What does Marion CAN DO Do?: Part I – Unpacking Its Influence Amidst Hidden Realities and Public Disconnect

A Note from Marion Watch:

Marion Watch, in collaboration with its dedicated allies, including citizens, is pleased to present the inaugural report in a comprehensive series investigating the multifaceted impact of Marion CAN DO! on our community. Recognizing the depth and complexity of this subject, we have, as is our practice with extensive research, included a concise version of this report. While this summary offers a valuable overview, we strongly encourage all readers to delve into the full version for a complete and nuanced understanding of our findings.

Our investigative team conducted extensive outreach to numerous public officials and citizens throughout this process. We appreciate the varying levels of engagement received; some officials provided immediate responses, while others indicated a preference to await further public discourse before offering comment. We extend our sincere gratitude to City Councilors Aaron Rollins and Thaddaeus Smith, whose invaluable insights and full statements are integral to the detailed analysis presented within this report.

Additionally, we engaged with Robert Landon III, who has indicated his willingness to provide further commentary in Part II of this series, but offered the following statement:

“Marion CAN DO was founded with strong intentions by local leaders. However, over time, its effectiveness has declined, and oversight has weakened. I’ll share more detailed thoughts on this soon.”

This subsequent installment will be exclusively dedicated to a deep dive into the financial operations of Marion CAN DO!, offering a focused and thorough examination of its fiscal trajectory.

We trust this report serves as an informative and thought-provoking resource for the citizens of Marion. Tonight’s Marion City Council Meeting will be the second reading regarding Can Do! Marion Watch plans to be in attendance.

I. Executive Summary

Click for Concise Version

I. Executive Summary

Marion, Ohio, a city striving for revitalization, has witnessed significant efforts led by Marion CAN DO! (Greater Marion Community Area New Development Organization, Inc.), a non-profit established in 1993. This assessment reveals a duality of notable progress and persistent challenges. Marion CAN DO! has demonstrably attracted over $500 million in investments and created over 700 higher-paying jobs since 2015, successfully branding Marion as “America’s Workforce Development Capital.” The community has also shown remarkable resilience in addressing its opioid crisis through expanded services and judicial leadership, leading to reduced crime and overdose incidents. The organization itself demonstrates financial stability with growing net assets, increasing from $385,904 in 2018 to $613,000 in 2023.

However, this progress is tempered by ongoing issues and statistically significant concerns city-wide. Marion CAN DO! recently faced a leadership controversy marked by its former Executive Director’s resignation amid a funding dispute with the City Council over transparency and economic development outcomes. Over 100 citizens surveyed were unaware of Marion CAN DO!’s purpose, and over 70 percent of recent statistical data monitored by our team has been negative. Marion continues to experience slight population decline, persistent poverty rates, and the lingering effects of the opioid epidemic. Financial analysis highlights vulnerabilities such as heavy reliance on program service revenue and consistent negative net rental income, alongside a notable discrepancy in executive compensation reporting. Broader municipal financial controversies also underscore systemic governance complexities. This report aims to provide a thorough yet concise overview of Marion’s dynamic transformation, acknowledging both its triumphs and its enduring obstacles.

II. Introduction: Marion’s Evolving Landscape – From Decline to Resilience

Marion, Ohio, once a symbol of Rust Belt decline due to industrial closures from the late 1970s to 2014, faced severe economic and social hardship, including a pervasive opioid epidemic. Economic indicators reflected deep struggles, with poverty rates exceeding 15% and lower median incomes. Traditional development strategies proved insufficient. Against this backdrop of urgent need, Marion CAN DO!, a non-profit, was founded in 1993 by concerned citizens to drive economic rejuvenation through public-private partnerships. Its 501(c)(3) status emphasizes transparency and community benefit over profit.

III. The Ascent: Marion CAN DO!’s Positive Impact and Achievements

Marion’s shift towards community-led solutions has driven significant revitalization, with Marion CAN DO! playing a crucial role.

