Response to questions developed by the Brown County League of Women Voters (LoWV) – Vote411. Indiana-specific page, start here: https://www.vote411.org/indiana
The Brown County Democrat newspaper also published the responses from candidates in this week’s (March 19, 2024) paper. Copy – E-Version:
My Responses:
1. What role, if any, does working with the Town of Nashville play in County Commissioner responsibilities? Please explain.
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.”
2. Please explain what, if anything, the County Commissioners can do to facilitate public input into important County decisions.
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.
More information: Brown County Leader Network
3. What do you view as the biggest financial challenge(s) for Brown County this year and for the next five years, and how might you address these challenges?
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.
4. What actions, if any, would you take to address the need for affordable housing?
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.
