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BUDGET COMMITTEE MEMBERS

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					              BUDGET COMMITTEE MEMBERS

Board of Commissioners                            Citizen Budget Committee
  Sue Kupillas, Chair                           Valerie Root, Presiding Officer
       Ric Holt                                          Tim Alford
     Jack Walker                                        Neil Thorson


                           Susan E. Slack
                         County Administrator
The Government Finance Officers Association of the United States and Canada (GFOA) presented an award
of Distinguished Budget Presentation to Jackson County for its annual budget for the fiscal year beginning July
1, 2000.

In order to receive this award, a governmental unit must publish a budget document that meets program criteria
as a policy document, as an operations guide, as a financial plan, and as a communication device.

The award is valid for a period of one year only. We believe our current budget continues to conform to
program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

                                                       ii
This page is for notes.




          iii
                                     TABLE OF CONTENTS

                                                  BUDGET MESSAGE

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Financial Assumptions, Property Taxes and Significant Financial Changes . . . . . . . . . . . . . . . . . . . 10
Significant Program Changes from 2000-2001 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Capital Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Debt Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Planning for the Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Jackson County’s Mission and Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
General Information and Budget Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Budget Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18


                                                 BUDGET SUMMARY

Organization Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .        21
Organizational Cross Tab By Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .                      22
Budget Preparation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .        26
Expenditure Controls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .        27
Fiscal Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   27
County Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .      29
Other Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .     29
Basis of Accounting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .       31
Basis of Budgeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .      31
Jackson County at a Glance (Demographic Information) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .                              33
The County . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .    35
Expenditures for All Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .            38
Expenditure Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           39
Expenditure Summary Explanation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .                 40
Revenue Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           43
Spending Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .     44
Spending Plan Definitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           47
Capital Projects and Capital Outlay Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .                      48
Debt Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .         63




                                                                     1
                                         B - BOARD OF COMMISSIONERS

     General Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68



                           C - CULTURE, EDUCATION AND RECREATION


COMMUNITY JUSTICE
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
     Rehabilitation and Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

EXPOSITION PARK
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78
     Fair . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
     Interim Events . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82

LIBRARY
   Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85
      Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
      Adult/Young Adult Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92
      Children’s Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95
      Law Library . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
      Technical Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101
      Trust Fund - E.J. Smith . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104
      Trust Fund - D.L. Houlihan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
      Trust Fund - T. Gerlock . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106

ROADS, PARKS AND PLANNING
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107
     Parks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
     Parks Systems Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111

SHERIFF
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114
     D.A.R.E. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115




                                                                         2
       D - BUSINESS, PRIVATE AND SPECIAL LOCATION DEVELOPMENT

AIRPORT
   Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120
      Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121
      Diversification Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124

ECONOMIC AND SPECIAL DEVELOPMENT
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127
     Economic and Special Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128

ROADS, PARKS & PLANNING
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131
     Current Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132

SHERIFF
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135
     White City Enhanced Service District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138


                                            G - GENERAL GOVERNMENT


ASSESSOR
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 142
     Assessment and Appraisal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143

CLERK
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .            146
     Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .      147
     Elections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   150
     Recording . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .     153

ECONOMIC AND SPECIAL DEVELOPMENT
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156
     Community Development Block Grants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 157

FINANCE
   Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 160
      Payment Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 161
      Treasurer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 164




                                                                        3
                              H - COMMUNITY ADVOCACY AND HEALTH

COMMUNITY JUSTICE
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 168
     Court Appointed Special Advocate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 169

DISTRICT ATTORNEY
   Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 172
      Child Support Case Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173
      Victim/Witness Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176

HEALTH AND HUMAN SERVICES
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .             179
     Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .       182
     Alcohol and Drug Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .                185
     Developmental Disabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .             188
     Environmental Health Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .                191
     Human Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           194
     Mediation Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           197
     Mental Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .        200
     Public Health Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           203
     Veterans’ Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           206

SERVICE PARTNERS
   Court Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   209
   County Schools Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .          210
   Historical Operating Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .          211
   Service Partners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .     212



                                I - ORGANIZATIONAL INFRASTRUCTURE

ADMINISTRATIVE SERVICES
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .             216
     Administrative Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .            218
     Capital Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .         221
     Central Fund Fiduciary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .             223
     Emergency Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .                 225
     Expo Capital Reserve . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .             229
     Facility Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           230
     General Fund Fiduciary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .             233
     Human Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .            236



                                                                         4
          Juvenile Capital Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .             239
          Juvenile Debt Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .             240
          Library Capital Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .              242
          Library Debt Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .            244
          Safety and Risk Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .                    246
          Title III . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   249

COUNTY ADMINISTRATOR
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 250
     Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 252
     Internal Audit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 255

CLERK
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 258
     Archives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 259

COUNTY COUNSEL
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 262
     Legal Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 263

FINANCE
   Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .                  266
      Accounting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .            267
      County Collection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .               271
      Property Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .                   274

INFORMATION TECHNOLOGY
   Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 277
      Computer Replacement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 278
      Data Processing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 280

LIBRARY
   Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 283
      Mail/Courier Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 284

ROAD, PARKS AND PLANNING
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 287
     Fleet Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 288
     Motor Pool . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 291




                                                                           5
                           J - COMMUNITY PROSECUTION AND JUSTICE

COMMUNITY JUSTICE
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .          296
     Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .    298
     Clerical and Contracts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .        301
     Court Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .      304
     Detention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   307
     Local Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .     310
     Restitution Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .      313
     Supervision Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .        316
     Work Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .        319

DISTRICT ATTORNEY
   Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 322
      Liquor Enforcement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 324
      Prosecution Case Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 325

GOLD HILL JUSTICE COURT
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 328
     Court Enforcement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 329

SHERIFF
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 332
     Corrections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 333



                         N - NATURAL RESOURCES AND ENVIRONMENT

COUNTY ADMINISTRATOR
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 338
     Natural Resources Pro & Comp . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 339

ECONOMIC AND SPECIAL DEVELOPMENT
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 342
     Solid Waste . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 343

ROADS, PARKS & PLANNING
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 346
     Comprehensive Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 347
     Environmental Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 350

SURVEYOR
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 353
     Surveying and Reviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 354

                                                                       6
                                                S - COMMUNITY SAFETY

HEALTH AND HUMAN SERVICES
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .          358
     Air Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   360
     Animal Shelter and Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .            363
     Communicable Disease Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .                366
     Food and Water Inspections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .              369

ROADS, PARKS AND PLANNING
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 373
     Building . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 374

SHERIFF
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .          377
     Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .    382
     Criminal Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .       386
     JACNET . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .      389
     Search and Rescue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .         393



                                                  T - TRANSPORTATION

AIRPORT
   Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .         398
      Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   399
      Airport Debt Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .       402
      Operations and Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .              404
      Passenger Facility Charges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           407
      Runway Extension Construction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .              410

ROADS, PARKS & PLANNING
  Highlights and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .          413
     Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .    414
     City/County Arterial . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .        417
     Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   420
     Greenway . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .    423
     Pedestrian/Bicycle Trails . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .         426
     Road Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .          429
     Street Improvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .        432
     System Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .          435
     Vegetation Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           438



                                                                       7
PERSONNEL DETAIL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 442

FIVE-YEAR PROJECTIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 457

APPROPRIATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 465

BUDGET GLOSSARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 545




                                                                   8
                                                                                         Administration
                                                                                         Susan Slack
                                                                                         County Administrator
                                                                                         10 South Oakdale
                                                                                         Medford, Oregon 97504
                                                                                         Phone: 541-774-6003
                                                                                         Fax: 541-774-6455
                                                                                         slackse@jacksoncounty.org




                                         Budget Message
                                     Jackson County, Oregon
                                           2001-2002

April 17, 2001




Members of the Budget Committee, Board of Commissioners, and Citizens of Jackson County:


                                Introduction and General Information

It is with a sense of pride and accomplishment, and in a sincere spirit of public service founded in a
deep respect for our community , that I present this recommended budget to you. Last year I promised
many changes and a more informative budget document for your consideration. I hope you find that
goal has been met.

The single most significant event for the 2001-2002 budget was the passage of the Rural Schools and
Community Self-Determination Act (RSCDA) by the United States Congress. That measure became
public law on October 30, 2000, and provides counties and schools in rural parts of our nation with
much needed revenue in lieu of declining O & C and Forest Service receipts. For Jackson County, an
additional $6,241,349 is available for 2001-2002. These funds may be used for the general operations
of the county and are reflected in the general fund and the road fund, where O & C and Forest Service
timber receipts were previously recorded. These additional funds are available through fiscal year
2006-2007. Continuation of this funding will require future Congressional action.

The RSCDA provides funding for forest-related projects. Funds for these projects can be used by
Jackson County for local projects on federal lands, or they can be pooled for regional and national
projects. Because the county will be asking Congress to continue the additional funding, it is important
that the county participate in regional/national projects as well as local projects. For that reason, this
recommended budget includes funding for both types of projects. Details are included in the budget
document itself.

As this is the first year funds have been available for these projects, and there are a number of
committees and processes governing their use that have yet to be established, specific projects are not
yet identified. Specific projects will be included in a supplemental budget process.


                                                     9
The RSCDA funds will help Jackson County continue to provide the many valuable services we offer
to our community, often with remarkable results. For instance:

?      Nearly 500,000 passengers used the airport last year. The airport and airport related
       businesses provide 850 jobs.

?      Nearly $1 million was returned to kids in the community during last summer’s livestock auctions
       at the Jackson County Expo Park.

?      Convicted offenders in Jackson County will return more than $800,000 in restitution to victims
       and will perform over 130,000 hours of community service under the supervision of the
       community justice department.

?      Jackson County continues to provide more campgrounds than any other county park system in
       the state of Oregon.

?      For every dollar spent on road maintenance, citizens save up to $5.00 in reconstruction costs.

?      The average citizen who uses the library saves at least $165 every year by using their library
       card to borrow books instead of buying books.

In one way or another, the services provided by Jackson county improve the quality of life of every
single person who lives or works in the Rogue Valley. That knowledge motivates us as we
continuously strive for service improvement and is effected throughout this budget document.


          Financial Assumptions, Property Taxes, and Significant Financial Changes

Financial Assumptions and Significant Financial Changes- The most significant financial assumption
included in this recommended budget is the inclusion of funds received through the RSCDA. A total of
$4,589,973 was added to the general fund as the result of this legislation.

A comparison of former O & C receipts and revenues under the RSCDA for the general fund are as
follows:




                                                  10
               Year                      Former O & C Receipt                         RSCDA
                                               Funding
            1999-2000                          $10,141,351                               $0

            2000-2001                           $9,706,721                               $0

            2001-2002                          $ 9,272,092                      100% -$16,819,640
                                                                                85% - $14,296,694

            2002-2003                           $8,837,463                $2001-2002 plus ½ of change
                                                                                    in CPI

            2003-2004                          $ 8,402,834                $2001-2002 plus ½ of change
                                                                                    in CPI

            2004-2005                  Former timber receipts would       $2001-2002 plus ½ of change
                                        have ceased completely or                   in CPI
                                        dropped to share of actual
                                            timber harvested.
            2005-2006                  $0 or former timber receipts       $2001-2002 plus ½ of change
                                      would have ceased completely                  in CPI
                                      or dropped to share of actual
                                            timber harvested.

            2006-2007                 $? or $0 former timber receipts      $? Federal legislation expires
                                      would have ceased completely         unless renewed by Congress.
                                       or dropped to share of actual
                                             timber harvested.



It was assumed costs would increase approximately 4 percent in 2001-2002. Such increases were
included in the budget instructions provided to all county departments.

A “rainy day fund” in the amount of $5 million was amassed at the direction of the budget committee to
provide a cushion to the county should federal assistance fail. Because the federal legislation passed,
the budget includes a recommendation to pay several retirement debts, to complete several much
needed projects and to provide a contingency for Jackson County in the amount of $ 200,000. This
marks the first time in several years the county will have a contingency. Details regarding the use of
“rainy day funds” are included in the fiduciary portion of the organizational infrastructure section of this
budget.




                                                     11
Each year the county carries forward funds necessary to meet cash flow projections until federal
receipts and property tax payments are received. Those funds are included in the ending fund balance
in the amount of $7.2 million.

On May 20, 1997, voters approved Measure 50. Implementing this measure has significantly changed
Jackson County’s financial structure. Prior to Measure 50, the county had a tax base of $1.7 million
which was allowed to grow by 6 percent per year; a five-year criminal justice levy in the amount of
$3.9 million, set to expire in fiscal year 1999-2000; a three-year library levy in the amount of $5.3
million, which would have expired during fiscal year 1998-1999; a three-year general levy in the
amount of $4.4 million, also set to expire in fiscal year 1998-1999; and a continuing levy with a rate of
25¢ per thousand dollars of assessed valuation This continuing levy raised approximately $2.2 million,
which was previously dedicated to operate historical societies in Jackson County.

Measure 50 completely eliminated the county’s authority to collect those taxes and replaced it with a
permanent rate limit of $2.0099 per thousand of assessed valuation. Measure 50 also placed limitations
on the base assessed valuation to which the newly imposed permanent rate limit could be applied.
Each parcel must be valued as though it existed in fiscal year 1995-1996, less 10 percent and trended
forward at a 3 percent rate of increase. If the true cash value of the parcel dips below the assessed
valuation, the rate can only be applied to that true cash value.

Revenues for the airport are stable as the result of five years of careful cash-flow management. The
general aviation hangars constructed in 1991 are oversubscribed. Senate Bill 710 granted the airport
$7.8 million in future lottery funds to extend the runway. Fiscal year 2001-2002 will be the fourth year
of the project, expected to be completed in November 2001. Additionally, the federal government
now allows collection of $4.50 in passenger facility charges. These fees, increased from $3.00 last
year, are used to match federal grants and to provide passenger facilities at the airport.

Over the past few years, combined revenues from gas tax receipts and timber proceeds attributable to
the road fund have been relatively flat. Overall, the increase has been only 4% for 2001-2002. The
road program is working to tightly prioritize projects. The details are covered in the Roads, Parks, and
Planning Department’s budget.

Health and Human Services continues to expand due to an increase state funding for services to the
developmentally disabled. Services for the mentally ill are scheduled for some reductions if the
legislature approves the governor’s proposed budget.

The general fund contributes $ 1,380,852 to the public and environmental portions of the health and
human services fund. Of that amount, $453,316 is passed on to human services agencies that provide a
variety of basic services to the community.




                                                    12
The White City Enhanced Law Enforcement District has approximately one more year in which it can
provide the current service level before expenses will exceed all forms of revenue. The district operates
with a fixed revenue base. The district is currently using reserves from the first years of the original levy
passed to fund the district. These reserves are not ongoing. By 2002-2003 it is expected service levels
will have to be reduced to match revenues.

The proposed recreation enterprise fund budget is reduced by approximately 15% as a result of several
capital projects being completed. The Board of Commissioners recently approved a systems
development charge program for parks. Revenues from these fees are not yet sufficient to provide
capital financing.

The expo fund has started a positive financial turnaround. The projected fund balance for 2001-2002
is estimated to be a positive $38,000. It is estimated that the cash position will continue to improve in
fiscal year 2001-2002.

Property Taxes- It is proposed that the historical fund be retained to receive delinquent taxes from
fiscal years prior to 1998-1999. Revenue from this source is projected at $20,000. It is anticipated the
fund will be dissolved by fiscal year 2002-2003.

Property taxes collected for the White City Enhanced Law Enforcement District are collected for the
district and then turned over to the county. They are budgeted as a contracted service revenue in the
sheriff’s budget.

The total amount of property tax the county expects to certify to the assessor for general fund collection
is $20,477,064 of which the county expects to collect 93 percent. This amount reflects the current
assessed value plus 6 percent growth, times the county’s permanent rate limit of $2.0099 per thousand.

For library debt service, the county will certify $1,628,502 for collection. This rate of collection will
allow the county to call bonds in ten years resulting in a further savings to taxpayers of approximately
$1million.

For the juvenile facility debt service, the county will certify $2,235,606 for property tax collection.


                                     Significant Program Changes

Through additional federal funding, the recommended budget includes several service improvements.
They are:




                                                     13
?      Three additional positions to provide nursing care to mothers and children as well as general
       public health. This is will increase Jackson County’s position from 30 out of 36 counties in
       terms of public health expenditures to 23 out of 36 counties.

?      Full funding of an additional deputy district attorney to prosecute cases brought by local police
       agencies or a support staff position, depending on grant funding for the district attorney’s office.
       The need for additional deputy district attorneys was identified as part of the county’s first
       strategic plan for criminal justice services.

?      Restoration of funds to the recreation enterprise fund complete maintenance projects that were
       deferred and to maintain the previously funded maintenance level.

?      Restoration of funds to the surveyor’s program to add a second vehicle.

?      Funds have been added to the library’s materials acquisition budget to partially restore previous
       funding levels.

?      Provision of the same level of service for the sheriff’s office.

?      Restoration of budget intern for the county administrator’s office.




                                            Capital Projects

On May 16, 2000, voters approved a twenty-year bond measure in the amount of $ 38,940,000 to
remodel or replace fourteen libraries in the county’s system. Since the project is so extensive, the
libraries will be completed in tiers. The first group will include Ashland, Jacksonville, Rogue River,
Ruch, Applegate, and the Medford/Headquarters, which will also house Rogue Community College’s
library . The headquarters library will be constructed and is scheduled to open in September 2003.
The second group will include Eagle Point, Shady Cove, Prospect, and Butte Falls. The third group
will include Central Point, Gold Hill, Phoenix, and Talent. The branch library at White City is being
constructed by the White City Urban Renewal District and is not part of the bond measure. The White
City library is scheduled to open in August 2001.

On November 7, 2000, voters approved a ten-year bond measure in the amount of $16,500,000 to
construct a new juvenile facility. All of the bonds will be sold prior to June 30, 2001. The 2001-2002
budget reflects debt service for the juvenile bonds. It is anticipated design will be complete and
construction started by June 2002.




                                                     14
                                           Debt Management

Airport Revenue Bonds - In April 1992, the airport enterprise fund issued revenue bonds in the amount
of $445,000. Two general aviation hangar buildings were constructed. Operating revenue will cover
the cost of the bonds. A debt service account is included the budget. The twenty-four hangar spaces
are rented, and all debt obligations are being met.

Compressed Natural Gas (CNG) Fast Fill Fuel Facility - At the conclusion of 2003-2004, debt
remaining from the construction of the CNG fast fill fuel facility will be paid. The county is paying the
debt down at a rate of $72,000 per year.

Juvenile Facility Bonds- In November 2000, voters approved bonds in the amount of $16,500,000 to
construct a new juvenile center. The entire authorized amount will be sold before June 30, 2001. The
2001-2002 budget includes debt service in the amount of $2,079,114 and net property tax collections
to pay the debt service in the amount of $2,079,114. The bonds will be paid in ten years.

Library Facility Bonds- In May 2000, voters approved bonds in the amount of $38,940,000 to
remodel or construct new libraries at 14 of the county’s library branches. On August 8, 2000, the
initial sale of $20,365,000 was completed. Bonds were sold at 5.25 percent interest and were
purchased by Piper Jaffray.

The 2001-2002 budget includes debt service in the amount of $1,644,462 including interest income
and net property tax collections to pay the debt service in the amount of $1,514,507. The bonds will
be paid in twenty years. As the budget was adopted prior to the bond sale, it was not known how
many bonds would be offered. The 2000-2001 budget provided the county the opportunity to sell the
entire $38,940,000. As the result, the county over collected property taxes in the amount of $973,298.
The amount that was over collected will be carried into 2001-2002 will be held in a reserve to call
bonds with the highest interest rate in 10 years and will result in a reduction in tax payments to be
collected during 2001-2002. Interest income from the reserve will be used to offset the property tax
until then. It is not anticipated additional bonds will be sold until fiscal year 2002-2003. The 2001-
2002 budget reflects appropriate debt service for the library bonds.

Runway Extension Project - As mentioned earlier, the airport is currently in the process of extending
the runway. Since state lottery funds were available in fiscal year 2000-2001. The project was
financed by a revolving line of credit backed by authority to issue bonds. Bonds have not been issued
and if the current financial environment continues, it will not be necessary to issue bonds.




                                                     15
                                        Planning for the Future

We are currently in the midst of the most aggressive capital construction program Jackson County has
ever seen. Now that funding has been secured, construction will continue for the next four years.
Projects include completion of the airport runway extension, construction of a new airport terminal and
tower, fifteen libraries, a juvenile facility, additional court rooms and office space, remodeling of a
former grocery store for community corrections and elections and an amphitheater at the Expo park.
Projects also include replacement and upgrades to energy systems in older buildings in order to reduce
energy costs. Also, the county is reaching out to more citizens by increasing the number of committee
meetings televised on Rogue Valley Television.

Efforts also continue to expand opportunities to consolidate services, such as partnering with the state
for road maintenance.

The county also continues to expand it efforts to produce positive results by reducing recidivism in the
criminal justice system and moving away from a “lock-them-up-and throw-away-the-key” model.


                                      County Mission and Goals

Mission:

      Jackson County’s mission is to provide public services that protect and enhance the quality of life
      in the county, as determined by the people, laws, and available resources.

Goals:

      1.    Protect health, safety, and well-being of all citizens.
      2.    Serve all citizens fairly and ensure access to county government.
      3.    Provide opportunities for all citizens to prosper by promoting the economic development of
            the area.
     4.     Strengthen cooperation between public agencies.
     5.     Work to enhance the natural and man-made attractiveness of the area.
     6.     Encourage citizen understanding and participation in county government.
     7.     Make recreational, learning, and cultural opportunities accessible and available.
     8.     Provide and maintain multiple transportation systems.
     9.     Promote employee pride, high standards of performance, and productivity.
    10.     Make the best use of Jackson County’s human and material resources.
    11.     Maintain public records to provide financial, historical, and statistical information.
    12.     Plan for the future.




                                                    16
Throughout the budget, the specific goals that each program strives to meet are identified in a
description of the particular program. The narrative for each program includes a statement of the
revenues generated by specific programs.


   Document Organization, Explanation of the Document, General Budget Information and
                                   Budget Structure

Document Organization -The 2001-02 budget reflects a new organizational structure that better
explains the complexities of county government. For each of the major categories, a tab is provided that
includes each of the program areas within that category. Behind each tab for the major categories is a
description of all services provided, revenue generated, and expenditures assigned to the program. The
table of contents provides a description of the location of a particular program in the budget document.
This year, marks the first year historical measurement information within their programs is reflected in
the budget. This effort is in its infancy. Much more work will be done in the ensuing year to better
identify customers and the initiatives needed to deliver effective service.

The level of service described in each program is the result of the department director’s best
recommendation based upon customer demands and available revenue.

