Andrew Bowsher leads the City of Sidney, Ohio, with a genuine passion for community growth and well-being. He combines practical experience in planning with a personal commitment to making the City of Sidney a welcoming and thriving place. Known for his approachable style, Bowsher works closely with partners and residents to bring new energy and opportunities to the city.
Recognizing Bowsher’s leadership in guiding Sidney’s growth, this article explores how his focus on housing, community engagement, infrastructure and digital tools is shaping a stronger and more connected city.
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AT A GLANCE
• Unlocking Growth and Opportunity – Using infrastructure and manufacturing to attract residents and support businesses.
• Expanding Housing Options – Developing diverse homes for families and the workforce to fuel growth.
• Revitalizing Downtown & Neighborhoods – Incentives and programs bring new energy and community pride.
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Housing as Strategy: Growth Starts Where People Live
With access to I-75, two railways and the Great Miami River, the City of Sidney is well-positioned to drive economic growth and community strength. For many years, the city had a tendency to let opportunities pass by. When I stepped into leadership four years ago, the question became how to take a more proactive stance and how to leverage these assets to strengthen businesses, attract residents and guide growth with intention.
Sidney has always been a manufacturing powerhouse, with the highest per-capita number of manufacturing jobs in the state. We are also a job center that draws thousands of commuters every day. The goal was clear. We needed to find ways to convert more commuters into residents and build on the strength of the businesses we already have.
For me, the answer starts and ends with housing. To grow our population, strengthen businesses and expand community amenities, we must provide diverse housing options that serve every stage of life and income level, from affordable and workforce housing to middle-class neighborhoods and higher-end residences. That is why we have actively worked to increase housing opportunities in every way possible. We have partnered with developers to bring projects to life, supported a mix of housing types and price points, streamlined planning and construction processes and invested in infrastructure and services that make new neighborhoods thrive.
As of 2025, we have approximately 1,600 homes in the pipeline, with some already leased, others under construction and more progressing through development approvals. For a community of just 22,000, such growth is unprecedented. This investment in housing is not just about numbers. It is about creating the conditions where talent can live, work and thrive.
Downtown as Catalyst: Revitalization that Builds Belonging
City of Sidney took a proactive approach to growth by enacting a Community Reinvestment Area across the entire city and pairing it with full Tax Increment Financing. These tools gave us a competitive edge and placed us ahead of larger cities that are only now considering the same measures. They allowed us to use tax incentives to drive redevelopment, attract new jobs and energize neighborhoods.
Programs like Neighborhood Pride ensure that residents are involved, their voices are heard and their contributions are recognized. You cannot have economic development without community development and these initiatives help create neighborhoods where people feel connected and valued.
Over the past six years, more than 75 million dollars has been invested downtown, an unprecedented figure for a community of our size. The 12-million-dollar reconstruction of the Ohio Building, now leasing ground-floor tenants, has become a symbol of that transformation. Restaurants, coffee shops, wine bars and new housing have followed, bringing fresh energy into the city center.
Supporting growth also means simplifying processes. A modern online permitting system and a revised zoning code removed outdated barriers and streamlined the approval process. These changes make development more efficient while ensuring downtown serves as both an amenity and an attraction point. Here, people can find their first apartment, raise families and even choose a retirement community, with every stage of life connected to the heart of Sidney.
Infrastructure as Vision: Preparing the City Before It Grows
We would not be a city without infrastructure, and I could not do my job without the men and women in Public Works. They operate water and sewer plants, repair street lines and respond in every season, from freezing winters to scorching summers. Their work ensures residents and businesses always have the resources they depend on, and without them, growth would not be possible.
We have right-sized our water and sewer plants so they produce more than we currently need. That capacity gives us the ability to support new housing, welcome businesses and sustain growth well into the future.
Planning is just as critical. Past leaders and the City Council made sure our Capital Improvement Program and five-year planning process identified projects that would secure the city’s future. One of the most important was building a well field southwest of Sidney. Drawing on an aquifer provides a reliable groundwater source, reduces reliance on river water and lowers the cost of entry for residents and businesses.
By investing in infrastructure thoughtfully and strategically, we ensure the city thrives while services remain strong, accessible and resilient.
Technology with Purpose: Digital Tools Serving Human Needs
Over the last four years, we have worked to integrate digital tools into every aspect of city operations, always with people at the center. Placer.io, a location analytics platform, helps us track how people move through the community, measure the impact of events, identify traffic patterns and create heat maps that inform long-term planning. This provides us with clear data to design streets, public spaces and events that better serve residents.
Behind the scenes, we digitalized operations with an Employee Self-Service system. Staff can now manage pay, reports and leave requests online, saving countless hours and dollars that were previously spent on paper. That time is redirected toward solving real problems for the community.
Last year, we launched a new ADA accessible city website that includes an open finance platform. Residents can explore the budget line by line and see revenue and expenses update in real time, down to the cent. It is transparency at a level the community has never had before.
We also adopted new methods of communication. The biweekly Flying S Podcast, co-hosted with our communications manager, streams on YouTube and Spotify to reach residents where they are. It has become a way to share updates, tell stories and connect with new audiences.
For me, digital transformation is not just about tools. It is about staying proactive, reducing bureaucracy and giving our 200- plus employees the ability to focus on people. With technology, transparency and engagement working together, we are ensuring that Sidney not only grows but also thrives for everyone who lives and works here.
Leadership in Action: Presence, Trust and Shared Momentum
City management will be defined by staying engaged, comparing ourselves to other communities and constantly seeking better ways to serve. We must remain forward-thinking, efficient and dynamic, always meeting residents where they are. That means breaking down bureaucracy, cutting red tape and ensuring the city never feels like a faceless entity.
Leadership starts with listening and showing up for others, in my opinion. I make it a point to be present in the community through organizations such as the Salvation Army, United Way, Rotary, Kiwanis, Sidney Alive, Senior Centers, Strategic Spatial Energy Plan, Shelby County Land Bank, Visitors Bureau and many others. Being involved provides me with insights that no report can capture, and it helps ensure that decisions reflect real lives and needs.
Just as important is empowering the team. With more than 200 full-time employees at our peak, they are the ones doing the daily work that keeps Sidney running. My role is not to micromanage, but to provide them with the resources and trust they need to succeed. When employees are growing and motivated, the quality of service to residents and businesses improves exponentially.
To future city leaders, my advice is simple. Be an active listener, lead from the front, volunteer your time and empower your teams. A city thrives when its people thrive, and leadership is about creating the conditions where that growth can happen.
