Occupation/Current Position
Law school admissions consultant
Education
BA in History (University of Notre Dame); MA in History, Masters of Library Science (IU-Bloomington)
Campaign Email
BaskaforHarrisTownship@gmail.com
I believe that Harris Township is the best place to live in St. Joe County with wonderful neighborhoods, outstanding schools, and great access to job markets in South Bend, Elkhart, Mishawaka, SW Michigan, and Notre Dame. But there are challenges on the horizon in the form of reduced tax revenue coming down to schools, the construction of the Microsoft data center on the old St. Joe Farm property, and the stagnation of services provided by the Township. I've been involved in volunteer work with my kids' schools and with other organizations where we talk about these issues, but I decided now was the time to step up and take on more leadership on these matters.
I think a good first step is understanding the mindset of people facing financial difficulties. It's hard to ask for help; it's hard to know what to do during a crisis. So as a township board, we can do more to ensure that people facing these challenges know that we're a resource that can act as a bridge. Certainly, we can do more simply to advertise the nature of our relief services. That's a given. But let's recognize those challenges in asking for help and how to act in a crisis. The first people who are likely to hear about these challenges are trusted advisers like employers and organizations like churches. I'd like to do more to reach out to those groups to make sure that HR officers and leaders of local non-profits know what we can offer as a township board.
The biggest challenge for Harris Township -both figuratively as well as quite literally, given the size of the project- will be the data center project. Public sentiment appears to be against this endeavor and many of my neighbors are concerned about disruptions during construction as well as once the center comes online (noise pollution, possible increases to electric rates, etc). The counter arguments to these concerns as presented by the county and Microsoft are typically along the lines of the business opportunities that this will present for the county in the form of tax revenue and construction jobs. Left unsaid are the specific benefits will come to those of us living with this in our backyard. I believe the Township Board can provide a forum for our concerns as well as a watchdog to insure that promises are kept and delivered.
My professional background is in higher education administration, specifically admissions. I worked at Notre Dame in both the offices of Undergraduate and Law School admissions. In the latter, I was Director of Admissions and Financial Aid for seven years. Those positions required a constant balance of front facing public relations as well as backend coordination to ensure that projects were planned and executed according to the best of our abilities. Even on a volunteer basis, I enjoy the roles that help our teams with the data collection and analysis so that we can operate at a high level (which is a fancy way of saying that I've enjoyed being our Girl Scout troop's cookie manager and creating spreadsheets that track live inventory and payments).
I believe that the board members should be out and about in the community that they serve and that they should be happy to chat. On a personal level, you'll see me often around the township while I'm volunteering at a school or the MSA soccer fields, working remotely at Martin's or a coffee shop, attending mass at St. Pius, jogging on the Granger Paths, etc. It would never be a problem to chat! Additionally, I think the board members can do more with organizations (especially the HOAs) to hear directly from community members and solicit thoughts/concerns/feedback.
My core philosophy regarding government is that it should work. As Americans, we have a foundational responsibility to take care of each other. That's especially true regarding emergency services such as fire and EMTs. Regarding the township board, the most important matter a board member has to consider is safety. They have to insure that the territory mergers do not diminish the capacity for firefighters to respond to issues in a timely manner.
As a board, it's incumbent to hold public meetings at locations and days/times that balance your own personal obligations with the needs of your constituents. These meetings should be regular, accessible, and dependable (meaning that constituents can rely on them happening and know where they're happening). We can also explore digital access to meetings so that people with conflicts, parents at home with children, people with mobility issues, etc. can still attend, learn about what's happening in the township, and having their voices and concerns heard.
Occupation/Current Position
Interpreter/translator as needed
Education
B.S. Biology; MBA Marketing; BA French
Campaign Phone
574-286-3930
Campaign Email
svbrinker@gmail.com
When candidate for Harris Township Trustee, Veronica Vos asked me to run as a member of her board, I simply could not refuse an opportunity to effect positive change on the local level in a community that I love. As much as I try to make my voice heard by our senators and representatives, it has become increasingly difficult to make an impact on the national level. As a 43-year resident of Michiana and a 23-year resident of Granger, I have been actively involved in all aspects of work and community life and my husband, Ken and I have raised three children here and now have three grandchildren. I am committed to maintaining and enhancing the standard of living in our proud community of neighbors caring for neighbors.
