Continuously serving Kosciusko County since 1854
Whichever two Republicans win in the May primary for the two Syracuse Town Council at-large seats also will have to face Democrat Yesenia “Jessie” Vetor in the November general election, who is unopposed in the primary.
Current Councilman Paul Stoelting and Larry Siegel did not seek re-election this year.
The three Republican candidates - Gregory Scott Abbs, Matthew Goodnight and David Rosenberry - were asked to respond to three questions, with responses limited to 300 words or less (answers longer than 300 words were edited down to meet the word limit). Below are the questions and their answers (alphabetically by last name).
1. What is the biggest impact that Senate Enrolled Act 1 will have on the town of Syracuse? What's the best way for the town to address that impact?
Abbs: The biggest impact of Senate Enrolled Act 1 (SEA 1) will be a fundamental shift in how our town funds essential services and the uncertainty that comes with it.
SEA 1 significantly reduces property tax revenues while overhauling the local income tax system. The goal is to provide tax relief to Hoosiers, the reality for small towns like Syracuse is our revenue is less predictable and potentially reduced. Possible reduced revenue will make it harder to fund core services like police, fire protection, road maintenance and parks.
At the same time, the new local income tax structure, set to take effect in 2028, requires towns like ours to rely more on county-level decisions and petition processes to receive funding. This creates uncertainty and reduces local control, especially for smaller communities that may not have the same leverage as larger cities.
The best way for Syracuse to address this impact is through proactive planning and county collaboration. First, we must begin long-term financial planning now, not in 2028. That means carefully reviewing our budget, identifying priorities and building reserves where possible. Second, we need to work closely with Kosciusko County officials to ensure Syracuse receives a fair share of any new local income tax distributions. If we are not at the table, we risk being left behind.
Finally, transparency with residents is critical. If revenue sources are reduced and changes to services become necessary, the public deserves clear, honest communication about why.
SEA 1 presents real challenges, but with thoughtful leadership and early action, Syracuse can adapt while continuing to provide the high quality of life our residents expect.
Goodnight: The biggest impact on our town from SEA 1 at this time is: the unknown.
The bill was written to shift revenue delivered from Property Taxes to a model of Local Income Tax (LIT) funding for local governments. This legislation passed through the Indiana General Assembly is designed as a major change to the fundamental financing of governmental levels with a desire for tax reductions.
This new act is not final. There will be summer study sessions and revisions that will impact the final flow of revenue. In fact, local government experts, consultants as well as organizations of Cities, Towns & other Municipal governmental units expect the timeline and impacts to not be fully understood for several years. Many components are still under review that will lead to a final design.
To understand our current situation – we can view this with an analogy of preparing for the change and impact. We are pregnant. History tells us that in nine months our home will be dramatically changed with the arrival of a new baby and routine – however we do not have the benefit of an ultrasound or other technologies to know ahead of time should we paint the nursery in pink or blue? Maybe twins? Until the final revisions of SEA 1 are clear, our approach must be one of disciplined readiness:
Logical Spending: Avoiding unnecessary overhead while the revenue model is in flux.
Frugal Saving: Building reserves to buffer against potential "delivery" shocks.
Service Prioritization: Ensuring essential public services remain uninterrupted.
As a member of the Town Council, I am committed to staying at the forefront of these legislative changes. I will:
Monitor the ongoing design and study sessions of SEA 1.
Evaluate all available financial options as the data becomes available.
Protect the interests of Syracuse residents to ensure a stable fiscal future.
Rosenberry: The biggest impact of Indiana’s Senate Enrolled Act 1 (SEA 1) on a small town like Syracuse isn’t just one single change — it’s a shift in how the town pays for services. But if you boil it down, the most significant effect is this:
Less property tax revenue equals pressure on local services or higher local income taxes.
Why it matters most: SEA 1 was designed to reduce property taxes, especially for homeowners. That sounds positive at first, but the tradeoff is crucial
- Local governments like Syracuse, rely heavily on property taxes to fund services
- SEA 1 reduces that revenue stream
So towns are left with two main options:
1 – Cut services
2 – Raise local income taxes. SEA 1 actually gives towns and counties new authority to increase local income taxes (starting in the next few years).
- Cities and counties can add new income tax rates
- This shifts the tax burden from property owners to local residents income
Why this hits Syracuse specifically.
