Updated Oct 17, 2023. 

Oct 16, 2023.  County Council Meeting – Budget Approval.

• • Post at Brown County Matters
  • Meeting Notes

Sep 18, 2023.  County Council Meeting – Budget Submissions

Sep 7, 2023. IPR 2024 Budget Hearings; Public Meeting Reqs

The County Council determines the amount of property taxes that will be needed in order to fund the county government. 2024 Budget Hearings:   August 15,16, 17 at 5:00 p.m.

Aug 17, 2023, Meeting 3 of 3. Budget Hearings – 2024.  All the proposed budgets from the department have been submitted. Council has a lot of work to do to complete the 2024 budget. The final county budget hearing is scheduled for Sept 18, 2023. It is due to the State by Oct 31.

Convention Visitors Commission (CVC). I routinely challenge the CVC budget and lack of oversight by the council.  The CVC manages the revenue from the innkeeper’s tax.  The revenue is a county asset. Revenue from the tax was pledged as collateral for the loan to build the BC Music Center (BCMC). It is also shared with the Convention Visitors Bureau (CVB) which is responsible for tourism-related marketing and promotion.  The revenue from the tax can be spent on just about anything that promotes tourism.

Similar to the Jail, a separate building corp was established to manage the building. A  management group was established to manage the venue.  This management group includes a representative from the council (Darren Byrd) and the board of commissioners (Jerry Pittman).

The purpose of creating a separate building corp was so that the debt could be associated with the building corp and not constrain the amount of money a county can borrow. The county still has responsibility for the venue.

The BCMC Admin agreement states that 75% of any excess profits (“if legal”) will be donated to the Community Foundation and 25% to the county taxpayer. Why shouldn’t  100% of any excess profits be returned to the county? This could be used to fund infrastructure-related needs such as roads and bridges.

Is the 75/25 arrangement legal? Was this agreement voted on at a council and commissioner meeting? I do not recall a formal vote on the topic.

By statute, the county council is responsible for reviewing and approving the CVC budget.  The expected amount of revenue in 2024 is estimated at 1.3. million. The budget includes 3 line items.  Is a 3 line budget sufficient to ensure the revenue from the innkeeper’s tax is leveraged to achieve the greatest benefit to county taxpayers?   2024 CVC Budget

Aug 16, 2023 – Meeting 2 – Budget Hearing – 2024.  This was the second of three meetings. The last one is tonight, Aug 17, with the final budget hearing scheduled for the Sept 18^th Council meeting. The final budget is due to be submitted to the State by Oct 31. Interesting that if this deadline is not met, the prior year’s budget is used. A small team will be working to resolve the budget challenges within the next few weeks.

• • Key Document – Budget Worksheet: 2024 Budget Worksheet Jacque Clements
• Consultants. The council has the responsibility for the county budget. The county uses three consultants – Jacque Clements, Association of Indiana Counties (Council), Baker-Tilly (Commissioners) and Melissa Stinson on contract this year to help commissioners put together their budget. Stinson gets support from both Jacque and Baker-Tilly.
• Budget Worksheet. Jacque provides a budget worksheet that is the starting point for developing the budget. This year, it is a “Draft” due to incomplete information. It identifies a shortfall of $54,310 which is not accurate. Councilman Kemp pointed out the likely shortfall in Health Insurance costs at $1.1 million which reinforced the need for budget cuts. Also not included are costs to repair/replace needed infrastructure – such as one or more air conditioning units at the jail at a total cost of 640K plus.
• The overall budget system/processes? Pretty sad. Good people working in a bad system that have opted to remain in firefighting mode that has become the status quo – “the way we always do things around here.” This includes a short-term perspective with the priority being just getting next years budget submitted and dealing with the challenges one fire at a time.
• Rainy Day Fund. (County savings account). Interesting that Jacque mentioned she works with a county that has 9 million in the rainy day fund. She also mentioned that Brown County has had years with only a few hundred budgeted in the rainy day fund.
• Crisis yet? Changing systems like this typically requires a crisis. This could include a situation where expenses exceed available revenue to the point the county has to take out a loan to pay the bills. Further, one can’t have a good budget without a viable strategy and plan.
  • Contributing to the problem is our one-party monopoly on political power where preserving the status quo takes precedence over effectiveness and efficiency.
• Planning – a dirty word? For some reason, the Brown County culture has perceived a plan as a virus to be avoided. A simple thing like a capital improvement plan and budget has been avoided at all costs. Thankfully, new commissioner Ron Sander has taken on this task. He started with getting a list of the properties that the county is insuring. This provides a starting inventory for helping to identify expected repair and maintenance costs. For instance, the prosecutor’s office has been on the “talked-about” list for a replacement for years. Replacement may be a priority for the next capital improvement loan in 2025. We only have 75K left on the current loan.
• Finance and Budget Information. The State does not make it easy for any citizen (and elected official) to learn about State/County finance and budgeting. Consequently, this leads to the need to rely on consultants. It also requires a longer learning curves for government officials. And, you have to have a desire to learn a foreign language and few may be willing to put in the time needed to overcome the learning curve.  The Budget Worksheet illustrates the point.
  • 2024 Budget Worksheet Jacque Clements