I have always felt a strong commitment to the poor and marginalized in our community. Some of my most rewarding work was working for Catholic Charities with refugees eager to make a start on a new life. I know it will not be a cookie-cutter formula to deal with such issues, but most of all, it is important to lead with empathy for our fellow man. None of us is exempt from a life-changing difficult situation and the Harris Township trustee and board members are in a unique position to be “the helpers” to restore hope in a potentially hopeless situation. Caring for the least of us makes our entire community stronger. And it will be a privilege to do so.
I believe that providing the best possible fire and EMT response during a crisis situation is the biggest issue facing our township. With 6,000 emergency runs last year in Harris Township, that is no small task. Residents expect these services to be strong and effective when they are at their weakest, and the recent merger with other towns and townships is a step in the right direction. But, our job is only just beginning. Responsibly managing these funds for better employee retention, employee training, and an effective schedule for operating equipment turnover should all be priorities to assure the best possible services when they are really needed. Harris residents should expect nothing less.
Making wise decisions through collaboration with others assures better outcomes. I have great confidence in Veronica Vos, Jake Baska, Ryan Callahan, and myself to work well together to make solid, informed decisions for Harris Township. I've managed Environmental Impact studies for Commonwealth Edison in Chicago, served as head of Advertising and Marketing for Gulf Stream, worked at Notre Dame for the Kellogg Institute for International Studies as Assistant Coordinator of Academic Events, worked as a substitute teacher at Stanley Clark School in all grades and all subjects; also at Penn High School, and Indiana University at South Bend. I’ve donated my time to Kiva, a crowd-funding platform for micro-loans for small businesses across the world, and worked as an interpreter/translator in various capacities including at Catholic Charities.
Township concerns are my concerns because these are my neighbors. Everyone has a personal responsibility to be the best they can be with mutual respect in every encounter, and, for the most part, this is what happens in our community. So, I am optimistic that we can work well together with Harris residents by being good listeners. We want to hear the concerns of our residents and serve as their voice in matters that matter. As your public servants, we know it is important to be more accessible to the public as well as let our constituents know what we’re up to. We intend to take this responsibility seriously in new and innovative ways.
First of all, I wholeheartedly support the new merger. Based upon all of the evidence and testimony from fire officials, there was no other suitable decision to maintain the required quality for such crucial services. This decision was not made irresponsibly without regard to cost. One cannot predict when he or she might need these services and they better be good. We cannot take this for granted without some way to pay for it. My understanding is that the tax increase would be minimal compared to the value accrued from these improved services. However, the beauty of living in a township as opposed to a town is that taxes are already notoriously low. Our own taxes have not gone up appreciably in the 23 years we have lived here and I assure you the cost of township services has gone up.
Our goal is to have more public engagement with the community and more often. We invite this participation because we would want it for ourselves. And we want to let you know what we are doing, with a new and improved website. I feel the county is making big decisions that will greatly affect our residents and it just makes sense to have more input and agency in what is happening right here at home. I believe in the power of the collective decision making of many to be more reliable than the decision making of just a few. And this requires input from residents and we will take this responsibility seriously.
Occupation/Current Position
Senior Director, Prova Health
Education
BSFS, Georgetown University
Campaign Phone
574-213-9278
Campaign Email
rpcallahan@gmail.com
I believe we all have an opportunity to do more in 2026. And I personally feel the need to contribute more now, to build the kind of politics and leadership we want our kids to grow up around. As a Granger dad and Hoosier Democrat, I want to help our township meet new challenges and have a strong voice in issues that affect us at all levels of government. I believe we have rebuilding to do in our society and that starts with what we can do together with our neighbors at the most local level.
Townships are required to provide Township Assistance funds to residents in need but the trustee can decide how that happens. The first priority would be to initiate a review of the criteria in place for assistance which have resulted in very few residents qualifying for assistance to ensure they are up to date with rising costs of living.