The document also includes summaries of revenues and expenditures, as well as a number of visual
elements to assist the reader.

Explanation of the Document and General Budget Information and Structure- Although the county has
adopted a program budget format, the state of Oregon requires retention of a line item budget format.
Financial tables designed to meet the state’s requirements are included in this document in the section
labeled “appropriations.”

The county continues to refine its program budgeting format to meet the informational needs of the
public, the Budget Committee, and the organization. We believe this document meets those
informational needs.

In addition to setting measurable outcomes under each of the four perspectives, managers were asked
to outline an action plan to effect the outcome. In subsequent years these plans will be critiqued and
reevaluated to assure desired outcomes are achieved.

This new approach at translating strategy into action is on the cutting edge and is being adopted by
many private sector agencies, parts of the federal government, local governments, and dovetails nicely
with the state of Oregon’s outcomes/bench marking requirements. What makes the “balanced
scorecard” unique is its focus on effectiveness, efficiency, and the long-term health of the organization.




                                                     17
It is anticipated this information will provide the Budget Committee with sufficient data to clearly
determine which services and the level that is recommended to be provided. The Budget Committee,
through its deliberations, will make the decisions as to services and appropriate level of services. The
budget is organized around the county’s mission, the functional areas established for the county, and the
twelve goals identified by county employees. The county’s mission statement and goals and objectives
are described elsewhere in this message.


                                            Budget Process

Pursuant to Oregon law, the budget is reviewed and approved by a Budget Committee consisting of the
three members of the Board of Commissioners and three lay members. Budget Committee review and
deliberations are scheduled for April 24, 26, and 27, 2001. Budget deliberations are specifically
scheduled for April, 24, 26, 2001. Deliberations will continue on April 27, 2001, if needed. All
Budget Committee meetings are open to the public.

The lay members of the budget committee serve as the county’s elected official salary committee. That
committee will meet April 24, 2001 at noon. At that meeting, they will develop a recommendation for
elected official salaries and present it to the full Budget Committee for action.

Following approval and publication of the Budget Committee’s recommended budget, the Board of
Commissioners is tentatively scheduled to adopt the budget on May 30, 2001. The Board of
Commissioners also meets in public session and encourages public input. The Board of Commissioners
is authorized to change expenditures in the Budget Committee’s approved budget, up to 10 percent of
any fund, without reconvening the Budget Committee


                                              Conclusion

The total recommended budget for Jackson County including all funds is $217,662,966. This increase
over 2000-2001 is the result of the library and juvenile bond measures as well as the increase in federal
funding.




                                                   18
Jackson County, like all other local governments, is facing interesting times. In many ways, this is a
great opportunity. The changes and new directions have been reflected in this recommended budget.
A budget of this magnitude and complexity is the work of many. I would like to thank every county
employee who worked on their program and departmental budgets. The citizen members of the
Budget Committee are deeply thanked for their time, concern, and constructive insights. I wish to
acknowledge the support and leadership provided by the Board of Commissioners. Within the county
administrator’s office, this budget would not have been possible without the assistance and hard work
of Marcy Black, Harvey Bragg, and Dave Kanner.


Respectfully submitted,


Susan E. Slack
County Administrator




                                                  19
This page is for notes.




          20
21
            ORGANIZATIONAL CROSS TAB BY DEPARTMENT
DEPARTMENT NAME           CATEGORY         PROGRAM NAME                       PAGE #

ADMINISTRATIVE SERVICES
                          ORGANIZATIONAL INFRASTRUCTURE
                                           ADMINISTRATIVE SERVICES             218
                                           CAPITAL PROJECTS FUND               221
                                           CENTRAL SERVICE FIDUCIARY           223
                                           EMERGENCY MANAGEMENT                225
                                           EXPO CAPITAL RESERVE                229
                                           FACILITY MAINTENANCE                230
                                           GENERAL FUND FIDUCIARY              233
                                           HUMAN RESOURCES                     236
                                           JUVENILE CAPITAL PROJECT            239
                                           JUVENILE DEBT SERVICE               240
                                           LIBRARY CAPITAL PROJECTS FUND       242
                                           LIBRARY DEBT SERVICE                244
                                           SAFETY & RISK MANAGEMENT            246
                                           TITLE III-CO. PROJECTS              249


AIRPORT DEPARTMENT
                          BUSINESS, PRIVATE AND SPECIAL LOC DEVELOPMENT
                                           DEVELOPMENT                         121
                                           DIVERSIFICATION PROJECTS            124
                          TRANSPORTATION
                                           ADMINISTRATION                      399
                                           AIRPORT DEBT SERVICE                402
                                           OPERATIONS & MAINTENANCE            404
                                           PASSENGER FACILITY CHARGE           407
                                           RUNWAY EXTENSION CONSTRUCTION       410


ASSESSOR
                          GENERAL GOVERNMENT
                                           ASSESSMENT & APPRAISAL              143


BOARD OF COMMISSIONER
                          BOARD OF COMMISSIONERS
                                           GENERAL POLICY                       68


COMMUNITY JUSTICE
                          COMMUNITY ADVOCACY AND HEALTH
                                           COURT APPOINTED SPECIAL ADVOCATE    169
                          COMMUNITY PROSECUTION AND JUSTICE
                                           ADMINISTRATION                      298
                                           CLERICAL AND CONTRACTS              301
                                           COURT SERVICES                      304
                                           DETENTION                           307
                                           LOCAL CONTROL                       310
                                           RESTITUTION CENTER                  313
                                           SUPERVISION SERVICES                316
                                           WORK PROGRAM                        319
                          CULTURE, EDUCATION AND RECREATION
                                           REHABILITATION & EDUCATION           75



                                      22
DEPARTMENT NAME                  CATEGORY         PROGRAM NAME                        PAGE #

COUNTY ADMINISTRATOR
                                 NATURAL RESOURCES & ENVIRONMENT
                                                  NATURAL RESOURCES PRO & COMP         339
                                 ORGANIZATIONAL INFRASTRUCTURE
                                                  ADMINISTRATION                       252
                                                  INTERNAL AUDITING                    255


COUNTY CLERK                     GENERAL GOVERNMENT
                                                  ADMINISTRATION                       147
                                                  ELECTIONS                            150
                                                  RECORDING                            153
                                 ORGANIZATIONAL INFRASTRUCTURE
                                                  ARCHIVES                             259


COUNTY COUNSEL
                                 ORGANIZATIONAL INFRASTRUCTURE
                                                  LEGAL SERVICES                       263


DISTRICT ATTORNEY
                                 COMMUNITY ADVOCACY AND HEALTH
                                                  CHILD SUPPORT CASE MGMT              173
                                                  VICTIM / WITNESS SERVICES            176
                                 COMMUNITY PROSECUTION AND JUSTICE
                                                  LIQUOR ENFORCEMENT FUND              324
                                                  PROSECUTION CASE MGMT                325


ECONOMIC & SPECIAL DEVELOPMENT
                                 BUSINESS, PRIVATE AND SPECIAL LOC DEVELOPMENT
                                                  ECONOMIC DEVELOPMENT                 128
                                 GENERAL GOVERNMENT
                                                  COMMUNITY DEVELOPMENT BLOCK GRANT    157
                                 NATURAL RESOURCES & ENVIRONMENT
                                                  SOLID WASTE                          343


EXPO
                                 CULTURE, EDUCATION AND RECREATION
                                                  FAIR                                  79
                                                  INTERIM EVENTS                        82


FINANCE DEPARTMENT
                                 GENERAL GOVERNMENT
                                                  PAYMENT CENTER                       161
                                                  TREASURY                             164
                                 ORGANIZATIONAL INFRASTRUCTURE
                                                  ACCOUNTING                           267
                                                  COUNTY COLLECTIONS                   271
                                                  PROPERTY MANAGEMENT                  274


GOLD HILL JUSTICE COURT
                                 COMMUNITY PROSECUTION AND JUSTICE
                                                  COURT ENFORCEMENT                    329




                                             23
DEPARTMENT NAME                    CATEGORY         PROGRAM NAME                    PAGE #

HEALTH & HUMAN SERVICES
                                   COMMUNITY ADVOCACY AND HEALTH
                                                    ADMINISTRATION                   182
                                                    ALCOHOL AND DRUG                 185
                                                    DEVELOPMENTAL DISABILITIES       188
                                                    ENVIRONMENTAL HEALTH SERVICES    191
                                                    HUMAN SERVICES                   194
                                                    MEDIATION SERVICES               197
                                                    MENTAL HEALTH                    200
                                                    PUBLIC HEALTH SERVICES           203
                                                    VETERANS’ SERVICES               206
                                   COMMUNITY SAFETY
                                                    AIR QUALITY                      360
                                                    ANIMAL SHELTER & CONTROL         363
                                                    COMMUNICABLE DISEASE CONTROL     366
                                                    FOOD & WATER INSPECTIONS         369


INFORMATION TECHNOLOGY
                                   ORGANIZATIONAL INFRASTRUCTURE
                                                    COMPUTER REPLACEMENT             278
                                                    DATA PROCESSING                  280


LIBRARY DEPARTMENT                 CULTURE, EDUCATION AND RECREATION
                                                    ADMINISTRATION                    89
                                                    ADULT/YOUNG ADULT SERVICES        92
                                                    CHILDREN'S SERVICES               95
                                                    LAW LIBRARY                       98
                                                    TECHNICAL SERVICES               101
                                                    TRUST - D.L. HOULIHAN            104
                                                    TRUST - E.J. SMITH               105
                                                    TRUST - TED GERLOCK              106
                                   ORGANIZATIONAL INFRASTRUCTURE
                                                    MAIL / COURIER SERVICES          284


ROADS, PARKS AND PLANNING DEPARTMENT
                                   BUSINESS, PRIVATE AND SPECIAL LOC DEVELOPMENT
                                                    CURRENT PLANNING                 132
                                   COMMUNITY SAFETY
                                                    BUILDING                         374
                                   CULTURE, EDUCATION AND RECREATION
                                                    PARKS & RECREATION               108
                                                    PARKS SYSTEM DEVELOPMENT         111
                                   NATURAL RESOURCES & ENVIRONMENT
                                                    COMPREHENSIVE PLANNING           347
                                                    ENVIRONMENTAL QUALITY            350
                                   ORGANIZATIONAL INFRASTRUCTURE
                                                    FLEET SERVICES                   288
                                                    MOTOR POOL                       291




                                               24
DEPARTMENT NAME                    CATEGORY         PROGRAM NAME                     PAGE #

ROADS, PARKS AND PLANNING DEPARTMENT
                                   TRANSPORTATION
                                                    ADMINISTRATION                    414
                                                    CITY/CO ARTERIAL FUND             417
                                                    ENGINEERING                       420
                                                    GREENWAY                          423
                                                    PEDESTRIAN / BICYCLE TRAILS       426
                                                    ROAD MAINTENANCE                  429
                                                    STREET IMPROVEMENT FUND           432
                                                    SYSTEMS DEVELOPMENT               435
                                                    VEGETATION MANAGEMENT             438


SERVICE PARTNERS
                                   COMMUNITY ADVOCACY AND HEALTH
                                                    COUNTY SCHOOLS FUND               210
                                                    COURT SECURITY FUND               209
                                                    HISTORICAL SOCIETY                211
                                                    SERVICE PARTNERS                  212


SHERIFF
                                   BUSINESS, PRIVATE AND SPECIAL LOCAL DEVELOPMENT
                                                    W C LAW ENHANCEMENT DISTRICT      138
                                   COMMUNITY PROSECUTION AND JUSTICE
                                                    CORRECTIONS                       333
                                   COMMUNITY SAFETY
                                                    ADMINISTRATION                    382
                                                    CRIMINAL SERVICES                 386
                                                    JACNET                            389
                                                    SEARCH AND RESCUE                 393
                                   CULTURE, EDUCATION AND RECREATION
                                                    DARE                              115


SURVEYOR
                                   NATURAL RESOURCES & ENVIRONMENT
                                                    SURVEYING & REVIEWS               354




                                               25
                     BUDGET SUMMARY


BUDGET PREPARATION      Preliminary budget materials were distributed to the department
                        directors and program managers in December 2000. Through a
                        series of the department directors’ meetings, budget targets were
                        developed for all departments. Departments were then asked to
                        identify program needs in the categories of personal services,
                        materials and services, capital outlay, and other items necessary to
                        maintain existing programs given the limited resources. Departmental
                        budget requests were submitted to the County Administrator’s Office
                        for review and analysis beginning in January 2001. All departmental
                        budget requests were evaluated in terms of the program’s goal,
                        outcomes under the four criteria, and the necessity of these goals
                        toward achieving the goals and the mission statement of the county.
                        Individual meetings were held between staff and department directors
                        to discuss the department’s request, establish priorities, and evaluate
                        the effectiveness of the proposed programs. From these
                        discussions, the staff prepared the recommended appropriation levels
                        and revenue estimates, and commented on changes in the programs
                        and staffing levels.

                        The County Administrator’s formal review was held on March 30,
                        2001 and April 3 and 5, 2001. These meetings were held with the
                        department directors and program directors, the County
                        Administrator, a member of the Board of Commissioners, and a lay
                        member of the Budget Committee. The County Administrator’s
                        recommended budget was prepared and presented to the public on
                        April 17, 24, and 26, 2001. The recommended budget was printed
                        and open to public inspection. Notice for the meeting was published
                        in the Mail Tribune on April 3 and 10, 2001. Following its adoption
                        by the Budget Committee, the budget was published in the Mail
                        Tribune on May 23, 2001, indicating the time and place of the budget
                        hearing—as required by Oregon Revised Statutes. On May 30,
                        2001, following the public hearing, the Board of Commissioners
                        adopted the budget for fiscal year 2001-2002. It is important to note
                        that this budget was prepared according to, and in compliance with,
                        generally accepted accounting principles (GAAP) for modified
                        accrual accounting. (Note: The budget document was prepared
                        prior to the end of the fiscal year. Therefore, revised budget
                        numbers may vary due to board action after June 1, 2001. All prior
                        year actual information is meant for comparison only. This
                        information may be inconsistent with the audited numbers due to
                        county reorganization; history was moved with the program in order
                        to give the reader a sense of comparison for prior years.)




                                 26
EXPENDITURE CONTROLS   While the budget establishes appropriation levels, specific procedures
                       for controlling expenditures continue to be developed, expanded, and
                       refined to ensure that day-to-day execution is in compliance with the
                       adopted budget program. Department heads are responsible for
                       reviewing all requests for expenditures to determine compliance with
                       the adopted budget. The budget is adopted at the broadest possible
                       level to give department heads maximum flexibility to meet unforseen
                       program needs. The administrative services department and county
                       administrator’s office perform an evaluation role.

                       In those instances where an expenditure is deemed necessary and
                       desirable, but was not anticipated in the adopted budget program, a
                       program adjustment may be made in accordance with the Board of
                       Commissioners’ established policy and state law. Under most
                       conditions, an adjustment can be made within the program’s own
                       budget. In other situations, however, it may be necessary to transfer
                       funds from another program’s appropriation or to process a
                       supplemental budget.

                       During the year, many changes can occur. A supplemental budget
                       process is provided in Oregon law. If the change is less than 10
                       percent of the fund total, the Board of Commissioners can adopt a
                       supplemental budget at a regular meeting with one public notice listing
                       the amount of change to each fund. If the change is more than 10
                       percent, a more extensive notice must be published and the Budget
                       Committee convened if ten or more citizens request a budget
                       committee meeting. Publications include the source of revenue and
                       the proposed expenditure.

                       These budget control procedures are important management tools that
                       allow more effective use of the dollars spent in the total county
                       program. As a necessary by-product, these procedures also ensure
                       compliance with state financial statutes and policies of the Board of
                       Commissioners, Budget Committee, and county charter.


   FISCAL POLICIES     Revenue Policies

                       U     Jackson County will strive for a diversified revenue base to
                             ensure the stability of the county.

                             Rationale: Many of the county’s services are highly
                             dependent upon O & C replacement revenue. Since this
                             source of revenue is stable until FY 05-06, the amount of
                             increase (½ of the rural consumer price index) is not going to
                             keep pace with service demands for expenditures.




                                 27
U     The county treasurer will keep all available funds invested at
      the highest allowable rates using instruments of investment
      allowed by state law while maintaining preservation of capital
      and necessary liquidity.

      Rationale: The investment objectives for the county treasurer
      are safety (preservation of capital), liquidity (availability of
      funds), and yield (rate of return), in that order. Highest
      allowable rates are to be obtained, within these objectives, by
      investing in investments permitted by Oregon Revised Statute
      (ORS) Chapter 294. The county is limited to investing in
      government agencies, treasuries, banker’s acceptances,
      certificates of deposit, and commercial paper. Investments are
      purchased for a period not to exceed thirty-six months.

U     The county will charge user fees wherever possible to recoup
      all costs associated with service delivery.

      Rationale: If an individual receives sole benefit from a
      service provided by the county, that individual should bear the
      full cost of the service. If the requested service benefits the
      general public in some proportion, that service should be
      subsidized by the public to that proportion.

Operating Policies

U     Current operating expenditures will be financed by current
      operating revenues or from existing reserves.

      Rationale: This policy is meant to assure that the county will
      be able to pay its obligation.

U     The county will attempt to cover all grant-related
      administrative expenses through grant revenues.

      Rationale: This policy is meant to assure that the county will
      be able to provide oversight and audit requirements associated
      with providing grant funded services.

U     The county will strive to show the true cost of providing
      services.

      Rationale: True costs of services are one of the best
      measures of efficiency. This policy is meant to help the
      county achieve maximum efficiency.




         28
               Capital Policy

               U      Capital projects will be paid off completely during the project’s
                      expected useful life. Capital projects for this fiscal year (2001-
                      2002) are included in the capital projects section of the budget.

                      Rationale: This policy is meant to assure that the county
                      does not pay more in interest than is absolutely necessary and
                      that the county is not left paying for equipment that is no
                      longer useful.

               Reserve Policy

               U      Sufficient fund balance must be maintained to cover operating
                      cash flows from July 1 to receipt of O & C replacement
                      payments expected each October.

                      Rationale: This policy is meant to assure that the county is
                      always able to meet its financial obligations without incurring
                      expensive, short-term debt.


COUNTY FUNDS   Public budgets are often divided into a number of funds that record
               revenues and expenditures for the purposes of controlling and
               accounting for specific activities. This method of organizing a
               governmental entity’s budget is useful because it provides for
               controlling resources, measuring compliance, and produces operating
               statements that reflect the receipt and the related expenditure of public
               dollars.

               The general fund is the largest fund within the Jackson County
               budget and is appropriately titled because most of the “general”
               operations of Jackson County are included in it. The general fund
               supports law enforcement activities, libraries, land use planning, and
               tax collection, among other services. Receipts from the county’s tax
               base are included in the general fund in addition to the county’s
               primary source of funding, O & C timber replacement receipts.


OTHER FUNDS    In addition to the general fund, Jackson County has a number of
               other funds, each of which supports specific activities. Most other
               county funds are self-supporting; that is, revenues are earned through
               the provision of service and require little or no contribution from the
               general fund. Sources of funding vary. For example, the parks and
               recreation enterprise fund and the exposition park fund depend on
               user fees and activity receipts; the airport fund relies on Federal
               Aviation Administration (FAA) grants and landing fees; and the road
               fund relies on a gas tax and forest replacement receipts for its
               funding. Funds, other than the general fund, that Jackson County
               uses include internal service funds, enterprise funds, trust and agency
               funds, special revenue funds, capital project funds, and special
               assessment funds.




                         29
Enterprise Funds

Enterprise funds account for “business-type” activities. Activities
within these funds are supported largely by user charges, a method
by which the county may become more reliant on non-tax dollars for
the support of specific activities. However, some activity areas have
not yet become financially independent and are supplemented through
contributions from the general fund. Enterprise funds include the
airport enterprise fund, exposition park fund, and recreation
enterprise fund.

Internal Service Funds

Internal service funds are similar to enterprise funds except that
services are not rendered to the general public, but serve Jackson
County’s other departments and activities. Internal service funds rely
on revenues acquired by charging individual departments for services
rendered. These funds are self-insurance, motor pool, and other
central services. This type of fund is used to help account for costs
of services provided to the departments and to encourage accounting
for those uses.

Trust and Agency Funds

Trust and agency funds account for assets held for county and
noncounty organizations and for non-tax resources held by Jackson
County under specific trust instructions. Taxes collected for and
later distributed to other governmental units are accounted for in these
funds. The Ted Gerlock, D. Houlihan, and E. J. Smith accounts are
held and interest income is used for library use. The only other trust
and agency fund that is required to be budgeted in the county budget
is the historical operating fund. Jackson County collects the taxes
and distributes the dollars to the historical societies.

Special Revenue Funds

Special revenue funds account for the receipts from revenue sources
that have been earmarked for specific activities. Special revenue
funds include: general road, health and human services, county
schools, county trails, liquor enforcement, law library, solid waste
management, court security, and White City Law Enforcement
District.

Capital Projects Fund

Capital projects funds account for the acquisition of capital facilities,
which may be financed out of bond issues, grants, or transfers from
other funds. This type of fund is limited to accounting for the
receipts and expenditures on capital projects. Any bond issues
involved will be serviced and repaid by the debt service funds. An
example of this type of fund is the city/county arterial fund that was
specifically established for the improvement of city streets currently
under the county’s jurisdiction. Others include systems development,
greenway, capital projects, street improvement, and juvenile special
reserve.



          30
                      Debt Service Funds

                      Debt service funds account for the financing of the interest and
                      retirement of the principal of general, long-term debt. Jackson
                      County issued debt for the construction of airport hangars, libraries,
                      and a new juvenile facility.


BASIS OF ACCOUNTING   The accounting and financial reporting treatment applied to a fund is
                      determined by its measurement focus. All governmental fund types
                      and expendable trust funds are accounted for using a current financial
                      resources measurement focus.

                      The modified accrual basis of accounting is used by all governmental
                      fund types, expendable trust funds, and agency funds. Under the
                      modified accrual basis of accounting, revenues are recognized when
                      susceptible to accrual (i.e., when they become both measurable and
                      available). “Measurable” means the amount of the transaction can be
                      determined, and “available” means collection within the current period
                      or soon enough thereafter to be used to pay liabilities of the current
                      period. The county considers property taxes as available if they are
                      collected within 60 days after year end. Expenditures are recorded
                      when the related fund liability is incurred. All transactions occurring
                      in the governmental, expendable trust, and agency funds are recorded
                      using the modified accrual basis of account expect for:

                      U      Interfund transactions for goods and services that are recorded
                             on the accrual basis;
                      U      Revenues from grants that are recorded as earned; and
                      U      Principal and interest on general, long-term debt that is
                             recorded when due.