Aug 15, 2023.  Meeting 1 Budget hearing – 2024.  This was the first of 3 initial budget hearings.

Tax Increases. The county’s budget consultant was not at this meeting. The consultant identifies the projected deficit and the percent/amount of property taxes the council can choose to raise via a growth quotient. The growth quotient is 4% this year or around 200k. The council must vote to accept or reject the increase.  The council routinely votes to accept. Council has also routinely approved a 3% cost of living raise for employees. In the past, the 3% was estimated to cost around 130K which leaves 70K of “new” revenue.

Balanced Budget?  The projected “net new revenue” is not enough to fund the county. In order to balance the budget, we routinely understate expenses. What we do not do and should do is identify what we know to be unfunded liabilities. This lack of due diligence caught up to this year when the council and commissioners had to scramble to find funding for both health insurance costs and funding a new addition to the courthouse.

On tax policy, the county opted to rely on revenue from income taxes vs property taxes. We maxed out on income tax increases and shifted to relying on the growth quotient from assessed property values

Property taxes can also be raised to fiancé debt. We routinely have been borrowing money to fund infrastructure costs. The recurring debt from a loan increased from 2 million to 3 million and there is only about 75K remaining on the last loan that expires in 2024. Over 600K has been identified as being needed to replace air conditioning units at the jail.

Longer-Term planning?  The county’s budget process is typically focused on the short-term, e.g., the next year. No long-term goals for savings, investments, and spending priorities.  On spending priorities, a capital improvement plan and budget is finally starting to be developed.  The lack of a plan was a repeat finding by the State Board of Accounts that was routinely ignored by county officials.

Financial Plan and Strategy?  We have had a Financial Plan that was not integrated into an overall finance and budget plan and strategy. A published financial plan reportedly helps the county to obtain a lower-interest loan. A recommended goal for counties is to maintain at least a  15% balance in major fund accounts. Should not be too difficult to track the status of such a basic goal.

Supporting Information:

• • BC Government Proposed 2024 Budget 08.10.2023 – developed by Councilman Jim Kemp
  • Notes: 2023 Budget Hearings
  • DLGF – Budgets
  • Citizens Guide to Property Tax — Assessment, Budget Process, Property Tax Bills

Description: The county receives an estimate of revenue for 2024. This includes what will be allowed as a tax increase if approved by the council.

Departments – using their prior year histories as a baseline, identify expenses.  A review is conducted to balance revenue and expenses. State reviews and approves the budget and publishes the budget order in January.

Surprises. The area of surprise is the renewal of contracts and the unfunded requirement for repairs and replacement of infrastructure.

What’s Missing?  At least an annual review of budget performance which would include actual expenses vs planned and planned savings vs projected savings would be helpful.  The goal is a minimum of a 15% fund balance. Some counties have savings in a Rainy Day Fund that will cover a year’s worth of expenses.

