Commissioner John Crofts
January 6, 2026
Based on the facts as I observed them, and in my professional opinion
This report is dedicated to my sister, whose encouragement and faith in service strengthened my resolve to serve the people of Davis County with integrity.
Executive Summary
January 2026 marks one year since my swearing-in as a Davis County Commissioner on January 6, 2025. This Executive Summary provides a clear, candid overview of my first year in office—highlighting commitments kept, documenting systemic failures, and identifying serious concerns related to governance, transparency, fiscal discipline, leadership judgment, and respect for voters.
This summary does not replace the full report that follows. It captures the key findings for voters seeking an accurate and accessible account of how county government is functioning.
Key themes include:
- The absence of sustained local journalism and its effect on accountability
- Strong public engagement through Town Halls and evening meetings
- Fiscal mismanagement leading to unnecessary tax increases
- Improper administrative influence over policy decisions
- Audit failures and resistance to oversight
- Reckless political rhetoric creating public-safety risks
- Financial and operational risk within the Sheriff’s Office
- The importance of leadership, discretion, relationships, and respect for voters
Voters must remain engaged. Transparency, relationships, and accountability matter.
Full Year-End Report
I. Opening Statement: Transparency, Accountability, and the Need for Local Journalism
Serving as a Davis County Commissioner has reinforced a fundamental truth: when citizens lack reliable access to local government information, transparency weakens, accountability erodes, and serious problems can persist without public awareness.
Davis County no longer has a robust, county-wide newspaper consistently covering Commission meetings, budgets, audits, and administrative actions. While agendas and minutes exist, they do not replace sustained, independent journalism that informs voters and holds government accountable.
This report is intended to help fill that gap, but it is not a substitute for ongoing public oversight. An informed public makes better decisions, and sunlight remains essential to a healthy republic.
II. Commitment to Voters: Town Halls and Public Engagement
I promised voters I would hold Town Halls, and I honored that commitment by holding them quarterly. Attendance was strong. Even the lowest-attended Town Hall—held in December during the holiday season—had 18 participants.
These Town Halls allowed residents to raise concerns, ask difficult questions, and engage directly with their Commissioner. Listening to voters is not a campaign activity; it is a duty of office.
III. Public Meeting Accessibility and the Evening Meeting Trial
I advocated for improving public access to Commission meetings by adjusting meeting times. On a trial basis, four meetings were held at 6:00 p.m., which were visibly better attended by working residents and families.
The County Clerk’s Office does not formally record public attendance, limiting objective evaluation. Despite the success of evening meetings, the Commission returned to Tuesday meetings at 10:00 a.m.—a time that significantly limits participation.
Meeting times materially affect transparency and engagement.
IV. Fiscal Responsibility, Spending, and Taxes
From the outset of my service, I recommended cost-cutting, efficiency reviews, and spending restraint before raising taxes. Those recommendations were repeatedly rejected.
Chair Lorene Kamalu publicly discussed tax increases as high as 30 percent. Ultimately, a 14.9 percent tax increase was adopted over my opposition, and I was pressured to support it unanimously.
Davis County families deserve leadership that treats tax increases as a last resort.
V. Legacy Fiscal Mismanagement, Tax Pressure, and Disregard for Voters
A major contributor to the tax increase was a pattern of fiscal decisions made prior to my arrival that reflected poor planning and insufficient cost control.
Both Chair Kamalu and Commissioner Bob Stevenson advocated for tax increases as high as 30 percent while resisting early cost-saving recommendations. Former Controller Curtis Koch and County Clerk Brian McKinzie urged unanimity on the tax increase and were commonly referred to as the “fourth and fifth Commissioners,” reflecting influence beyond their statutory roles.
I spoke with hundreds of taxpayers who begged the Commission not to raise taxes. Their concerns were disregarded.
VI. Deception, Withheld Information, and Process Manipulation
Throughout the year, I encountered repeated instances where critical information was withheld or disclosed only after decisions were effectively made.
These omissions undermined oversight, accountability, and trust. No Commissioner should be expected to govern blindfolded.
VII. County Attorney’s Office and Protecting Children
The County Attorney’s Office has placed over 1,000 dangerous offenders behind bars. Prior Commissions funded this essential function with temporary money, creating instability.