                      All proprietary fund types, nonexpendable trust funds, and pension
                      trust funds are accounted for on a flow of economic resources
                      measurement focus. The accrual basis of account is used by
                      proprietary fund types, pension trust funds, and nonexpendable trust
                      funds. Under this method, revenues are recorded when earned, and
                      expenses are recorded at the time liabilities are incurred.

                      The basis of accounting desired above is in accordance with generally
                      accepted accounting principles (GAAP).


BASIS OF BUDGETING    Differences between the basis of accounting and budgeting become
                      apparent when comparing the adopted and revised budget columns
                      with the prior year actual columns in this budget document. The four
                      areas of difference are in the treatment of beginning fund balances,
                      capital outlay in enterprise funds, vacation benefits, and debt
                      payment.

                      Beginning Fund Balance

                      Oregon budget law requires local government to budget all available
                      resources. Beginning fund balance is an available resource and is,
                      therefore, budgeted. However, since the beginning fund balance is
                      the net difference between revenues and expenditures from the time


                                31
that particular fund was established, it is not posted as a revenue each
year to the particular fund. The beginning fund balance is classified
as fund equity.

Capital Outlay in Enterprise Funds

Oregon budget law requires local government to budget estimated
expenditures for capital outlay. Capital outlay is defined as
“expenditures that result in the acquisition of or addition to fixed
assets.” Fixed assets are defined as “assets of a long-term character
that are intended to continue to be held or used, such as land,
buildings, machinery, furniture, or other equipment.” Depreciation is
not budgeted. When capital outlay is expensed in an enterprise fund,
the entry is reversed at year end and depreciation is posted.

Vacation Benefits

Vacation benefits are budgeted based on projected vacation earned but
not taken. As vacation is earned, it is expensed and posted to a
liability account commensurate with the employee’s current wage.
As vacation is used, the first hour of that employee’s accrued
vacation in the liability account is reversed, and the difference
between their current wage and the value of the benefit, when it was
used, is posted as an expenditure against the budget.

Debt Payment

Oregon budget law requires that, “Debt service (expenditure)
estimates shall include separate amounts for principal and interest of
each bond issue in each fund.” However, since the principal portion
of the debt is established as a liability when the proceeds of the bond
are received (depending on the fund type), only the interest portion of
the debt is posted as an expense when the debt payment is made to
the creditor.




          32
                                        JACKSON COUNTY AT A GLANCE
GENERAL INFORMATION                                                                  POPULATION
                                                                                                                        Percent
County Seat:                        Courthouse, 10 S. Oakdale,                                       7/1/99   7/1/00    Change
                                  Medford, OR 97501 776-7248
                                                                                     Total Jackson County
Established:                         January 12, 1852                                            174,550      182,200    4.38%
Elevation at Medford:                            1,382'
Area:                                    2,801 Sq. Mi.
Population:                                    182,200                               Ashland
True Cash Value:             (00-01) $14,163,264,401                                                 19,490   19,610      .62%
Annual Precipitation:                           19.84"
Principle Industries:                 Medical, Retail,                               Butte Falls
          Tourism, Agriculture, Manufacturing, Lumber
                                                                                                      440      445       1.14%

VOTERS                                                                               Central Point
                                                                                                     11,700   12,665     8.25%
Democrats . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36,528
Republicans . . . . . . . . . . . . . . . . . . . . . . . . . . . 44,433             Eagle Point
Unaffiliated . . . . . . . . . . . . . . . . . . . . . . . . . . . 24,088
                                                                                                     4,665     4,850     3.97%
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3,149

                                                                                     Gold Hill
PER CAPITA INCOME                                                                                    1,225     1,075    -12.24%

1989-90      ..............................                        13,249            Jacksonville
1990-91      ..............................                        14,046
                                                                                                     2,190     2,245     2.51%
1991-92      ..............................                        15,582
1992-93      ..............................                        16,410
1993-94      ..............................                        18,462            Medford
1994-95      ..............................                        18,892                            59,990   63,720     6.22%
1995-96      ..............................                        20,502
1996-97      ..............................                        21,410
                                                                                     Phoenix
1997-98       .............................                        21,933
1998-99       .............................                        23,214                            3,970     4,085     2.90%
1999-00       .............................                        24,004
                                                                                     Rogue River
AGE                  POPULATION                              PERCENT                                 1,940     1,850     -4.64%

0-9                         23,209                                  12.7%
                                                                                     Shady Cove
10-19                       26,215                                  14.4%
20-29                       20,866                                  11.5%                            2,345     2,340      -.21%
30-39                       22,702                                  12.5%
40-49                       28,476                                  15.6%            Talent
50-59                       23,708                                   13.%                            5,065     5,670    11.94%
60-69                       15,180                                   8.3%
70-79                       13,552                                   7.4%
80+                          8,292                                   4.6%            Unincorporated
                                                                                                 61,530       63,645     3.44%
TOTAL                       182,200                             100.00%


                                                                                33
                           JACKSON COUNTY AT A GLANCE

FISCAL                                       SCHOOL                UNEMPLOYMENT
YEAR              POPULATION               ENROLLMENT                  RATE

1990-91                 146,400                  25,308                7.6%

1991-92                 151,400                  25,835                7.6%

1992-93                 152,900                  26,675                8.4%

1993-94                 160,000                  27,589                6.8%

1994-95                 164,400                  28,012                6.7%

1995-96                 168,000                  28,522                8.3%

1996-97                 169,300                  28,648                7.6%

1997-98                 172,800                  28,910                6.8%

1998-99                 174,550                  29,305                6.6%

1999-00                 182,200                  30,381                5.3%


ZONING/OWNERSHIP

                                                          STATE &       TOTAL
                              PRIVATE %   FEDERAL %       LOCAL %       ACRES

Residential                       96.84      .22           2.94          67,749
Commercial/Industrial             84.54      .20           15.26         12,196
Aggregate                         91.37      .55           8.08           5,022

* Exclusive Farm Use              96.79      1.30          1.91          254,251
* Open Space Reserve              60.65     27.10          12.25          39,175
* Woodland Resource               58.07     41.40           .53          171,291
* Forest Resource                 32.99     66.49           .52         1,246,412

TOTAL OWNERSHIP                   47.91     50.91           1.18        1,795,096


* Protected Resource Use




                                            34
The          County              Jackson County, Oregon, is arguably one of the most beautiful and
                                 livable areas of the Pacific Northwest—if not the country. Located in
                                 Southern Oregon, Jackson County borders California to the south and
                                 is surrounded by the majestic Cascade and Siskiyou Mountain ranges.
                                 It is centrally-located along Interstate 5 between Portland and San
                                 Francisco, and just hours from the Pacific Ocean coastline. Jackson
                                 County offers breathtaking scenery in every direction, a growing
                                 economic base, moderate weather, and superior quality of life.



                                 Population/Cities


                                 The sixth largest county in the state of Oregon in population, Jackson
                                 County covers more than 2,801 square miles. The current population
                                 is 182,200—an increase of 7,650 in 1999 with a growth rate of about
                                 2 percent a year for the past fifteen years. Nearly 66 percent of
                                 Jackson County residents live in the eleven incorporated cities, which
                                 include Ashland, Butte Falls, Central Point, Eagle Point, Gold Hill,
                                 Jacksonville, Medford, Phoenix, Rogue River, Shady Cove, and
                                 Talent. The remainder live in the unincorporated areas of the county.


                                 Medford, population estimated at 63,720, is the largest city within
   The current population is     Jackson County and serves as its county Seat. Medford is known
                                 throughout the country and the world for its pear orchards and is
182,200—an increase of 7,650     home to Harry & David’s and Jackson Perkins, one of the world’s
 in 1999 with a growth rate of   largest shippers of fruit, food gifts, and roses. Medford is a popular
about 2 percent a year for the   location for visitors who wish to access the nearby recreation areas.
       past fifteen years.
                                 The second largest city in Jackson County, Ashland (population
                                 19,610), is home of the internationally famous Oregon Shakespeare
                                 Festival which runs from mid-February through October and sells
                                 more than 350,000 tickets a year. Ashland is also the location of
                                 Southern Oregon University. Another Jackson County town known
                                 for tourism is Jacksonville, located just five miles west of Medford.
                                 The entire city is on the National Historic Registry and is home to the
                                 Peter Britt Festivals, one of the largest summer music festivals in the
                                 United States.

                                 Economy


                                 The economic base in Jackson County is varied and growing.
                                 Government, including education, Bureau of Land Management, and
                                 Forest Services, is the largest employer in the county—not surprising
                                 for a county that is 51 percent owned by the federal government.




                                           35
                                   Once known for timber, this area has changed to reflect a more
                                   service-oriented economic base. Today, health care constitutes the
                                   largest, single group of employment in the private sector. Jackson
                                   County boasts several major and community medical centers and
                                   physician groups, with the Asante Health System being the largest,
                                   single employer. Retail, including the mail order business which
                                   includes Harry and David’s, is the second largest employer followed
                                   by tourism, agriculture, manufacturing, and timber.


                                   Jackson County is also a popular retirement destination. The Rogue
                                   Valley Manor, which is perched atop a hillside over looking the valley,
                                   is always listed in the top ten of national retirements communities.


 Visitors, as well as residents,   Recreation
enjoy a variety of unique, local   Southern Oregon offers an almost limitless amount of recreation and
 shops, art galleries, book and    tourism opportunities. Within and near Jackson County, you’’ll find
 retail stores—all offering no     many rivers, lakes, hiking and biking trails, waterfalls, golf courses,
                                   and mountains. Other nearby attractions include Crater Lake National
         state sales tax.          Park, Mount Ashland Ski Resort, Mount Shasta Ski Resort, Oregon
                                   Caves, Rogue River National Forest and much, much more. Within
                                   an 80 mile radius of Medford, there are 153 stocked streams for
                                   fishing, 17 lakes, boating, rafting and fishing on the famous Rogue
                                   River, and hunting and camping in 56 forest camps.

                                   The area also boasts numerous bed and breakfasts, restaurants,
                                   hotels, and theaters. Visitors, as well as residents, enjoy a variety of
                                   unique, local shops, art galleries, book and retail stores—all offering
                                   no state sales tax.

                                   Quality of Life

                                   While Jackson County has seen tremendous growth in the last 10-20
                                   years, what residents prize most are the small-town values of their
                                   communities, along with the cultural diversity usually found in larger
                                   cities.

                                   The county is blessed with moderate weather. Unlike many regions
                                   in Oregon, Jackson County only receives around 19 inches of rainfall
                                   a year. While the weather is mild—average temperature in January is
                                   37.6/ and 72.5/ in July—there are four distinct seasons.

                                   The area is served by the Jackson County International-Medford
                                   Airport, offering convenient and affordable travel on several major
                                   airlines.

                                   The average price of a 3 bedroom/2 bathroom home in East Medford
                                   is around $167,189. In 1997, the median household income in
                                   Jackson County was $31,537, and per capita income was $21,933.




                                             36
                             County Government

                             Jackson County government strives to provide outstanding public
                             service. We have been on the cutting-edge of local governments with
                             our efforts for strategic planning, award-winning financial planning,
   The total budget for      budgeting and record keeping, and citizen involvement. Our goal is to
   Jackson County in         be the best county government in the United States.
2001-2002 is $217,769,656.
                             We encourage all of our 844 full-time and 177 part-time employees to
                             treat every member of the public as a valued customer, and we
                             believe our employees share a commitment to outstanding public
                             service that is rare in government.

                             Jackson County aims for a less bureaucratic/more entrepreneurial,
                             less tradition-bound/more flexible approach to government. We take
                             pride in our work and are privileged to serve some of the friendliest,
                             most unique and independent people in the United States.

                             Jackson County is governed by a three-member Board of
                             Commissioners, serving 4-year overlapping terms.

                             The County Administrator, a position created by ordinance, is
                             appointed by and reports to the County Commissioners.

                             The total budget for Jackson County in 2001-2002 is $217,769,656.




                                       37
                                JACKSON COUNTY
                                          1997-98 to 2001-02


       $250,000,000

       $200,000,000

       $150,000,000

       $100,000,000

        $50,000,000

                        $0
                              FY 97-98 FY 98-99 FY 99-00 FY 00-01 FY 01-02

                 PERSONNEL               MATERIALS                CAPITAL            OTHER              REVENUE




                             FY 97-98          FY 98-99            FY 99-00           FY 00-01           FY 01-02
      PERSONNEL           $41,533,733        $46,488,015          $50,473,105       $57,549,573        $63,452,484
      MATERIALS           $40,497,724        $43,947,459          $46,798,647       $79,057,198        $78,753,998
      CAPITAL              $3,950,763         $9,012,129          $6,587,317        $59,266,856        $49,115,388
      OTHER                $1,892,513         $4,705,495          $4,966,974        $24,720,096        $26,447,786
      REVENUE             $92,770,183       $106,988,966 $111,491,916 $220,593,723 $217,769,656

ALL FUNDS

This graph shows that the overall county budget will decrease approximately $2 million. The majority of the decrease
is accounted for by an decrease in the airport and road funds. Both funds completed large capital projects during FY
00-01. The reason fiscal years 2000-2001 and 2001-2002 are bigger than prior years is accounted for by fund
balances that are not spent but are budgeted. Fiscal year 1997-1998, 1998-1999, and 1999-2000 represent actual
expenditures while 2000-2001 and 2001-2002 represent budgeted figures.

Expenditures are grouped into four different categories as required by Oregon Revised Statutes: personal services,
materials and services, capital outlay, and other. Expenditures included in personal services are salaries, payroll,
taxes, and employee benefits. Materials and services include all general operating expenditures, which are gasoline,
natural gas, electricity, telephone bills, supplies, and transportation. Capital outlay includes anything that has a per unit
cost exceeding $5,000. Other includes transfer to other departments, unappropriated ending fund balances, and
contingencies.


                                                             38
                                          SUMMARY OF EXPENDITURES
                                              BY CATEGORY AND DEPARTMENT


CATEGORY                                        FY 98-99         FY 99-00   PERCENT       FY 00-01      FY 01-02    PERCENT
   DEPARTMENT                                   ACTUAL           ACTUAL      CHANGE       REVISED      ADOPTED       CHANGE
BOARD OF COMMISSIONERS
   BOARD OF COMMISSIONERS                        423,514         466,209      10.08%       490,169       545,292     11.25%
                                SUB TOTAL =      423,514         466,209      10.08%       490,169       545,292     11.25%

BUSINESS, PRIVATE AND SPECIAL LOC DV
   AIRPORT                                        40,892          40,942       0.12%      4,761,523     6,363,514     33.64%
   ROADS, PARKS AND PLANNING DEPARTMENT          510,153         662,735      29.91%              0     1,045,885         N/A
   SHERIFF                                       480,218         551,843      14.92%        691,620       620,532    -10.28%
   ECONOMIC AND SPECIAL DEVELOPMENT                    0               0          N/A             0        53,844         N/A
                                SUB TOTAL =     1,031,263     1,255,520       21.75%      5,453,143     8,083,775    48.24%

COMMUNITY ADVOCACY AND HEALTH
  SERVICE PARTNERS                              4,007,413     3,106,883      -22.47%      4,444,688     4,342,504    -2.30%
  DISTRICT ATTORNEY                               601,825       618,635        2.79%        658,952       661,432     0.38%
  HEALTH & HUMAN SERVICE                       24,410,094    26,668,573        9.25%     37,176,347    37,456,038     0.75%
  COMMUNITY JUSTICE                               103,450       127,140       22.90%        198,451       312,578    57.51%
                                SUB TOTAL =    29,122,782    30,521,231        4.80%     42,478,438    42,772,552     0.69%

COMMUNITY PROSECUTION AND JUSTICE
  DISTRICT ATTORNEY                             1,565,034     1,716,129        9.65%      2,034,530     2,215,894     8.91%
  GOLD HILL JUSTICE COURT                         122,994       146,567       19.17%        166,889       171,181     2.57%
  SHERIFF                                       8,071,089     8,688,738        7.65%      8,911,257    11,000,513    23.45%
  COMMUNITY JUSTICE                             5,508,631     5,975,782        8.48%      7,159,243     6,894,192    -3.70%
                                SUB TOTAL =    15,267,748    16,527,216        8.25%     18,271,919    20,281,780    11.00%

COMMUNITY SAFETY
  HEALTH & HUMAN SERVICES                       1,625,709     1,558,574       -4.13%      1,578,021     1,717,157      8.82%
  ROADS, PARKS AND PLANNING DEPARTMENT          1,472,926     1,399,491       -4.99%      1,646,078     1,924,796     16.93%
  SHERIFF                                       6,686,102     6,948,202        3.92%      8,089,507     8,659,800      7.05%
                                SUB TOTAL =     9,784,737     9,906,267        1.24%     11,313,606    12,301,753     8.73%

CULTURE, EDUCATION AND RECREATION
   EXPO                                         1,397,224     1,385,098       -0.87%      1,453,225     1,566,074      7.77%
   LIBRARY DEPARTMENT                           6,096,988     6,378,127        4.61%      6,432,075     6,633,836      3.14%
   ROADS, PARKS AND PLANNING DEPARTMENT         1,862,007     1,633,733      -12.26%      2,576,036     2,124,300    -17.54%
   SHERIFF                                              0             0           N/A             0       122,676         N/A
   COMMUNITY JUSTICE                              728,597       889,019       22.02%        944,610     1,081,158     14.46%
                                SUB TOTAL =    10,084,816    10,285,977        1.99%     11,405,946    11,528,044     1.07%

GENERAL GOVERNMENT
  ASSESSMENT DEPARTMENT                         2,306,718     2,463,081        6.78%      2,592,258     2,841,490      9.61%
  FINANCE                                         488,217       519,551        6.42%        619,044       668,214      7.94%
  COUNTY CLERK                                    956,471     1,250,467       30.74%      1,313,274     1,285,091     -2.15%
  ECONOMIC AND SPECIAL DEVELOPMENT                      0             0           N/A             0     1,450,000         N/A
                                SUB TOTAL =     3,751,406     4,233,099       12.84%      4,524,576     6,244,795    38.02%

NATURAL RESOURCES & ENVIRONMENT
   ADMINISTRATIVE SERVICES                         46,795        57,633       23.16%        110,000       190,126     72.84%
   ROADS, PARKS AND PLANNING DEPARTMENT         1,061,904     1,185,051       11.60%      2,130,036     1,108,737    -47.95%
   SURVEYOR                                       181,254       181,581        0.18%        403,765       426,508      5.63%
   ECONOMIC AND SPECIAL DEVELOPMENT               152,139       313,922      106.34%        873,757     1,689,766     93.39%
                                SUB TOTAL =     1,442,092     1,738,187       20.53%      3,517,558     3,415,137     -2.91%

ORGANIZATIONAL INFRASTRUCTURE
  INFORMATION TECHNOLOGY DEPARTMENT             2,333,312     3,234,297       38.61%      4,038,361     4,382,386      8.52%
  FINANCE DEPARTMENT                              433,702       373,702      -13.83%        419,053       424,168      1.22%
  COUNTY COUNSEL                                  303,351       373,824       23.23%        560,814       618,367     10.26%
  COUNTY ADMINISTRATOR                            349,423       355,120        1.63%        408,519       441,763      8.14%
  FIDUCIARY                                     4,362,153     5,210,148       19.44%     67,924,993    66,179,054     -2.57%
  ADMINISTRATIVE SERVICES                       4,428,021     4,579,545        3.42%      8,700,157    11,263,757     29.47%
  COUNTY CLERK                                     75,284        59,443      -21.04%         77,486        77,838      0.45%
  LIBRARY DEPARTMENT                               72,591        79,840        9.99%         90,542        99,363      9.74%
  ROADS, PARKS AND PLANNING DEPARTMENT          2,808,322     3,132,650       11.55%      3,922,661     3,484,191    -11.18%
                                SUB TOTAL =    15,166,159    17,398,569       14.72%     86,142,586    86,970,887     0.96%

TRANSPORTATION
   AIRPORT DEPARTMENT                           2,113,660     2,699,141       27.70%     11,498,502     7,152,585    -37.80%
   ROADS, PARKS AND PLANNING DEPARTMENT        15,964,921    13,794,627      -13.59%     25,497,280    18,473,056    -27.55%
                                SUB TOTAL =    18,078,581    16,493,768       -8.77%     36,995,782    25,625,641    -30.73%

GRAND TOTALS =                                104,153,098   108,826,043        4.49%    220,593,723   217,769,656     -1.28%




                                                            39
                          EXPENDITURE SUMMARY EXPLANATION


This summary compares actual expenditures for fiscal year 98-99 to fiscal year 99-00. It also compares budgeted
figures for fiscal year 00-01 to fiscal year 01-02. It would be inconsistent to compare actual numbers to budgeted
numbers since Oregon law requires that each fund include numbers such as ending fund balance, which cannot be
spent until the following fiscal year. Following is a general explanation of changes plus or minus 10 percent between
fiscal year 00-01 and fiscal year 01-02.



BOARD OF COMMISSIONERS

The 11.25 percent increase is a result of the need to replace a photo copy machine, printer, and the addition of travel
and training to attend the National Forest Counties and Schools meeting.



BUSINESS, PRIVATE AND SPECIAL LOCAL DEVELOPMENT

        ‚      Airport - The increase in this category is attributed to relocation of a portion of the taxi way.

        ‚      Sheriff - The White City Enhanced Law Enforcement District has been operating off of reserves since
               the first year of its existence. The reserves are gone.



COMMUNITY ADVOCACY AND HEALTH

        ‚      Community Justice - Increase is due to reassignment of employees to this program from others in the
               community justice department.



COMMUNITY PROSECUTION AND JUSTICE

        ‚      Sheriff - Cost increases due to late settlement of union negotiations. Personal services increases are
               actually three year’s worth.



COMMUNITY SAFETY

        ‚      Roads, Parks and Planning - This increase in the building program is a result of the new permit
               tracking system and additional third party service providers.




                                                             40
CULTURE EDUCATION AND RECREATION

     ‚   Roads, Parks and Planning - The parks program completed several major capital projects during
         FY 00-01.

     ‚   Community Justice - The increase is a result of reorganization of personnel.



NATURAL RESOURCES & ENVIRONMENT

     ‚   Administrative Services - Adds a position to guide the county through environmental issues.

     ‚   Roads, Parks and Planning - The comprehensive planning program has been split off of current
         planning. The reduction is balanced if you compare the portion under Business, Private and Special
         Development.