Contract Support

1. Jacque Clements, Association of Indiana Counties.
2. Services to be provided by Melissa Stinson – former commissioner admin assistant. (RFI submitted on July 6, 2023, for a copy of the contract)
3. Caitlin Cheek, BakerTilly

Additional Information – FYI

Outline – Baker-Tilly – Proposal – Scope of Work – Budget Support – Overall Context

A. Annual Budget Assistance and Analysis (Consulting Services)

1. Meet with the Client to discuss the budget process and collect data for budget preparation.
2. Develop or analyze the budget calendar for consideration by the legislative body.
3. Assist with Client prepared budget estimates.
4. Compute state-distributed revenues based on formula sheets, certifications, and other information provided by the Department of Local Government Finance (“DLGF”) and the Auditor of State.
5. Compute miscellaneous revenues based on historical information provided by the Client.
6.  Compute the estimated maximum levy.
7. Compute the estimated tax rate and levy by fund.
8. Assist with the preparation of prescribed forms related to the annual budget.
9. Assist the Client with entering budget data into the Indiana Gateway program.
10. Monitor the completion of the required steps of the budget process with the Client.
11. Attend public meetings at the discretion of the Client to present budget information to the legislative body.
12. Analyze the 1782 Budget Notice on behalf of the Client to ensure accuracy and completeness.
13. Provide periodic budget management assistance through telephone, remote and on-site support.

B. Levy Appeals (Consulting Services) (as necessary)

1. Assist the Client with determining its eligibility to apply for a property tax levy appeal with the DLGF.
2. Assist with the preparation of the State appeal application and supporting documentation for levy appeals.
3. Submit the levy appeal petition and application to the DLGF.
4. Monitor the completion of the required steps of the levy appeal process with the Client.

C. Additional Appropriations (Consulting Services)

1. Develop a timeline for the steps required to request approval of an additional appropriation from the DLGF.
2. Analyze estimated receipts and cash on hand to determine ability to fund requested additional appropriation.
3. Assist with State prescribed additional appropriation documents.
4. Assist the Client to monitor completion of the required steps of the additional appropriation process.

D. Reestablishment of Cumulative Fund Rate

1. Develop a timeline for the steps required to reestablish the rate on the Client’s cumulative fund.
2. Preparation of State required documents.
3. Preparation of the notice to taxpayers and establishing ordinance for local counsel review.
4. Attend a public meeting, as requested, to discuss the establishing process and the estimated revenues to be generated from the tax rate.
5. Additional meetings are covered under Section E below.
6. Assist the Client to monitor completion of required steps of the process.

E. Other Accounting and Required Support Services (Consulting Services)

1. Analyze historical financial information and develop estimated financial reports and analysis.
2. Attend other meetings not covered under the Scope Appendix above.
3. Provide other required accounting support services.  

Commissioner Meeting Notes – July 5, 2023. – Staffing, Budget-Related Challenges

Audio of the Meeting.     New position was introduced at the 1:14 mark.

Meeting Changes. Commissioner meeting; Aug 16 meeting will be at  2:00 vs 6:00. (conflict with budget hearings). Wed Aug 2 meeting time changed to Fri Aug 6 at 2:00.

• • Council Meeting. Per a legal notice in the Democrat, the council will be having a meeting this Friday, July 7, from 2-4.

Budget Hearings – 2024 Elections. Hearings scheduled for Aug 15,16, 17 at 5:00 p.m. Suggest all candidates for office in 2024 attend ALL of the meetings.

Salt Creek Trail. The section from the State Park to the Red Barn may be paved within the next few weeks – weather permitting. There is no longer a financial commitment from the Feds/State on funding to connect the trail from the YMCA to the Red Barn. And, an easement to cross the property crossing the Red Barn / Hesitation Point Pottery is needed.

Interesting Commissioner Dynamics.  Ron Sanders brings some needed perspectives and challenges to how “this is the way we always do things around here” which leads to some friction.  Challenges to any status quo are predictably unwelcome in most cases. Sanders defeated the local party’s preferred candidate in the primaries which has most likely contributed to unwarranted friction including from party officials and loyalists serving as trolls at meetings.  Sanders was elected with over 3,000 citizens and any perceived disrespect shown to Sanders also indicates contempt for his voters that may not be aware or happy with what may be going on.

One noticeable improvement is that Sanders reads the contracts and ensures that the legal council reviews them before the vote to approve. This prevents the county from being liable for unnecessary costs and risks.  He also reinforced that some claims need to be provided to the commissioner five days in advance to include verification of required documentation. This requires the cooperation of ALL departments including the commissioner’s office. He also pointed out the need for a review of minutes by ALL the commissioners in addition to the auditor’s office.

Note: I personally haven’t agreed with a few of Sander’s votes. He identifies his rationale and is open to challenges and changing his mind.   Welcome to America – where people can still respectively disagree. And Kudo’s to Commissioner Pittman for always keeping a calm demeanor, reinforcing the need for cooperation, and admitting to mistakes – rare qualities.  We also have amicably shared disagreements on a few decisions.

