I
know that number sounds alarming. But it doesn’t necessarily mean drug use is on the rise. It
7means we’re doing a better job identifying and removing dangerous substances before they reach
our streets—thanks to improved technology and more focused enforcement.
But enforcement alone won’t get us where we need to go.
We’re continuing to strengthen community policing—because trust is the foundation of public
safety. And we’re digging deeper into the root causes of crime: poverty, trauma, disconnection,
and lack of opportunity.
Our Community Violence Intervention program is one example. By working directly with
individuals at the highest risk of involvement in violence, this program is helping to break cycles
before they escalate. It’s still early, but we’re already seeing promising results.
Because real public safety isn’t just about reacting to what’s already happened. It’s about
creating the kind of city where violence is less likely to happen in the first place.
And even with these signs of progress—we can’t forget the human cost. Because even one life
lost, especially a young life, is one too many.
We all have a role to play in shaping the future of our young people—including our young
people themselves. That’s why I created a Youth Advisory Council to advise my office on issues
facing them in our city.
With their first year coming to a close, I asked them to share a bit about their experience:
[PLAY MYAC VIDEO]
Wasn’t that powerful?
When we give young people a seat at the table, they rise to the occasion—and remind us of
what’s possible when we invest in them.
But Evansville, we’ve got to do better.
8Too many of our kids are struggling—falling behind in reading and math, grappling with mental
health challenges, and unsure of what’s next. When our children struggle, our entire city feels it.
That’s why this work is personal to me.
At our Youth Success Symposium, I met Serenity who won our “Mayor for a Day” contest. She
stood up this morning and led us in the pledge of allegiance. She’s bright, full of possibility—
and for the first time, she sees her future reflected in this seat. Because representation matters.
That moment reminded me exactly why I brought back the Mayor’s Education Roundtable—and
why I asked them to create something Evansville has never had before: a citywide Youth Master
Plan.
This plan will be our city’s promise to our young people. A roadmap for how we create the
conditions every child needs to thrive—from early learning to graduation to whatever path they
choose next.
And the work is already happening. Look at the Driving Possibilities initiative – a $13 million
investment from Toyota USA Foundation in cradle to career STEM education and workforce
training fueling a partnership between the EVSC Foundation, North Gibson Educational
Foundation, University of Evansville, Youth First and Building Blocks.
Expanding the Academy for Science & Medicine is a strong example of how we’re giving
students interested in these fields more hands-on learning opportunities.
This is the kind of impact we can have when public, private, and nonprofit partners come
together around a shared goal.
The Youth Master Plan is about exactly that kind of alignment.
It’s about giving every student a strong start—quality childcare, preschool, reading by third
grade. It’s about wraparound supports that keep them on track, safe spaces to learn and grow, in
and out of school, and the tools to step into adulthood ready for success—whether that’s college,
a trade, the military, or the workforce.
9This summer, we’re teaming up with EVSC, the Public Library, WNIN, and Read Evansville to
kick off a citywide reading initiative. We’ll start with a soft launch—lifting up the EVPL’s
Summer Reading Program and sharing fun, engaging educational lessons on WNIN throughout
June.
Then, this fall, we’ll expand the initiative.
Together, we’re working to meet—and exceed—Indiana’s goal that 95% of students read at
grade level by 2027. That number matters, but let me be clear: this is about more than just test
scores. It’s about unlocking potential. It’s about making sure every child has the chance to
succeed in this city and its all of our responsibility.
This is just the beginning.
But even as we make progress, we must acknowledge the challenges ahead. Being a city on the
move doesn’t mean everything goes our way. It means we keep moving anyway.
Earlier this month, we received difficult news: a $20 million federal Community Change Grant
awarded to Evansville was terminated. That grant was going to help us expand METS Micro
service, build more than three miles of ADA-compliant sidewalks, create new transportation
hubs, and install EV charging stations throughout the city. These investments would have made
it easier for people to get where they need to go—safely, affordably, and sustainably.
Losing that funding is a setback. But it is not the end of the road. We have to keep pushing
forward. And that’s exactly what we’ll do.
Right now, Evansville’s finances are stable and healthy. At of the end of 2024, we had nearly
$50 million set aside—enough to keep the city running for more than four months if needed. The
City is current on its health insurance payments to its providers and holds sufficient cash and has
avoided being in the red. And even with some long-term obligations, we’ve maintained strong
credit ratings from both major agencies, showing that outside experts see us as a well-managed
city.
