Democrat Robin Davis is seeking a seventh term as Knox County Treasurer. In this year’s election, she’ll face Republican challenger Jerrie Ann Walters.
TSPR asked the candidates about the county’s financial strengths and weakness, why they’re running, and how Knox County might address its aging courthouse problem without placing a heavy burden on taxpayers.
Robin Davis (Incumbent)
Age as of Nov. 3, 2026: 64
Occupation/Work History:
- Knox County Treasurer and Ex-officio Collector (Elected in 2002; serving over 23 years)
- Knox County Treasurer’s Office - (Started in 1992) -Payroll, Accounting and Investing,
- Fidelity Federal Savings and Loan Association - Specialized in Commercial lending, Mortgage lending and investment banking.
- Gates Rubber Company - Worked in Accounts Payable and Inventory Management.
Education:
- Bachelor’s Degree in Business Finance (Minor in Ag Business) - Western IL University
- Certified County Official
- Completed professional, educational, and statutory training programs.
Community Involvement:
- Treasurer for the Turning Point Child Advocacy Center
- Member of the Democratic Women’s organization
- Regular volunteer for local community events, benefits, and neighborhood initiatives.
Jerrie Ann Walters
Age as of Nov. 3, 2026: 51
Occupation/Work History: Assistant Vice President for Student Affairs, Director of Residence Life at Monmouth College; Farm Owner/Operator
Education:
Western Illinois University, Macomb, IL
Doctorate of Education, (Educational Leadership)
Master of Science, (College Student Personnel, Higher Education Leadership)
Bachelors of Arts, (General Studies, Sociology)
Midstate College, Carthage, IL
Office Assistant Diploma
Community Involvement: Community involvement has been an important part of my life. I served for ten years on the Bushnell Prairie City School District Board of Education, including four years as president. I also served as Treasurer of the Association of Illinois Rural and Small Schools for many years.
Our children were involved in many organizations, clubs, and activities throughout the years, which provided our family with many opportunities to volunteer and give back. We have been involved with Booster Clubs, 4-H, FFA, Team Reid, BTBA, fundraisers, and numerous other community activities. We have always tried to be the people who are willing to show up, lend a hand, and help when something needs to be done.
I have also voluntarily participated in workshops and trainings focused on serving and supporting others, including Mental Health First Aid, Bystander Intervention, Title IX, poverty and socioeconomic issues, and other areas.
My community involvement has taken many forms over the years, but the common thread has always been service. I believe being part of a community means contributing your time and talents, being willing to listen and learn, and helping where you can. Those experiences have shaped me into someone who values accountability, collaboration, compassion, and a job well done.
Why are you running and why should you be elected?
Davis: I am running for re-election because I truly love my job and I care deeply about the people of Knox County. Having spent the vast majority of my professional career serving the public, I know firsthand that the position of County Treasurer and Ex-officio Collector requires a deep, technical understanding of complex financial systems. With over 23 years as your Treasurer and 33 years in county-specific financial management, I bring a level of prepared, proven expertise. The taxpayers of Knox County need and deserve an experienced leader who knows how to protect public funds with total integrity. I have a proven record of running an efficient, transparent office and I am asking for your vote so I can continue serving as a watchful, reliable steward of your hard-earned tax dollars.
Walters: I’m running for Knox County Treasurer because I believe public office is, at its heart, about service. I’ve spent my adult life working, raising a family, building a career, running a family farm, and serving my community. Each of those experiences has taught me the importance of hard work, responsibility, accountability, and treating people with respect.
I grew up in a small rural community with two hardworking parents. We didn’t have much, but I was taught that you work hard, take responsibility for your actions, treat people right, and help your neighbors. Those lessons have stayed with me throughout my life.
My path hasn’t always been traditional. I know what it means to juggle responsibilities, make difficult choices, and keep moving forward when the path isn’t easy.
For more than 26 years, my career in higher education has centered on helping people navigate complicated systems, solve problems, find resources, and have someone in their corner. That work has taught me how important it is to listen carefully, understand complex issues, make thoughtful decisions, and remain accountable for those decisions.
I’ve also had the opportunity to serve my community outside of my professional career. I served ten years on the Bushnell Prairie City School District Board of Education, including four years as president. That experience gave me firsthand knowledge of public budgets, policy, personnel, collective bargaining, school law, facilities, and the responsibility that comes with making decisions that affect an entire community.
Marc and I are also co-owners of Coursey Farms here in Knox County. Running an agricultural operation has given me another perspective on financial responsibility; managing budgets, contracts, hiring, planning, and making careful business decisions. It has also kept me closely connected to the realities and challenges facing rural families and small businesses.
I’m running for Treasurer because I believe those experiences have prepared me to approach the office with integrity, accountability, organization, transparency, and careful stewardship. The Treasurer’s office is entrusted with managing public resources, and I believe that responsibility deserves someone who understands that those resources represent the hard-earned money of the people of Knox County.
