Tina M. Wenger

Councilwoman, Elkhart County, Ind.

Leadership is for service, not for power !

Greetings! My name is Tina M Wenger. County Councilwoman for Elkhart County Indiana, and I’m running to be your next NACO 2nd VP.

You maybe asking, “Can Tina possibly  lead us?  after  all she’s only been in county politics for five years”?

The answer is a resounding YES. Here’s why.

I bring a respectful, flexible, interactive, average constituent- based, common sense approach to the kind of multi-dimensional problem solving that is required to address our complex issues these days. I have a personal history as an assimilated female Filipino immigrant which supports that. I love probing these public policy issues and think that more information and perspectives lead to more informed choices about where our policy re-sets are needed most. There are no pre-determined answers. Certain facts raise more questions. Issues can be sorted and prioritized through respectful dialog. We must consider expert opinion, but our own opinion and perspectives and those of our constituents are just as important, mainly because we are crafting rule sets that affect so many aspects of everyone’s social lives. Experts must limit the focus of their study and cannot possibly make all those determinations. I call this a “wholistic” decision making. We are all, in some ways, here to find “the greatest (public) good for the greatest number.”

I’ve been able to bring a different perspective to a leadership core that had previously conducted a lot of its business informally. I’ve slowed down some aspects of the decision making process, opening up issues for additional questioning based on extensive research and study, thereby allowing for more client input rather than complete deference to specialized experts on redevelopment issues who aren’t always seeing the full impact on those directly affected. I’ve argued for more formality and transparency in how information is shared with council members, which lead to more informed decisions and consideration of our issues. I’ve given a voice to many who felt like their opinions had little chance of making a difference.

Allow me to share with you my platform: The 3 S’s  Service.  Strength.  

Stability.

I support NACO’s vision of healthy, vibrant, safe, and resilient counties across the United States.

1. Service:

Restating from NACO’s Manual. The nation’s 3,069 county governments provide the essential services to create healthy, vibrant and safe communities. Counties support and maintain public infrastructure, transportation and economic development assets. I bound to make sure that this focus continue to be directed. We need to keep residents healthy, we need to ensure public safety to protect our citizens. It’s vital that we maintain public information and coordinate elections. The past elections have been very challenging and we must work harder to be an essential and important part of the process and  definitely should be a part of the solution. We will continue to implement a broad array of federal, state and local programs in a cost-effective and efficient manner.

The populace depend on counties to provide services that build, maintain, and protect their homes, schools, and neighborhoods.  The importance of county government in our lives can not be undermined. Counties are instrumental player in America’s intergovernmental system of federal, state and local governments. In my opinion, county government IS the higher office.

The beauty of our NACO members is that they support state and federal policies and programs that provide the tools, resources, and solutions needed to spur job growth, improve the quality of life of all Americans, and increase the economic competitiveness of America’s counties and communities. To accomplish this, NACO adheres to a set of core principles through its core functions which I wholeheartedly support.

Because I contribute my professional growth in my service to my constituents to NACO, by my attending seminars, meetings and conferences, I commend them for their first core principle which is, to empower county leaders with new skills, resources and ideas. Since we, as public servants must serve in a cost effective manner, NACO comes to the rescue by assisting counties with first class, cost-effective services, their second core principle. I support providing timely, informative and value-added data, knowledge and programs. To promote sound public policies that advance the interest of our counties has had seen success in majority of the member counties. It’s one of NACO’s core principle to exercise sound stewardship and management of its financial, intellectual and human resources. And best of all, they educate.  Now more than ever we must bring the completed and enhanced  public understanding of county government.

I am very appreciative of NACo’s core functions for the benefit of our member counties. Of note,  legislative, regulatory and judicial representation in the nation’s capital. Now more than ever is the time to connect regularly and often with our legislators. This is a task I would look forward to doing as often and as needed. There’s numerous first hand stories related and connected to legislations that are already in placed, these, our legislators must hear. Without research our county policies would have seem incomplete, thus, the importance of research must not be overlooked, it leads to education and technical assistance on cost-saving programs for the solutions of critical problems by using innovative strategies that meet future county needs.

Strength

The strength of our nation and the strength of our counties lies in diversity. Diversity is strength, strength is diversity. No two counties are exactly the same. Counties, being one of America’s oldest forms of government dating back since 1634 continue to evolve. Counties adapt to changing environment and population. Petersburgh Borough, Alaska incorporated just recently in 2013. Yet the first county governments were established in 1634 in Virginia.

Counties are very diverse in its structure and on how they deliver services to their communities, States decide counties roles and responsibilities. I plan to visit at least two counties from each State when elected. I desire to learn from the most liberal-run county, and from the most conservative-run county to determine where the polarization issue is most apparent and the reasons why. It is only through hands-on and face-to-face interaction that a most meaningful conclusion can be reached. We recognize that counties’ demographic and economic characteristics dictate how they deliver services to their communities, the question is, is it the best way? Can it be improved?