3.1. Economic Revitalization: Investments and Job Creation

Marion CAN DO!’s efforts have led to substantial economic growth. Since 2015, over $500 million in business investments have been attracted, creating more than 700 higher-paying jobs. This success has earned national recognition, including being named a Top 100 Micropolitan for Project Development. Key investments span manufacturing (e.g., Enterra Feed, Nucor), healthcare (OhioHealth expansion), and logistics, notably the Marion Industrial Rail Park, the largest independent intermodal rail facility in the country, attracting major distribution centers.

3.2. Workforce Development: Building “America’s Workforce Development Capital”

A cornerstone of Marion CAN DO!’s strategy is its focus on workforce development, establishing Marion as “America’s Workforce Development Capital™.” This is supported by a unique “education corridor” featuring Marion Technical College (MTC), Ohio State University at Marion, Tri-Rivers Career Center, and RAMTEC Ohio. These institutions collaborate to provide tailored training. MTC’s Workforce Solutions program assists numerous companies, and its economic impact study showed a $76.7 million income added. RAMTEC Ohio is nationally recognized for robotics training. The Marion Area Workforce Acceleration Collaborative (MAWAC) integrates education and industry, securing $2 million in grants.

3.3. Community-Led Transformation: Social Impact and Quality of Life

Beyond economic development, Marion CAN DO! and its partners have significantly improved community life.

• Downtown Revitalization: Downtown Marion Inc. (DMI), a former CAN DO! advisory board, has driven property ownership changes, tripled real estate values, and brought 42 new businesses and over 350 jobs since 2018.
• Housing & Infrastructure: Marion promotes affordable housing, securing a $750,000 grant for home rehabilitation. Infrastructure improvements are ongoing, with over $1.5 million granted for traffic calming and community clean-up efforts removing tons of waste.
• Addiction and Mental Health Services: Marion has embraced innovative, local solutions to its opioid crisis. Significant expansions in treatment centers (e.g., BrightView, Marion General Hospital, new Addiction Medicine Clinic) and harm reduction efforts have occurred. Mental health centers report a 35% increase in people served since 2018. Judicial leadership, particularly Judge W. Tom Edwards’s Drug and Re-Entry Courts, secured over $5.43 million in grants and contributed to substantial crime rate reductions between 2015 and 2021, including an 80% decrease in burglaries and an overall decline in assaults and overdose incidents.
• Other Social Impact: The Marion Community Foundation awards millions in grants and scholarships. United Way funds programs for food insecurity and homelessness, and Marion Public Health’s initiatives address mental health, addiction, and chronic disease.

IV. The Shadows: Challenges, Controversies, and Lingering Issues

Despite the significant progress, Marion faces complex challenges, and Marion CAN DO! is not exempt from scrutiny.

4.1. Leadership Controversy within Marion CAN DO!

The resignation of former Executive Director Gus Comstock followed a prolonged funding dispute with the Marion City Council. The council cited “questions regarding the organization’s transparency and efforts towards concrete economic development.” Councilor Thaddaeus Smith, while initially supportive, later raised concerns about a non-profit spending “80% of their budget on payroll” as “wasteful.” Councilor Aaron Rollins noted CAN DO!’s historical lack of “self sufficiency” and belief that it “knew well in advance about the expiring leases and failed to disclose that knowing it would jeopardize funding.” The council only reconsidered funding after Comstock’s departure, linking financial pressure to his resignation.

