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Strategic Priority: Financial Health and Capacity
Goal
Sustain strong financial policies and practices to provide and improve valued public services and make progress toward the county’s five-year vision.
Objectives
- Balance a responsible tax impact to support affordability and growth while meeting the increasing demand for services as the county grows in population and diversity.
- Maintain responsible debt management to meet the county’s financing needs and payment obligations at the lowest reasonable cost.
- Partner with CDA and local municipalities to encourage responsible growth and economic development.
- Ensure public engagement and transparency around county financial decision-making so that funding priorities reflect community needs.
- Ensure flexibility in budgeting for new initiatives so departments can be more responsive to emerging and changing community needs.
- Strategically maximize state and federal resources and other grant funding to grow and sustain the county’s ability to fund programming, services, and infrastructure.
Performance Measures
Performance measures for each objective are described in more detail below.
Balance a responsible tax impact to support affordability and growth while meeting the increasing demand for services as the county grows in population and diversity.
Performance Measures
- Maintain steady Cost of Government Index (tax divided by personal income, no more than 5% annual increase).
- Tax levy per capita at or below the seven-county metro average.
- Review performance measures on services delivery by 2026 to ensure the county meets state and federal requirements.
Maintain responsible debt management to meet the county’s financing needs and payment obligations at the lowest reasonable cost.
Performance Measures
- Maintain highest-possible bond rating of AAA.
- Maintain a per capita debt ratio below state average.
- Maintain an unrestricted fund balance that meets county policy and state auditor recommendations.
- Maintain a debt-service levy less than 15% of total county gross levy.
Partner with CDA and local municipalities to encourage responsible growth and economic development.
Performance Measures
- Increase in Washington County’s overall median wage.
- Track number of jobs.
- Track annual tax-base growth.
- Track number of jobs in Washington County higher than median wage.
- Track number of new parcels created annually through Property Records and Taxpayer Services (PRTS) data.
- Track value of new residential and commercial construction in county.
- Track city/township review and participation in capital planning process.
- Provide technical assistance to 125 businesses per year.
Ensure public engagement and transparency around county financial decision-making so that funding priorities reflect community needs.
Performance Measures
- Implement OpenGov public budget portal by 2026 and track traffic to the OpenGov site once implemented.
- Publish Board financial policies and practices on county website.
- Measure public satisfaction with the county’s decision making through biennial Resident Survey.
Ensure flexibility in budgeting for new initiatives so departments can be more responsive to emerging and changing community needs.
Performance Measures
- Annually measure county departments’ level of satisfaction with budget flexibility.
- Report on initiatives funded countywide and within departments using Mission Directed Budget (MDB).
Strategically maximize state and federal resources and other grant funding to grow and sustain the county’s ability to fund programming, services, and infrastructure.
Performance Measures
- Develop criteria and strategy for seeking grant funding by 2026.
- Percentage of inter-governmental funding in county budget.
- Number of grants applied for annually.
- Value of grants received annually.
- Number of new grants received between 2024 and 2029.