Syracuse is a small town, which makes the impact more noticeable:
- Smaller towns have less diversified revenue sources
- They depend more heavily on property tax funding
- They may have few options to absorb budget cuts
The bottom line is a financial squeeze on the town’s budget that forces a tradeoff between cutting services and increasing local income taxes. Everything else like schools, infrastructure and public safety all flows from that core change.
2. Two current Syracuse Town Councilmen (Siegel and Stoelting) decided not to seek re-lection this year. Together, they have decades of experience serving on the council. If elected, what experiences and expertise will you bring to the town council to move the town forward?
Abbs: I bring a combination of professional experience, community involvement and long-term commitment to help Syracuse move forward in a thoughtful and practical way.
Professionally, I have over 10 years of experience in government contracting supporting both the United States Navy and United States Coast Guard. In that role, I’ve developed a strong understanding of how large-scale projects are planned, funded and executed efficiently. I’ve worked directly with federal, state and local government officials to secure project funding, navigate tax credit opportunities tied to job creation, and pursue infrastructure grants. These experiences have provided insight on how to bring outside resources into a community, something that can directly benefit our town without overburdening local taxpayers.
A key part of my background is long-term capital planning. I have built and executed capital expenditure plans across one-year, two-year, five-year, 10-year and even 15-year timelines. That kind of forward-looking approach is critical for a town council. It allows us to prioritize infrastructure, manage growth responsibly, and avoid reactive decision-making that can lead to higher costs down the road.
Beyond my professional work, I’ve stayed deeply connected to our community. I’ve coached local youth basketball and flag football teams. That experience has allowed me to build relationships with families, understand the needs of our younger residents, and contribute to a positive environment for the next generation.
I’ve also had the honor of serving as Master of my Masonic Lodge, where I developed leadership, organizational, and service-oriented skills. That role reinforced the importance of accountability, collaboration, and giving back.
Lastly, I am proud to be born and raised here. I understand our town’s history, its values, and its potential. I’m invested not just in short-term improvements, but in building a strong, sustainable future for everyone who calls this community home.
Goodnight: Four years ago, I ran for Town Council with a desire to serve Syracuse. I challenged Paul in the Primary Election for District #2 of the town council prior to these seats moving to an at-large selection. While the vote didn’t go my way, falling 43 votes shy of a victory within the town limits, I was very encouraged that within our precinct I did gather the majority of votes.
In the past four years, that outcome led to a different, deeply rewarding path: appointed as your representative on the Kosciusko County Area Plan Commission and in turn being a member of the Syracuse Board of Zoning Appeals (BZA). I have maintained perfect attendance at every monthly meeting. To me this is fulfilling an obligation to serve and a commitment to community involvement.
The experience I gained as part of and later leading the BZA is that each variance or exception is a public hearing. We open the meeting to the public with an opportunity to speak either in favor or opposed to a request. Our charge was simple but important:
Listen to all sides — neighbors, citizens and business owners.
Analyze the impacts of every variance or exception.
Decide based on what is best for the collective community.
This transparency ensures that property owners feel heard and supported, fostering a fair environment for both residents and local business.
My goal has always been to improve Syracuse as a safe place to enjoy our families as we live, work, or play, while maintaining strict fiscal responsibility. True leadership also means knowing when to pass the torch. I firmly believe in term limits and we have passed that time for a healthy turnover in public servants. Voters deserve to have new and fresh ideas from the next generation of leaders and develop them to the next group of Councilors.
Rosenberry: The decision by Larry Siegel and Paul Stoelting not to seek re-election marks a significant transition for Syracuse. Their decades of service provided stability, institutional knowledge, and a deep understanding of how our town operates. Replacing that kind of experience isn’t about replicating it — it’s about bringing forward new energy, skills and perspective while respecting the foundation they helped build.
If elected, I would bring a combination of practical experience, forward-looking thinking and a commitment to transparency and collaboration.
First, I bring real-world problem-solving experience — the ability to analyze challenges, weigh costs and benefits, and make decisions that are fiscally responsible. At a time when changes like state tax reform are putting pressure on local budgets, Syracuse needs leaders who understand how to prioritize spending without compromising essential services.
Second, I offer a fresh perspective focused on sustainable growth. That means supporting responsible development, strengthening our local economy and ensuring that growth enhances — not disrupts — the character of our community. Syracuse has a unique identity, and moving forward should mean protecting that while still planning for the future.