4.2. Persistent Socio-Economic Challenges

Marion continues to navigate deep-seated socio-economic challenges, representing statistically significant concerns city-wide:

• Demographics: A slight population decline persists in Marion County (65,366 in 2022 to 64,976 in 2024), and poverty remains a concern, affecting over 15% of the population since 2019.
• Opioid Impact: Despite service expansions, the opioid crisis’s impact is ongoing, with Marion County’s overdose rates exceeding state averages and a 49% spike in fentanyl-related deaths from 2021 to 2022. Dispensed opiate rates per capita also remain higher than the state average.
• Public Awareness: Over 100 citizens surveyed demonstrated a lack of awareness about Marion CAN DO!’s mission.
• Statistical Trends: More than 70 percent of recent statistical data monitored by our team indicates negative trends for the city.
• Financial Sustainability Concerns: While net assets grew, Marion CAN DO!’s heavy reliance on “Program Services” for revenue (65.2% to 88.2%) creates vulnerability. Consistently negative “Net Rental Income” (e.g., -$15,722 in 2023) and a significant discrepancy in reported executive compensation (Director’s $91,789 vs. aggregated $4,155 in 2023) highlight areas for improved transparency and asset utilization.

4.3. Broader Municipal Governance Issues

Separate from Marion CAN DO!’s direct operations, broader municipal financial controversies, such as those involving the Marion City Auditor’s office (including IRS fines and alleged misfeasance potentially costing taxpayers over $500,000), underscore ongoing governance complexities that indirectly affect the city’s overall environment.

V. Conclusion: A City Forged in Crisis Rises

Marion, Ohio, embodies a compelling narrative of resilience, actively transforming from a past marked by industrial decline and opioid crisis to one of proactive development. Marion CAN DO! has been central to this, driving substantial economic investment, job creation, and fostering a “Workforce Development Capital.” The community’s multi-faceted response to the opioid epidemic, with expanded services and judicial leadership, demonstrates significant progress in reducing crime and overdose incidents.

However, the path to full revitalization is intricate. Challenges persist, including leadership controversies, socio-economic issues, and broader municipal governance concerns. Financial analysis reveals vulnerabilities in revenue streams and transparency issues in compensation reporting. The disconnect with public awareness and recent negative statistical trends further emphasize that despite tangible progress, significant work remains in both perception and measurable community well-being.

Marion’s story is one of dynamic contrast, where collective efforts of organizations like Marion CAN DO!, alongside dedicated citizens and local leadership, continue to forge a more equitable and prosperous future for the city.

Marion, Ohio, a city once emblematic of Rust Belt decline, has embarked on a complex journey of revitalization, spearheaded in part by Marion CAN DO! (Greater Marion Community Area New Development Organization, Inc.). Established in 1993, this non-profit has aimed to rejuvenate Marion County’s economy through public-private partnerships, attracting investment, fostering workforce development, and supporting community initiatives. This assessment reveals a compelling contrast between Marion’s past struggles and its significant strides toward recovery.

On one hand, Marion CAN DO! has been instrumental in attracting over $500 million in business investments and creating more than 700 higher-paying jobs since 2015, successfully branding Marion as “America’s Workforce Development Capital” through robust educational partnerships. The community has also demonstrated remarkable resilience in confronting its opioid crisis, transforming its addiction and mental health service landscape through locally-driven solutions and judicial leadership, leading to a notable increase in services and a decrease in crime and overdose incidents. The organization itself has demonstrated a pattern of fluctuating revenues but consistent growth in its net assets from 2018 to 2023, indicating effective financial stewardship and the accumulation of reserves crucial for long-term stability. This strong financial foundation has seen net assets increase from $385,904 in 2018 to $613,000 in 2023.

However, this progress is set against a backdrop of persistent challenges and statistically significant concerns city-wide. Marion CAN DO! itself recently experienced a leadership controversy involving its former Executive Director, Gus Comstock, whose resignation followed a prolonged funding dispute with the Marion City Council over transparency and economic development outcomes. Moreover, over 100 citizens our team spoke to collectively indicated a lack of awareness regarding what Marion CAN DO! is or what purpose it serves. Furthermore, over 70 percent of statistical data we’ve monitored in the past several months has been negative. The city continues to grapple with a slight population decline, lingering poverty rates, and the deep-seated impact of the opioid epidemic, despite advancements in treatment. Financial analysis reveals a heavy reliance on program services for revenue, posing a potential vulnerability, and a notable discrepancy in executive compensation reporting that warrants further clarification. Broader municipal financial controversies, while unrelated to Marion CAN DO!’s direct operations, also highlight ongoing governance complexities. This report contrasts these achievements and setbacks, offering a nuanced view of Marion’s ongoing transformation.