     ‚   Economic and Special Development - The solid waste program continues to add reserves for future
         projects.



ORGANIZATIONAL INFRASTRUCTURE

     ‚   County Counsel - Increases are due to personal services costs.

     ‚   Administrative Services - The increase is a result of moving the Safeway remodeling project from the
         fiduciary into capital projects.



TRANSPORTATION

     ‚   Airport - The reduction is offset by the increase shown above in Business, Private and Special
         Development.

     ‚   Roads, Parks and Planning - The road fund reduction is due to the difference in beginning fund
         balances. As of this budget preparation time, it is expected that many of the projects underway will be
         completed; however, a great portion will be rolled forward, and the budget will likely increase via
         supplemental budget during FY 01-02.




                                                     41
      REVENUE SOURCES                                                    This graph shows revenue sources for all
                                                                         Jackson County funds and departments.
               FISCAL YEAR 2001-2002
                                                                    Cash and Interest - 34.26 Percent: This
            CASH & INTEREST                                         piece of the chart includes beginning fund
            34.26%                                 MISC.            balances and interest income collected from
                                                   0.05%
                                                       FEES & SALES cash balances throughout the year for all
 LOAN PROCEEDS                                         14.24%       funds. The beginning fund balance represents
 0.23%                                                              cash carried forward into the current fiscal
                                                                    year from the previous fiscal year. Beginning
                                                                    fund balances are made up of monies from
    PROPERTY TAX                                                    two different categories. The first is revenues
    10.80%                                             FEDERAL      dedicated to a specific service or project. The
                                                       12.05%       second is federal O & C forest receipts. This
                                                  INTERFUND         portion of the pie is much larger than usual
               STATE & LOCAL                      3.63%             due to sales of bonds for library and juvenile
               24.74%
                                                                    facility construction.

Federal Government - 12.05 Percent: The major portion of this piece of the chart, $14.3 million, is federal O & C
replacement funds, or Secure Rural Schools and Community Self-Determination Act of 2000 funds. These funds
replace a revenue stream (O & C) set in place in 1937 whereby the county received logging revenue from federal
lands which were once on the county tax rolls. Logging has all but ceased due to environmental concerns. This act
will provide funds which will increase by ½ of the rural CPI until FY 2007. The other significant portion of this piece
of the pie, $3.8 million, is federal receipts that go to the general road fund to maintain roads heavily used by logging
trucks.

State and Local Governments - 24.74 Percent: The biggest portion of this piece of the chart, $29.4 million,
supports the Health and Human Services Department. (Please see the Health and Human Services section for a
description of its services.) The other significant portion, $8.6 million, is used for the general road fund. It is
collected by the state in the form of gasoline tax and is dedicated for road improvements. The remaining portion of
this piece of the chart is scattered throughout the county to provide state-supported services.

Interfund Charges - 3.63 Percent: This piece of the chart includes money that is transferred from one fund to
another fund, mostly for internal services and central service support.

Fees, Licenses, Sales - 14.24 Percent: These are revenues the county receives for providing services to the general
public. During fiscal year 1989-90, the county performed an extensive fee study to determine the costs associated
with providing services to the public. Through a series of public meetings, the Board of Commissioners determined
the portion of each fee that should be supported by county funds and the portion that should be paid by those
receiving the service. Four departments collect the bulk of these revenues: Planning and Development for building
permit type fees, Roads and Parks for park use fees, Airport for providing service to the air carriers, and Health and
Human Services for Title 19 (services to low income paid for by the state).

Loan Proceeds - .23 Percent: SB710 provided $8 million in economic development funds to extend the airport
runway. This year $4,000,000 is budgeted for the project. Also, voters approved bond sales for library capital
construction. Bonds totaling $31,000,000 will be sold this year.

Property Taxes - 10.8 Percent: All tax levies have been consolidated and converted to a new permanent rate limit of
$2.0099 per thousand assessed value. The county will also collect $3.8 million to pay debt service on library and
juvenile facility bonds.

Miscellaneous - 0.5 Percent: Miscellaneous revenues total $100,444. These are revenues that do not fit under any
other classification.

                                                           42
                                    SUMMARY OF REVENUES BY SOURCE
                                                         FY 01-02


REVENUE CATEGORY                             FY 98-99      FY 99-00     PERCENT      FY 00-01      FY 01-02    PERCENT
    REVENUE TYPE                              ACTUAL        ACTUAL      CHANGE       REVISED      ADOPTED      CHANGE


STATE AND LOCAL GOVERNMENT
  CONTRACTS - LOCAL GOV                      1,332,826     1,355,198      1.68%      1,136,610     1,108,681     -2.46%
  CONTRACTS - NOC                             698,046       370,470      -46.93%      320,939       987,132     207.58%
  CONTRACTS - ST. GOV.                       5,564,089     5,871,721      5.53%      6,590,768     6,863,599     4.14%
  GRANT ADJ/OFFSETS                           -171,251       33,478     -119.55%      114,080             0    -100.00%
  GRANTS - LOCAL GOV.                          51,450        50,702       -1.45%       51,362        52,842      2.88%
  GRANTS - NOC                                304,670       141,145      -53.67%      667,734       546,106     -18.22%
  GRANTS-STATE GOVERNMENT                   20,449,566    21,122,816      3.29%     32,295,240    28,920,440    -10.45%
  REIMBURSEMENT - LOC. GOV                    183,520       106,925      -41.74%      284,631       201,392     -29.24%
  REIMBURSEMENT - NOC                         976,543       740,796      -24.14%      811,954       833,828      2.69%
  REIMBURSEMENT - STATE                      1,804,748     4,054,441     124.65%     4,764,147     4,008,257    -15.87%
  SHARED REVENUES - NOC                       232,356       284,121       22.28%      251,117       271,688      8.19%
  SHARED REVENUES - ST GOV                   9,657,779    10,080,827      4.38%     10,125,169    10,086,590     -0.38%
                             SUB TOTAL =    41,084,342    44,212,640      7.61%     57,413,751    53,880,555     -6.15%


FEDERAL GOVERNMENT
  CONTRACTS-FEDERAL GOVERN                   1,736,348     1,734,831      -0.09%     2,026,416      903,583     -55.41%
  GRANTS - FEDERAL GOV.                      1,109,726      674,531      -39.22%     3,128,916     3,638,681     16.29%
  REIMBURSEMENT - FED GOV                      28,765               0   -100.00%      418,055       180,950     -56.72%
  SHARED REV - FEDERAL GOV                  16,423,194    14,034,032     -14.55%    13,565,476    21,519,126     58.63%
                             SUB TOTAL =    19,298,033    16,443,394     -14.79%    19,138,863    26,242,340     37.12%


FEES, LICENSES AND SALES
  DEPOSITS                                     46,935        47,274       0.72%             0             0         N/A
  DONATIONS                                   643,752       324,193      -49.64%     1,452,863     1,260,042    -13.27%
  FEES                                      10,829,792    11,808,697      9.04%     13,213,022    14,697,094     11.23%
  FINES                                       262,591       423,779       61.38%      335,018       358,992      7.16%
  INTERDEPT. CHARGES                         9,122,525    11,085,789      21.52%    12,357,621    13,176,500     6.63%
  LICENSES                                    695,314       756,508       8.80%       411,080       966,850     135.20%
  PERMITS                                     203,487       171,302      -15.82%      142,554       154,110      8.11%
  PRIOR YEAR CHARGEBACK
  ADJUSTMENT                                        0       -349,940         N/A            0             0         N/A
  SALES                                       476,229       524,390       10.11%      402,945       401,649      -0.32%
                             SUB TOTAL =    22,280,625    24,791,992      11.27%    28,315,103    31,015,237     9.54%


OTHER
  BEGINNING FUND BAL.                               0               0        N/A    50,220,498    72,085,446     43.54%
  LOAN PROCEEDS                                     0               0        N/A    35,000,000      500,000     -98.57%
  MISCELLANEOUS REVENUES                      -249,473      200,488     -180.36%      102,994       100,444      -2.48%
  INTEREST INCOME                            2,908,684     3,088,144      6.17%      4,371,264     2,526,725    -42.20%
  PROCEEDS FROM OTHER FUNDS                    22,352        24,253       8.50%             0             0         N/A
  REVENUE SUSPENSE                                  0       165,675          N/A            0             0         N/A
  TAXES                                     17,021,335    17,878,220      5.03%     21,144,141    23,510,448     11.19%
  TRANSFER FROM OTHER FUND                   4,623,068     4,687,110      1.39%      4,883,109     7,908,461     61.96%
                             SUB TOTAL =    24,325,966    26,043,890      7.06%    115,722,006   106,631,524     -7.86%


GRAND TOTAL =                              106,988,966   111,491,916      4.21%    220,589,723   217,769,656     -1.28%




                                                           43
                                  JACKSON COUNTY SPENDING PLAN
                                                 FISCAL YEAR 2001-2002


                                   (1)
FUND                         GENERAL FUND        ROAD         COUNTY        SURVEYOR        COUNTY        LIQUOR
                                                              SCHOOLS                        TRAILS     ENFORCEMENT
REVENUES
  BEGINNING FUND BALANCE       21,199,016      2,586,718            0          50,000       180,000          0
  TRANSFERS IN                   42,875            0                0          50,708          0             0
  LOAN PROCEEDS                     0              0                0            0             0             0
  OPERATING REVENUE            53,459,591      14,538,171     1,694,829       325,800        89,410        14,500
  TOTAL REVENUE                74,701,482      17,124,889     1,694,829       426,508       269,410        14,500


EXPENDITURES
  PERSONAL SERVICES            36,825,836      6,685,278            0         259,751        58,640          0
  MATERIALS & SERVICES         23,887,230      5,688,282      1,694,829       166,757       210,770          0
  CAPITAL OUTLAY                1,586,668      3,334,100            0            0             0             0
  TRANSFERS OUT                 6,594,046       500,000             0            0             0           14,500
  DEBT SERVICE                   341,537           0                0            0             0             0
  ENDING FUND BALANCE           7,466,165       917,229             0            0             0             0
  TOTAL EXPENDITURES           76,701,482      17,124,889     1,694,829       426,508       269,410        14,500


CHANGE IN FUND BALANCE         (13,732,851)    (1,669,489)          0         (50,000)      (180,000)        0
(1) PROPERTY TAX LEVIED $2.0099 PER THOUSAND ASSESSED VALUE APPROXIMATELY $19,043,670.
   DEBT SERVICE OF $341,537 FOR ASSESSMENT SOFTWARE LEASE PURCHASE




                                                                                              LAW            (2)
FUND                            TITLE III      HEALTH &           SOLID       COURT       ENFORCEMENT     AIRPORT
                                              HUMAN SERV.         WASTE      SECURITY       DISTRICT    ENTERPRISE
REVENUES
  BEGINNING FUND BALANCE            0           3,816,120     1,135,491       750,000       218,473       3,031,725
  TRANSFERS IN                      0          1,426,204            0            0             0           42,540
  LOAN PROCEEDS                     0              0                0            0             0             0
  OPERATING REVENUE             1,600,000      33,930,871         554,275     190,000       402,059      10,441,834
  TOTAL REVENUE                 1,600,000      39,173,195     1,689,766       940,000       620,532      13,516,099


EXPENDITURES
  PERSONAL SERVICES                 0          13,527,387         76,261         0          469,176       734,002
  MATERIALS & SERVICES          1,600,000      22,145,808     1,442,640       940,000       151,356       4,848,073
  CAPITAL OUTLAY                    0          1,000,000            0            0             0          4,806,000
  TRANSFERS OUT                     0              0              70,865         0             0           42,540
  DEBT SERVICE                      0              0                0            0             0          2,707,540
  ENDING FUND BALANCE               0          2,500,000          100,000        0             0          377,944
  TOTAL EXPENDITURES            1,600,000      39,173,195     1,689,766       940,000       620,532      13,516,099


CHANGE IN FUND BALANCE              0          (1,316,120)    (1,035,491)     (750,000)     (218,473)    (2,653,781)
(2) DEBT OUTSTANDING FOR HANGERS $310,000. DEBT AUTHORIZED FOR RUNWAY CONSTRUCTION $10,000,000.




                                                             44
                                                                TRUST                                                (3)
FUND                            HISTORICAL      LAW             AND       EXPOSITION     RECREATION         MOTOR POOL
                                OPERATING     LIBRARY       AGENCY           PARK        ENTERPRISE
REVENUES
  BEGINNING FUND BALANCE            0         194,896           33,126       38,000        269,903                310,369
  TRANSFERS IN                      0            0                0         126,074        362,072                 17,000
  LOAN PROCEEDS                     0            0                0            0             0                       0
  OPERATING REVENUE               20,000      189,035           1,723       1,402,000     1,392,325               1,005,779
  TOTAL REVENUE                   20,000      383,931           34,849      1,566,074     2,024,300               1,333,148


EXPENDITURES
  PERSONAL SERVICES                 0          47,641             0         408,681        707,675                185,413
  MATERIALS & SERVICES            20,000      316,290             0         1,147,393      985,259                702,616
  CAPITAL OUTLAY                    0            0                0          10,000        289,900                325,490
  TRANSFERS OUT                     0            0              2,510          0             0                       0
  DEBT SERVICE                      0            0                0            0             0                     60,000
  ENDING FUND BALANCE               0          20,000           32,339         0           41,466                  59,629
  TOTAL EXPENDITURES              20,000      383,931           34,849      1,566,074     2,024,300               1,333,148


CHANGE IN FUND BALANCE                  0      (174,896)         (787)      (38,000)                  (228,437)
(250,740)
(3) DEBT OUTSTANDING $60,000




FUND                            COMPUTER       SELF         CENTRAL          EXPO         CAPITAL          CITY - COUNTY
                               REPLACEMENT   INSURANCE      SERVICES      CAPITAL RES.   PROJECTS             ARTERIAL
REVENUES
  BEGINNING FUND BALANCE          460,000     2,213,870     1,595,641       100,000          0                    847,000
  TRANSFERS IN                      0            0          1,388,708          0          2,922,280               500,000
  LOAN PROCEEDS                     0            0                0            0             0                       0
  OPERATING REVENUE              297,375      2,917,946     7,778,650       1,600,000        0                     42,000
  TOTAL REVENUE                   757,375     5,131,816     10,762,999      1,700,000     2,922,280               1,389,000


EXPENDITURES
  PERSONAL SERVICES                 0          85,514       5,381,044          0             0                       0
  MATERIALS & SERVICES            757,375     4,970,402     5,356,505          0           32,500                  89,000
  CAPITAL OUTLAY                    0            0              8,450       1,700,000     2,889,780               1,300,000
  TRANSFERS OUT                     0            0              17,000         0             0                       0
  DEBT SERVICE                      0            0                0            0             0                       0
  ENDING FUND BALANCE               0          75,900             0            0             0                       0
  TOTAL EXPENDITURES              757,375     5,131,816     10,762,999      1,700,000     2,922,280               1,389,000


CHANGE IN FUND BALANCE           (460,000)   (2,137,970)    (1,595,641)     (100,000)        0                    (847,000)




                                                           45
                                                                     ROAD               PARK   JUVENILE        LIBRARY
FUND                                 STREET      GREENWAY           SYSTEM         SYSTEM       SPECIAL        CAPITAL
                               IMPROVEMENT                     DEVELOPMENT      DEVELOPMENT    RESERVE        PROJECTS
REVENUES
   BEGINNING FUND BALANCE            550,000         800             196,000             0     16,535,000     14,800,000
   TRANSFERS IN                         0          430,000              0                0          0              0
   LOAN PROCEEDS                        0             0                 0                0          0              0
   OPERATING REVENUE                  44,000       100,000           520,000        100,000         0              0
   TOTAL REVENUE                     594,000       530,800           716,000        100,000    16,535,000     14,800,000


EXPENDITURES
   PERSONAL SERVICES                    0             0                 0                0          0              0
   MATERIALS & SERVICES              594,000         800                0           33,000          0              0
   CAPITAL OUTLAY                       0          530,000              0                0     16,535,000     14,800,000
   TRANSFERS OUT                        0             0              600,000        67,000          0              0
   DEBT SERVICE                         0             0                 0                0          0              0
   ENDING FUND BALANCE                  0             0              116,000             0          0              0
   TOTAL EXPENDITURES                594,000       530,800           716,000        100,000    16,535,000     14,800,000


CHANGE IN FUND BALANCE               (550,000)      (800)            (80,000)            0     (16,535,000)   (14,800,000)


                                        (4)          (5)
                                     LIBRARY      JUVENILE
FUND                                  DEBT          DEBT
                                     SERVICE      SERVICE
REVENUES
   BEGINNING FUND BALANCE            973,298          0
   TRANSFERS IN                         0             0
   LOAN PROCEEDS                        0             0
   OPERATING REVENUE                 1,644,462    2,079,114
   TOTAL REVENUE                     2,617,760    2,079,114


EXPENDITURES
   PERSONAL SERVICES                    0             0
   MATERIALS & SERVICES              973,298          0
   CAPITAL OUTLAY                       0             0
   TRANSFERS OUT                        0             0
   DEBT SERVICE                      1,644,462    2,079,114
   ENDING FUND BALANCE                  0             0
   TOTAL EXPENDITURES                2,617,760    2,079,114


CHANGE IN FUND BALANCE               (973,298)        0
(4) LIBRARY DEBT AUTHORIZED $38,940,000, ISSUED $20,365,000, OUTSTANDING $20,970,000.
   TAXES LEVIED TO PAY DEBT SERVICE THIS FY $ 1,721,144.
(5) JUVENILE DEBT AUTHORIZED $16,500,000, OUTSTANDING $16,500,000
   TAXES LEVIED THIS FY $2,235,606




                                                                46
                   JACKSON COUNTY SPENDING PLAN DEFINITIONS

                                                Fiscal Year 2001-2002


Beginning Fund Balance - Included in this total are projects known as carry-forwards, or projects that were
budgeted in fiscal year 2000-2001 that were not completed and were reappropriated during fiscal year 2001-2002.
Also included are the unappropriated ending fund balance, contingencies, reserves, and any excess revenues or under-
expenditures from fiscal year 2000-2001.

Capital Outlay - This includes all equipment costing more than $5,000, as well as lands and buildings.

Change in Fund Balance - This is the difference between the anticipated beginning fund balance and the anticipated
ending fund balance.

Debt Service - The airport and library debt service, motor pool, and juvenile debt service are the only funds that have
bond debt service payments. These payments are to retire debt associated with construction of airport hangars,
runway construction, the construction of new libraries, a compressed natural gas station at motor pool, and a new
juvenile facility. Fiscal year 1992-93 was the first year of a 20-year debt retirement schedule to pay off the hangars.
Runway construction bonds will be paid in full next fiscal year. Voters approved the library construction project as
noted. Bonds for this project are also projected to have a 20-year retirement schedule. Juvenile construction bonds
also have a 20-year schedule. The motor pool is also paying off a grant/loan in the amount of $60,000 for an
alternative fueling station.

Ending Fund Balance - This amount represents the fund’s total unappropriated ending fund balance and
contingencies.

Loan Proceeds - No additional loan proceeds are expected during this fiscal year.

Materials and Services - This includes transportation, operating expenses, minor equipment purchases, data
processing, maintenance and repairs, contracted services, and direct funding to noncounty agencies.

Operating Revenues - This line includes all other types of revenues not indicated above. Examples of revenues
totaled in this line are contracts with state, federal, and local governments, as well as grants, O & C revenues, other
shared revenues from state and federal governments, donations, fees, licenses, fines, and sales.

Personal Services - This includes total compensation paid to employees including salaries, benefits, and payroll
taxes.

Transfers In - This line represents the amount of money transferred to the fund indicated from another fund inside
the county organization.

Transfers Out - This line represents the total amount of money transferred to other funds inside the county.




                                                            47
JACKSON COUNTY CAPITAL PROJECTS AND CAPITAL OUTLAY SCHEDULE
                 AS ADOPTED FOR FISCAL YEAR 2001-2002
                         ($10,000 AND OVER) 1


ADMINISTRATIVE SERVICES

g Expo Capital Reserve

        Purchase Item                             Amphitheater
        Cost                                      $1,700,000
        Purpose                                   Capital to construct an amphitheater at Expo fairgrounds.
        Operating Budget Impact                   The new facility will require utilities, building maintenance, and
                                                  other costs. Events at the facility are projected to offset operations
                                                  and replacement costs.

g    Capital Projects Fund

        Purchase Item                             Building Remodel
        Cost                                      $2,858,780
        Purpose                                   A building purchased during FY 00-01 will be remodeled to house
                                                  community justice, elections, and emergency management incident
                                                  command.
        Operating Budget Impact                   Utilities and maintenance costs will be mostly offset by rent saved
                                                  from current locations.

        Purchase Item                             HVAC Controls
        Cost                                      $31,000
        Purpose                                   An HVAC control system for Justice Building.
        Operating Budget Impact                   The new system will pay for itself over the next 5 years at current
                                                  utility rates.

g    Juvenile Capital Project

        Purchase Item                             Building
        Cost                                      $16,535,000
        Purpose                                   To replace the current juvenile facility.
        Operating Budget Impact                   New facility is currently in design phase. Since the new facility
                                                  will be significantly larger, it will require additional utilities,
                                                  maintenance, and other costs.




1
 The total capital outlay dollars in this report do not equal total capital outlay dollars for the Jackson County 2000-
2001 budget due to capital outlay items that amount to less than $10,000, which are not included in this report.

                                                         48
g   Library Capital Project

      Purchase Item             Building
      Cost                      $14,800,000
      Purpose                   Reserved capital outlay for the purchase of land and building
                                material to construct and/or remodel libraries in Ashland, Rogue
                                River, Jacksonville, Ruch, Applegate, Eagle Point, Shady Cove,
                                Prospect, Butte Falls, Central Point, Gold Hill, Phoenix, Talent, and
                                Medford.
      Operating Budget Impact   The new and remodeled facilities will increase utilities, building
                                maintenance, and other cost. However, new buildings are
                                expected to reduce maintenance and utility costs. Land will require
                                weed control until construction begins.

AIRPORT DEPARTMENT

      Purchase Item             Sanitary/Storm Sewer System
      Cost                      $15,000
      Purpose                   Preventative maintenance, cleaning out the system, and installing
                                box culverts when needed.
      Operating Budget Impact   Estimated savings of $1,500 per year.


      Purchase Item             Parking Lot Improvements
      Cost                      $18,500
      Purpose                   Add a short term parking lot to the main lot.
      Operating Budget Impact   No additional cost expected, but expect to receive an additional
                                $40,000 in revenue per year.

