Elections are not as far off as we think

It’s not too soon to start thinking about the next election cycle. These things have a way of sneaking up on us. November 3, 2026, may feel a long way off—but for incumbents on the ballot; the clock is already ticking.

If our math and memory are correct, the next election will include three seats each for city council and school board, with two seats available on the county board. The incumbents in those positions will decide whether to seek another term—or not—by January 15, 2026, the statutory deadline for incumbents to file.

Here’s what that really means: assuming the usual two meetings per month, city council and county commissioners will hold only about fifteen more regular meetings between now and then. School board? Closer to seven.

That’s not much time to make a case, but it needs to be made. Like a fourth-grade math test, candidates need to show their work--and the clock is ticking.

Representative government isn’t about going through the motions. It isn’t about deference to staff or quiet compliance with tradition. It is about accountability. It is about oversight. Most of all, it is about the expectation that those who hold office will ask the hard questions—not just of each other, but of the systems and recommendations placed before them.

When elected officials do not ask questions, they do not merely miss an opportunity. They forfeit part of the voter’s voice. That’s not just political theory. It is the lived reality of every taxpayer who wonders why decisions are made without public explanation or evident deliberation.

We believe the next seven months should be used well. Whether seeking another term or not, incumbents owe their constituents a full accounting of the power entrusted to them. A seat on a board or council is not a trophy or a title. It is a responsibility.

One challenger may already have emerged. If performance fails to meet expectations, others will follow, as they should.

What then, if an incumbent chooses not to run?

Time would be well spent helping someone else prepare. Good transitions are rare in small communities, but they shouldn’t be. If lessons have been learned—about process, about people, about what really matters—pass them on. If it looks like someone is ready to serve, encourage them. Make introductions. Explain how things work. Help them understand the responsibilities of the job. That, too, is public service.

If another run is being considered, start with this: reconnect with constituents. Interact outside of habitual relationships. Talk to people outside your circle.

Candidates are also encouraged to show their work. Be honest about what fell short. Voters respect clarity more than they resent imperfection. Don’t campaign on comfort; campaign on service.

Either way, the time in office is limited. Make it count. Fifteen meetings. Seven months. One job. Do it well.