Marion, Ohio: A Community Forged in Crisis Rises as a City Reborn

II. Introduction: Marion’s Evolving Landscape – From Decline to Resilience

Marion, Ohio, like many industrial cities in the “Rust Belt,” endured profound economic and social upheaval in the latter half of the 20th century. The closure of major industrial employers, including Marion Power Shovel in 1978, Armco Steel in 1981, Quaker Oats in 1989, and ConAgra Popcorn in 2014, severely eroded the city’s economic foundations. By the mid-2010s, Marion reportedly had more boarded-up storefronts than even nearby Cleveland, and economic indicators reflected deep struggles, with a poverty rate exceeding 15% in 2019 and a median income significantly lower than adjacent counties. Compounding these industrial losses was a devastating opioid epidemic, so pervasive that in 2013, yard signs starkly declared, “Heroin Is Marion’s Economy”, now replaced with “Hope is Marion’s Economy.” This crisis, deeply intertwined with the city’s trajectory, tore apart families, escalated crime rates, and overwhelmed public services, forcing the community to confront a systemic issue. Historically, Marion had pursued traditional economic development strategies—luring large employers and expanding infrastructure—which often led to “stagnant policies” and a weakening of the traditional community fabric, leaving many without a safety net. It was against this backdrop of decline and urgent need that Marion CAN DO! (Greater Marion Community Area New Development Organization, Inc.) was founded in 1993. The organization emerged as a non-profit economic development entity, born from the conviction of citizens who recognized the critical need for a collective focus on rejuvenating the area’s economy. From its inception, Marion CAN DO! has been structured to leverage broad community involvement through a public-private partnership model, aiming to transform Marion’s narrative from one of decline to one of proactive response and recovery.

III. The Ascent: Marion CAN DO!’s Positive Impact and Achievements

Marion’s journey from a “Rust Belt town” to “America’s Strongest Town” reflects a significant shift in its approach to development, emphasizing community-led solutions and incremental improvements. Marion CAN DO! has played a crucial role in this transformation, driving economic growth, fostering workforce development, and supporting broader community initiatives.

3.1. Economic Revitalization: Investments and Job Creation

Marion CAN DO!’s primary objective is to drive economic growth through business attraction, retention, and job creation, aiming to position Marion as a premier destination for businesses. Evidence suggests substantial progress: since 2015, Marion has successfully attracted over $500 million in business investments, leading to the creation of more than 700 higher-paying jobs. This success has garnered national recognition, with Marion being named one of the nation’s Top 100 Micropolitans for Project Development for two consecutive years. Specific examples of major investments and expansions underscore the diversity and scale of economic growth:

• Manufacturing & Industrial: The region has seen significant activity, including investments from companies such as CenMac Tools ($8.6 million), Simcote ($3.5 million), and U.S. Yachiyo ($45 million expansion). Enterra Feed chose Marion for its first U.S. production facility, investing $30 million at the former Marion Power Shovel plant site. Other notable businesses and expansions include Nucor, POET Biorefinery, Marion Industries (acquired by Piston Group), Pacific Highway Products, Ohio Galvanizing, RobotWorx, Morral Companies, Humble/Robinson Venture, and Project Timber at the Marion Industrial Center.
• Healthcare: OhioHealth has demonstrated its commitment to the region with a substantial $47 million expansion.
• Logistics: The Nelson Group acquired land for a state-of-the-art Distribution Center. A particularly strategic asset is the Marion Industrial Center, acquired by Jaguar Transport and renamed Marion Industrial Rail Park. This facility is described as the largest independent intermodal rail facility in the country, benefiting from its location at the intersection of three major rail lines, attracting companies like Sika and Boise Cascade to establish new distribution centers.