      Purchase Item             Used Maintenance Truck
      Cost                      $10,000
      Purpose                   Replace an older truck that is having significant operating
                                problems.
      Operating Budget Impact   Owning and operating expenses are expected to be about $2,400
                                annually.

      Purchase Item             Runway Sweeper
      Cost                      $125,000
      Purpose                   To obtain an additional, larger sweeper to sweep the runways,
                                taxiways, aprons, and roadways.
      Operating Budget Impact   Estimated cost to operate is $5,000 annually.

      Purchase Item             Parking Lot Equipment
      Cost                      $80,000
      Purpose                   To replace the antiquated equipment that is currently in use in the
                                airport parking lot.
      Operating Budget Impact   Estimated maintenance costs savings is $5,000 annually.

      Purchase Item             Runway Rehabilitation
      Cost                      $1,000,000/$250,000
      Purpose                   To complete the runway extension and rehabilitation project.
      Operating Budget Impact   This phase will have no additional operating budget costs.


                                       49
     Purchase Item             Taxiway Realignment
     Cost                      $2,000,000/$200,000
     Purpose                   Federal grant project to move the existing Taxiway “A”to meet
                               federal standard operations between the runway and taxiway.
     Operating Budget Impact   As this project only relocates the existing taxiway, there will be no
                               additional operating costs.

     Purchase Item             Runway Extension
     Cost                      $500,000
     Purpose                   To complete the multi-year runway extension project.
     Operating Budget Impact   This phase completes the runway extension project and will have
                               no additional cost.


ECONOMIC AND SPECIAL DEVELOPMENT

     Purchase Item             Community Development Block Grant Projects
     Cost                      $1,390,000
     Purchase                  This is a pass through of CDBG funds.
     Operating Budget Impact   None.


HEALTH AND HUMAN SERVICES

     Purchase Item             Buildings/Land
     Cost                      $1,000,000
     Purchase                  Acquire additional space to meet the ongoing operational needs of
                               the health department.
     Operating Budget Impact   No ongoing operating impact until project completion.


LIBRARY DEPARTMENT

     Purchase Item             Business Office Copier
     Cost                      $12,917
     Purchase                  Replace copier that has made nearly 1 million copies. The existing
                               copier will be utilized in a less critical location.
     Operating Budget Impact   While the cost of operation will be approximately the same, the
                               new copier will provide faster, more reliable service.


ROADS, PARKS & PLANNING

g   Administration

     Purchase Item             Driveway Reconstruction for White City Complex
     Cost                      $25,000
     Purpose                   The existing driveway construction does not allow for adequate
                               drainage, therefore, pavement surface and substructure are
                               deteriorating at a rapid rate. Maintenance needs are increasing
                               yearly and have reached a point that complete reconstruction of the
                               main facility entrance needs to be completed.
     Operating Budget Impact   Annual operating costs are expected to be less than $500 per year
                               in ongoing maintenance charges.

                                      50
g   City/County Arterial

      Purchase Item             Land Improvements
      Cost                      $1,300,000
      Purpose                   $1,300,000 is set aside for improvements to land owned by the
                                county, which, after the improvement, will be turned over to the
                                cities for operation and maintenance. No projects have been
                                identified. Projects are submitted by cities during the year.
      Operating Budget Impact   For every mile of road paved and turned over to the cities, the
                                county saves approximately $25,000 per year.
g   Engineering

      Purchase Item             Land for Right-of-way
      Cost                      $200,000
      Purpose                   Hazard eliminations and modernizations on county road system.
      Operating Budget Impact   Land acquisitions are necessary for the completion of some capital
                                projects.

      Purchase Item             Road Improvement Projects
      Cost                      $2,269,000

                                Project                    Description                    Cost
                                Town of Butte Falls        Sidewalks (match)                 $20,000
                                Depot Street               RXR Crossing (match)             $100,000
                                Antelope Rd                Agate-Division (match)           $367,500
                                Agate/Antelope
                                Intersection               Signal                           $350,000
                                Agate Rd                   Nick Young-Linn                  $559,000
                                West Main                  Lewis-Oak Grove                  $712,500
                                Agate Rd @ Leigh Way Left Turn Lane (match)                 $100,000
                                Guardrail                  County wide                       $30,000
                                Pavement Markers           County wide                       $30,000


                                                            Total for Fiscal Year 01-02 $2,269,000

      Purpose                   To make road improvements and necessary repairs to maintain a
                                safe road system. Please see following maps for location.
      Operating Budget Impact   It is estimated that the county’s pavement management system,
                                when fully funded, saves the county $3 for every $1 spent.

      Purchase Item             Utility Vehicle - 4 door, mid-size
      Cost                      $24,000
      Purpose                   Replaces an existing full-size vehicle that is over 14 years old with
                                71,000 miles. New utility vehicle will more closely match the
                                functional needs of users than the current full-size pickup. The
                                existing vehicle will be traded in or sold at auction.
      Operating Budget Impact   Owning and operating cost are expected to average about $6,500
                                annually.




                                       51
g   Fleet Services

       Purchase Item             Fuel Tank Level System
       Cost                      $16,000
       Purpose                   The existing Tank Level System (TLS) has become technologically
                                 obsolete. The new system will interface with the Fuel Force Fuel
                                 Management System to provide scheduled leak detection tests and
                                 daily inventory reports. Parts for the old system are becoming
                                 unavailable.
       Operating Budget Impact   Annual operating costs are expected to be less than $500 per year.

       Purchase Item             Brake Lathe
       Cost                      $12,000
       Purpose                   This additional brake lathe will allow the Fleet mechanics to more
                                 efficiently perform brake system rebuilds on heavy equipment such
                                 as dump trucks. The new unit will additionally handle the larger
                                 wheel sizes that are being used on newer trucks (existing lathe is
                                 not capable).
       Operating Budget Impact   Annual operating costs are expected to be less than $500 per year.

g   Greenway

       Purchase Item             Preliminary Engineering for Barnett/So. Stage and So. Stage/
                                 Suncrest Rd. Sections
       Cost                      $530,000
       Purpose                   Preliminary engineering costs are associated with the Greenway
                                 Trail to be constructed from Barnett Road to Suncrest Road in
                                 Medford.
       Operating Budget Impact   No ongoing operating impact until trail completion.

g   Motor Pool

       Purchase Item             Patrol Vehicles (6)
       Cost                      $126,000
       Purpose                   Replaces six existing patrol vehicles that have met their useful life
                                 and are fully depreciated.
       Operating Budget Impact   Annual owning and operating costs will be about $21,000 per year.

       Purchase Item             Explorer Utility Vehicles, 4 door, (3)
       Cost                      $68,346
       Purpose                   Replaces three existing units that are fully depreciated and have met
                                 their useful life.
       Operating Budget Impact   Annual owning and operating costs will be about $6,000 per year.

       Purchase Item             Pickup, 4x4
       Cost                      $19,010
       Purpose                   Replaces an existing truck that has been fully depreciated and its
                                 useful life.
       Operating Budget Impact   Annual owning and operating costs will be about $5,700 per year.

       Purchase Item             Cargo Van, 3/4 ton (2)
       Cost                      $32,365
       Purpose                   Replaces two existing vans that have been fully depreciated and
                                 scheduled for normal replacement.

                                        52
      Operating Budget Impact   Annual maintenance and operating costs will be about $5,100 per
                                year, per unit.

      Purchase Item             Sedans (4)
      Cost                      $56,960
      Purpose                   Replaces four existing sedans that are fully depreciated and have
                                met or exceeded their useful life.
      Operating Budget Impact   Annual owning and operating costs will be about $4,100 per year.

      Purchase Item             Mini Van, 7 Passenger
      Cost                      $17,364
      Purpose                   Replaces an existing unit that is fully depreciated and scheduled for
                                normal replacement.
      Operating Budget Impact   Annual owning and operating costs will be about $5,300 per year.

g   Road Maintenance

      Purchase Item             Environmental Equipment Facility
      Cost                      $150,000
      Purpose                   A new facility will be built to better handle environmental goals
                                regarding the cleaning of equipment and the disposal of waste.
                                Project includes decommissioning of unused storage tanks, as well
                                as creation of structure to allow drying of sludge material and
                                cleaning of asphalt equipment.
      Operating Budget Impact   Owning and operating costs are expected to be about $10,000
                                annually for building utilities and maintenance.

      Purchase Item             Mobile Excavator
      Cost                      $275,000
      Purpose                   An existing Gradall that has met its useful life and is requiring an
                                increased level of maintenance will be replaced. The department
                                has three of these units that form the backbone of the ditching and
                                excavation program. Usage of all three units is high and
                                replacement needs to occur on time to ensure that high reliability is
                                maintained.
      Operating Budget Impact   Owning and operating costs are expected to be about $23,000
                                annually.

      Purchase Item             Pickups, ½ ton, 4x4, ext cab (2)
      Cost                      $48,000
      Purpose                   Replacements for two existing units that have exceeded their
                                mileage lives. Both units are used by maintenance managers for
                                daily travel covering large areas in the county. Mileage of old units
                                when replaced will be near 100,000 miles.
      Operating Budget Impact   Annual owning and operating costs will be about $18,000 per year
                                for both units combined.




                                       53
Purchase Item             Pickups, 3/4 ton, 2x4 (3)
Cost                      $66,000
Purpose                   Replaces three existing units that currently have 148,000 miles,
                          121,000 miles, and 130,000 miles respectively. All have met their
                          useful lives and need to be replaced to maintain reliability.
Operating Budget Impact   Annual owning and operating costs for all three units combined will
                          be approximately $24,000 per year .

Purchase Item             Pickups, 3/4 ton, 4x4 (3)
Cost                      $72,000
Purpose                   Three units will be replaced that have met or exceeded their useful
                          lives. Current mileages for all units are between 90,000 and
                          100,000 miles. Vehicles are used by road maintenance crews for
                          traffic control, etc.
Operating Budget Impact   Annual owning and operating costs for all three units combined will
                          be approximately $27,000 per year .

Purchase Item             Brush Chipper
Cost                      $22,000
Purpose                   This unit will replace an existing chipper that was purchased five
                          years ago. Brush chippers are high-use items in the winter
                          months. The existing unit is becoming unreliable. This unit
                          provides service to a large crew and unreliability can cause large
                          losses in productivity and effectiveness.
Operating Budget Impact   Annual owning and operating costs will be about $6,000 annually.

Purchase Item             Slide-In Sander Attachment
Cost                      $11,500
Purpose                   This unit will replace an existing slide-in sander attachment that
                          was purchased in 1985. The existing unit is rusted and worn due
                          to elements and use.
Operating Budget Impact   Annual owning and operating costs will be about $2,000 annually.

Purchase Item             Weight Distribution Device Attachment
Cost                      $15,000
Purpose                   This new attachment will provide an additional axle for an existing
                          culvert flusher/vacuum, unit #413. The benefit will be increased
                          load capacity, therefore, reducing driving time between each load
                          of water or waste. Equipment #413 can currently be overloaded if
                          all tanks are filled. The new axle will reduce impact on roadways.
Operating Budget Impact   Annual owning and operating costs are estimated to be
                          approximately $500 annually.




                                 54
      Purchase Item             Aggregate Trailer
      Cost                      $40,000
      Purpose                   This additional unit will provide the road maintenance crews added
                                flexibility when moving crushed aggregate to and from stockpile
                                sites in the county. Research is currently being done to finalize
                                which type of trailer to be purchased. Studies have shown that in
                                almost all cases aggregate trailers lower the production costs
                                associated with moving material. Usage of existing trailers is near
                                maximum.
      Operating Budget Impact   Annual owning and operating costs are estimated to be
                                approximately $6,000 annually.

g   Vegetation Management

      Purchase Item             Turf Mower
      Cost                      $82 ,000
      Purpose                   Replacement for an existing turf mower that has met its useful life.
                                This unit is the largest mower and is used to cover large areas of
                                turf. This unit is heavily used in the summer season for contract
                                work with school districts, etc.
      Operating Budget Impact   Annual owning and operating costs are expected to average
                                $16,000.

SHERIFF

      Purchase Item             Chiller for Jail
      Cost                      $100,000
      Purpose                   The existing chiller is approximately the same age as the one that
                                recently failed in the Justice Building. The jail has no doors or
                                windows that can be opened to allow air circulation in the event of
                                a failure.
      Operating Budget Impact   Improved efficiency of the new system will reduce utility costs.

      Purchase Item             Upgrade Central Internal Control/Security Systems for Jail
      Cost                      $16,500
      Purpose                   The building’s security systems are being upgraded. This upgrade
                                will include a security camera system on the exterior of the
                                building that will adjust for changes in lighting conditions and an
                                upgrade to a touch-screen door control computer. Replacement
                                parts for the current door control system are hard to obtain, and
                                non availability could potentially compromise building security.
      Operating Budget Impact   Maintenance costs will decrease with the elimination of the aging
                                equipment.




                                       55
         Agate Road
(Nick Young Road to Linn Road)
                                                     Widen and Overlay
                                                       T. 36 S., R. 1 W.
                                                                                        5       4




                                                                                                                              DAHLIA TR
       R




                  PRO JE C T ARE A
        I VE
 G UE R




                                                                      LINN RD
RO




                                                                OLD LINN RD




                                         6       5
                                                                                    5       4
                                         7       8
                                                                                    8       9

                                                      NICK YOUNG RD
                                     AGATE RD




                                                                                                                                          26
                                                                                                                                        AY
                                                                                                    AN
                                                                                                      TE




                                                                                                                                     HW
                          CR E E K
               B UT T E
       T LE                                                                                            LO




                                                                                                                                 HIG
L IT                                                                                                       PE
                                                                                                            CR




                                                                                                                              KE
                                                                                                                EE




                                                                                                                         LA
                                                                                                                K




                                                                                                                         ER
                                                                                                                       AT
                                                                                                                     CR




                                     7       8




                                                                                                                                 N
        0.5                          0                        0.5               1                    1.5 Miles




                                                                      56
                       Agate Road
                 Left Turn Lane at Leigh Way
                              T. 36 S., R. 1 W.


                   AVENUE F




                                                                                                                  RD
                                                                                                               N
                                                                                                   62



                                                                                                              O
                                                                                                            SI
                                                                                               AY
                                              18        17




                                                                                                           I
                                                                                                        IV
                                                                                              HW



                                                                                                        D
                                                                                                                            17        16
                                              19        20




                                                                                             G
                               11TH ST




                                                                                          HI
                                                                                                                            20        21




                                                                                        KE
                                                   AGATE RD




                                                                                     LA
                                                                                   ER
                                                                                AT
                                                                              CR
        7TH ST




                   ANTELOPE RD
                                                                                   WHI TE CI TY
                                                                                              AVENUE A
                                                         (PROPOSED)
                                                          LEIGH WAY      LAKE OF THE WOOD
                                                                                         S HIGHWAY 140

                                                                        MERRY LN
      PRO JE CT AREA

                                                                  GRAMERCY DR
                                                                                   HIL
                                                                                      TL
                                         19        20
                                                                                        N

                                         30        29                                                                  20        21

                   E. GREGORY RD                                                               LAKE SHORE DR           29        28




                                                                                                                        N
0.5                    0                                          0.5                                       1 Miles




                                                             57
Antelope Road /Agate Road Intersection
                          Traffic Signal Project
                                           T. 36 S., R. 1 W.

                                                                                        AVENUE G


                 AVEN UE F




                                                                                                                       RD
                                                                                                                    N
                                                                                                        62



                                                                                                                   O
                                                                                                                 SI
                                                                                                    AY
                                                  18        17




                                                                                                                I
                                                                                                             IV
                                                                                                    W



                                                                                                             D
                                                                                                                                       17        16




                                                                                                 GH
                                                  19        20
                                 11TH ST




                                                                                              HI
                                                                                                                                       20        21




                                                                                            E
                                                        AGATE RD




                                                                                        AK
                                                                                       RL
                                                                                    ATE
                                                                                 CR
        7TH ST




                                                                                                             W H I T E CI T Y
                 ANTELOPE RD




                                                                                                   AVENUE A
                                                            (PROP OSED)
                                                             LEIGH WAY     LAKE OF THE WOOD
                                                                                           S HIGHW AY 140
        PRO JE CT ARE A
                                                                          MERRY LN




                                                                   GRAMERCY DR
                                                                                      HIL
                                                                                          T   LN
                                             19        20


                                             30        29                                                                         20        21


                 E. GREGORY RD                                                                      LAKE SHORE DR                 29        28




                                                                                                                                                      N
  0.5                        0                                             0.5                                          1 Miles




                                                                   58
       Antelope Road
(Agate Road to Division Road)
                         Provide Left Turn Lane
                                             T. 36 S., R. 1 W.

                                                                                         AVENUE G


                   AVEN UE F




                                                                                                                        RD
                                                                                                                     N
                                                                                                         62



                                                                                                                    O
                                                                                                                  SI
                                                                                                     AY
                                                   18        17




                                                                                                                 I
                                                                                                              IV
                                                                                                     W



                                                                                                              D
                                                                                                                                        17        16




                                                                                                  GH
                                                   19        20
                                   11TH ST




                                                                                               HI
                                                                                                                                        20        21




                                                                                             E
                                                         AGATE RD




                                                                                         AK
                                                                                        RL
                                                                                      TE
                                                                                                              W H I T E CI T Y
                                                                                     A
                                                                                  CR
      7TH ST




                   ANTELOPE RD




                                                                                                    AVENUE A
                                                             (PROP OSED)
                                                              LEIGH WAY     LAKE OF THE WOOD
                                                                                            S HIGHW AY 140
               PRO JE CT ARE A
                                                                           MERRY LN




                                                                    GRAMERCY DR
                                                                                       HIL
                                                                                           T   LN
                                              19        20


                                              30        29                                                                         20        21


                    E. GREGORY RD                                                                    LAKE SHORE DR                 29        28




                                                                                                                                                       N
0.5                            0                                            0.5                                          1 Miles




                                                                    59
      Town of Butte Falls
                                                 Sidewalks

                                               T. 35 S., R. 2 E.


            4        3

            9        10
                                                                                                                                        3         2


                                                                                                                                        10        11
                     BU
                       TT                                                        S FO
                         E                                                            R    K B
                             FA                                                                I         G
                                LL                                                                           B UT
                                   S                                                                                     TE
                                       RD                                                                                     CR

                                               BUT T E F A L L S
                                                                BLUFF ST


                                                                FEE ST
                                                                     C EDAR AV
                                                     PI NE AV




                                                                                 FIR AV


                                                     BROAD ST                                 OAK AV

                                                      MA IN ST


                                                                SOUTH ST
                                                                                                             LAUREL AV
                                          EK
                                        CR E




                                                                                                                         B
                                       IL L




                                                                                                                             U T TE F
                                                                                                                                      A           LLS
                                   HUK




                                                                                                                                                        - F IS H L
                                                                                          R EDW OOD




                                                                                                       1ST ST



                                                                                                      2ND ST


       9        10


       16       15                                                                                                                 10        11


                                                                                                                                   15        14




                                                                                                                                                                          N
0.5                                0                                              0.5                                                                           1 Miles




                                                                 60
                       Depot Street
                                 Railroad Crossing

                                   T. 36 S., R. 4 W.




                                        BERGLUND ST
                W.
                     MA
                       IN
                            ST                            R O GUE R I V E R                  1ST ST
          EK
    CR E




                                                                PINE ST
                                                                                       PR OJE CT A RE A
     NS
E VA




                                                                             O AK ST




                                                                                                      BROADW AY ST




                                                                                                                                   CEDAR ST
                             INT 16                        15                                                        E. M
                                ER                                                                                       AI N
                                                                                                                              S
                                                                                       NER
                                  ST                                                                                              T
                                    AT
                                      E
                                                                                  G ARD I
                                                      5




                                                                                                                                              K
                                                                                                                                         EE
                                   21                      22




                                                                                                                                       CR
                                                                                              AR BO
               RO




                                                                                                   R




                                                                                                                                  RD
                                                                                                                            T


                                                                                                                                 WA
                  GU




                                                                                                                     PAR K S
                                                          ST
                       E




                                                          T
                            R



                                                        PO
                             IV


                                                      DE




                                                                                              MADR
                                                                                                  ONE
                                 ER




   R OG                                                                                                                         SICK
               UR R                                                                                                       C LA S
                    IVE
                          RH
                            IG H
                                   W
                                       AY
                                              99




                                                                                                                                                  N
           0.1                                0                            0.1                                       0.2 Miles




                                                                      61
        West Main Street
(Lewis Avenue to Oak Grove Road)
                                         Provide Left Turn Lane
                                                          T. 37 S., R. 2 W.




                                                                                                             ROSS LANE NORTH
                      22        23

                                                                                                                                                                  RD
                                                                                                                                       23        24
                      27        26
                                                                                                                                                              S
                                                                                                                                       26        25          W
                                     PRO JE CT ARE A                                                                                                      RE
                                                                                                                                                         D
                                                                                                                                                       AN




                                                                                                                                                                       N. COLUMBUS AV
                                                                                                                                                  C
                                                                                                                                                 M
                                                                                                                                             .
                                                                                                                                        W




      JACKSONVILLE HYIGHW AY 238
                                                                                                                                                            WEST MAIN ST
                                             RENAULT AV




                                                                                                                                                 LEWIS AV
                                                                                                                                                            ME DF O R D
                                                                              CLOVER LN



                                                                                                LOZIER L N




                                                                                                                           PRUNE ST
                                                          OAK GROVE RD




                 27        26
                                     MADRONA LN                                                                                   26        25
                 34        35
                                                                                                                                  35        36




                                                                                                                                                                                        N

0.5                                      0                                                0.5                                                                1 Miles




                                                                         62
                                           DEBT MANAGEMENT

                                              Authority to Incur Debt

Generally, counties are authorized to incur debt as outlined in Oregon Revised Statute 287. General obligation bond
limits are set by Oregon Revised Statute 287.054(2), which states, “The aggregate amount of general obligation
bonded indebtedness of counties shall not at any time exceed two percent of the real market value of all taxable
property in the county.” Using this formula, our current obligation bonded debt limit would be $198,752,154. There
are no limits on revenue anticipation bonds, bonding for urban renewal agencies, or industrial revenue bonds.

Both the juvenile and library facilities bonds are general obligation bonds, therefore, the county’s debt as a percentage
of the assessed evaluation is 0.34 percent. Following are maturity schedules for the bond issues affecting Jackson
County’s budget.

                                           Jackson County, Oregon
                                 $445,000 Airport Revenue Bonds, Series 1992

The bonds are registered bonds in $5,000 denominations or integral multiples thereof. Interest is payable semiannually
on September 1 and March 1 of each year, commencing September 1, 1992, through the principal corporate trust
offices of the registrar and paying agent, currently Security Pacific Bank of Oregon, Portland, Oregon.