Political Culture and Risk to Citizens. We have a one-party monopoly on political power which almost never produces the best behavior, decisions, and results. In a political monopoly, good people get caught up in a bad system that undermines their potential, character, talents, contributions, and sense of morality.  Monopolies’ desire to centralize power contributes to a culture that can lead to no competition on ideas and no debate or analysis regarding proposed solutions. Note that Citizens are responsible for serving in the role of “Jurists” to ensure both sides of the argument are debated and analyzed before a decision is made.  Decisions should be supported with documentation that supports the aim of a balanced argument.

NEW Commissioner Administrative Assistant. Well, this was interesting and included references to the psychic hotline – a first. Ron Sanders asked about a  job posting for a full-time commissioner admin assistant on the county website.  Appears two (?) commissioners (in the absence of the required public meeting), may have agreed to a new position that was posted to the county website.  If a new position is a SOLUTION what is the PROBLEM?   Historically, commissioners just had ONE administrative assistant.  Commissioner Pittman acknowledged posting the announcement was a mistake and Commissioner Wolpert (recently appointed) stated he knew nothing about it and commented that the allegation was a psychic delusion.  This caught my attention. I reinforced that the announcement was on the county website and I shared it on Matters. It was removed before the meeting.  In the spirit of satire, I did check – no reference on the website or a toll-free number regarding psychic advice.

In the more drama category, the council needs to approve any new job and provide funding. Neither of these steps was done. Further, the council last year (post-election?), with no pushback from commissioners, changed the original job description of the admin assistant to an HR Director and approved a part-time commissioner assistant. Plus, the council attempted to insert themselves into a supervisory role over the HR director contrary to state law.

As Ron Sanders pointed out with the confirmation by legal, supervisory, and related responsibilities is a commissioner – not a council, responsibility. AND, like this is not enough, the context for identifying a desire and then posting a new position ”creates the perception”  that the new position may represent a favor for a political loyalist.  Commissioner Pittman reinforced that if/when funded, the required steps will be followed to ensure the best candidate is selected. Commissioner Pittman’s 2^nd term ends in 2024.

However, before a new position may be created, a good case needs to be made that an additional position is actually needed. For instance, the former commissioner alleged that she was the first full-time commissioner in county history. This infers that it required her to spend full time on part-time responsibilities and/or, the other commissioners were not contributing to the workload and/or the overall commissioner workload has increased significantly beyond historical norms. An analysis of the need for a new and full-time admin assistant should include identifying tasks, outputs, and responsibilities and perhaps benchmarking with other counties.

In context for the potential of moral and political corruption, the worse case for citizens is to have a full-time administrator (or executive)  beholden to the direction determined by party officials. This along with expecting that some elected and appointed officials perform as expected and everyone else should get on board is not a good thing for a republic. Preventing the potential for this level of corruption requires the due diligence of citizens and candidates for office that will serve everyone and not just the few that are too easily addicted to power and froth at the mouth when they can wield power in making decisions that can affect thousands of people.

Budget Support Contract. The contract with the former commissioner admin assistant – Melissa Stinson, was approved. This had the support of Pittman and the advocacy of Wolpert.  Sanders voted No and suggested using Baker-Tilly. I’ve requested a copy of the contract and will be asking for expense reports (public information). This information may be useful as a benchmark in preparing the budget for 2025.  On budget preparation, in the past, former commissioner Biddle prepared the commissioner’s budget. The overall process underreports costs such as health benefits and unfunded requirements related to infrastructure repairs and replacements.  Note to balance the budget, a former long-term council member stated that revenue and expenses were generally underreported every very year but things tended to work out. This practice caught up to us when our recurring loan had to be increased from 2 million to 3 to cover expenses.

Currently, we have an unfunded requirement to replace air conditioning units in the jail at around a total cost of 600K. (11 units at 55K per, not counting shipping and installation). This expense was identified in a commissioner meeting in “March 2022.”  Budget challenges this year required the help of Baker-Tilly to find (over a million) of needed revenue.  At last year’s budget hearing, over a million was identified as a shortfall. HINT: This indicates a need for a “systemic” improvement in our budget process.

After inspecting the building (jail) roof and air conditioner units, Sanders identified that more routine maintenance is needed to help keep the units operating at efficiently as possible.

