Protecting the Public Safety Through Responsible Budget Prioritization in Clackamas County

The CCSO has the responsibility to cover 1,879 square miles of urban, rural and remote territory.

Protecting Public Safety Through Responsible Budget Prioritization in Clackamas County

The failure of Measure 3-633 has created a significant financial challenge for Clackamas County, leaving an estimated $202 million funding deficit over the next five years and removing $37.6 million from the Fiscal Year 2027–2028 budget. Without corrective action, the Sheriff's Office could lose approximately 70 deputy positions, five detective positions, and 84 jail beds. These reductions would directly affect public safety by limiting patrol coverage, reducing investigative capacity, and decreasing the county's ability to house offenders. Before considering new taxes or accepting cuts to essential law enforcement services, the county should undertake a comprehensive review of existing expenditures and reallocate available resources toward its most fundamental responsibilities.

Public safety is one of the primary responsibilities of local government. Residents expect deputies to respond quickly to emergencies, detectives to investigate serious crimes, and correctional facilities to safely house offenders. When budgets become constrained, the county must ensure that these essential services remain protected while identifying opportunities to reduce spending in areas that have a lesser impact on public safety.

One of the most important recommendations is to conduct an independent countywide performance audit. Rather than assuming inefficiencies exist in any specific department, an outside auditor should review all county operations to identify duplicated services, underutilized programs, unnecessary administrative expenses, unfilled positions, and contracts that provide limited measurable value. An objective, evidence-based audit would allow county leaders to make informed decisions while increasing public confidence that every taxpayer dollar is being used effectively.

The county should also implement a temporary hiring freeze for non-public safety positions. Administrative vacancies that do not directly affect legally mandated services could remain unfilled for a limited period while the county stabilizes its finances. Hiring would continue for deputies, corrections officers, emergency communications personnel, prosecutors, and other critical public safety positions. This approach allows the county to reduce personnel costs without compromising emergency response capabilities.

Administrative overhead should also receive careful scrutiny. Many counties have opportunities to consolidate functions such as human resources, payroll, purchasing, communications, and information technology. Streamlining management structures, reviewing executive-level vacancies before refilling them, and eliminating unnecessary duplication can produce meaningful long-term savings while maintaining service quality. Every dollar saved through improved efficiency can be redirected toward preserving frontline law enforcement.

Another area deserving review is consultant and professional service contracts. Counties frequently spend substantial amounts on outside consulting, marketing, public relations, and specialized legal services. While many of these contracts provide value, others may be delayed, reduced, or eliminated without affecting the county's statutory responsibilities. Conducting a thorough review of these expenditures could identify additional savings that help offset the Sheriff's budget shortfall.

Capital improvement projects should also be evaluated based on urgency. Non-essential building renovations, office remodels, discretionary equipment purchases, and replacement of non-emergency vehicles could be postponed temporarily. Redirecting these one-time savings toward maintaining patrol staffing and jail operations would provide immediate financial relief while allowing the county time to develop long-term budget solutions.

The county should adopt a formal priority-based budgeting framework that ranks expenditures according to core governmental responsibilities. Public safety, public health, the courts, transportation infrastructure, and other legally mandated services should receive the highest priority. Departments should demonstrate how their budgets directly support these priorities before discretionary programs receive continued funding. This process encourages accountability while ensuring limited resources are directed where they have the greatest public benefit.

Additional savings may be found by reviewing grant-funded programs that require significant county matching funds. While grants often provide valuable services, some may no longer deliver sufficient return on investment once local matching costs are considered. Evaluating these programs individually allows the county to determine whether continued participation remains fiscally responsible.

If financially prudent, the county could also consider limited use of reserve funds as a temporary bridge while permanent efficiencies are implemented. Reserve funds should not become a permanent funding source, but strategic use during extraordinary financial circumstances can help avoid immediate reductions in deputy staffing and jail capacity. Any use of reserves should be accompanied by a clear plan for replenishment over time.

The Sheriff's Office should continue pursuing additional state and federal reimbursement opportunities, maximizing available cost recovery for housing eligible inmates and seeking grants that support corrections, behavioral health partnerships, and law enforcement initiatives. Likewise, expanding regional partnerships with neighboring jurisdictions for specialized units, training, fleet maintenance, or dispatch services may reduce costs while maintaining high service levels.

Finally, transparency must remain central to every budget decision. The county should publish an easily accessible public dashboard displaying departmental budgets, administrative costs, vacancy rates, overtime expenditures, and measurable program outcomes. Greater transparency allows taxpayers to better understand how public funds are allocated and builds trust that elected officials are making responsible financial decisions.

The failure of Measure 3-633 requires difficult choices, but it also presents an opportunity to improve government efficiency and strengthen public confidence. Before reducing deputy positions, detectives, or jail capacity, Clackamas County should conduct a comprehensive review of all departments, identify operational efficiencies, reduce administrative costs, postpone non-essential spending, and prioritize funding for core public safety services. Every taxpayer deserves assurance that existing resources are being managed responsibly before additional revenue options are considered. By emphasizing accountability, transparency, and evidence-based decision-making, the county can protect public safety while maintaining fiscal responsibility for the citizens it serves.