The proceeds of the sale of the bonds was used to construct two public general aviation hangars, to fund a debt
service reserve, and to pay the costs of issuance of the bonds.

The bonds are not general obligations of Jackson County (the “county”) nor are they a charge upon the tax revenues
of the county. The bonds are not obligations of the state of Oregon or of any political subdivision of the state except
the county. The bonds are valid and binding obligations of the county and are payable from the net revenues of the
airport system and other funds as defined in the resolution authorizing the issuance of the bonds.

                                                    Maturity Schedule

               Fiscal                  Principal                  Interest                      Yield or
               Year                    Amounts                     Rates                         Price

                2002                     20,000                     6.85%                        100%
                2003                     20,000                     7.30%                        100%
                2004                     20,000                     7.30%                        100%
                2005                     25,000                     7.30%                        100%
                2006                     25,000                     7.30%                        100%
                2007                     25,000                     7.30%                        100%
                2008                     30,000                     7.30%                        100%
                2009                     30,000                     7.30%                        100%
                2010                     35,000                     7.30%                        100%
                2011                     35,000                     7.30%                        100%
                2012                     40,000                     7.30%                        100%


                                      Payment Schedule for Fiscal Year 2001-2002
                                                                                                Ending
               Total Payment           Principal                  Interest                      Principal

                 $42,540                $20,000                  $22,540                        $290,000



                                                            63
                                           Jackson County, Oregon
                                      $31,000,000 Library Revenue Bonds
At the election on May 16, 2000, the citizens of Jackson County approved a general obligation bonded indebtedness in
the amount not to exceed $38,940,000 to finance the cost of land acquisition, capital construction, and improvements
to library facilities. The project will provide new or expanded facilities in Rogue River, Jacksonville, Ruch, Applegate,
Eagle Point, Shady Cove, Prospect, Butte Falls, Central Point, Gold Hill, Phoenix, and Talent. It will also fund the
development, construction, furnishings, and site improvements for a new headquarters building which will include the
Medford Main Library Branch, Rogue Community College Library, processing center, and central office for the
Jackson County Library System.

During fiscal year 2001 the county issued $20,365,000 in bonds to complete the first phase of the project. The
remaining portion will be issued during fiscal year 2003. Bonds were sold in $5,000 denominations or integral
multiples thereof. Interest is payable on December 1 and June 1 each year commencing on December 1, 2000.
Below is the projected Maturity and Payment Schedules.

                                                   Maturity Schedule

               Fiscal                 Principal                  Interest                      Yield or
               Year                   Amounts                     Rates                         Price

               2002                   $635,000                    5.00%                         100%
               2003                   $665,000                    5.00%                         100%
               2004                   $695,000                    5.00%                         100%
               2005                   $730,000                    5.00%                         100%
               2006                   $770,000                    5.00%                         100%
               2007                   $805,000                    5.00%                         100%
               2008                   $850,000                    5.00%                         100%
               2009                   $890,000                    5.00%                         100%
               2010                   $940,000                    5.00%                         100%
               2011                   $990,000                    5.00%                         100%
               2012                  $1,040,000                   5.00%                         100%
               2013                  $1,095,000                   5.00%                         100%
               2014                  $1,160,000                   5.13%                         100%
               2015                  $1,225,000                   5.15%                         100%
               2016                  $1,295,000                   5.25%                         100%
               2017                  $1,365,000                   5.25%                         100%
               2018                  $1,450,000                   5.25%                         100%
               2019                  $1,535,000                   5.25%                         100%
               2020                  $1,625,000                   5.25%                         100%


                                     Payment Schedule for Fiscal Year 2001-2002
                                                                                                Ending
               Total Payment          Principal                  Interest                      Principal

                 $1,644,463            $635,000                  $1,009,462                  $19,125,000




                                                           64
                                          Jackson County, Oregon
                                    $16,500,000 Juvenile Revenue Bonds


At the election on November 7, 2000, the citizens of Jackson County approved a general obligation bonded
indebtedness in the amount not to exceed $16,5000,000 to finance the cost of land acquisition and capital
construction for a new juvenile facility.

During fiscal year 2001, the county issued $16,500,000 in bonds for the project. The bonds were sold in $5,000
denominations or integral multiples thereof. Interest is payable on December 1 and June 1 each year commencing on
December 1, 2001. Below is the projected Maturity and Payment Schedules.


                                                  Maturity Schedule

              Fiscal                 Principal                 Interest                     Yield or
              Year                   Amounts                    Rates                        Price

               2002                  1,370,000                 3.53%                         100%
               2003                  1,420,000                 3.91%                         100%
               2004                  1,475,000                 4.01%                         100%
               2005                  1,535,000                 4.13%                         100%
               2006                  1,595,000                 4.23%                         100%
               2007                  1,665,000                 4.36%                         100%
               2008                  1,740,000                 4.46%                         100%
               2009                  1,815,000                 4.55%                         100%
               2010                  1,900,000                 4.65%                         100%
               2011                  1,985,000                 4.74%                         100%


                                    Payment Schedule for Fiscal Year 2001-2002
                                                                                             Ending
              Total Payment          Principal                 Interest                     Principal

                $2,079,114           $1,370,000               $709,114                    $15,130,000




                                                         65
This page is for notes.




          66
                           BOARD OF COMMISSIONERS

                                      1997-98 to 2001-02


            $600,000

            $500,000

            $400,000

            $300,000

            $200,000

            $100,000

                      $0
                            FY 97-98 FY 98-99 FY 99-00 FY 00-01 FY 01-02

               PERSONNEL              MATERIALS               CAPITAL          OTHER            REVENUE




                           FY 97-98         FY 98-99           FY 99-00        FY 00-01          FY 01-02
     PERSONNEL             $271,745        $293,441           $322,391         $350,800          $383,984
     MATERIALS             $79,555         $130,073           $143,818         $139,369          $161,308
     CAPITAL                  $0               $0                $0                $0                $0
     OTHER                    $0               $0                $0                $0                $0
     REVENUE               $314,940        $463,743           $445,905         $490,169          $536,392




The 11.25 percent increase between FY 00-01 and FY 01-02 is a result of the need to replace a photo copy machine,
printer, and the addition of travel and training to attend a National Forest Counties and Schools meeting.




                                                         67
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                  PROGRAM
Board of Commissioners                                                                                   General Policy

PROGRAM DESCRIPTION

The general policy program provides the governing body (Board of Directors) for Jackson County. The Board
provides quality public services which include services to unincorporated areas as well as county-wide services
such as public health, criminal justice, airport, and library system. It enacts county laws, orders or ordinances
necessary for effective delivery of services. The Commissioners also resolve citizen complaints regarding county
services. As the governing body for special jurisdictions (White City Urban Renewal District, White City Law
Enforcement District), the Board of Commissioners provides quality public services and adopts budgets for the
jurisdictions as well as enacts ordinances as appropriate. As the regional authority designated by the state of
Oregon and federal government, the Commissioners enforce regulations, oversee programs, and monitor
expenditures as designated by the law. The Board acts as the responsible organization for expenditure of certain
federal funds and program management, particularly in the area of federal forest and land management. The Board
of Commissioners serves as exclusive body to represent matters of regional interest. It works with individual
citizens and citizen groups, the federal and state government, community and business representatives, and others
to ensure the interests of Jackson County’s citizens are met. The Commissioners lobby federal and state
government to ensure issues are addressed and/or resolved.

The general policy program is helping to meet all county goals.


PROGRAM GOAL

The goal of the general policy is to serve all citizens fairly and ensure access to county government, to encourage
citizen understanding and participation in county government, and to plan for the future.


                                                    OUTCOMES
                                                                  FY            FY              FY              FY
                                                               1999-2000     2000-2001       2000-2001       2001-2002
                                                                 Actual      Budgeted        Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g     Number of hours each Commissioner is                924 hrs/yr    925 hrs/yr     942 hrs/yr        1,016
           available to the public.                                                                           hrs/yr
     g     Number of hours each Commissioner is                36 hrs/yr      36 hrs/yr      18 hrs/yr
           available to county departments.                                                                  18 hrs/yr


Prior Year Action Plan Results

     It was decided to do away with the meeting with selected department heads held twice a month, and instead,
     include a work session that is held every week to discuss any policy issue or department-related matter.
     Weekly departmental presentations were added to the Board meetings to inform the public, as well as the
     Board, on matters of county interest. The Board meetings are now televised giving more opportunities to
     discuss policy matters. In addition, the Board added public forums, when appropriate, to bring forth matters
     of regional interest.

                                                          68
DEPARTMENT                                                                                                 PROGRAM
Board of Commissioners                                                                                  General Policy

Future Action Plan

    a.      Available to the public for private meetings nine hours per month.
    b.      Attend meetings for forty-three hours per month.
    c.      Be available to the public by telephone twenty-five hours per month.
    d.      Make nine hours per month of public appearances.
    e.      Attend and televise the weekly meetings fifty-two times per year.
    f.      Serve as liaisons to sixty-four organizations, agencies, and departments, and attend committee meetings.
    g.      Hold public forums of public interest when needed.

FINANCIAL

Outcome

    g       Number of hours Commissioners work                 50 hrs/yr     50 hrs/yr     119 hrs/yr       72 hrs/yr
            toward adopting a balanced county budget,
            stabilizing funding, and passing bonds and
            levies.

Prior Year Action Plan Results

    The Commissioners successfully obtained Congressional approval of HR 2389, which will ensure stable
    funding until 2006. In addition, the Commissioners campaigned for bond measures for the libraries and a
    juvenile center. Both the library bond measure and juvenile bond measure were passed by voters. Progress
    was also made toward retention of the fishing industry, expansion of alternative forms of energy, and
    additional production of forest products.

Future Action Plan

    a.      Ensure available resources to accomplish agreed upon outcomes.
    b.      Lobby on economic development issues.
    c.      Attend budget meetings and hearings.
    d.      Implement HR 2389.
INTERNAL PROCESSES

Outcome

    g       Number of hours devoted to achieving long-         480 hrs/yr   480 hrs/yr     480 hrs/yr      480 hrs/yr
            range plans, accomplishments, and goals per
            Commissioner.

Prior Year Action Plan Results

    In the area of economic development with Korea, the Commissioners are attending an Asian/American Affairs
    Committee monthly. They also met with a Korean delegation which visited Jackson County during the year.
    They are working with the cities and federal government to encourage natural gas vehicles and offer the use
    of the county’s natural gas pump, as well as working with the federal government on alternative forms of
    energy, including hydroelectric. The Commissioners continue working with a coalition on an area
    transportation plan, as well as attending regional problem solving committee meetings dealing with land use.
    They continue to explore the use of a commuter railroad. The STARS program has been instrumental in
    promoting teen sexual abstinence. The teen pregnancy rate has declined from 20.01 percent in 1991 to 11.08
    percent in 2000. A Small Diameter Tree Utilization Committee was established to work with the county’s
    Natural Resources Committee. The Family Resource Center was opened in White City and the
    groundbreaking has taken place for the White City Library. In addition, the Urban Renewal Board is working
    with Boise Cascade on road issues.




                                                          69
DEPARTMENT                                                                                                   PROGRAM
Board of Commissioners                                                                                    General Policy

Future Action Plan

    a.     Continue to work on economic development with Korea.
    b.     Continue to work on natural gas in vehicles issue.
    c.     Continue to work on ridding MTBEs in environment.
    d.     Continue to work on area transportation issues.
    e.     Continue to work on Regional Land Use Zoning.
    f.     Continue to work with the STARS program.
    g.     Continue to work on natural resource issues.
    h.     Continue to work on White City Urban Renewal.
    i.     Work on commuter train.

LEARNING AND GROWTH

Outcome

    g      Average number of educational training             60 hrs/yr     60 hrs/yr         60 hrs/yr       90 hrs/yr
           hours per Commissioner.

Prior Year Action Plan Results

    The Commissioners have attended many Association of Counties (AOC) meetings including the annual
    meeting in November. Mr. Walker is the chair of the District 4 AOC as well as serves on the AOC Executive
    Board and Legislative Board. They also attended many O&C Counties meetings including the annual meeting
    in December. The Commissioners attended the National Forest Counties and Schools Coalition meeting as
    well as the National Association of Oregon Counties meeting in Washington, D.C., where they are able to meet
    with Oregon Senators and Representatives, as well as other federal officials, on local issues, including
    concerns with moving the Medford Tanker Base and concerns of equality of funding for the seniors in
    Southern Oregon. Commissioner Holt has attended Clean Cities meetings to help improve the air quality of the
    area. Jackson County has been represented on the Local Government Advisory Committee in Salem which
    advises the State Department of Human Resources. Commissioner Kupillas represents Jackson County as a
    member and chair of the Oregon Rural Development Council. Additionally, the Commissioners were
    instrumental in obtaining a grant for a water study in Jackson County. They plan to attend the Innovations
    Group meeting to discuss ideas with other counties and find ways to improve Jackson County government.

Future Action Plan

    a.     Continue to attend educational/training sessions and state and federal meetings.




                                                         70
 DEPARTMENT                                                                                            PROGRAM
 Board of Commissioners                                                                             General Policy



 EXPENDITURES                        1997-1998        1998-1999        1999-2000       2000-2001        2001-2002
                                        Actual           Actual           Actual         Revised         Adopted

 Personal Services                     $271,745        $293,441         $322,391         $350,800        $383,984

 Materials & Services                   $79,555        $130,073         $143,818         $139,369        $161,308

 Capital Outlay                              $0               $0               $0              $0               $0

 Other                                       $0               $0               $0              $0               $0

 Total                                 $351,300        $423,514         $466,209         $490,169        $545,292


 REVENUES

 State/Local Gov't                           $0               $0               $0              $0               $0

 Federal Gov't                               $0               $0               $0              $0               $0

 Fees & Charges                        $230,459        $346,804         $351,232         $418,336        $459,268

 Other                                  $84,481        $116,939          $94,673          $71,833         $77,124

 Total                                 $314,940        $463,743         $445,905         $490,169        $536,392

 Full-time Equivalent                       5.05             5.05            5.05            5.05             5.05


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Personnel services increased by 9 percent due to increases in salaries, payroll taxes, and employee
benefits. Materials and services went up 15 percent due to a request for a replacement for the copy machine and
printer. Additional trips including sending two Commissioners to the Innovations Workshop and the National Forest
Counties and Schools Meeting have been added. The Board’s membership fees for AOC and NACO have increased
as well as fees for contracted services. Postage rates and publication fees have also increased.

Revenues - N/A




                                                        71
This page is for notes.




          72
            CULTURE, EDUCATION AND RECREATION
                      1997-98 to 2001-02



         $12,000,000

         $10,000,000

           $8,000,000

           $6,000,000

           $4,000,000

           $2,000,000

                        $0
                              FY 97-98 FY 98-99 FY 99-00 FY 00-01 FY 01-02

                PERSONNEL              MATERIALS                CAPITAL           OTHER            REVENUE




                           FY 97-98          FY 98-99            FY 99-00          FY 00-01          FY 01-02
     PERSONNEL            $4,679,725        $5,192,797          $5,460,427        $5,953,610        $6,311,814
     MATERIALS            $3,836,572        $4,425,128          $4,417,059        $4,686,193        $4,737,518
     CAPITAL               $337,884          $310,663            $401,688          $655,621          $315,397
     OTHER                   $1,531          $156,228             $6,803           $110,522          $163,315
     REVENUE               $314,940          $463,743            $445,905          $490,169          $536,392




Roads, Parks and Planning - The parks program completed several major capital projects during FY 00-01.

Community Justice - The increase in this category is a result of reorganization of personnel from other categories.

Revenues - A reduction between FY 97-98 and FY 98-99 occurred when the library levy was consolidated and
converted to the county’s permanent rate limit.




                                                           73
                                JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                   CATEGORY
Community Justice                                                                                                C

                                        HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

The adult and juvenile education and rehabilitation programs have increased the number and percentage of offenders
who successfully complete programs and increased revenue collections. The 1st Option program has graduated 300
participants in its two years of operation. Less than 2 percent of the graduates have returned to supervision. The
cognitive restructuring program operated in conjunction with the sheriff’s department in the Talent jail has been
expanded and is operating in the Community Justice Work Center. A cadre of volunteers continued to provide
alcoholic and narcotics anonymous for the Main and Talent jails. The jail library currently has over 17,000 volumes,
and the GED program is anticipated to have over 250 participants by the end of fiscal year 2000-2001. Because of
changes in the law, the offenders who would have previously been participating in the DUII Boot program are, for the
most part, being sentenced to prison. As a result, the DUII Boot program is rarely used and has not been an effective
tool.

FY 2001-2002

Challenges for fiscal year 2001-2002 include the development of cognitive restructuring programs for juvenile
offenders and reducing dependence on the county’s general fund. Unfortunately, many of the services delivered by
the adult and juvenile education and rehabilitation program do not have readily identifiable revenue sources outside of
county funds. In the long run, these programs save community resources by helping to rehabilitate offenders. The
possibilities of sharing resources and staff to separately provide programs for adult and juvenile offenders are being
explored. This has a potential of increasing efficiency and the ability to better deliver services to these diverse
populations.


BENCHMARK




                                                           74
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                 PROGRAM
Community Justice                                                                        Rehabilitation and Education

PROGRAM DESCRIPTION

Rehabilitation and education programs provide the court, probation officers, and community partners with
education and rehabilitation options that help offenders change their thinking and behavior. DUII offenders meet
legal requirements for drug and alcohol evaluation and treatment. The theft recovery program requires offenders
to list prior thefts and pay back their victims. The Intake/Classification Officer directs offenders to make the
required connections in order to follow sentencing orders. Inmate services coordinates three libraries, law library
access, scheduling of basic education, health classes, Alcoholics Anonymous, Narcotics Anonymous, and co-
facilitates cognitive self change classes. Day reporting gives additional support to the probation staff with a
monitoring system for offenders that need daily contact. 1st Option provides education classes and community
service alternatives impacting low and limited risk offenders. The cognitive self-change program is a process
providing education and a forum to practice using pro-social skills while incarcerated.

The rehabilitation and education program is helping to meet county goals: (1) Protect the health, safety, and well-
being of all citizens; and (7) Make recreational, learning, and cultural opportunities accessible and available.


PROGRAM GOAL

The goal of the rehabilitation and education program is to provide alternative education and sanction options that
hold offenders accountable to victims and the community and to assist in management of the offenders population,
both in and out of jail. The program also strengthens cooperation between public agencies with whom they work,
enhances the attractiveness of public facilities, and makes the best use of Jackson County’s resources.


                                                    OUTCOMES
                                                                  FY            FY             FY              FY
                                                               1999-2000     2000-2001      2000-2001       2001-2002
                                                                 Actual      Budgeted       Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g     Increase percent of partners and citizens            23.9%           31%           33.1%           36%
           aware of programs.

Prior Year Action Plan Results

     All four tasks from last year’s plan were used. The county survey is not specifically focused to this
     department program, so it is difficult to know the real impact regarding programs. Department survey
     results improved to 33.1 percent.

Future Action Plan

     a.    Develop relationship with the county’s communication agency to increase visibility.
     b.    Build on community outreach forum with Dennis Maloney after April 2001 meeting.
     c.    Schedule four personal staff contacts with community service partner work sites and theft recovery
           merchants per month.
     d.    Evaluate the possibility and use of an internal survey with those clients that use our service.



                                                          75
DEPARTMENT                                                                                                PROGRAM
Community Justice                                                                       Rehabilitation and Education

FINANCIAL

Outcome

    g       Increase amount of revenue from fees                 $28,000     $50,000        $50,000        $60,000
            increase.

Prior Year Action Plan Results

    All tasks from last year were implemented to increase revenues; however, changes and movement of revenue
    sources within the department divisions may reduce budgeted amount. The boot program in particular has
    not been used by the courts, therefore, no revenue was generated for that program.

Future Action Plan

    a.      Hire approved Office Assistant II whose primary duty will be collections.
    b.      Continue to refine the procedures and fee structures currently in place.
    c.      Change outcome measure to percentage rather than a dollar amount.
    d.      Consider eliminating the Boot program from the list of services.

INTERNAL PROCESSES

Outcome

    g       Increase percentage of offenders
            successfully completing programs.
                  Theft Recovery                                  60%          70%            70%            72%
                  Community Service                               50%          60%            50%            52%
                  DUII                                            60%          70%            70%            72%
                  1st Option                                      40%          50%            60%            62%
                  Volunteer Supervision                           50%          60%            60%            62%

Prior Year Action Plan Results

    Working with Information Technology has moved the theft recovery program closer to becoming fully
    computerized, therefore, more efficient. Changes in staff duties and some flexing of time has allowed more
    timely and closer monitoring of offenders. Changes in intake processes for all programs has decreased the
    work load, therefore, creating more efficiency and less stress.

Future Action Plan

    a.      Complete the theft recovery change over to a new computer program.
    b.      Conduct ongoing work groups to assess need and procedure of each program, and make necessary
            changes.
    c.      Review, discuss, and implement change in community service coordinator’s duties.
    d.      Format the information in the data base to give a clear and more accurate accounting of our success.

LEARNING AND GROWTH

Outcome

g   Increase percentage of staff having all the                   83%          83%            77%            80%
    necessary training and skills to perform their duties
    as measured by internal survey.



                                                            76
 DEPARTMENT                                                                                                PROGRAM
 Community Justice                                                                       Rehabilitation and Education

 Prior Year Action Plan Results

      Bi-monthly staff meetings have provided current information to all program staff regarding each unit of the
      division. All support staff are trained to cover the front desk and provide coverage when needed. The
      primary front desk person has been trained to back up the Administrative Assistant with accounts payable.
      An Office Assistant IV has been moved to monitor more offender information and provide computer support.
      With many changes and new program content, primarily in the Talent programs, not all staff are fully aware
      of the process and are not functioning in those areas, thus accounting for the lower percent in this outcome.
      Nearly 700 hours of formal training and education was completed by the staff in the first six months of fiscal
      year 2000-2001.

 Future Action Plan

      a.    Follow through with training already scheduled through the Human Resources office.
      b.    Evaluate, discuss, and implement training specific to the Talent cognitive restructuring program
            facilitators.
      c.    Evaluate, discuss, and implement further cross training of program staff.
      d.    Use staff meetings to further educate all staff to understand each program unit.



