The 2025 adopted operating expense budget is $223.7 million. The 2025 adopted capital expense budget is $22.5 million.

Almost 70% of the General Fund pays for law and justice including the Sheriff’s Office, Jail Services, Courts, Prosecuting Attorney, etc. Other departments and offices who are supported by the General Fund include, but are not limited to, the Auditor, Assessor, Treasurer, Internal Services, Fire Marshal, etc.

No. The General Fund is the only fund in the county that does not have any restrictions.

A structural deficit is ongoing expenses growing faster than ongoing revenues.

It might help to think of our local government’s finances like a household bank account.  A structural deficit is not just a one-time imbalance; it's a recurring issue where the regular expenses consistently exceed the regular income. Eventually, the savings will run out or the debt will grow too large to manage.

For Clark County, this means that if we don’t address the root causes of the deficit — either by finding ways to increase our revenues or reduce our expenses — we will face ongoing financial strain and potential reduction in services. 

There are a few contributing factors to the structural deficit. 

• Inflation, rising cost of goods and services.
• Clark County is unique in that we are providing rural and urban services (e.g. Hazel Dell and Orchards) without receiving the same revenue sources as a city.
• Pursuant to state law, the County Council has the ability to consider and vote on a 1% property tax increase annually. The council has voted to not adopt the 1% property tax increase as allowed for 6 out of the last 12 years. This decision resulted in approximately $37.5 million loss of revenue and would have cost the homeowner $18-23 per year on average. 
• Sales tax leakage. This happens when Washington residents go to Oregon for large purchases to avoid paying Washington state sales tax, a portion of which goes to the county. There has been some relief in the last several years with the increase of online purchases.

The county has been able to provide a balanced budget through one-time actions including, but not limited to, expense savings such as utilizing staff vacancy savings, one-time COVID relief money, issuing bonds for capital infrastructure, utilizing one-time fund balance, etc.

First, I want to state that the goal in addressing the structural deficit is to continue to be financially responsible and reduce our financial liability, while striving to limit impacts to services.

• Operation Efficiency Review
  Departments and offices continue to review their operational efficiencies. For example, our Community Development department utilized a resource offered by the State Auditor’s Office and had them conduct a performance review of three of their major processes. This service is offered to public jurisdictions at no cost. 
   
• Maximize Revenue Options
  Departments and offices are looking at all revenue options. Revenue options could be charging for services from a different fund within the county, charging for services externally through interlocal agreements, finding and maximizing grant opportunities, and other options.
   
• Policy Discussions
  The Council has been engaged with departments and offices since January, learning what services are provided, what services are mandated by law, and what are the major funding sources. Again, these discussions are providing the baseline information and will be taken into consideration as Council determines policy.  

Members of the public can access information on our website. Here are links to the 2025 budget hearing presentation, the Public Hearing discussion and the 2025 budget reports.

Please email feedback and questions to CountyManagerQuestions@clark.wa.gov.