Third, I am committed to open communication and accessibility. Residents deserve to feel heard and informed. I will make it a priority to be approachable, to listen actively, and to ensure that decisions are made with community input — not just at meetings, but through ongoing dialogue.
Finally, I bring a strong belief in collaboration. The best outcomes happen when council members, town staff, local businesses and residents work together. I’m ready to build relationships and work as part of a team to move Syracuse forward in a thoughtful and unified way.
In short, while I may not replace the years of experience that are leaving the council, I will bring the dedication, work ethic, and vision needed to help guide Syracuse into its next chapter.
3. If elected, what's your view on the town council's role in economic development?
Abbs: The town council plays a central role in shaping the local economy by creating conditions that attract, retain, and grow businesses. Economic development is influenced by policy decisions, strategic planning and public investment led by the council.
One of the council’s primary responsibilities is guiding infrastructure development. Reliable roads, utilities, and public spaces are essential for businesses to thrive. A reliable infrastructure can make the community attractive to employers and convenient for residents.
Another key role is fostering a business-friendly environment. Including streamlining the permitting processes, supporting local entrepreneurs and partnering with regional economic organizations. Councils should support policies that provides incentives, when appropriate and fiscally responsible, to encourage job creation and redevelopment.
Importantly, the town council serves as a bridge between residents, businesses, and stakeholders. They gather input, address concerns and ensure that growth reflects community values. Economic development is not just about expansion; it’s about sustainable progress that benefits the community.
Ultimately, the council’s role is to provide leadership and long-term vision. By making informed, balanced decisions, the council helps build a resilient local economy that supports jobs, strengthens the tax base and enhances the overall quality of life.
Goodnight: Many Indiana town councils are heavily involved in economic development across various levels, for Syracuse I believe it is a necessity to take an active role. We either pursue growth or accept decline. The council has the availability to be a positive influence for the effort. The entire team must be the most vocal cheerleader of our community – promoting current and new businesses, community organizations that offer life enriching programs and housing that is available at various entry price points.
Success depends on leveraging key partnerships:
County Level: Collaborating with KEDCO for regional strategy.
Local Level: Aligning with the Syracuse-Wawasee Chamber and our own Redevelopment Commission to optimize TIF management and stimulate new investment.
With SEA 1 expected to shift revenue from Property Taxes to Local Income Tax, our fiscal health may depend on residency. The Town Council must maintain open lines of communication with our local employers, not just to keep them here, but to ensure their employees choose to live within town limits, now and in the future. If workers live elsewhere, based on the final design of SEA 1, Syracuse potentially faces a critical revenue shortfall.
Growth is essential, but it cannot be a burden. We must expand our housing options at various price points to attract a diverse workforce in addition to other residents that choose to reside in Syracuse. While new development impacts infrastructure, it must be managed through a "growth pays for growth" model. This ensures that current taxpayers and utility ratepayers are not subsidizing new private ventures.
By taking an active, strategic role, the Council can ensure Syracuse remains a vibrant, self-sustaining community for the future.
Rosenberry: I believe the town council plays a critical — but focused — role in economic development. It’s not the council’s job to control the market or pick winners and losers, but it is our responsibility to create the conditions where businesses can succeed and our community can grow in a healthy, sustainable way.
First and foremost, the council sets the tone through responsible fiscal management and smart policy. That means keeping taxes as stable and predictable as possible, investing in infrastructure like roads, utilities, and broadband, and making sure our zoning and permitting processes are clear and efficient. When those fundamentals are strong, it sends a message that Syracuse is a place where people want to invest.
Second, I see the council as a partner in economic development, working closely with local businesses, regional organizations, and developers. That includes supporting our existing businesses — not just attracting new ones — because small, local businesses are the backbone of our economy. Retention and expansion are just as important as recruitment.
Third, the council has a role in protecting what makes Syracuse unique. Economic development shouldn’t come at the expense of our community character or quality of life. Thoughtful growth means asking: does this project fit our town? Does it strengthen our downtown, support tourism, or create good local jobs?
Finally, I believe in a long-term, strategic approach. Economic development isn’t about one-off deals — it’s about having a clear vision for where the town is going and making consistent decisions that move us in that direction.
In short, the council’s role is to lead, enable, and safeguard — to create opportunity while making sure growth benefits the entire community, not just a few.