 EXPENDITURES                          1997-1998        1998-1999           1999-2000     2000-2001        2001-2002
                                          Actual           Actual              Actual       Revised         Adopted

 Personal Services                      $455,551          $576,230           $704,771      $745,919            $797,155

 Materials & Services                     $75,889         $152,367           $184,248      $198,691            $284,003

 Capital Outlay                                $0                 $0                $0            $0                   $0

 Other                                         $0                 $0                $0            $0                   $0

 Total                                  $531,440          $728,597           $889,019      $944,610        $1,081,158


 REVENUES

 State/Local Gov't                      $208,906          $477,340           $328,936      $292,450            $382,450

 Federal Gov't                                 $0                 $0                $0            $0                   $0

 Fees & Charges                         $263,944          $287,870           $401,392       $390,500           $370,000

 Other                                         $0                 $0                $0            $0                   $0

 Total                                  $472,850          $765,210           $730,328      $682,950            $752,450

 Full-time Equivalent                       12.56               13.58           17.86          13.88              18.20


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - An increase of 14 percent is due to re-allocation of FTEs.

Revenues - A 10 percent increase if due to the re-allocation of department funds.


                                                           77
                                JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                    CATEGORY
Exposition Park                                                                                                   C

                                         HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

The Expo fund has been operating in a deficit for the past several years. This year a positive ending fund balance is
expected. This has been accomplished with a great deal of work and cooperation by the Fair Board, staff, CAO, and
finance departments. Work has also begun in earnest on the construction of a new amphitheater. A traffic study has
been completed with input from the county roads program and Oregon Department of Transportation. Implementing
the recommendations in this study should alleviate many of the local business and neighbors’ concerns. The Fair
Board has also commissioned a firm to aid in securing a conditional use permit (CUP) for the project.
Although the current master plan allows for an outdoor concert area, it is felt that the CUP process will provide
sufficient opportunity for citizen input. Completing the amphitheater project will provide additional revenue which
should insure future financial stability. An agreement has been reached with the Britt Festivals to hold their larger
concerts at the new facility.

FY 2001-2002

The Expo program will continue the process to construct the amphitheater. The program also has a cell tower lease
agreement in place and the tower construction will begin soon. This will be yet another diversified source of revenue
which will help provide more stable funding for the fair. In addition, talks continue on expansion and diversification
of the Family Fun Center, expanding an already substantial revenue stream.


BENCHMARK

While it would be dangerous to judge the success of the Fairgrounds and Exposition Park solely on attendance
figures, they do provide a consistent barometer of utilization. Last year, attendance at the County Fair exceeded
153,000 people, a record for the event. In addition, exhibitors, both livestock and competitive, still increased nearly
15 percent over the previous year. Record numbers were also achieved in food/beverage sales and carnival receipts.
The Junior Livestock Auction brought in nearly $960,000, making it the largest annual fundraiser in Southern Oregon.
What these numbers show is that the community recognizes the diversity and value the Fair provides.

Off season, or interim, growth has also risen dramatically over the past several years. In 2000, over one-quarter of a
million people came to events held in the interim period at the facility. Larger events, such as horse shows, concerts,
rodeos, and consumer shows account for much of that, but a substantial number also are attributable to smaller, local
events such as ropings/pennings, weddings, meetings, and Rotary functions. These numbers point out not only the
wide public participation and utilization of the Fairgrounds, but the necessity for new, improved facilities.




                                                           78
                               JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                       PROGRAM
Fairgrounds and Exposition Park                                                                                      Fair

PROGRAM DESCRIPTION

The fair program consists of the county fair, spring fair and rodeo. The county fair is a large, traditional gathering
celebrating the best Southern Oregon has to offer. The event includes entertainment, agriculture, competitive
exhibits, commercial sales, technology, and carnival. The focus of the fair is on youth programs, particularly
those associated with agriculture.

The spring fair, or lamb show, is a purely agricultural event, most of which is devoted to 4-H and FFA exhibitors.
It generates no revenue, yet is an important component of the fair program. Youth and agriculture are a key part
of the mission of the Fair Board, and as a result are heavily subsidized. Between the fair and interim programs, lost
revenue and direct donations exceed $140,000 annually. These programs are valuable and considered an
investment in the community and our future.

The harvest fair is a smaller, more locally oriented event, with an emphasis on commercial agricultural
opportunities. These include the cattle, grape, wine, and microbrew industries. Opportunities are provided for
citizens of Jackson County to exhibit goods and services in an atmosphere of community support and recognition.

The fair program is helping meet county goals: (3) Provide opportunity for all citizens to prosper by promoting the
economy of the area; (4) Strengthen cooperation between public agencies; (5) Work to enhance the natural and
man made attractiveness of the area; (6) Encourage citizen understanding and participation in county government;
(7) Make recreational, learning, and cultural opportunities accessible and available.


PROGRAM GOAL

The goal of the fair program is to provide a showcase, as well as social, cultural, recreational, educational,
agricultural, and business activities, and opportunities involving all aspects of the community.


                                                     OUTCOMES
                                                                   FY             FY             FY                 FY
                                                                1999-2000      2000-2001      2000-2001          2001-2002
                                                                  Actual       Budgeted       Expected           Projected

CUSTOMER PERSPECTIVE

Outcome

     g     Increase percent of fair attendance.                                  4.5%           2.5%               5%
     g     Increase the quantity/quality of commercial                            140            140               145
           exhibitors.                                                           8,000          7,800             8,000
     g     Maintain the quantity/quality of competitive
           exhibits.

Prior Year Action Plan Results

     The 2001 Jackson County Fair saw record attendance and record consumer spending; commercial exhibitors
     increased from 132 to 145; and competitive exhibits also increased to over 8,000 entries.



                                                           79
DEPARTMENT                                                                                                    PROGRAM
Fairgrounds and Exposition Park                                                                                   Fair

Future Action Plan

    a.      Provide a high quality, diverse, clean, and safe environment that incorporates the traditional activities
            associated with fairs and festivals, along with non-traditional activities, such as technology, and multi
            ethnic exhibits.
    b.      Incorporate a strong sales effort, combined with an environment that includes a balance of product
            availability and high quality.
    c.      Provide incentives, financial and otherwise, to exhibitors showing during fair events.
FINANCIAL

Outcome

    g       Increase return on investment in fair                               $50,000       $110,000        $200,000
            programs.

Prior Year Action Plan Results

    The return on investment was nearly $200,000, almost $50,000 more than projected.

Future Action Plan

    a.      Utilize community partnerships/sponsorships, grants and donations to offset fair expenses. Utilize RFPs
            to minimize expense and maximize revenues.

INTERNAL PROCESSES

Outcome

    g       Increase percentage of volunteer hours                               100%            8%             15%
            donated.
    g       Cultivate number of partners/sponsors that                           33%             12%            18%
            assist in creating a strong infrastructure.

Prior Year Action Plan Results

    Volunteer hours increased 100 percent to nearly 800 hours. The sponsor base, including media, increased to
    over twenty.

Future Action Plan

    a.      Maintain a high degree of community involvement and visibility.
    b.      Meet regularly with volunteer leaders to ensure internal satisfaction.
    c.      Maintain key management pursuit of additional opportunities.

LEARNING AND GROWTH

Outcome

    g       Increase the number of non fair-related                                  4             2              2
            events and programs.
    g       Increase the number of meetings with                                     2             3              5
            exhibitors/fair participants.




                                                           80
 DEPARTMENT                                                                                                    PROGRAM
 Fairgrounds and Exposition Park                                                                                   Fair

 Prior Year Action Plan Results

      Staff attended eight non fair-related programs, providing broad continued education; meetings with
      exhibitors/fair participants increased to five.

 Future Action Plan

      a.     Continue to utilize non fair related associations and organizations as resources to enhance staff training.
      b.     Create new exhibitor groups to examine variety of fair program operations.



 EXPENDITURES                           1997-1998        1998-1999         1999-2000         2000-2001        2001-2002
                                           Actual           Actual            Actual           Revised         Adopted

 Personal Services                       $193,512          $198,650         $205,988          $238,472          $203,338

 Materials & Services                    $549,392          $603,441         $579,298          $597,166          $538,662

 Capital Outlay                            $69,979          $88,478         $127,158                  $0         $10,000

 Other                                          $0                $0           $5,408                 $0               $0

 Total                                   $812,883          $890,569         $917,852          $835,638          $752,000


 REVENUES

 State/Local Gov't                              $0          $24,893               $36          $67,000           $67,000

 Federal Gov't                                  $0                $0                $0                $0               $0

 Fees & Charges                          $613,853          $614,717         $757,968          $842,500          $872,500

 Other                                      $8,186           $5,325           $23,936              $2,500        $10,000

 Total                                   $622,039          $644,935         $781,940          $912,000          $949,500

 Full-time Equivalent                         1.70               1.65             1.65               1.65            1.65



EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - The overall decrease is a result of shifting costs to the interim events program.

Revenues - N/A




                                                            81
                               JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                    PROGRAM
Fairgrounds and Exposition Park                                                                           Interim Events

PROGRAM DESCRIPTION

The interim program is essentially the off season rental and use of facilities located at the fairgrounds. Both private
and public groups and individuals are encouraged to use these facilities, for a wide variety of events. The program
contains revenues and expenditures generated by these events, along with public/private sector joint ventures, such
as the Family Fun Center and Wild Rogue Pro Rodeo. The interim program has expanded over the past several
years to incorporate substantial development by the private sector. That development continues this year with the
development of a 6,000 seat amphitheater. A state economic development grant of $600,000 has been obtained,
and fundraising for the remainder of revenue necessary for completion is underway.

As with the fair program, youth and community activities receive a high priority. Many events are discounted or
subsidized. The Fair Board has begun Community Tuesdays where, once monthly, the facilities are free for
community groups who are willing to allow citizens to participate in their activity at no charge. Between the fair
and interim programs, the amount donated back to the community exceeds $140,000.

The interim program is helping meet county goals: (2) Serve all citizens fairly, and ensure access to county
governments; (3) Provide opportunities for all citizens to prosper by promoting the economic development of the
area; (4) Strengthen cooperation between public agencies; (5) Work to enhance the natural and man made
attractiveness of the area; (7) Make recreational, learning, and cultural opportunities accessible and available; (9)
Promote employee pride, performance, and productivity; and (12) Plan for the future.


PROGRAM GOAL

The goal of the interim program is to provide showcases, as well as social, recreational, agricultural, educational,
and commercial opportunities involving all aspects of the community. Additionally, it is to maximize staff
resources to work within the community to develop sponsors, partners, new revenue sources, and continued
development.



                                                     OUTCOMES
                                                                   FY             FY             FY              FY
                                                                1999-2000      2000-2001      2000-2001       2001-2002
                                                                  Actual       Budgeted       Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g     Increase in number of use days at the                                  800            750             820
           facility.                                                               3              2               2
     g     New facilities with private investment.

Prior Year Action Plan Results

     The number of use days at the facility increased to over 750, slightly below projections, but an increase of
     nearly 15 percent. While no new facilities were constructed, work on the amphitheater continued, and new
     equipment was acquired through private partnerships.

                                                           82
DEPARTMENT                                                                                                 PROGRAM
Fairgrounds and Exposition Park                                                                        Interim Events

Future Action Plan

    a.      Market the facility both locally and out of market with an emphasis on high return events, such as horse
            shows and concerts.
    b.      Identify compatible development and search out potential investors/developers through the Friends of
            the Fair Foundation or RFPs.
FINANCIAL

Outcome

    g       Increase in revenue generated.                                  $1,680,000      $120,000       $200,000
    g       Dollar amount in reserve as percent of                              5%            0%             5%
            operating budget.

Prior Year Action Plan Results

    Financial targets were projected and maintained, and it appears that the Expo will end the year with a positive
    fund balance.

Future Action Plan

    a.      Use cost accounting to maintain effective financial analysis.
    b.      Develop amphitheater and sell land adjacent to Pine Street.

INTERNAL PROCESSES

Outcome

    g       Number of documents necessary to secure                              3              3              3
            facility rental.
    g       Number of partners secured for off-season                           10              5              10
            development/support.

Prior Year Action Plan Results

    Facility rental has been expedited as a result of elimination or consolidation of internal paperwork. Staff has
    taken Spanish lessons to better communicate with a growing Hispanic clientele. Partners for off-season
    development grew dramatically, partially due to amphitheater fundraising and partially due to rodeo
    partnerships.

Future Action Plan

    a.      Review rental policies/procedures and amend when appropriate.
    b.      Work with new/atypical organizations to investigate new resources

LEARNING AND GROWTH

Outcome

    g       Increase in number of training hours to                             80             60              80
            employees.
    g       Maintain number of meetings with the Fair                           28             16              22
            Board, committees, County Administrator,
            and Board of Commissioners.



                                                          83
 DEPARTMENT                                                                                                    PROGRAM
 Fairgrounds and Exposition Park                                                                           Interim Events

 Prior Year Action Plan Results

      Employees spent nearly 100 hours in training during the fiscal year, in areas ranging from conflict
      management to business English. Fair Board, committee, and County Administrator meetings increased, but
      Fair Board and Board of Commissioner meetings still need to be addressed. Overall communication between
      the Fairgrounds and the county has improved dramatically.

 Future Action Plan

      a.     Increase employee productivity, particularly in areas of technology.
      b.     Improve communication flow between staff, Fair Board, County Administrator, and the Board of
             Commissioners.



 EXPENDITURES                           1997-1998         1998-1999         1999-2000        2000-2001         2001-2002
                                           Actual            Actual            Actual          Revised          Adopted

 Personal Services                        $126,349         $140,998          $154,227          $227,421          $205,343

 Materials & Services                     $359,556         $365,658          $313,019          $390,166          $608,731

 Capital Outlay                                  $0               ($1)              $0                $0                $0

 Other                                           $0                $0               $0                $0                $0

 Total                                    $485,905         $506,655          $467,246          $617,587          $814,074


 REVENUES

 State/Local Gov't                         $67,992           $57,597          $42,376            $5,000            $5,000

 Federal Gov't                                   $0                $0               $0                $0                $0

 Fees & Charges                           $503,232         $398,629          $426,629          $402,500          $435,000

 Other                                      $6,692         $158,451          $206,990          $133,725          $176,574

 Total                                    $577,916         $614,677          $675,995          $541,225          $616,574

 Full-time Equivalent                          2.30               2.35            2.35              3.35               3.35


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - The overall increase is a result of shifted costs and inclusion of a reserve for future expenditures.

Revenues - The fund expects to have a positive fund balance in FY 01-02.




                                                             84
                                JACKSON COUNTY ANNUAL BUDGET
                                                 Fiscal Year 2001-2002
DEPARTMENT                                                                                                     CATEGORY
Library                                                                                                            C

                                            HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

Major library construction project underway. EbscoHost magazine and newspaper services added Summer 2000.
Will experiment with new technology for managing printing from patron workstations in Medford Spring 2001.
Upgrade to online library catalog will occur March 2001. As local school districts have cut back on support for
school libraries, they have looked to the public library for curriculum support.

In 2000-01 the challenge (which has existed for several years) was to deal with the fact that the law library collection
has outgrown the space in the law library. A range of options has been explored, e.g., weeding as feasible; adding
shelving wherever possible; offsite storage; replacing print with electronic resources.

Technical Services Manager simultaneously served as interim SOLIS System Administrator half time.


FY 2001-2002

Continue construction and planning of new library buildings as provided by bond measure. Modify library Website to
provide better information to patrons and for improved ease of maintenance. Continue to encourage reading skills
while simultaneously assisting children to use Internet responsibly.

In 2001-02 we have budgeted for networked computers which will permit greater reliance on legal research materials
accessed via the Internet.

New Technical Services Manager will review all work flow processes and continue analysis of outsourcing
possibilities.




                                                            85
             JACKSON COUNTY ANNUAL BUDGET
                     Fiscal Year 2001-2002
DEPARTMENT                                   CATEGORY
Library                                          C

BENCHMARK




                              86
             JACKSON COUNTY ANNUAL BUDGET
                     Fiscal Year 2001-2002
DEPARTMENT                                   CATEGORY
Library                                          C

BENCHMARK




                              87
                          JACKSON COUNTY ANNUAL BUDGET
                                        Fiscal Year 2001-2002
DEPARTMENT                                                                                 CATEGORY
Library                                                                                        C

BENCHMARK




                           Libraries serving populations of 45,900+.

 Information provided is from unverified 1999-2000 Public Library Statistics, Oregon State Library.



                                                 88
                               JACKSON COUNTY ANNUAL BUDGET
                                                 Fiscal Year 2001-2002
DEPARTMENT                                                                                                   PROGRAM
Library                                                                                                   Administration

PROGRAM DESCRIPTION

The administration program recommends policies and develops plans for providing library services, with the
assistance of two citizens' advisory committees. It is responsible for training personnel, maintaining facilities, and
obtaining materials and services needed to carry out the library's mission. It keeps the public informed about the
range of library services available.

The administration program is helping to meet county goals: (6) Encourage citizen understanding and participation
in county government; (7) Make recreational, learning, and cultural opportunities accessible and available; (9)
Promote employee pride, high standards of performance, and productivity; and (12) Plan for the future.


PROGRAM GOAL

The goal of the administration program is to guide and support the achievement of the library's mission, which is to
"preserve intellectual freedom and strengthen the communities it serves by providing open and affordable access to
ideas and information."


                                                         OUTCOMES

                                                                    FY            FY             FY              FY
                                                                 1999-2000     2000-2001      2000-2001       2001-2002
                                                                   Actual      Budgeted       Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Maintain level of public satisfaction with              4.14         4.14            4.07           4.07
            library services.                                    (Scale 1-5)

Prior Year Action Plan Results

     Community survey conducted in December 2000 shows continued satisfaction with library services.

Future Action Plan

     a.     Continue public relations efforts.

FINANCIAL

Outcome

     g      Maintain current cost per provided service.            35.77         33.67          33.67          33.63

Prior Year Action Plan Results

     Reduced operating expense per capita.




                                                            89
DEPARTMENT                                                                                                PROGRAM
Library                                                                                                Administration

Future Action Plan

    a.     Continue comparing costs for each service for which comparables are available from other large
           libraries in Oregon.

INTERNAL PROCESSES

Outcome

    g      Decrease or maintain number of capital
           projects and facility maintenance projects
           completed.

           2000-2001 - B-7 projects completed (15)               16            15            15                2
           2000-2001 - Capital projects planned                  15            15            15               15

Prior Year Action Plan Results

    White City Branch construction was completed; Ashland Branch project to bid; and design underway for
    Medford, Applegate, Rogue River, Ruch, and Jacksonville.

Future Action Plan

    a.     Begin construction in Ashland, Jacksonville, Ruch, Applegate, Rogue River, and Medford.

LEARNING AND GROWTH

Outcome

    g      Maintain average level of education and           Prof. Staff   Prof. Staff   Prof. Staff      Prof. Staff
           experience per staff member.                       28 years      15 years      15 years         15 years
                                                               Office        Office        Office           Office
                                                               Staff         Staff         Staff            Staff
                                                              25 years      25 years      26 years         26 years

Prior Year Action Plan Results

    Several experienced managers retired or took new positions.

Future Action Plan

    a.     Continue to provide opportunities fo training and growth.




                                                        90
 DEPARTMENT                                                                                PROGRAM
 Library                                                                                Administration



 EXPENDITURES                  1997-1998     1998-1999      1999-2000      2000-2001       2001-2002
                                  Actual        Actual         Actual        Revised        Adopted

 Personal Services               $327,301      $431,988         $410,918    $432,123         $450,176

 Materials & Services            $834,426    $1,132,470     $1,418,002      $876,993         $852,076

 Capital Outlay                   $28,136             $0             $0      $35,180          $12,917

 Other                                $0              $0             $0           $0               $0

 Total                         $1,189,863    $1,564,458     $1,828,920     $1,344,296      $1,315,169


 REVENUES

 State/Local Gov't                $91,545      $221,743          $91,776     $82,898          $89,713

 Federal Gov't                        $0         $9,126              $0      $30,000          $40,000

 Fees & Charges                  $118,420      $134,265          $90,436    $123,000         $124,500

 Other                         $5,342,019        $1,247           $1,395     $10,864          $52,669

 Total                         $5,551,984      $366,381         $183,607    $246,762         $306,882

 Full-time Equivalent                5.58            7.30           6.77         6.57            6.57


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - N/A

Revenues - N/A




                                                91
                               JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                             PROGRAM
Library                                                                                 Adult/Young Adult Services

PROGRAM DESCRIPTION

The adult/young adult services program serves adults and teenagers of every educational level, occupation,
economic level, and ability. Librarians evaluate and select books and other printed or audiovisual materials for the
library collection. They select electronic resources, select and evaluate website and make them available on web
page for people to access from home or in the library. They help patrons locate information they need, whether
for business, personal, school, or other purpose. Such information may be found in the library collection, or it
may be obtained and provided electronically by any number of current technologies. May assist patron in library or
via phone, e-mail, or Fax. The library checks out or copies materials from its collection for reading or research
and may borrow materials on patrons' behalf from other libraries. Staff and volunteers deliver books to
homebound patrons. To encourage library use, librarians offer class visits, book talks, and other programs for
teens and adults.

The adult/young adult services program is helping to meet county goal (7): Make recreational, learning, and
cultural opportunities accessible and available.


PROGRAM GOAL

Provide open and affordable access to ideas and information for teens and adults.


                                                    OUTCOMES
                                                                  FY           FY             FY              FY
                                                               1999-2000    2000-2001      2000-2001       2001-2002
                                                                 Actual     Budgeted       Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Maintain proportion of adults and teens who         72,500        74,000         74,000         84,855
            utilize library services and programs.

Prior Year Action Plan Results

     Held highly successful Senior Sunday for teens; increased number of Internet work stations; added
     EbscoHost online service for magazines and newspapers; resumed rotation of materials collection among
     branches; presented booktalks two times yearly for middle school students.

Future Action Plan

     a.     Continue above activities.
     b.     Add new collections to rotation.
     c.     Add new features to online library catalog.

FINANCIAL

Outcome

     g      Reduce collection expense per capita.               $3.38         $2.78          $2.78            $2.82


                                                          92
DEPARTMENT                                                                                            PROGRAM
Library                                                                                Adult/Young Adult Services

Prior Year Action Plan Results

    Average collection expense per capita for libraries serving 45,900+ populations was $4.30.

Future Action Plan

    a.     Bring annual acquisitions of materials closer to average.

INTERNAL PROCESSES

Outcome

    g      Increase number of responses provided to           166,812        193,600       194,166        200,632
           patron requests.

Prior Year Action Plan Results

    Reference librarians are answering more Internet-related questions and fewer print-related questions. This is a
    trend we expect will continue.