3.2. Workforce Development: Building “America’s Workforce Development Capital”

A cornerstone of Marion CAN DO!’s strategy is its robust focus on workforce development, successfully branding Marion as “America’s Workforce Development Capital™”. This designation reflects a profound commitment to providing new and existing businesses with a highly qualified and adaptable workforce. This strategic emphasis is built upon Marion’s unique “education corridor,” a concentration of key educational institutions within approximately one square mile: Marion Technical College (MTC), The Ohio State University at Marion, Tri-Rivers Career Center, and RAMTEC Ohio. These institutions work in concert to offer customized technical training programs tailored to meet the specific needs of local industries. Key partnerships and programs within this corridor include:

• Marion Technical College (MTC): MTC’s Workforce Solutions program assists over 75 companies in reducing turnover costs through effective employee selection, training hundreds annually. MTC received a $500,000 mobile training lab from JobsOhio in 2017 for on-site training. An economic impact study by MTC in 2019 (FY 2017-18 data) quantified its regional contributions: $76.7 million in total income added, supporting 1092 jobs, with a $3.30 return to government coffers for every dollar of state taxpayer contribution.
• RAMTEC Ohio: Nationally recognized for robotics training, RAMTEC is the only provider of Robotics & Advanced Manufacturing Industry Certifications, offering specialized training in advanced technologies like FANUC and Motoman Robotics. A partnership with Silver Line Windows made it Yaskawa Corporation’s only public facility for training certification.
• Marion Area Workforce Acceleration Collaborative (MAWAC): Formed in 2018, MAWAC integrates education with industry, connecting local students with leaders from school districts, MTC, OSU Marion, OhioHealth, and the Marion Area Chamber of Commerce. MAWAC has attracted $2 million in educational grant opportunities.

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3.3. Community-Led Transformation: Social Impact and Quality of Life

Beyond direct economic development, Marion CAN DO! and its network of partners have been instrumental in fostering community development and enhancing the quality of life for residents, often reflecting a “Strong Towns” philosophy of bottom-up resilience.

• Downtown Revitalization: Downtown Marion Inc. (DMI), initially an advisory board under Marion CAN DO!, became an independent non-profit in 2008. DMI’s efforts have led to over 40 buildings changing ownership in the last five years, tripling downtown real estate values over the past decade. Since 2018, 42 new businesses have opened, creating over 350 new jobs and generating more than $11 million in wages and salaries, establishing downtown Marion as a regional destination.
• Housing Initiatives: Marion is promoted as a “safe community with affordable housing”. In 2025, Marion County received a $750,000 grant through the Ohio Department of Development’s Community Housing Impact and Preservation (CHIP) program for the rehabilitation and repair of owner-occupied homes. Federal funding for 2022-2023 also included substantial allocations for the Housing Choice Voucher Program (Section 8) and Supportive Housing programs.
• Infrastructure Improvements: The City of Marion Engineering Department manages Capital Improvement Programs for streets, drainage, and sewers, funded by various sources including the Ohio Public Works Commission. Marion was granted over $1.5 million by ODOT for a downtown traffic calming project, slated for 2028, to create protected bike lanes and wider sidewalks. Community-level efforts like neighborhood clean-ups and free tire drop events have also contributed to livability, with over 30 tons of tires collected in 2021 and 136.9 tons of trash removed in 2020 through micro clean-ups.
• Addiction and Mental Health Services: Marion has shown a “compelling story of resilience and proactive change” in battling addiction and mental health crises, particularly in the last seven years (2017-2024), by embracing “innovative, locally-driven solutions” aligned with the “Strong Towns” philosophy. While early 2000s services were limited and strained by the opioid crisis, the community has seen a significant expansion of its service infrastructure.