In the quality management area, it is generally understood that systems and processes determine most if not all of the results.   A systemic approach to improvement is included in the information provided at the Brown County Leader Network.  I have and do plan on volunteering support for budget-related improvements.

Image by Gary Varvel at GaryVarvel.com

Our second President John Adams said, “It (July 4th) ought to be commemorated as the day of deliverance by solemn acts of devotion to God Almighty. “It ought to be solemnized with pomp and parade, with shows, games, sports, guns, bells, bonfires, and illuminations, from one end of this continent to the other, from this time forward forever more.”

The Declaration of Independence was approved on July 4, 1776, required a Revolution to achieve and led to the development and ratification of the U.S. Constitution in 1788. The Constitution created our system of government – a  Republic with “top management” being defined as the citizenry – We the People. (Timeline of drafting and ratification of the United States Constitution).

The design of our system was influenced by the works of the great philosophers including the Judeo- Christian philosophies that integrated a deep insight into human nature and its tendency to self-destruct. The design included the needed checks and balances on power at all levels of government that have been eroded over time contributing to the divisiveness in America.

Thie divisiveness has been described as spiritual warfare. Spiritual warfare represents the conflict regarding the basis for determining right and wrong – who or what serves as the moral authority?  Should it be the modern man that believes that self-government is a quaint concept and should be replaced by experts or elites through more centralization of power?  This aim is supported by dividing people by race, gender, age, and culture with a belief that despite the lessons from history, the change will eventually lead to their vision of utopia?  Or, do we go “Back to the Future” to re-discover and restore our foundational beliefs and principles that are integrated into the original design of our Constitution?

Power Corrupts. Note that at the local level, Brown County has a monopoly on political power where a few can dictate what they believe is best for the many.  Power always corrupts and this centralization of power can never produce the best results.  This can also lead to the moral corruption (usually unbeknownst to them) of those that work within this system.  Transparency is the best counter-strategy and can start as simply posting Agendas, Minutes, and Audio of county government meetings.  The “Minutes” identify what is or has been accomplished.  Accomplishments should be the basis for assessing the performance of elected and appointed officials.

• • Current example – Abuse of Power – Sewer Expansion.  A county wastewater strategic plan was contracted for development by “appointed officials” to the Brown County Regional Sewer District (BCRSD) Board without any guidance or input provided by elected officials at a public meeting.  The plan was also approved without any public meetings and is supporting an application for “Phase 1″ of a $50.5 million dollar project.  The required (by the State) Public Hearing is July 8, 2023.
  • The County Comprehensive Plan which is the responsibility of the commissioners, is the legal document that should identify what the citizens want and do not want in terms of quality of life, infrastructure, and development. Development of this plan DOES require input from citizens at public meetings.
  • Indiana – Regional Sewer Districts (RSD) – Indiana Dept of Environmental Management (IDEM).

The aim of our system as identified in the Preamble to the Constitution, is to work towards “a more perfect Union.” The concept of “perfect” is biblically based with perfect described as “all” human needs being met.  The underlying belief is that action motivated by love leads to outcomes where everyone can benefit, or at least, not be any worse off. As legendary coach Vince Lombardi, reinforced, “Perfection is not attainable, but if we chase perfection we can catch excellence.”

How do we catch excellence? The secular quality profession has validated through the Taguchi Loss Function, that the closer any action such as the production of a product or service, gets to the ideal of more perfect, the higher the quality and the lower the cost to the individual and society.

Why is continuous improvement a moral imperative?  When an action results in more needs being met, there is less harm to some when their needs are not being met.  In other words, continually reducing crime leads to fewer victims. Improvement and increased access to health care can lead to less sickness and death.

The basics of continuous improvement?  When proposing an improvement, identify everyone (all stakeholders) in the near, mid, and long term that will be affected by the change. This includes identifying their needs, what will be provided, their expectations, and the feedback they need to determine if the change resulted in improvement.  Think of citizens as members of a “jury” that needs to see both sides of the argument before making a decision and will be following up to learn if the change produced the desired results

A Way Ahead.  The methods and tools supporting continuous improvement towards that more perfect Union (and county) supported by the citizenry have not found its way into government – yet.  The basic principles of the approach have been introduced by the Brown County Leader Network.