10We also see a lot of positive economic indicators out in the community. In the past year, we have
created 500 net new jobs in our city. We’ve seen wages grow 3.4%—outpacing inflation.
Unemployment is under 4%, meaning there are multiple unfilled jobs for every job seeker in our
city. And our industries are expanding—Separation by Design just announced a $5 million
investment and 30 new, high-wage jobs on Evansville’s west side. American Bath Group just
invested $20M in a new press line at Bootz Manufact. Did you know- we make porcelain
bathtubs right here in Evansville?
But a strong bond rating and a positive economic outlook doesn’t mean we can afford
everything. And it doesn’t mean every family in Evansville is feeling that success yet.
We still face very real, human challenges—ones that don’t always show up on a spreadsheet.
We see the strain of rising utility costs, the growing need for food access, and an uptick in
homelessness and animal welfare concerns.
So we’re responding:
• We launched a five-year strategic plan to prevent and address homelessness in a
humane way, focused on sustainable solutions and long-term support. (Like our Street
Outreach Team that assisted with cleaning up encampments and offering resources to
those in need)
• We’ve created an Energy Solutions Working Group to explore ways to ease the burden
of high utility costs.
• We hosted Evansville’s first-ever Animal Care & Control Town Hall, making space
for public dialogue and shared solutions. And just last week we announced some of the
initial changes coming.
• And we’re actively looking at how the city can provide financial support to the Food
Commission partners, because no one in our community should go hungry.
These issues matter. And as a city on the move, we’re not ignoring them. We’re leaning in—with
the same urgency, innovation, and compassion we bring to every challenge we face.
11Lately, it feels like I can’t go anywhere – in the real world (at the grocery store, nail shop,
church) or on social media – without someone telling me that we need to “fix the roads.” So let
me start by saying: we hear you. And there are some good progress happening:
• This year, we will finish work on the Walnut Street corridor, reopening that as a complete
street from Vann Avenue all the way into the heart of Downtown.
• We’ll also start on the Third Street reconstruction project this year.
• Overall, we will invest about $7.8 million in road projects across the city this year –
nearly doubling what we done in past years.
But we also know that this increase isn’t enough to make up for decades of underfunding road
repairs. At this point, simply maintaining our city’s roads in their current level would cost about
$12 million per year; improving them would cost more.
Thanks to House Bill 1461, we now qualify for up to $4.5 million a year through the Community
Crossings program—a major boost. But even with that, we still face a sizable gap. That’s why
we’re exploring every option—including a potential wheel tax—to close it.
Because let’s be honest: our roads need serious attention.
It also doesn’t help that cities across Indiana are facing growing budget pressures from changes
at the state level. This year, the Indiana General Assembly passed Senate Bill 1 to provide
property tax relief to Hoosiers—something that we as property owners welcome. But those
property taxes also provide revenue to libraries, to schools … and to cities across the state. In
Evansville, Senate Bill 1 means a reduction in revenue to our General Fund (projections are
showing a lose o f $15.8M over 3 years) – and more than 70% of our General Fund pays for
public safety. That’s our police officers. Our firefighters. The dispatchers who answer 911 calls
when you need help most.
This is a challenge, because let me be clear: protecting public safety is not optional.
The State has offered Local Income Taxes as a tool to help cities adjust. But before we even
consider passing those costs on to you, we are doing the hard work of exploring every other
12option. Because being responsible stewards of taxpayer dollars isn’t just good policy – it’s our
duty.
These aren’t easy conversations. But they are necessary. And in Evansville, we’re not just
identifying problems – we’re finding smart, sustainable ways to solve them.
One of the most promising examples is our upcoming shift in ambulance services. Starting next
summer, Chief Knight and the Evansville Fire Department will take over ambulance operations
citywide.
After a thorough financial analysis—verified by an independent third party – we found that
transitioning ambulance services to the Fire Department won’t just improve efficiency. It will
generate new revenue. By 2028, once startup costs are paid, this model will bring in about $3.5
million a year in profit. That money will go directly to the Fire Department—and free up the
same amount in our General Fund for investments in roads, parks, housing, and other services
you rely on.
In fact, this single change could help offset much of the revenue shortfall created by Senate Bill
1. It’s not a silver bullet – but it’s a bold, strategic move.
Now any time we talk about new revenues, we also need to talk about how we’re saving
residents money elsewhere.
Let’s take water, for example.
When I came into office, I inherited a ticking clock: the overdue replacement of our 125-year-old
water treatment plant. I’ve been inside. I’ve seen the pipes stamped 1888. And while that may
speak to our city’s history, it cannot be the future of Evansville’s water supply.