Further, I would look for opportunities to organize assistance to help people who are experiencing major disruptions in their lives including job loss from AI disruption. I would collaborate with other local organizations to understand unmet needs and consider what role the township could play within the constraints of available resources. Government can always do more than simply give money away, and often bringing people together is more powerful beyond direct aid, which also has its place.
The development of a new hyperscale data center in Harris Township is getting attention for several important reasons. Among them the potential for negative impacts on power, water, pollution, and more. The developer has stated a desire to collaborate with local government bodies including the township which should provides the opportunity for influence and engagement which has been insufficient to date.
Even for those issues which go beyond the remit of the township I commit to being a voice for my neighbors to Microsoft, the IURC, County and county development teams, City of Mishawaka, and others. The prospect of bringing city water and sewer to unincorporated parts of the county is a looming issue that needs to be thoroughly examined before choosing any course affecting Harris Township residents.
I have extensive experience in entrepreneurship and leading teams through complex challenges through my work in business and non-profits. As the former leader of a startup small business, I would bring the same scrappy energy you need to get something new off the ground even to a well established organization like township government.
I know that earning and maintaining trust is vital for everyone in public service. Some Indiana townships have abused their power leading to state level reforms, which are putting local government at risk of being shut down. I would make Harris Township's continued independence a top priority, exercising appropriate scrutiny of budgets.
I would also increase the frequency of public meetings from twice yearly to monthly and provide a virtual option for residents who want to join but cannot attend in person. Many people are unfamiliar with the role of township government, requiring ongoing engagement and education particularly for newer residents. Attending public events, participating in online forums, and giving people a reason to care by earning trust are all important for the next township government.
Township boards need to be thinking many years ahead. Financial constraints from several sources led to the decision to approve a fire territory merger. These issues were allowed to go on for too long before a real solution was reached, during which time key personnel were lost to other departments. In attending public meetings on this topic, I saw first responders had been let down by township boards that had not moved quickly enough.
With the consolidation and tax rate increase, I would not see this as "job done" but rather the last best chance to put the territory on a better financial trajectory and retain some local control. Boards should work side-by-side with fire territories on the top challenges in funding, costs, and services. I would contribute my experience in service improvement, health benefits, and health policy.
Public engagement cannot be a check-the-box exercise for local government. Some people think if no one shows up then everyone must be OK with it. I don't think that way. The responsibility falls even more on elected representatives to go out of their way to motivate people to give input.
At the same time, many people are busy with jobs, kids, caregiving, and just want government to work and stay out of the way. I would prioritize outreach to community leaders, businesses, churches and other places of worship, online groups, schools and teachers, HOAs and other communities who can find those most affected by a potential issue and help amplify their input. And we simply must do a better job of getting the word out. I am running a digital-first campaign and would bring skills to communicate as effectively as possible in office.
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Education
Indiana University Bloomington
Campaign Phone
574-272-8673
Campaign Email
harristownshipboardkimgorski@gmail.com
I decided to run because Harris Township is home. I grew up in Granger, spent 15 years living and working in Milwaukee, and ultimately chose to come back because I believe this is a great place to raise a family. This community has shaped who I am, and I feel a strong responsibility to give back. As a parent, an active volunteer and a PTO member, I care deeply about the decisions that impact families. I want to help preserve what makes this community special while ensuring we make thoughtful, responsible decisions for the future.
I believe this responsibility requires both compassion and accountability. I would support the trustee by ensuring resources are distributed fairly, efficiently, and with dignity for those in need. My approach would be to ask thoughtful questions, review data carefully, and ensure there are clear processes in place so assistance reaches the right people while being fiscally responsible. I also believe in connecting individuals with longer-term resources when possible, helping them move toward stability rather than just short-term support.
One of the biggest challenges facing Harris Township is balancing growth while preserving our community’s character. As we grow, we must maintain and expand green spaces, support families, and ensure infrastructure and services keep pace, while remaining fiscally responsible and avoiding unnecessary debt. Public safety is also a top priority. We must maintain strong fire and EMS services and ensure they have the resources needed to serve effectively. The township has already taken the steps to offer fair and competitive wages through a recent fire territory change. They provide an essential service and deserve to be supported. I would address these issues by listening to residents, supporting thoughtful planning, and making decisions that protect both quality of life and long-term financial stability.