Brown County author, historian, and cultural commentator Hank Swain (1918-2014) commented that a good idea in Brown County can take about 8 years to catch on. Quality improvement-related strategies tend to take a little longer.  Needed improvements at the local level can have regional and national-level impacts.

Additional Information: Brown County Leader Network (BCLN)

Overall Strategic Concept

Self-Help – Support Guide

Who is in the Network?  Community Connections 

The required Legal Notice for the Public Hearing was published in the June 21 issue of the Democrat. Questions and comments will be addressed at the July 8 Hearing, starting at 10am, at the 4H Fairgrounds.

Written comments and questions can also be provided through July 14, 2023. Email is BrownCounty RSD@gmail.com.

BCRSD BOARD MEMBERS: Mike Leggins (President), Clint Studabaker (Vice President), Phil LeBlanc ( Treasurer), Richard Hall ( Secretary), Matt Hanlon (At large).

Public Hearing Read-Aheads: 

Lyle Lovett. Nashville, Indiana, 6/20/23: Traveling to a place I’ve never been to and having a chance to see its beauty is inspiring to me. This is the view just behind the loading dock at Brown County Music Center.

This post at Brown County Matters

Mark Shields, Director, of Brown County Parks & Rec is coordinating the mural project in support of Salt Creek Trail.  Parks and Rec maintains the trail.

Link to the proposal from the artist along with before and after pictures. Salt Creek Trail Mural Proposal REVISED

A special coating will be added to the Mural to mitigate the potential for graffiti.

Given the need for an INDOT permit, commissioners needed to sign off on the project. Commissioner Sanders worked with the county attorneys (often a neglected step in the past) who determine that changes were needed to ensure the county was not liable for any expenses or liabilities associated with the project.

The breakdown of the $55K in funding for the project funding is as follows:

• • Indiana Development Destination Corporation’s (IDDC) “Placemaking Grant” required a 50/50 match up to $25K.
  • The Nashville Arts & Entertainment Commission (NAEC) and the BC Community Foundation both committed $15K to the project as matching funds to be eligible for the IDDC grant.
  • Summary:
    • IDDC Grant Award – $25,000
    • NAEC Commitment – $15,000
    • BCCF Commitment – $15,000

The artist’s rendering of the mural project was selected for the 2023 Placemaking Grant award by the IDDC (along with 4 other communities in Indiana) and approved for funding assistance by the NAEC and the BC Community Foundation. The rendering also had to be approved by INDOT to obtain the permit needed to paint the mural under the bridge.  We are currently awaiting Commissioner and Town Council approval/signatures on the (JUMA) joint maintenance use agreement with INDOT before we would be granted the permit by INDOT.

Dec 6, 2024. County health board to consider adopting state septic ordinance, By Staff Reports -December 6, 2024

Post at Brown County Matters.

Sept 4, 2024. The commissioners voided the ordinance at their meeting on Sept 4, 2024.

• • Source: Health Department website:
    • Septic-Ordinance-May-5-2021
    • SOPs-Draft – Pump and Haul pg. 51.
      • State Code: 410 IAC 6-8.3-52 (e)

Background:  In May 2021, the commissioners approved on a vote of 2-1, a new Septic Ordinance that included requirements that exceeded state standards.  This ordinance is now void as of July 1, 2023.  New Septic Ordinance — Challenges and Opportunities

This post at Brown County Matters.

Indiana Dept of Health – 2023 Legislative Update – Septic Ordinance

• • 2023 Legislation Summary slides 2023-06-01

HEA 1402 – Ordinances and Technical Review Panel

• • Only the sections of a local ordinance that are stricter than the rule are voided.
    IC 16-41-25-7 …  (e) If an ordinance described in subsection (a) was adopted before July 1, 2023, the ordinance becomes void and unenforceable on July 1, 2023.
  • A conflict has been confirmed in sections 6 and 8. A county, city or town may adopt an ordinance stricter than the rule, but only if it is submitted to and approved by the Technical Review Panel.
  • IC 16-19-3-27.8.  (b) After adopting an ordinance described in subsection (a), the county, city, or town must submit the ordinance to the technical review panel established under section 27.5(b) of this chapter, along with a…
  • IC 16-41-25-7 (a) After June 30, 2023, a county, city, or town ordinance may not adopt requirements, restrictions, or conditions concerning the… An ordinance that imposes requirements, restrictions, or conditions that are more stringent than the requirements,restrictions, and conditions of the state department’s rule concerning residential onsite sewage systems is subject to invalidation under IC 16-19-3-27.8(e).