 I need to see proof that the organization and structure of counties are tailored to fit their communities needs and characteristics, if not, perhaps then, a suggestion would be offered. For example Los Angeles county invests $18.9 billion annually or even more compared to 23 of our State governments each year. But the recent news is that it has the highest number of people getting out of the county and the State. Is there something to learn from this trend? What about Cook county Illinois, it is such a big county that if it were a state it will be bigger than 30 states in population. Is bigger better? Is change called for? How about counties with less than 50,000 residents? Are they stronger? Are they effective? Are they efficient? What can be learned from this? We need to find where the biggest strength lies and adapt. 

Stability

A strong foundation provides stability. As with a house, counties are built with four strong pillars as foundation. First, Transportation and Infrastructure; Second, Healthcare; Third, Justice and Public Safety; Fourth, County Management.  All four pillars provide a glimpse of how strong America’s county governments are. Here are a few numbers to prove it. 

First, Transportation and Infrastructure: It is the critical components that support the economies of our counties and improve the standard of living for all Americans. Efficient transportation and transit options are the driving force connecting communities. Counties invest in building schools where students learn. In building hospitals that treat and provide care for the community. In building jails that house and rehabilitate wrongdoers. From cleaning up storm debris and restoring safety to the community, to cleaning the water we drink by maintaining reservoirs, purification plants and pumping stations. Counties provide services that are often taken for granted. This should not be so. We must educate our population to the following data of importance. That counties invest $52.3 Billion in construction of public facilities annually. Counties invest $106.3 Billion in building infrastructure,  maintain and operate public works annually. Counties own 230,690 bridges. Counties own and maintain 45% of America’s roads. Counties invest $18.6 Billion in sewerage and solid waste management annually. Counties are also involved in 27% of public transit system. I would like to look at these numbers closely to determine if taxpayer dollars are spent effectively, if wasteful spending is determined, then suggestions should be offered for correction and improvement. These are huge numbers. As county officials we are stewards of our county’s finances and must guard it with utmost care and safety.

Second, Healthcare: Many counties operate hospitals and Healthcare facilities that provide critical services, cancer and cardiac care, as well as emergency and trauma care. Counties create support systems to keep us healthy from birth till old age. County nursing homes offer restorative care and rehabilitation. They promote quality of life and wellness to the elderly. County health departments ensure the everyday health of their residents. Counties support 976 hospitals with a total of 100,378 beds that serve more than 15 Million patient days. Counties are involved in promoting public health through more than 1,550 local health departments. Counties invest $69.7 Billion for community health and hospitals annually. Counties own 692 nursing homes which represent 75% of the publicly owned nursing homes. The current administration has been aggressively drafting and implementing needed additional funds, unprecedented in US history due to the COVID19 pandemic. It is without a doubt our counties’ finances were and continue to be affected by this pandemic. I support getting our counties back to normal as quickly as possible. Federal funds are needed to support our counties.

Third, Justice and Public Safety. Counties keep communities safe. They provide law enforcement and promote crime prevention. They patrol and police the streets. They operate and maintain county detention facilities. They serve as the arm of county courts. County sheriffs and police departments are the linchpin of the criminal justice system. We appreciate our key players in the system like our judges, district attorneys, public defenders, court clerks, jail directors and coroners. Counties invest $70.2 Billion total in justice and public safety services annually. There are 3,105 county police and sheriffs departments which spends a total of $30.2 Billion.  Correctional Facilities spends $23.3 Billion. In the year 2021 there were 11.6 million people admitted to county and other local jails. $16.7 Billion is spent on County Courts and Legal Services annually. These numbers have only been rising since tabulations were taken, I don’t recall what year it started exactly. Are the yearly number increase an indication of the decline of our morality system? Are we less or more safe each year? These are the questions I would like answered and I will be doing research and sharing the result so we can lower these numbers one area at a time without sacrificing quality public service.

Fourth, County Management.  All Americans benefit from county government for vital services, from issuing birth certificates and marriage licenses to operating 911 call centers. Counties often build and maintain the parks, swimming pools, community centers and cultural centers. Counties are  responsible for running elections from presidential to local. 

Counties deliver essential services to ensure safe, healthy and resilient communities for the residents while also balancing numerous administrative responsibilities. 

Counties invest $25.5 Billion in economic development each year.  Another $9.3 Billion is invested to build and maintain parks and recreational facilities annually. Every two years, counties fund and oversee more than 167,000 polling places.  Counties coordinate more than 704,000 poll workers. And here’s where I’m one of them, there are almost 39,000 total county elected officials.  And there are 711 elected county executives. Effective county management is a collaborative effort. Each and every one county official contributes to the success or failure of the county. We must continue to look for “model” county government and incentivize their efforts for maintaining such a high degree of professionalism and service to their community. I would like to see some guidelines drafted for distribution to the counties on how to be a more successful, more effective, and more constituent-friendly county government. Everybody needs to have a pat in the back every now and then. It’s a “feel good” about that kind of thing. And why not?

When elected, I like to engage as deeply with as many of you as I possibly can as we work together to bring our best efforts to today’s immense challenges. I’m reminded of my late father who once told me. “Maski baog, patad” meaning even if the odds are against you but you know you have something to give, fight anyway. If you fight you win. In today’s America, the underdogs have a lot to offer.

Thank you for your support. I am beyond grateful and I am looking forward to serving you!

Tina M Wenger

Councilwoman at-Large

Elkhart County Indiana

May 21. 2021