Accountability Before Adjustment

As a North River District constituent of Supervisor Dr. Jamieson, I’m writing as a resident of Warren County in response to the April 13, 2026, article, “Debate Continues Over Tax Rate as Supervisor Offers New Option.” While I understand the desire to limit the increase, I support the proposed 10-cent increase for now, given the financial uncertainties the county is facing.

Audits from FY24 and FY25 remain incomplete, leaving no fully verified baseline for available funds, obligations, or reserves. Any plan that relies on those figures should be approached with caution until they are confirmed. The county has approved additional funding to complete the reconciliation process, which is a necessary step forward, but greater transparency—such as regular public updates—would help build confidence that progress is being made in a timely manner.

It is also important to distinguish between a working financial model and a verified financial position. AUMA’s analysis may provide a useful model, but it remains a model. Audits establish what is known; projections estimate what is expected. When policy decisions rely on projections rather than verified data, it becomes less clear where accountability lies if those assumptions prove inaccurate.

The article also references a “bridge period” supported by expected future economic development, and characterizes the current budget as a “one-time” spike. While economic development shows promise, the revenue isn’t immediate or guaranteed, and timelines may be extended as appropriate safeguards are put in place. Similarly, adjusting the county’s debt repayment approach may provide short-term flexibility but does not reduce the underlying obligation and may increase total cost over time. Arguing for a smaller tax increase while extending long-term commitments may shift financial pressure forward rather than resolve it—particularly as federal, state, and intergovernmental revenues have declined.

While reviewing the budget, I identified areas that raise questions about increased spending—particularly within Parks and Recreation. Although the overall increase is relatively modest, around $500,000, several operational line items show significant percentage increases compared to prior years, including laundry and janitorial supplies, building maintenance supplies, fuel for vehicles and powered equipment, and other operating supplies, with some rising from approximately 600% to over 2,000%. If these increases reflect ongoing operational costs rather than one-time expenses, they may continue in future budgets, which raises questions about whether the current budget can be accurately described as a temporary spike. This is precisely why completed audits matter — without a verified baseline, it is difficult to determine whether increases of this magnitude reflect genuine need, deferred costs, or changes in classification.

At its core, this discussion is about accountability. Before adjusting the proposed increase or relying on future projections, the county should prioritize completing its audits, confirming its financial position, and ensuring decisions are grounded in verified information.

Lewis Moten
Warren County, VA

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