Under the leadership of Vic Kelson and in collaboration with the Water and Sewer Board and the
EWSU team, we’ve explored a shift away from the original plan, which was to build a brand-
new treatment plant. Today, I’m excited to announce that in the coming weeks, we will begin
discussions with our regulators, seeking approval of a more innovative, cost-effective solution:
blending groundwater with our current Ohio River supply.
13This strategy is expected to save Evansville $100 million upfront and at least $2 million annually
in PFAS treatment, thanks to the clean groundwater sources we’ve identified.
We hope this approach means we can avoid further water rate increases beyond those already
scheduled—and that the ones coming this year and next are the last for a long time.
But this isn’t just about saving money. It’s about strengthening Evansville’s water security. By
creating a dual-source system, we make our supply more resilient for decades to come.
And this isn’t the only infrastructure challenge we’re navigating.
Like many legacy cities, Evansville has a combined sewer system in older areas of our
community —stormwater and wastewater flowing through the same pipes. What once seemed
efficient now presents serious environmental and compliance risks.
We’ve been operating under a federal consent decree with the EPA to reduce overflows into the
Ohio River and surrounding waterways. Today, we are reaching out to the regulatory agencies to
propose solutions that will protect Pigeon Creek and the Ohio River while also being affordable
for our customers.
These are complex, long-term discussions—but we’re fighting for solutions that protect our
residents and our resources.
So yes, we’re investing in our future—but doing it wisely.
We’re securing Evansville’s water future in a way that prioritizes both sustainability and
affordability for generations to come.
These are just a few of the bold moves already underway—and they’re only the beginning. I’m
proud of the progress we’ve made—but I’m even more excited about where we’re going.
Because I have a vision for Evansville’s future—and we are putting the pieces in place to get us
there.
14A future where every neighborhood feels cared for, connected, and full of possibility.
A future where housing is abundant and affordable, and where investment flows into our
community—not out of it. A future where city government works better, faster, and more openly
for the people it serves.
Here’s what you can expect to see in 2025 and beyond:
• Stronger neighborhoods: Six more Block-by-Block cleanups are already scheduled this
year—bringing care and connection right to our doorsteps.
• Visible progress on blight: We’re on track to demolish or prepare 150 unsafe, vacant
structures—clearing the way for new growth.
• More places to call home: Hundreds of new housing units are under construction or
breaking ground—moving us closer to our goal of 2,000 by 2027.
• Opportunity on the horizon: While I can’t share the details just yet, we’re anticipating
exciting new business announcements that will boost outdoor recreation, regional
connectivity, and economic growth.
• With READI funding in hand, we’re preparing Evansville to lead in logistics and supply
chain development—positioning ourselves for the transformational I-69 Ohio River
Crossing.
• More connectivity in the skies: This summer, more Evansville families than ever will be
taking affordable, direct flights to Florida with Allegiant and Breeze airlines.
Business travel is also bouncing back:
• American Airlines brought back direct service to Chicago, Delta has added a fourth
daily flight to Atlanta … and – a little scoop here – conversations are underway about
restoring direct flights to Detroit, which would open even more national and international
connections.
• We ae developing smarter tools for growth by launching a new Developer Toolkit and
streamlined process guide—making it easier to build and invest in Evansville.
• And Inside City Hall, we’re restructuring departments to improve service delivery and
ensure every resident gets the support they need—quickly and effectively.
15Every one of these steps is part of a bigger plan—to make Evansville not just a city on the move,
but a place where everyone can thrive.
We’re moving with purpose. With pride. And with faith—faith in our people, our
neighborhoods, and our shared future.
We are stepping up
I’ve said this before, I can’t do this alone. None of us can. It takes all of us—working together—
to keep this city moving.
So I’m asking you: stay engaged. Speak up. Lend your hands, your voice, your heart.
We have a bold vision for Evansville—and if we stay focused and united, we’ll turn that vision
into lasting progress.
Now, in the Baptist Church, we sometimes do a little call and response — and I want to bring
that spirit into this moment.
So if you’re with me — and if you believe in where this city is headed — I want to hear you say
it.
Are we moving? (Yes!)
Are we building? (Yes!)
Are we ready for what’s next? (Yes!)
Evansville is a city on the move. And we are just getting started.
God bless you all and God bless this city.
How about replacing/repairing the terrible 100 year plus city sidewalks in older neighborhoods so the elderly and disabled citizens can enjoy their freedom ?!