The primary responsibility of the township advisory board is approving the budget. I bring over 15 years of corporate experience in financial and operational roles, where I managed annual budgets, supported financial planning, and used data-driven decision-making to evaluate performance. I also spent five years in management, leading teams, overseeing planning and execution, and ensuring accountability to goals and budgets. This experience strengthened my skills in budgeting, financial oversight, strategic planning, and organizational accountability. I am comfortable reviewing complex information, asking questions, and ensuring resources are used effectively and responsibly. In addition, I bring the perspective of a parent and active community volunteer,
Accessibility and communication are priorities for me. I am available through email (harristownshipboardkimgorski@gmail.com), phone (574) 272-8673, community events, and township meetings. I also believe in being present in the community—at schools, events, PTO meetings, and local gatherings. In addition, I would look for ways to proactively gather feedback through surveys or listening sessions so residents feel heard and informed on an ongoing basis.
Township board meetings are open to the public, and I encourage residents to attend, listen, and share their input or suggestions during those meetings. Ensuring these meetings are transparent and accessible is an important part of maintaining trust and accountability in local government. I would LOVE to see you at a township meeting!
In March, our board, along with six other boards, voted to increase firefighter wages to ensure they are competitive. This decision followed multiple public hearings and analysis over the past year, providing opportunities for public input and discussion. The vote was unanimous in support of paying our firefighters a fair and competitive wage.
Even after these adjustments, our township continues to have one of the LOWEST tax rates in the entire county. If similar decisions arise in the future, I would follow the same approach engaging the public, reviewing the data, and making thoughtful, transparent decisions through a collaborative process.
There is the opportunity to improve transparency by educating where you can find it. Budget information is available to the public via Indiana Gateway. I encourage you to check out past budgets and provide your feedback. There is also the opportunity to increase social media presence, including expanding to additional platforms like Instagram, and using the current Facebook page to share updates. Meetings are open, and residents are always encouraged to attend and participate. I would love to see you at our next meeting.
Occupation/Current Position
Marketing and Sales
Education
Indiana University and New York University
Campaign Phone
917-623-3566
Campaign Email
alexarjohnson@gmail.com
I’ve spent my career solving problems in the private sector and within party leadership, and I believe the most impactful service happens at the local level. I’m running for the Board because I want to ensure Harris Township manages its growth—and its budget—responsibly. For me, this is the logical next step in a journey of service: taking the skills I’ve honed in business and using them to protect the fiscal health of the place my family calls home.
The Board’s role is to provide the fiscal framework that allows the Trustee to serve residents effectively while protecting taxpayer interests. I will advise the Trustee in three key areas:
Clear Standards: I will ensure our Township Assistance Standards are updated annually to reflect current economic realities. Standards must be robust enough to prevent fraud, yet flexible enough to provide a genuine safety net for neighbors in crisis.
Resource Networking: Relief is a ‘last resort.’ I will help the Trustee build partnerships with local non-profits and faith-based groups to coordinate aid and move residents toward long-term stability.
Fiscal Oversight: I will advocate for modern tracking of every dollar. Transparency is essential to ensure that assistance reaches those in need while remaining accountable to the taxpayers.
The primary challenge is balancing essential public safety with a significant property tax surge. With the 2026 expansion of the Clay-Penn Fire Territory, Harris Township residents face a projected doubling of their fire service tax rate. While ensuring market-rate pay for our first responders is a safety necessity, it cannot come at the expense of fiscal sustainability.
As a board member, I will focus on three resolutions:
Aggressive Negotiation: Using my business background to push for better terms in multi-township agreements.
Economic Growth: Attracting pro-development businesses to broaden our tax base and alleviate the burden on homeowners.
Regional Collaboration: Finding efficiencies with neighboring units to eliminate duplicate costs. We must protect our community’s safety while fiercely defending the taxpayer’s wallet.
I offer over 20 years of experience orchestrating complex, high-value agreements and serving as a trusted advisor to C-suite leaders. My strengths lie in strategic oversight and stakeholder orchestration, skills I’ve used to navigate sensitive negotiations and align diverse resources with sustainable goals.