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• Expanded Services: Key developments include the BrightView Marion Addiction Treatment Center (offering MAT, counseling, social support), Marion General Hospital’s enhanced Mental Health Unit, and a new Addiction Medicine Clinic (launched June 2023 with federal grant funding, providing MAT and ongoing care). A diverse network of organizations like Ohio Guidestone, Community Counseling and Wellness Centers, Marion Treatment Services, and Spero Health now offer comprehensive behavioral health and addiction services.
• Harm Reduction & Community Efforts: Marion Public Health actively distributes Naloxone, a life-saving opioid overdose reversal medication, and the community hosts an annual Recovery Revival event. Grassroots movements and collaborations with local government and agencies have pushed for options and recovery support.
• Quantifiable Impact: Marion County’s mental health centers reported a significant 35% increase in people served since 2018, with over 61,000 individuals receiving support in the past year alone.
• Judicial Leadership and Crime Reduction: Judge W. Tom Edwards of the Marion County Common Pleas Court has been instrumental in establishing and managing specialized court dockets, including the Ohio Supreme Court-certified “Drug Court” (F.I.R.S.T. Court) and “Re-Entry” programs. These initiatives provide crucial recovery services and support reintegration for individuals struggling with addiction, with some graduates even becoming drug counselors. Judge Edwards secured over $5.43 million in grant funds for the court system, supporting services like drug testing and sober living housing, with the Drug Court and Re-Entry Court specifically bringing in $90,000 in grant funding. During his tenure as Administrative Judge since January 2019, he implemented security enhancements and addressed jail overcrowding, contributing to a significant reduction in crime rates in Marion County between 2015 and 2021. This included an 80% decrease in aggravated burglaries and burglaries, an 85% decrease in breaking and entering, a 49% reduction in theft, and a notable decline in assault cases. Positive crime trends continued into 2024, with zero reported murders or manslaughters and fewer instances of various assaults and domestic violence. Overdose incidents also saw a decrease, with nine weeks in 2024 reporting no overdose incidents.
• Other Social Impact Programs: The Marion Community Foundation (MCF) awards $2.5 million in grants annually since 2021 and $536,000 in scholarships in 2024, including Racial Equity & Justice Grants addressing critical needs in education, healthcare, and organizational development. The United Way of North Central Ohio funds a wide array of programs addressing food insecurity, homelessness, and health disparities, such as emergency food boxes, the Explor-it-torium children’s museum, and the Heart of Ohio Shelter Program for the Homeless. Marion Public Health’s Community Health Improvement Plan focuses on mental health, addiction, chronic disease, and maternal/infant health, with programs like Narcan kit distribution (448 kits distributed and 43 reported reversals in 2019) and immunization clinics. The Community Health Coalition (CHC) implements community-led solutions for healthy eating and active living, enhancing parks, installing walking paths, and improving food access through programs like Produce Prescriptions. The Marion County Board of Developmental Disabilities (MCBDD) serves approximately 800 individuals annually, providing support to foster more fulfilling, independent, and inclusive lives.

IV. The Shadows: Challenges, Controversies, and Lingering Issues

Despite the significant progress, Marion continues to face complex challenges, and Marion CAN DO! has not been immune to scrutiny.

4.1. Leadership Controversy within Marion CAN DO!

A notable controversy directly impacting Marion CAN DO! concerns its former Executive Director, Gus Comstock. After 11 years of service, Comstock announced his resignation, effective May 22, 2025. This leadership transition occurred amidst a prolonged dispute with the Marion City Council, which had withheld funding from Marion CAN DO! for several months. The council’s stated reasons for this financial hold were “questions regarding the organization’s transparency and efforts towards concrete economic development”.

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Councilor Thaddaeus Smith articulated that the initial discussions around withholding funding were met with lobbying, and while some perceived it as a personal vendetta against Gus Comstock, Smith initially supported Marion CAN DO! given Comstock’s communication and actions. However, in subsequent discussions, concerns grew, with community members and council members acknowledging that a 501C nonprofit spending 80% of their budget on payroll was “a huge waste” and did not lead to economic growth benefiting the community in the long run. Smith indicated that Marion was not getting the desired outcomes and stated that the city plans to explore “different options for economic development”. He also noted that the funding provided to Marion CAN DO! from both city, county, and private sources seemed “overwhelming,” suggesting it contributed to “wasteful spending”.

