2024 – Tim J. Clark for Brown County Commissioner, District 3
Updated Jan 12, 2024, 10:00 am.

In America, We the People are “Top Management” and must start acting like it. The responsibility of elected officials is to serve all the citizenry and not just the special interests of one or more individuals or groups.  Citizens are responsible for holding our elected and appointed officials accountable for achieving the desired results.  What do we expect? How will we determine that change results in improvement?

This timeline will likely get pretty long. The intent is to identify challenges and what can be done to make some small changes that will lead to significant improvements. Just managing a simple financial and capital improvement plan would have saved us a million or two and hundreds (if not thousands) of hours spent “fire-fighting” and scrambling to find money to fund important initiatives.  Improvements would have also prevented the downgrades of our credit rating.

Jan 12, 2024. Challenges and opportunities – #2 – Critical Thinking.  Our justice system represents our collective process for critical thinking. Citizens (jurists) have the responsibility to understand both sides of an argument, the counter-arguments, the facts, and the evidence, ask clarifying questions, and then make a decision as to yes or no, guilty or not guilty.  The decision can be appealed where additional citizens can weigh in to help ensure the integrity of the system. Poor decisions by county government can lead to outcomes that may take years (if ever) to correct.

• • Example – Poor Decision – Closing the Indian Hill Railroad Crossing.  About 30 minutes of deliberation, no due diligence, no public hearing, no notification to residents that would be the most affected, and over 3 years and counting to correct. Additional information. Part 4: Closure RR Xing, Indian Hill Rd – Petition to Re-Open
  • One-Sided Closing Arguments. Too often in county government, a one-sided closing argument is made in support of a decision, and any challenges or counter-arguments by citizens are ignored. (see monopoly on political power – below).
  • School Referendum – Round 2 – Background Information.
    • 2022 General Election.  The failed school referendum in 2022 represented a one-sided closing argument based on anecdotes (without context) and emotion.  The challenges and concerns that citizens had with this referendum were expressed on social media including Brown County Matters, Brown County Refreshed, and Brown County Chatter.   My post on the topic:
    • 2023 Primary Election.  The schools have submitted a petition for the referendum to be included in the May primary ballot. I have seen little to no evidence that citizens’ concerns and challenges were considered.  A “survey” (not statistically valid) was designed to attempt to identify community support for the referendum. Note that primaries get a fraction of the vote
    • The Case?  The school has been losing enrollment since 2009.  What is the capacity of the existing schools?  Do we have more staff and infrastructure than we need? If so, doesn’t this reduce the amount of funds available for teacher salaries and programs?  The superintendent informed me last year that no schools would be closed. Why? Who made this decision?  And, if there is a good reason, let people know so they can make a more informed decision.  Counting on lower voter turnout and encouraging advocates to vote in mass for the referendum does not gain community support.

Jan 12, 2024. Challenges and opportunities – #1 –  Monopoly and Performance

• 1. Monopoly on Political Power. A one-party monopoly on political power leads to a “closed system” where input from those outside the system is not needed or wanted.  A closed system can contribute to the moral corruption of those who work within it. A closed system cannot produce the best results for the citizenry.
  2. Capability and Performance.  On a scale of 1-6 with 5 being the best, Brown County Government can be assessed at around a 2 which can be described as “It works.”  The cost of poor quality in such a system can range from 20-40% of the budget.  Additional information:  County and Community Capability Maturity And Potential

Jan 12, 2024.  Campaign Priorities. – Transparency, Accountability, Improvement.

1. Transparency.
   • The business of government. Post all agendas, minutes, audio/video of all commissioner meetings on the government website. Encourage all other boards and commissions to do the same. Summarize the minutes into a yearly report and share the report with citizens.  The minutes help capture all the good work that is being done in the county.
   • Citizen Input. Citizens will not be prevented from asking questions and challenging policy.
   • Open Meeting Laws. Comply with Indiana’s Open Meeting Laws. Any meeting (working session)  where there is a quorum (2 of the 3 commissioners present) will be posted and the public notified.
     • Elected officials can ignore open meeting laws. Decisions made at illegal meetings can be canceled IF the non-compliance is caught within a 30-day window. Otherwise, the decision becomes policy.
2. Accountability. 
   1. Financial Plan – Goals, Objectives, Results.  Support the development and management of a county financial plan with a focus on the commissioner’s budget to include the capital improvement plan and budget.  Identify goals goals and objectives. Provide updates on results.
      • Two other important plans:
        • Road Improvement Plan.  Identifies the status of all roads, the plan for repairs and paving, and associated funding.
        • County Comprehensive Plan – Updates. The purpose of the plan is to clearly identify what citizens want and do not want in terms of development, zoning, and quality of life. Our 12-page 2011 plan is vague and insufficient.
   2. Citizen Internal Control Program – Checklists. Key Point: Identify what is required by statute for offices, departments, boards, and commissioners to perform their respective missions; develop a checklist of what must be done to prevent mission failure.
      1. Encourage and support and implementation of a Citizen Internal Control Program at the county level.  This offers one of the better tools for improving efficiency  (doing things right) and effectiveness (doing the right things). Controls also help to prevent waste, fraud, abuse, and mismanagement.
      2. The policy started with the federal government and has been adopted by the states.  A good overview of the federal program – GAO – Green Book.
      3. Challenge to Indiana’s internal control policy and program as it relates to the Brown County Regional Sewer District (BCRSD) sewer expansion project.
      4. The focus of Indiana’s State Board of Accounts (SBOA) regarding internal control is on the financial aspect.  Oversight of operational effectiveness and efficiency is left up to the voters.
3. Support and encourage continual improvement.  Celebrate successes and look for those opportunities where little changes can contribute to significant improvements.
   1. Brown County Leader Network (BCLN). Includes a self-help support guide including methods and tools that support assessments, decision-making, planning, and project management.
   2. BCLN – Overview of the concept.

Jan 11, 2023. Submitted the forms to the county clerk to run for Brown County Commissioner, District 3. The seat is now held by Jerry Pittman. Forms required: CAN-2, CAN-12, CFA-1. Forms are available from the clerk and from the Indiana Secretary of State (SoS) office.