March 29, 2023.  ” Property owners could ‘supersede’ Indiana health officials over septic systems, under House bill.” by Casey Smith, Indiana Capital Chronicle

• • Now, House Bill 1402, authored by Rep. Jim Pressel, R-Rolling Prairie, intends to transfer authority over residential onsite sewage systems from IDOH to a Technical Review Panel, or TRP, made up of various state officials, scientists, academics and industry professionals.  
  • PDF Copy Property owners could ‘supersede’ Indiana health officials over septic systems, under House bill – Indiana Capital Chronicle

County Council Meeting Notes July 19, 2023, 6-8 pm.  Audio

This post at Brown County Matters.

County Council Agenda

Pay Grade Increases. This was the last meeting that Departments could identify their requests for pay grade increases. These will be reviewed during the 2024 budget hearings. Requests made from Parks and Rec, Auditor, County Clerk, Commissioners, and Treasurer. Department asked to provide their 2024 budgets by July 2.

Pay and Benefits.  A 2018 Salary Study that compared pay and benefits with other counties our size indicated that Brown County salaries are competitive with other counties our size and we are more than competitive with benefits – health, longevity pay, life insurance, and paid holidays.  County employees often compare their pay with the larger surrounding counties with larger budgets.

Cost of Living – Tax Increases. The Council has routinely been approving higher taxes to cover up to a 3% cost of living increase for county employees.

Status on 2023 Budget. Routinely comparing the plan to the actual expenses is not part of the process. For example, the suggested goal for many funds is to maintain a 15% balance. Kim Kemp mentioned that the county consultants did find 800K that could be applied to cover the expected increase in health insurance-related costs,

Unfunded Requirement. Election Board required additional money (9,500.00) for equipment licenses and fees. Similar to capital improvements, the county does not maintain a consolidated list of all the recurring contracts and leases.

Audit- State Board of Accounts (SBOA). The SBOA identified that the money from the 3 million dollar recurring capital improvement loan cannot be used for operating expenses (ambulance contract). It is unknown at this time if the fund has to be reimbursed (about 500k). This was challenged at the time and the commissioner’s response was that is was legal to use a capital improvement loan to pay operating expenses.

Climate Change. The Project 46 initiative was on the agenda. The justification that has been cited for the project included a UN Climate Change Report. The County council was asked to support a resolution in favor of the project to include a suggested 50 cent per capita tax on all citizens ($7,500). The intent of the project is to leverage resources to apply for federal grant money. The project is supported by Bloomington, Columbus, and Nashville.  None of the council members were aware of the background on this project. Dave Redding (who works for Cummins) expressed interest and Jim Kemp explained his rationale as to why he would not support it.

This project was briefed on— at the Nashville Town Council.  The following link – Project 46 Brown County Climate Change included the audio and link to the UN Report and the program in Bloomington.

Brown County Regional Sewer District (BSCRS) Meeting Notes, June 13, 2023.

This post at Brown County Matters

Marketing and Communications.  The BCRSD has a table at this week’s fair providing information. They will also be posting yard signs. Online information on the project is available at the BCRSD website and hard copies are available at Helmsburg General Store, Brown County Health Department, Brown County Public Library, submit Lake Lemon Conservancy District Office

Public Hearing – Sewer project. July 8, 2023, 10am Fairgrounds.  This is required by statute and will require legal notice in the paper.  Citizens can submit questions up to 4 days after the Hearing.  These questions and answers are part of the record and are to be considered in the approval process.  A decision to approve the project can also be challenged under federal and state laws that are intended to prevent waste, fraud, abuse, and mismanagement.

Strategy and Scope.  The BCRSDs Board (consisting of “appointed” officials” ) contracted for and approved a county-wide wastewater strategy with a scope that includes all residents and organizations (private/public) with septic systems.  There were no public meetings to gather citizen input on this plan.

Phase 1 of this sewer expansion project includes a Western Corridor (Helmsburg to Lake Lemon) and an Eastern Corridor (Helmsburt to Bean Blossom, to Woodland Lake).  I have no issues with the justification for the Western Corridor.

Joint Meeting.- HRSD and BCRSAD.  June 27, 2023, 6:00 p.m. – Community Foundation