Councilor Aaron Rollins provided further insights into the council’s perspective. He stated that while Marion CAN DO! “served an important function at the time it was founded,” it “had no path to self sufficiency and frankly requested negative budgets almost annually”. Rollins also expressed a belief that Marion CAN DO! “knew well in advance about the expiring leases and failed to disclose that knowing it would jeopardize funding”. He fully supports economic development but believes “we need to reevaluate what that looks like” and suggested there should be a path to self-sufficiency or for the organization to be “brought into city/county government”.

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The City Council began “considering potential funding” for the organization only after Comstock’s departure, suggesting a direct link between the financial pressure and the executive director’s resignation. This situation highlights a critical challenge in accountability and the perceived effectiveness of past development strategies, rather than allegations of personal misconduct. Research material does not provide evidence of widespread or frequent turnover among its general staff or board members, beyond this single, high-profile executive departure. Similarly, there is no direct evidence in the provided material suggesting that Marion CAN DO!’s current programs are perceived as outdated. While Marion’s historical economic development strategies were criticized as “stagnant policies,” Marion CAN DO! itself is portrayed as an adaptable entity promoting contemporary approaches like “America’s Workforce Development Capital”.

4.2. Persistent Socio-Economic Challenges

Despite the positive developments, Marion continues to navigate deep-seated socio-economic challenges that are statistically significant concerns city-wide:

• Population Decline: Marion County has experienced a slight population decline, decreasing from 65,366 in 2022 to 65,145 in 2023, and further to 64,976 in 2024.
• Poverty Rates: Poverty remains a concern, with 15.2% of the population below the poverty line and 9,150 people experiencing poverty in 2023, a figure that has remained above 15% since at least 2019.
• Ongoing Opioid Struggle: While significant progress has been made in addressing the opioid crisis, its enduring impact is still evident. In 2019, Marion County’s overdose rate was 36.7 deaths per 100,000 population, higher than the Ohio state average of 27.9 per 100,000. A 49% spike in fentanyl-related deaths was reported in Marion County from 2021 to 2022. Furthermore, Marion County consistently had a higher rate of dispensed opiates per capita compared to the Ohio state average between 2009 and 2018, and this trend continued from 2019 to 2022, despite a general decline in dispensing rates statewide. Data from the Ohio Alliance for Innovation in Public Health indicates a tragic loss of 19,000 years of life to drug overdoses and 5,000 years of life to suicide in Marion and Crawford counties between 2008 and 2018.
• Citizen Awareness and General Perceptions: Our team’s direct engagement with over 100 citizens revealed a collective lack of awareness regarding Marion CAN DO!’s existence or its specific purpose. This indicates a potential disconnect between the organization’s efforts and public understanding of its role in the community.
• Monitored Statistical Data: Over the past several months, more than 70 percent of the statistical data our team has monitored regarding Marion has shown negative trends, indicating ongoing significant challenges despite revitalization efforts.
• Financial Sustainability Concerns: While Marion CAN DO! shows consistent growth in net assets from $385,904 in 2018 to $613,000 in 2023, its heavy reliance on “Program Services” for the vast majority of its income (ranging from 65.2% in 2022 to 88.2% in 2021) presents a potential vulnerability if funding for these specific programs becomes inconsistent. This is compounded by consistently negative “Net Rental Income” (e.g., -$15,722 in 2023 and -$7,195 in 2022), which warrants investigation into asset utilization. Furthermore, a significant discrepancy between aggregated “Executive Compensation” reported in Form 990 summaries (e.g., $4,155 in 2023) and specific compensation reported for the Director (Gus Comstock, $91,789 as of October 3, 2023) highlights a need for enhanced financial transparency.

