Countywide Finance Department Organizational Assessment

The purpose of this engagement is to conduct a comprehensive assessment of the County’s finance function, including the central Finance Department and all personnel performing finance‑related duties across county departments. The assessment will identify opportunities to improve organizational structure, clarify roles and responsibilities, strengthen internal controls, streamline workflows, and ensure the County’s financial operations are aligned with best practices and statutory requirements.

Washington County is the second-largest county in Oregon by population, with approximately 618,737 residents as of 2025. Located in the Portland metropolitan area, it spans roughly 724 square miles, and its county seat is in Hillsboro. The county’s diverse economy encompasses major urban centers like Beaverton and Tigard, as well as significant agricultural and rural communities.

The Finance Division—based in the Charles D. Cameron Public Services Building in Hillsboro—manages the County’s accounting systems, financial records, budget, Procurement, cash management, debt payments, cost allocations, and internal controls. Comprised of 35 FTE, the department provides fiscal services to operating departments, including accounts payable/receivable, payroll, treasury operations, purchasing, investment management, budget reporting, system design, grant coordination, and financial consultation. The Division also oversees property tax and transient lodging tax collection and distribution.

Washington County operates a diverse set of service areas organized into multiple departments, offices, and elected functions, including Public Safety, Health and Human Services, Land Use and Transportation, Support Services, Housing, the Sheriff’s Office, District Attorney, Assessment & Taxation, and the County Administrative Office. The County manages a complex fund structure typical of large Oregon counties, encompassing the General Fund, special revenue funds, enterprise funds, internal service funds, debt service funds, and capital project funds. This structure supports a broad array of mandated and discretionary services and requires coordinated financial oversight across decentralized operational units. As a result, finance related duties—including accounting (billing, invoice processing, and journal entries), budgeting, grant management, purchasing, and reconciliation—are distributed across multiple departments. Washington County has recently updated financial policies and launched an ERP system. This has created a need for a clear governance model and well aligned roles to ensure consistency, compliance, and effective financial stewardship.