Specifically, I bring:
Advanced Technology Integration: Power-user proficiency in AI and data tools to modernize township record-keeping and communication.
Public Relations Excellence: A career built on brand stewardship and strategic storytelling to enhance community engagement.
Data-Driven Accountability: Interpreting market signals to ensure fiscal decisions are based on sound intelligence.
I see myself as the ‘Operational Strategist’ on the board—bridging the gap between technical policy and resident needs with transparency.
Effective representation requires proactive, two-way communication. I am committed to being the most accessible member of our local government through these direct channels:
Weekly Office Hours: I will hold regular weekly hours at the Harris Township Office (13981 State Road 23). This ensures residents have a consistent time and place to discuss concerns regarding township assistance, parks, or fire services.
Active Meeting Presence: I will be available for direct dialogue at all Harris Township Board Meetings and St. Joseph County Republican Party meetings, bridging the gap between party leadership and local governance.
Open-Door Policy: I welcome your feedback at any time. Whether by email, phone, or text, I am available to listen to your concerns and provide timely, professional responses to every constituent inquiry.
Public safety is a fundamental duty of government, but the Board must ensure that service improvements do not lead to unchecked tax burdens. In balancing the Clay-Penn Fire Territory merger, my role is to act as a Strategic Auditor for our taxpayers.
I will focus on three key areas:
Data-Driven Benchmarking: Demanding clear evidence that increased funding results in measurable improvements to response times and staffing levels.
Interlocal Fairness: Ensuring the cost-sharing agreement between townships is equitable and that Harris Township residents are not disproportionately subsidizing neighboring units.
Long-Term Planning: Advocating for dedicated capital replacement funds to prevent future emergency borrowing.
I will ensure every tax dollar is managed with professional discipline and maximum transparency.
Transparency requires a proactive partnership. I believe in a ‘single source of truth’ approach—ensuring the township website is an up-to-date hub where residents can easily find the facts they need.
As Secretary of the St. Joseph County Republican Party, I understand the value of organized, consistent reporting. I will proactively share township updates with local community groups and party networks to ensure a year-round flow of information. I will also lead the effort to unify messaging with our partner townships, providing Granger families with clear, professional facts regarding fire services. I am running to ensure our leadership is as organized and informative as the community it serves.
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Occupation/Current Position
Accountant/Assistant Controller
Education
Bachelor of Arts-Business/Accounting
Campaign Phone
574-340-8060
Campaign Email
kevargo@att.net
I am running for re-election. I decided to run again because I want to maintain what has been done for the community and build on it. I want to keep taxes as low as possible while maintaining a high level of service.
Each year new guidelines are given by the state, and we work with the trustee to update the poor relief policy and approve it after input and discussion.
The biggest issue facing the township is fire protection. We are in the fire territory under Clay Fire. Compensation and benefits have increased tremendously in the county and the cities. We recently held public hearings to add Penn Township and the Town of Osceola to the fire territory so we could increase the tax rate to remain competitive and keep our experience firefighters and EMT’s. This was over a year long process where all seven units worked together to come to a plan that would be workable. This was the best solution with the new laws passed by the state legislature.
I am an accountant and have experience in government accounting. I see myself as the one to make sure we are staying fiscally responsible and following state regulations. I am proud that we do not have any debt in our township.
Harris Township has a Facebook page where we can be contacted. I also have a personal Facebook page that people can contact me on. I respond to emails within 24 hours.
We have representatives on the fire board that give input and help with any decisions regarding improvements, equipment replacement and costs. Once the tax rate is set it cannot really be increased very much per the state. Clay Fire works with financial planners to project out in future years and have a capital plan when they can replace fire equipment on which costs continue to increase. For example, a fire truck we purchased for $1M would now cost $2.1M to replace. It is a battle to keep things funded and up to date.
We advertise our meeting and post them on our Facebook page www.facebook.com/HarrisTownshipIN. I encourage residents to attend when I see them. We also post information about what is happening in the township with the parks, fire territory, budgets, Annual Financial Report (AFR) and other information.
Our meetings are recorded and posted on our web page HarrisTwp.com for anyone to listen to if they cannot attend the meetings.