4.3. Broader Municipal Governance Issues

It is crucial to distinguish between issues directly related to Marion CAN DO! and broader municipal challenges that can indirectly affect the city’s overall environment for economic development and public perception. For instance, the Marion City Auditor’s office has faced significant controversies, including IRS fines, late payments, and alleged financial misfeasance and malfeasance that could potentially cost taxpayers over $500,000. These issues, while serious, are explicitly tied to a different municipal department and are not attributed to Marion CAN DO!’s operations or leadership.

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V. Conclusion: A City Forged in Crisis Rises

Marion, Ohio’s journey is a compelling narrative of a community confronting profound challenges and actively working towards a more prosperous future. The city’s transformation is a testament to the power of local resilience and collaborative action, moving from a past defined by industrial decline and a pervasive opioid crisis to one characterized by proactive development and community-led solutions. The positive impact of Marion CAN DO! is evident in the substantial economic investments and job creation it has facilitated, alongside its strategic role in cultivating “America’s Workforce Development Capital” through innovative workforce development programs. The community’s response to the opioid epidemic, marked by expanded services, judicial leadership, and a notable reduction in crime and overdose incidents, further underscores this positive trajectory. These successes are rooted in a “Strong Towns” philosophy, prioritizing incremental, bottom-up improvements and strong local partnerships.

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However, the path to full revitalization is complex and ongoing. The recent leadership controversy within Marion CAN DO!, stemming from a funding dispute over transparency and concrete economic development outcomes, highlights the critical need for clear accountability and demonstrable impact in public-private partnerships. Furthermore, the city continues to grapple with persistent socio-economic issues like population decline and poverty, the deep-seated challenges of the opioid epidemic despite significant progress in treatment and prevention, and broader municipal governance issues. Financial analysis also points to areas requiring strategic attention, such as revenue concentration, negative rental income, and executive compensation reporting discrepancies. The lack of broad citizen awareness about Marion CAN DO! and the predominantly negative statistical trends monitored recently indicate that despite tangible progress, significant work remains in both perception and measurable community well-being.

In conclusion, Marion’s story is one of dynamic contrast: a city that has faced its problems head-on, demonstrating remarkable resilience and achieving tangible progress in economic and social revitalization. While challenges remain, the collective efforts of organizations like Marion CAN DO!, alongside dedicated community members and local leadership, are steadily forging a more equitable and prosperous future for all residents of Marion, Ohio.

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24. “Department of Development Announces $22.4 Million in Grants to Improve Housing, Quality of Life Across Ohio.” Ohio Department of Development. https://development.ohio.gov/home/news-and-events/all-news/2025-0121-Department-of-Development-Announces-22-4-Million-in-Grants-to-Improve-Housing-Quality-of-Life-Across-Ohio
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36. “Impact Projects & Programs.” United Way of North Central Ohio. https://unitedwaynco.org/community_partners_programs/
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49. “Marion-Based National Robotics Challenge Prepares Students for Careers of Tomorrow.” Marion CAN DO!. https://marioncando.com/2019/03/07/marion-based-national-robotics-challenge-prepares-students-careers-tomorrow/
50. “MARION CITY SCHOOL DISTRICT – Ohio Auditor.” https://ohioauditor.gov/AuditSearch/Reports/2025/Marion_City_School_District_24_Marion_FINAL.pdf
51. “On Development: Marion finds strength in collaboration.” Matter News. https://matternews.org/voices/on-development-marion-finds-strength-in-collaboration/
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55. “Welcome to the Marion County Auditor’s Office.” https://www.co.marion.oh.us/elected_offices/auditor/index.php
56. “Workforce | Marion CAN DO! – Marion, Ohio.” Marion CAN DO!. https://marioncando.com/workforce/
57. Uploaded file: image.png (New message from Thaddaeus Smith)
58. Uploaded file: image.png (New message from Aaron Rollins)