Weakening this office endangers public safety.
VIII. Audit Failures, Missing Audits, and the Appearance of a Cover-Up
Three completed audits were not submitted to the Audit Committee. A later request not to publish them created the appearance of a cover-up.
All audits are now public, but the damage to trust was significant.
IX. Audit Committee Interference
Efforts to appoint highly qualified, independent Audit Committee members—including a CPA and former CFO who volunteered at no cost—were blocked.
This compromised audit independence.
X. Controller and Clerk Authority Creep
The Controller and Clerk accumulated influence beyond their statutory roles, undermining proper governance structure and accountability.
Administrative officials must remain neutral and within their authority.
XI. Organizational Culture and Professional Conduct
Unprofessional conduct and resistance to accountability damaged morale and trust within County government.
Culture matters. Leadership sets the tone.
XII. Homeless Shelter Policy, Legislative Lobbying, and Misrepresentation of Intent
A proposed brick-and-mortar homeless shelter was advanced through legislative lobbying without meaningful voter input.
I opposed this effort, made my position clear to the County lobbyist, and the shelter was ultimately stopped. That outcome aligned with voter expectations.
XIII. Safety Concerns and Reckless Political Rhetoric
Before, during, and after my campaign, I received seven credible death threats. Some repeated language used publicly to describe me.
Public officials must exercise care in rhetoric. Words have consequences.
XIV. Party Alignment and Transparency with Voters
I have concerns about transparency regarding governing philosophy and party alignment, particularly as it relates to tax-and-spend policies inconsistent with voter expectations.
Honesty with voters matters.
XV. Sheriff’s Office: Oversight Failures, Financial Risk, and the Need for Reform
The Sheriff’s Office incurs approximately $1.5 million annually in overtime, a problem that has not been meaningfully corrected.
In early 2025, Davis County taxpayers absorbed a $10 million loss from a failed lawsuit. Although responsibility was attributed to prior leadership, many of the same individuals remain in leadership roles.
Reports of workplace misconduct, combined with the elimination of a successful Inmate Work Center, expose taxpayers to continued financial and legal risk.
In my professional judgment, meaningful reform and new leadership are required.
XVI. Public Apology to Davis County Voters and Defense of Respectful Civic Discourse
During my first year as a County Commissioner, I publicly apologized to Davis County voters for disparaging and dismissive remarks made about them during policy debates—particularly surrounding opposition to the proposed homeless shelter.
Many residents voiced opposition thoughtfully, respectfully, and in good faith. They deserved to be heard—not maligned.
In my judgment, remarks made by Chair Lorene Kamalu and Commissioner Bob Stevenson crossed an unacceptable line by demeaning voters and, in some instances, disparaging their religious beliefs, including criticism directed at Christian residents.
Policy disagreement is legitimate. Attacking voters—especially on religious grounds—is not.
I rejected the notion that opposing a poorly planned, voter-excluded policy reflected a lack of compassion. I apologized to residents who felt insulted or dismissed and defended their right to participate in civic debate without being demeaned.
Voters should carefully consider how elected officials speak about them, how accurately their views are represented, and whether respect for constituents is reflected in conduct.
Respectful discourse is foundational to a healthy republic.
XVII. Conclusion: Voter Engagement, Leadership, Relationships, and Personal Responsibility
This report reflects my experience and professional judgment as a Davis County Commissioner. It also reflects a broader truth: voters must remain engaged, informed, and willing to hold their government accountable.
Effective government depends not only on policies and budgets, but on relationships—between elected officials, staff, and the public. Respect, discretion, empathy, and collaboration are essential.
Public service does not occur in a vacuum. My first year included profound personal loss. In early 2025, my sister—who held different political views than I do—encouraged me to serve faithfully. She was diagnosed with brain cancer and passed away one month later, on February 9 at 9:00 p.m.
Two weeks before her death, she made me promise that I would work hard and serve with integrity. I have carried that promise every day.
The morning after her passing, deeply personal information about her death was shared without authorization. That experience reinforced for me how critical judgment and discretion are in leadership.
Ultimately, Davis County’s strength comes from its people. With transparency, accountability, respectful leadership, and engaged voters, better governance is possible.