Commissioners are elected for four year terms on a staggered basis. The Board of Commissioners consists of three elected officials who must reside in separate districts but are elected by the voters of the county as a whole. Commissioner Districts must be redrawn at least once every 10 years.The Board of Commissioners is the executive of the county and shares legislative powers with the County Council. It enacts ordinances and administers all county business. Powers and authorities include but are not limited to:· Controlling, maintaining and supervising county owned property including the Courthouse, jail and offices; auditing county books· Establishing township boundaries· Supervising construction and maintenance of county roads and bridges· Developing and administering personnel policies for county employees· Establishing precincts, providing polling places and election equipment, administering elections in conjunction with County Election Board· Establishing minimum housing standards, building regulations, fire prevention ordinances, contracting ambulance services; regulating food establishments, assisting community mental health centers, assisting public transportation facilities, carrying out poor relief duties· Selecting and appointing members to fill positions on boards, commissions, committees and appointing certain department heads· Establishing parks and recreation facilities, war memorials, historical markers, maintaining county forests· Establishing solid-waste districts and serving on the district boards which are responsible for 20 year plans for disposal, recovery and reduction of solid waste
Campaign Phone
8123451833
Education Background
Bachelors, Masters Degree Public Administration, Masters Strategic Studies
Occupation
Retired
Nashville has identified its desire to serve as a driver of regional tourism. From an economic standpoint, the county is funded primarily by property and income tax. Tourism accounts for about $12.1 million in total wages. The taxable income of all county residents is over $425 million. All county taxpayers cover the additional costs of tourism expenses associated with services and infrastructure.
I support needed updates to the County's Comprehensive Plan to identify a vision for tourism and development that enhances the quality of life of all residents. This reinforces the insight from Andy Rogers, who remarked: “Country is what we sell…. We need to maintain that. Once you destroy that, it won’t come back.”
I am an advocate for public forums to address issues, and debate proposed policies that can affect everyone in the County.
In 2017, the county received a Hometown Collaborative Initiative (HCI) grant from the Office of Community and Rural Affairs. Volunteers unanimously chose leadership as an area of need.
This resulted in the development of the Brown County Leader Network (BCLN) in 2019, which offers proven methods and tools for supporting fact-based and collaborative decision-making.
Legendary Brown County storyteller Hank Swain once remarked that a good idea in Brown County can take 8 years to be accepted. We have a few more years to improve the BCLN concept and determine if it is a good idea.
2023 was a wake-up call for the county’s finance and budget management system. Historically, the focus was on one-year budgets without performance assessments and longer-term planning. Annual budgets underestimated revenues and expenses, and county officials scrambled throughout the year to make ends meet.
In 2023, we had approximately a $1.4 million dollar budget shortfall. Fortunately, our financial consultants were able to find the revenue, which reinforces the need for improvement in internal controls. The county has selected a new consultant that supports five-year comprehensive financial planning that includes goals and objectives and monthly budget reviews. A needed first step in a long road to financial sustainability.
I first became involved in learning more about the affordable housing issue in 2016 when I read comments by Then-School Superintendent David Shaffer in his justification for the referendum. He stated, “Declining enrollment is likely due to the lack of affordable housing and competitive-paying jobs that attract young families.”
Since then, regional and local studies have been conducted. Enrollment has continued to decline, affordable housing is still a challenge, and our economic base remains relatively unchanged.
The lack of affordable housing is a systemic issue. A resolution requires a comprehensive review of what has been and is being done in order to develop the best options for Brown County.
Campaign Phone
317-966-1724
Education Background
Brown County High School (National Honor Society). Cincinnati Bible Seminary, B.S.
Occupation
Farmer, Entrepeneur
The County Commissioners are the Executive branch of County Government in Indiana. Since I have been Commissioner, I have worked to improve the cooperation between us and the Nashville Town Board. Brown County and Nashville are almost synonymous in the eyes of our tourists. A good relationship and cooperation will benefit everyone in the County. We both can benefit by working together on the upcoming Stellar Program that the State is offering.
I would like for the Commissioners to schedule a public meeting time for discussion, when important and/or controversial issues are being contemplated. Our monthly regular meetings are not the place for open discussion. They are where we do the County's business. I do value everyone's input and transparency is always valued, but some issues have to remain confidential by law. My door has always been and always will be open to any questions that my constituents may have. My contact information is everywhere.
The County must have a balanced budget. I believe our current County Council is doing a great job of controlling expenses and looking for additional revenue without raising taxes. Commissioners and Council have hired a new financial consultant who I believe will advise us in the right direction. We are developing a five year plan that will be updated annually. The County's finances experience many of the same challenges that we all do at home. Prices keep going up for almost everything, but the income lags behind. Therefore, we have to ask about every expenditure; is this a want or a need?
"Affordable Housing" I have always believed that it meant that young people could save some money for a down payment and obtain a loan which they could afford to repay without undue hardship. Today, young people may have to rent for a time and for that we need rentals they can afford. Currently, many homes have been converted to Tourist Rentals and are off the market to rent or buy. I believe we need more apartments for people starting out who want to live here. Then we need single homes on small lots that are able to be purchased by these starters. In both cases there must be infrastructure. Everything, including water, sewer, power, and internet. I support the Housing Partnership and investors who would build more rentals.
Campaign Phone
8128785759
Education Background
BS Social Studies Education; Indiana State University MA History; University of Indianapolis
Occupation
Dual Credit Government & US History Teacher
The partnership between Brown County and the Town of Nashville is absolutely critical for the long-term sustainability of our community. It is a symbiotic relationship that can not exist without one another. Municipal and county governments have complex roles and relationships, but we must foster an environment of collaboration if we want to achieve the growth that our community needs. As a Commissioner, I would actively seek out opportunities to partner with the town and innovate ways to drive economic sustainability and growth. In order to continue to move forward, any commissioner candidate should possess the important competency of driving innovation through partnerships.
A government that excludes the voice of its constituents limits the collective power of the community to find solutions. Multiple innovations can easily be adopted to make county decision-making more accessible to drive engagement & input. Good leaders welcome input, not hide from it. What is required are leaders who can integrate & advocate for new outreach methods. It is critical that your Commissioner not only listens but ensures that you are empowered to participate in the process. Passively making yourself available to people or engaging on social media is insufficient today. Actively seeking out public opinion, embracing innovative technologies, & ensuring that meetings are transparent & held at accessible times are my priorities.
Our community is in a moment of economic change. As our population continues to decline, we must find ways to provide community services with ever-dwindling resources. This is an unsustainable situation & addressing it will take a new vision. While tourism, the arts, & service industries have been and will continue to make up a core industry in our community, we must diversify our economy & attract a new generation of residents equipped to harness 21st-century entrepreneurial skills to create low-impact, high-reward jobs. As Commissioner, I would prioritize attracting entrepreneurs inspired by our natural environment and able to create small businesses that rejuvenate our tax base and set our county on a firm financial future.
Attainably priced homes that would attract new, younger residents to our county is easily one of the most critical challenges to the long-term sustainability of Brown County. Confronting this challenge has been a priority of mine for years, since my time as President of the county RDC. I led the development of plans that can stimulate our local economy, create jobs, & create affordable housing. These plans exist & it only requires the leadership our community deserves to implement. Had those plans not been ignored by current county leaders, we would already be years ahead of our current situation. The creation of attainably priced homes is both popular & badly needed. As Commissioner, this would be among my highest priorities.