Ultimately, I’m not running because I need a title. I’m running because I believe I have something meaningful to contribute, and I see public office as another opportunity to serve.
I understand hard work. I understand responsibility. I understand rural communities and the challenges that families and small businesses face.
What do you see as the biggest financial challenge facing Knox County over the next four years, and what can the Treasurer do to address it?
Davis: The biggest financial challenge over the next four years will be maintaining fiscal stability and protecting our funds through unpredictable economic shifts. Over my 23 years in office, I have proven that I can handle tough times. I successfully navigated our county’s finances through both the 2008 recession and the unprecedented pressures of the COVID-19 pandemic.
As Treasurer, true fiscal responsibility means bringing a steady, disciplined hand to guide our county through these challenges. I will continue to maximize the safe yield on our investments across more than 70 different county funds while keeping the liquidity we need to operate smoothly, reviewing bank fees, and securing the best possible interest rates. It takes a seasoned financial manager to look at a multi-year horizon and ensure our cash reserves are shielded from rising operational costs. I am fully prepared to continue providing that steady, disciplined hand to guide our county through whatever economic challenges lie ahead.
Walters: I believe the biggest financial challenge facing Knox County over the next four years will be maintaining essential county services while revenues remain constrained and operating costs continue to rise. Many county services are statutory or necessary obligations, while revenues from property taxes, fees, state-shared revenues, and investment income can be limited or fluctuate over time.
It is also important to recognize the role of the Treasurer. Under Illinois law, the County Board is responsible for adopting the county's annual budget and appropriations. The Treasurer's responsibilities are different, but they are an important part of the county's financial foundation. The Treasurer receives and safeguards county funds, makes lawful disbursements, manages the county's cash, and invests public funds within the limits established by law. (Illinois General Assembly)
As Treasurer, I would focus on doing those things exceptionally well. That means timely and accurate property tax collection and distributions, careful cash-flow management, transparent financial reporting, strong internal controls, and making sure public funds are invested responsibly.
Illinois law requires public-fund investment policies to address safety of principal, liquidity, and return on investment. My approach would be to maximize responsible investment income while never losing sight of the primary responsibility to protect taxpayer funds and ensure the county has the liquidity it needs to meet its obligations. (Illinois General Assembly)
The Treasurer cannot solve every county budget challenge alone, nor should the office try to. But the Treasurer can protect and strengthen the county's financial foundation by providing accurate information, collecting and distributing revenues efficiently, safeguarding public funds, managing cash responsibly, and making prudent investments.
I've spent much of my life making decisions where resources are limited and every dollar matters. Whether managing a family farm, serving on a school board, or managing areas of a college operation, I've learned that good financial stewardship means planning ahead, understanding your obligations, and making decisions based on the resources you actually have. This will help to ensure Knox County can meet its obligations without unnecessary pressure on taxpayers. My goal would be to bring organization, accountability, transparency, and sound financial management to the office while working cooperatively with the County Board and officials.
What is the current balance of the county’s general fund? Is that a concern? Why or why not?
Davis: As of August 31, 2026, the general fund balance is $1,498,232.15 compared to $2,907,715.95 at this same time last year. While cash flows naturally fluctuate based on when property tax distributions and fees hit, a year-over-year drop of this size demands strict fiscal discipline and careful watching. It emphasizes exactly why we need experienced, proven oversight right now.
The lower balance is a concern and is a clear signal that the county must prioritize spending across all departments. A healthy general fund keeps Knox County self-reliant and ensures we can handle unexpected emergencies without having to rely on costly, high interest short-term borrowing.
Taxpayers should understand the legal checks and balances of our county government: the County Board authorizes expenditures and the County Clerk issues the checks. My role as your Treasurer is to act as a financial watchdog. I actively review and question expenditures across county departments; however, by law, once the County Board formally approves a bill, my statutory duty is to manage our cash flow and ensure the funds are available to pay the expenditures. I take that responsibility very seriously.
Throughout my 23 years as Treasurer, I have successfully navigated our county through tight economic cycles before. I will continue to manage our 70+ county funds with intense vigilance, keeping a firm grip on our cash reserves and working to ensure Knox County stays on a stable, secure financial path.
Walters: As of July 31, 2026, Knox County's General Fund (Fund 001 – County Funds) had a fund balance of approximately $1.57 million. The financial report shows a $3.36 million beginning fund-balance account, offset by approximately $1.79 million in excess expenditures over revenues for the current fiscal year to date.
I believe the balance deserves close attention, but the number needs to be viewed in context. County revenues do not necessarily come in evenly throughout the year. For example, as of July 31, the county had collected approximately 58% of its budgeted current property-tax revenue.
As treasurer, I would focus on maintaining an adequate reserve, monitoring cash flow throughout the year, carefully tracking revenues and expenditures against the budget, and identifying whether any ongoing operating deficit is structural or simply a result of the timing of revenues and expenses. The goal should be to maintain a healthy fund balance while also ensuring taxpayer dollars are managed responsibly and transparently.
