A Plain-Language Explanation of the County’s Budget Reality

The county is facing a simple math problem.

Over time, the cost of providing county services has grown faster than the revenue coming in. That gap hasn’t gone away, we’ve been saved by one-time grants, accounting changes, and reserve funds. Those options are now running out.

This isn’t about a sudden crisis or mismanagement in a single year. It’s a long-term trend that’s been warned about for years and is finally catching up to us.

What Options the County Actually Has

There are only two ways to fix a budget imbalance:

1. Reduce spending, or
2. Increase revenue.

Anything else, like grants, one-time funds, “efficiencies” can help nibble at the margins, but they don’t solve the problem.

Why New Taxes Are Unlikely

County voters have been clear that they are skeptical of new taxes. That reality has to be respected. We’ve done such a poor job of demonstrating our ability to manage our finances responsibly that we’ve rightfully lost the trust of the voters.

When voters don’t support higher taxes, government has a responsibility to adjust how it operates, and not to pretend the math will somehow work itself out. The hero complex from the county board and executive office has to be set aside and we have to face the reality of our financial situation. We. Can. Not. Save. Everyone.

What That Means Going Forward

If new taxes are off the table, the county must focus on:

Paying for Services Honestly

Providing a service has two main costs: money and time.

When revenue is limited, the county has two responsible ways to control costs:

• Adjust what users pay, or
• Adjust how the service is delivered.

That does not mean turning county offices into a DMV stereotype. It means being honest about tradeoffs.

For example, instead of eliminating a service entirely, the county may:

• Reduce the number of public-facing hours
• Adjust turnaround times
• Consolidate service windows or locations
• Shift more interactions online where appropriate

These changes lower operating costs while keeping services available — just delivered in a more sustainable way.

What This Is — and Is Not

This is not about making government intentionally frustrating or unresponsive.

It is about recognizing that:

• Faster service requires more staff and higher cost
• Longer hours require more staffing, utilities, and support
• Short turnaround times cost more than longer ones

When the county charges the minimum possible fee and delivers premium-level service, the difference is paid by the general taxpayer.

That gap has to be addressed — either through higher fees or more modest service levels.

Why This Matters

Many residents never use certain county services, but everyone pays for them.

Aligning service levels with what we can afford ensures:

• Fairness to taxpayers
• Predictable operations
• Long-term stability instead of sudden cuts later

It’s better to make measured adjustments now than to face emergency reductions down the road.

2. Prioritizing core services

The county does many important things, but it cannot afford to do everything at the same level it has in the past.

That means making clear choices about:

• Which services are essential
• Which services can be scaled back
• Which services the county may no longer be able to provide

These decisions are difficult, but avoiding them only pushes the problem onto future boards and taxpayers.

3. Slowing the growth of major cost drivers

Some expenses — like health insurance and public safety — grow faster than inflation and faster than revenue.

The county must actively manage these costs, even when there are no easy answers, rather than allowing them to grow unchecked.

The Commitment

The county’s responsibility is to:

• Be honest about the financial situation
• Respect voter skepticism of new taxes
• Make spending decisions deliberately instead of by default
• Focus resources on services that matter most

There are no pain-free solutions. But there are responsible ones.

Doing nothing is not one of them.