A task force is currently exploring options for the Knox County courthouse. Do you have an opinion on what makes the most sense financially for the county — renovating the existing courthouse or replacing it? How do you think Knox County could pay for a renovation or replacement to minimize the burden on taxpayers?
Davis: Any decision regarding the Knox County Courthouse must be driven by long-term cost analysis and not quick fixes. We have to evaluate what protects the taxpayers’ hard-earned dollars over the next 30-50 years rather than just looking at the immediate price tag.
My priority is to protect you from unexpected local tax hikes. We must aggressively pursue state and federal infrastructure grants before considering debt. The task force has spoken to legislators and there are grants available but there has to be a detailed plan before any amounts can be determined. A space survey is the first step in such a plan. Any financing that does become necessary, must be strategically structured using the county’s existing financial capacity so that we do not place an unfair, high-interest tax burden onto Knox County families. A project of this scale requires a financial manager who will ask the tough questions and put the taxpayer first, and that is exactly what I will continue to do.
Walters: I have a great appreciation for the history and significance of the Knox County Courthouse, and I understand why this is an important and emotional issue for many people in our community. However, I believe the decision ultimately needs to be based on what is financially responsible and provides the best long-term value for the taxpayers.
At this point, I don't believe we have enough information to say that renovating the existing courthouse or replacing it is definitively the better financial choice. The task force is doing the right thing by studying the county's space and operational needs before making that determination. We need to know what space is actually required, which functions need to be housed together, what can be located elsewhere, and what the true long-term cost would be for each option.
Once those needs are established, I would want to see a thorough comparison of the total costs of each alternative, including construction or renovation, ongoing maintenance, accessibility, security, energy efficiency, and the expected useful life of the facility. A lower initial cost does not necessarily mean a lower cost to taxpayers over the long term.
As for funding, I believe the county should first explore every responsible option available, including existing funds, available grants or state and federal assistance, and appropriate financing (ex: loans from local lending institutions, sale of bonds, which usually come at a lower rate and longer term), while being very cautious about taking on long-term debt. Any proposal should clearly identify the total cost to taxpayers and its impact on the county's finances before a final commitment is made.
I respect the historic value of the courthouse, but I also believe we have a responsibility to future generations of Knox County taxpayers. We need to take the emotion out of the final financial decision, look honestly at the facts, and choose the option that provides the county with a safe, functional and financially sustainable facility for the long term.
What do annual audits reveal about Knox County’s financial position and accounting controls? What are the county’s financial strengths and areas that need improvement, according to the audits?
Davis: Our annual audits consistently confirm a proven record of professional financial oversight and clean independent reviews with strong internal accounting controls. The primary financial and operational strengths identified in these audits are the absolute security of our systems and our cash-management strategies. My office successfully manages the receipt and distribution of over $95 million in real estate taxes annually to over 80 local taxing bodies. Beyond collections, a major strength is how we maximize the safe yield on idle funds across more than 70 distinct accounts while maintaining the liquidity needed for daily operations. We ensure taxpayer dollars are actively working for the county securely.
However, because our current fiscal realities leave us with no alternative but to use bank loans or bonds to fund essential infrastructure and new equipment, the area that requires the most intense vigilance moving forward is the strategic management of that debt. We must maintain strict management over our remaining cash reserves so that these debt payments never compromise our daily operations or overextend the taxpayers of Knox County.
Furthermore, a key area where county government must continuously improve is ensuring that all funds flow directly through our centralized accounting system, and that established policies are being strictly and uniformly followed across every single department. Fragmented tracking or policy oversights in county operations can create blind spots. We must enforce policy compliance to safeguard our cash reserves and ensure internal controls.
Walters: The annual audit provides an important independent look at the county's financial position and accounting practices. The most recent audit, for the year ended November 30, 2025, did not identify any material weaknesses in the county's internal controls, and the auditors found that significant transactions were recognized in the proper accounting period. The auditors also found no significant difficulties in completing the audit and no disagreements with management.
At the same time, the audit identified areas where the county's accounting controls and procedures can be strengthened. The auditors identified two significant deficiencies and recommended improvements in how certain funds are recorded and reconciled, how cash deposits are handled, and how compensated absences are tracked and reconciled. They also recommended making better use of interest earned on accumulated balances in the Social Security and IMRF funds to help offset General Fund costs.
I see those findings as opportunities to improve the county's financial practices rather than something to ignore or overstate. Strong financial management is not just about having money in the bank; it is also about having consistent procedures, accurate records, timely reconciliations and appropriate controls in place to protect taxpayer dollars.
This is an opportunity to build relationships with the county board, department heads and auditors to make sure audit recommendations are addressed and that improvements are carried forward from one year to the next. I believe taxpayers deserve financial records that are accurate, understandable and transparent, along with controls that provide confidence that public funds are being properly accounted for and protected.
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