Future Action Plan

    a.     Upgrade Internet capability on patron work stations.

LEARNING AND GROWTH

Outcome

    g      Maintain number of employees trained.                  81           81             81              81
    g      Maintain number of hours of training                    6            6              6               6
           received per employee.

Prior Year Action Plan Results

    Trained employees regarding upgrade to library catalog; working on revised reference section of library
    Website.

Future Action Plan

    a.     Continue training in locating information resources on the Web.




                                                         93
 DEPARTMENT                                                                               PROGRAM
 Library                                                                   Adult/Young Adult Services



 EXPENDITURES                  1997-1998     1998-1999       1999-2000     2000-2001       2001-2002
                                  Actual        Actual          Actual       Revised        Adopted

 Personal Services             $1,868,322    $2,006,043      $2,117,946    $2,184,258     $2,359,682

 Materials & Services            $299,751      $343,330         $295,446    $286,382        $112,498

 Capital Outlay                       $0         $7,500          $18,795       $1,320         $1,320

 Other                                $0         $1,666              $0            $0             $0

 Total                         $2,168,073    $2,358,539      $2,432,187    $2,471,960     $2,473,500


 REVENUES

 State/Local Gov't                    $0               $0            $0            $0             $0

 Federal Gov't                        $0               $0            $0            $0             $0

 Fees & Charges                    $2,319              $0            $0            $0             $0

 Other                                $0               $0            $0            $0             $0

 Total                             $2,319              $0            $0            $0             $0

 Full-time Equivalent               51.97            54.18         53.95        53.40          52.95


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - N/A

Revenues - N/A




                                                94
                               JACKSON COUNTY ANNUAL BUDGET
                                             Fiscal Year 2001-2002
DEPARTMENT                                                                                                PROGRAM
Library                                                                                           Children's Services

PROGRAM DESCRIPTION

The children's services program provides the full range of services provided by the adult and young adult services
program, but with greater emphasis on promotion and programming. Librarians select books and other print and
audiovisual items that will appeal to preschoolers, beginning readers, and older children. They help children, and
adults working with children, to find books they will enjoy. They answer reference questions for both school and
personal use. They conduct story hours for toddlers and preschoolers (both in the libraries and in home day care
centers), lead class visits, do booktalking in the schools, and plan a summer reading program. They train parents
and day care providers in the best ways to encourage children to read.


PROGRAM GOAL

The goal of the children's services program is to encourage use of the library by young people from infancy
through fifth grade.



                                                    OUTCOMES

                                                                 FY            FY             FY              FY
                                                              1999-2000     2000-2001      2000-2001       2001-2002
                                                                Actual      Budgeted       Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Maintain number of children using library          35,451         36,271         36,271         36,366
            services and programs.

Prior Year Action Plan Results

     4,265 children participated in Summer Reading 2000 “Ticket to Tomorrow”; ten Daycare Centers were added
     to the Outreach to Daycare program with grant funds (for a total of 52 sites); presented “Mother Goose Asks
     Why?” science and books program to selected preschoolers and their parents (one of three libraries in Oregon
     participating in grant-funded program) ; JCLS’ “Read to Your Bunny” program for 1999-2000 was chosen as
     one of six outstanding “Ready to Read” projects; and continued booktalks in elementary schools twice yearly.

Future Action Plan

     a.     Continue regular programs, e.g., Summer Reading; Outreach to Daycare; Booktalks; Class Visits, and
            participate in the “You Can Count on Mother Goose” program.

FINANCIAL

Outcome

     g      Reduce the collection expense per capita.          $3.38          $2.78          $2.78            $2.82




                                                         95
DEPARTMENT                                                                                                 PROGRAM
Library                                                                                            Children's Services

Prior Year Action Plan Results

    Average collection expense per capita for libraries serving 45,900+ populations was $4.30.

Future Action Plan

    a.     Bring annual acquisitions of materials closer to average.

INTERNAL PROCESSES

Outcome

    g      Maintain number of children in grades 3-5           11,832        12,000        12,200           12,200
           who hear booktalks.

Prior Year Action Plan Results

    Booktalks for children grades 3-5 reached 6,117 students in 224 classrooms in the first half of FY 00-01.

Future Action Plan

    a.     Continue successful booktalking program and measure impact on circulation of selected titles.

LEARNING AND GROWTH

Outcome

    g      Maintain number of employees trained.                 13            13             13                13
    g      Maintain number of hours of training                   6             6              6                 6
           received per employee.

Prior Year Action Plan Results

    Trained employees regarding upgrade to library catalog; working on revised reference section of library’s
    Website.

Future Action Plan

    a.     Continue training in locating information resources on the Web.




                                                         96
 DEPARTMENT                                                                               PROGRAM
 Library                                                                          Children's Services



 EXPENDITURES                  1997-1998     1998-1999       1999-2000     2000-2001      2001-2002
                                  Actual        Actual          Actual       Revised       Adopted

 Personal Services               $652,127      $688,184         $715,895    $814,798       $869,845

 Materials & Services             $36,372       $34,227          $24,667     $44,798        $45,388

 Capital Outlay                       $0               $0            $0          $0               $0

 Other                                $0               $0            $0          $0               $0

 Total                           $688,499      $722,411         $740,562    $859,596       $915,233


 REVENUES

 State/Local Gov't                    $0               $0            $0          $0               $0

 Federal Gov't                        $0               $0            $0          $0               $0

 Fees & Charges                       $0               $0            $0          $0               $0

 Other                                $0               $0            $0          $0               $0

 Total                                $0               $0            $0          $0               $0

 Full-time Equivalent               18.60            20.24         19.39       19.98           19.92


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - N/A

Revenues - N/A




                                                97
                               JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                   PROGRAM
Library                                                                                                     Law Library

PROGRAM DESCRIPTION

The law library program provides a collection of materials (and access to computer research services) needed by
lawyers and judges to answer their legal research questions, be informed about new developments in law, further
their education in legal areas, and improve their legal skills. The law library collection, though technical, is also
available to the general public. Law library staff assist patrons by suggesting likely sources of information and
explaining ways to do legal research. Staff will not, however, do such research for patrons or give legal advice.

The law library program is helping to meet county goal (7): Make recreational, learning, and cultural opportunities
accessible and available.


PROGRAM GOAL

The goal of the law library program is to develop, maintain, and provide access to legal research materials.


                                                     OUTCOMES
                                                                   FY             FY             FY               FY
                                                                1999-2000      2000-2001      2000-2001        2001-2002
                                                                  Actual       Budgeted       Expected         Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Maintain satisfaction rating among legal                –            80%             77%             77%
            professionals.

Prior Year Action Plan Results

     Jackson County lawyers were surveyed by mail in January 2001; 130 responses were received.

Future Action Plan

     a.     Response to survey will guide future planning.

FINANCIAL

Outcome

     g      Increase savings to legal professional from         $93,000        $115,000       $110,000        $115,000
            access versus purchase of books.

Prior Year Action Plan Results

     Of survey responses, 83 percent indicate the collection is up-to-date and shelved correctly; 55 percent
     indicate they are “very” or “extremely” satisfied with the collection.




                                                           98
DEPARTMENT                                                                                             PROGRAM
Library                                                                                               Law Library

Future Action Plan

    a.     Use survey results to guide selection of materials.

INTERNAL PROCESSES

Outcome

    g      Continue to acquire and maintain items for            627             272         700          725
           use by legal profession.

Prior Year Action Plan Results

    Survey results show a significant interest in more print materials in the law library.

Future Action Plan

    a.     Determine whether collection of books can be increased in suggested subject areas given space and
           budget constraints.

LEARNING AND GROWTH

Outcome

    g      Maintain number of hours of training                    6              6           8            6
           received per employee.

Prior Year Action Plan Results

A legal research class is scheduled for March 2001.


Future Action Plan

    a.     Attend Oregon County Law Librarians’ meetings when scheduled.




                                                          99
 DEPARTMENT                                                                             PROGRAM
 Library                                                                               Law Library



 EXPENDITURES                  1997-1998     1998-1999      1999-2000      2000-2001    2001-2002
                                  Actual        Actual         Actual        Revised     Adopted

 Personal Services                $39,339       $40,662          $45,741     $47,679      $47,641

 Materials & Services            $134,709      $131,124         $130,932    $294,631     $316,290

 Capital Outlay                       $0              $0             $0       $6,530           $0

 Other                                $0              $0             $0      $20,000      $20,000

 Total                           $174,048      $171,786         $176,673    $368,840     $383,931


 REVENUES

 State/Local Gov't                    $0              $0             $0          $0            $0

 Federal Gov't                        $0              $0             $0          $0            $0

 Fees & Charges                  $172,560      $173,185         $178,865    $181,485     $178,900

 Other                             $6,241        $8,957           $9,399    $187,355     $205,031

 Total                           $178,801      $182,142         $188,264    $368,840     $383,931

 Full-time Equivalent                1.05            1.00           1.09        1.04          1.04


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - N/A

Revenues - N/A




                                               100
                                JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                     PROGRAM
Library                                                                                                 Technical Services

PROGRAM DESCRIPTION

The technical services and information technology program orders books, magazines, newspapers, audiovisual
materials, and all other items for the library collection, securing them at the lowest possible cost. It catalogs these
materials; prepares them for public use with protective jackets, labels, etc.; and keeps them in good repair. It
develops and maintains the computer catalog by which needed items may be readily located by patrons and staff.
It provides technical support for electronic information systems, such as the Internet and CD-ROM.

The technical services and information technology program is helping to meet county goal (7): Make recreational,
learning, and cultural opportunities accessible and available.


PROGRAM GOAL

The goal of the technical services and information technology program is to acquire, catalog, and process library
materials for public use; maintain records for easy access; provide support for accessing electronic sources of
information.


                                                       OUTCOMES

                                                                      FY           FY             FY               FY
                                                                   1999-2000    2000-2001      2000-2001        2001-2002
                                                                     Actual     Budgeted       Expected         Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Maintain average number of days between                   90           90              90              90
            selection of materials and delivery to branch.

Prior Year Action Plan Results

     Technical services staff maintained work flow for normal acquisitions, but had difficulties adding gift items
     due to staff turnover and work required for upgrades to online catalog.

Future Action Plan

     a.     Technical services will continue to study advantages of changing from None-Such acquisitions system
            to Polaris.

FINANCIAL

Outcome

     g      Maintain average cost per item processed.                $10           $10            $10             $10




                                                             101
DEPARTMENT                                                                                                 PROGRAM
Library                                                                                             Technical Services

Prior Year Action Plan Results

    More items are being pre-processed before delivery to technical services, e.g., plastic book jackets and date
    due grids already applied.

Future Action Plan

    a.     Will continue to investigate advantages of pre-processed materials and will order pre-processed
           whenever cost effective.

INTERNAL PROCESSES

Outcome

    g      Increase of records and electronic sources         483,581        483,581        492,014          501,838
           maintained.

Prior Year Action Plan Results

    Technical services undertook a major reindexing of bibliographic records prior to an upgrade to the online
    library catalog.

Future Action Plan

    a.     Integrate processes when serials module becomes available as part of Polaris system.

LEARNING AND GROWTH

Outcome

    g      Maintain number of trainings on integrated            2              2               2              2
           library system per employee.

Prior Year Action Plan Results

    Reindexing project required new training.

Future Action Plan

    a.     Training for upgrades will be done as needed.




                                                        102
 DEPARTMENT                                                                                               PROGRAM
 Library                                                                                           Technical Services



 EXPENDITURES                         1997-1998         1998-1999        1999-2000        2000-2001        2001-2002
                                         Actual            Actual           Actual          Revised         Adopted

 Personal Services                      $457,565         $507,452         $455,033         $546,548         $568,426

 Materials & Services                   $865,426         $771,095         $743,357         $801,627         $941,468

 Capital Outlay                                $0               $0               $0           $2,500           $1,260

 Other                                         $0               $0               $0               $0               $0

 Total                                $1,322,991       $1,278,547       $1,198,390       $1,350,675       $1,511,154


 REVENUES

 State/Local Gov't                             $0               $0               $0               $0               $0

 Federal Gov't                                 $0               $0               $0               $0               $0

 Fees & Charges                                $0               $0               $0               $0               $0

 Other                                         $0               $0               $0               $0               $0

 Total                                         $0               $0               $0               $0               $0

 Full-time Equivalent                       12.96            15.40            14.35            13.48            13.78


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Program total expenditures increased 12.13 percent due to the addition of one new Librarian I position;
the materials budget; and SOLIS administrative costs. A decrease of $12,000 was due to major building repairs done
in 2000-2001.

Revenues - N/A




                                                          103
                              JACKSON COUNTY ANNUAL BUDGET
                                             Fiscal Year 2001-2002
DEPARTMENT                                                                                                PROGRAM
Library                                                                                       Trust Fund (E.J. Smith)

PROGRAM DESCRIPTION

This trust fund was originally established in 1954 with a bequest from Ella Juliet Smith. Interest from the trust
fund is dedicated to the purchase of books about the Pacific Northwest. These may be non-fiction or fiction and
may be for the reference or circulating collections.


PROGRAM GOAL

The goal of the program is to expand the library's collection of books about the Pacific Northwest.




EXPENDITURES                         1997-1998         1998-1999        1999-2000        2000-2001         2001-2002
                                        Actual            Actual           Actual          Revised          Adopted

Personal Services                             $0                 $0             $0                $0                 $0

Materials & Services                          $0                 $0             $0                $0                 $0

Capital Outlay                                $0                 $0             $0                $0                 $0

Other                                      $393                $320           $358           $9,422            $9,155

Total                                      $393                $320           $358           $9,422            $9,155


REVENUES

State/Local Gov't                             $0                 $0             $0                $0                 $0

Federal Gov't                                 $0                 $0             $0                $0                 $0

Fees & Charges                                $0                 $0             $0                $0                 $0

Other                                      $492                $467           $358           $9,422            $9,155

Total                                      $492                $467           $358           $9,422            $9,155

Full-time Equivalent                        0.00               0.00            0.00             0.00                0.00




                                                         104
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                PROGRAM
Library                                                                                   Trust Fund (D.L. Houlihan)

PROGRAM DESCRIPTION

This trust fund was established in 1987 with a bequest from Dorothy L. Houlihan. Her will specified that the
interest was to be used "for the general purposes of the Senior Outreach Program of the Jackson County Library
System, it being my direction that said trust income be utilized to support the extension of library services to
homebound persons and those persons being cared for in nursing homes within Jackson County, Oregon."


PROGRAM GOAL

The goal of the program is to help support the library's senior outreach services.




EXPENDITURES                          1997-1998         1998-1999         1999-2000       2000-2001       2001-2002
                                         Actual            Actual            Actual         Revised        Adopted

Personal Services                              $0                 $0                 $0          $0                 $0

Materials & Services                           $0                 $0                 $0          $0                 $0

Capital Outlay                                 $0                 $0                 $0          $0                 $0

Other                                     $1,069                $871            $980        $25,629          $24,072

Total                                     $1,069                $871            $980        $25,629          $24,072


REVENUES

State/Local Gov't                              $0                 $0                 $0          $0                 $0

Federal Gov't                                  $0                 $0                 $0          $0                 $0

Fees & Charges                                 $0                 $0                 $0          $0                 $0

Other                                     $1,338            $1,271              $980        $25,629          $24,072

Total                                     $1,338            $1,271              $980        $25,629          $24,072

Full-time Equivalent                         0.00               0.00            0.00           0.00                0.00




                                                          105
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                 PROGRAM
Library                                                                                       Trust Fund (T. Gerlock)

PROGRAM DESCRIPTION

This trust fund was established in 1984 with donations in memory of Ted Gerlock, a Jackson County resident and
small woodlot owner. Interest from the trust fund is dedicated to the purchase of books and magazines about
forestry.


PROGRAM GOAL

The goal of the Ted Gerlock program is to enhance the library's collection of materials about forestry.




EXPENDITURES                          1997-1998        1998-1999         1999-2000        2000-2001       2001-2002
                                         Actual           Actual            Actual          Revised        Adopted

Personal Services                             $0                $0               $0               $0              $0

Materials & Services                          $0                $0               $0               $0              $0

Capital Outlay                                $0                $0               $0               $0              $0

Other                                        $69               $56              $57           $1,657          $1,622

Total                                        $69               $56              $57           $1,657          $1,622


REVENUES

State/Local Gov't                             $0                $0               $0               $0              $0

Federal Gov't                                 $0                $0               $0               $0              $0

Fees & Charges                                $0                $0               $0               $0              $0

Other                                        $87               $82              $57           $1,657          $1,622

Total                                        $87               $82              $57           $1,657          $1,622

Full-time Equivalent                        0.00               0.00            0.00              0.00           0.00




                                                         106
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                 CATEGORY
Roads, Parks & Planning                                                                                        C

                                        HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

The new RV campground at Emigrant Lake opened in August and was the first all new facility since the oval track
was built in 1997. The RV area provided 32 spaces for larger sized vehicles and is expected to provide additional
revenue to the park. Automated reservation system software was acquired and should improve the management of
this important aspect of service delivery.

FY 2001-2002

Parks staff will continue to refine and improve the park reservation system. Improved Internet Web presence will
promote county parks and the expectation is to be able to provide for on-line reservations. Revenues in the program
are nearly flat, while operations costs (like energy) continue to rise. Providing a park system that needs to grow
along with population increases will be dependent upon new sources of revenue such as the parks systems
development charge which was implemented in July 2000.

BENCHMARK




                                                         107
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                   PROGRAM
Roads, Parks & Planning                                                                                         Parks

PROGRAM DESCRIPTION

The parks and recreation program operates eighteen developed parks located around the county that provide the
opportunity for enjoyment of outdoor recreational activities.

Recreational opportunities available include: picnicking, camping, fishing, boating, waterskiing, windsurfing,
swimming, water sliding, river boating, hiking, rock climbing, hang gliding, cycling, reserved group camping,
reserved group picnicking, motor sports including drag racing, karting, and autocross; softball, little league
baseball, target shooting, music concerts and festivals, bird watching, nature hikes, equestrian activities, and indoor
and outdoor facilities on a reservation basis for meetings, weddings, and concerts.

The parks and recreation program strives to make each park location as self supporting as possible. To
accomplish this, a revenue strategy of use fees, grants, entitlements, revenue generating events, and concession
contracts along with volunteers, social agency cooperation, public/public and public/private partnerships are
utilized. Ongoing reorganizations and cost containment strategies are employed to provide a variety of recreational
experiences at the lowest cost.

A strategic plan that was developed in 1993, that has been revised annually, will again be used to guide this
program in an effort to effectively manage and utilize resources and facilities.

The parks and recreation program is helping to meet county goal (7): To make recreational, learning, and cultural
opportunities accessible and available.


PROGRAM GOAL

The goal of the parks and recreation program is to provide multiple recreational opportunities for the citizens and
visitors of Jackson County.


                                                     OUTCOMES
                                                                      FY          FY             FY              FY
                                                                   1999-2000   2000-2001      2000-2001       2001-2002
                                                                     Actual    Budgeted       Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g     Maintain percent of visitors satisfied with the           90%         90%            90%             90%
           facilities provided.

Prior Year Action Plan Results

     Continued to receive positive response from park visitor comment cards; a community survey shows that the
     most common response is that people are very satisfied with the parks system.




                                                             108
DEPARTMENT                                                                                                    PROGRAM
Roads, Parks & Planning                                                                                          Parks

Future Action Plan

    a.      Continue to administer survey cards to receive immediate user input on level of satisfaction.
    b.      Continue community survey of park user satisfaction as a means of measuring service delivery.
FINANCIAL

Outcome

    g       Percent of new park infrastructure funded              0%            40%             18%            40%
            with system development charges (SDCs).

Prior Year Action Plan Results

    SDC collections were less than expected; therefore, the percent of infrastructure funded fell short of
    expectations.

Future Action Plan

    a.      Obtain grants to match SDCs collected in 2001 to complete funding for capital improvements.

INTERNAL PROCESSES

Outcome

    g       Maintain the percent of strategic plan                90%            90%             90%            90%
            objectives completed for the year.

Prior Year Action Plan Results

    Objectives outlined in the parks strategic plan were met.

Future Action Plan

    a.      Continue to follow a strategic plan for twenty parks that defines goals, objectives, and strategies for
            each county park.

LEARNING AND GROWTH

Outcome

    g       Maintain the number of staff members who                9              9               9             10
            participate in development of strategic plan.

Prior Year Action Plan Results

    A strategic plan was developed as a group involving all affected persons.

Future Action Plan

    a.      Parks staff will continue to develop the strategic plan.
    b.      The Parks and Recreation Advisory Committee will review and approve park’s goals.




                                                            109
 DEPARTMENT                                                                                               PROGRAM
 Roads, Parks & Planning                                                                                     Parks



 EXPENDITURES                         1997-1998        1998-1999       1999-2000        2000-2001         2001-2002
                                         Actual           Actual          Actual          Revised          Adopted

 Personal Services                     $559,659         $602,590         $649,908         $716,392         $707,675

 Materials & Services                  $681,051         $891,416         $728,090       $1,041,989         $985,259

 Capital Outlay                        $239,769         $214,686         $255,735         $610,091         $289,900

 Other                                        $0        $153,315                $0          $7,564          $41,466

 Total                               $1,480,479       $1,862,007       $1,633,733       $2,376,036        $2,024,300


 REVENUES

 State/Local Gov't                     $625,709         $602,667         $603,099         $812,101         $682,955

 Federal Gov't                           $42,332         $19,639                $0        $398,055         $140,950

 Fees & Charges                        $652,749         $532,838         $561,497         $489,658         $547,870

 Other                                 $111,332         $301,939         $540,482         $676,222         $652,525

 Total                               $1,432,122       $1,457,083       $1,705,078       $2,376,036        $2,024,300

 Full-time Equivalent                      10.00            10.00            10.10           10.05              9.70


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Capital improvements in FY 01-02 are lower due to completion of several projects last year and fewer
grants.

Revenues - Revenues are lower due to reduction in expected grants and a reduced beginning fund balance.




                                                         110
                              JACKSON COUNTY ANNUAL BUDGET
                                             Fiscal Year 2001-2002
DEPARTMENT                                                                                              PROGRAM
Roads, Parks & Planning                                                                  Parks System Development

PROGRAM DESCRIPTION

The system development program provides capital improvement funds under county Ordinance No. 2000-4.
System development charges (SDCs) are fees on new development to be used for capacity increasing parks
improvement projects. The program is expected to include cooperative arrangements with cities.

The system development program is helping to meet county goal (7): To make recreational, learning, and cultural
opportunities accessible and available.


PROGRAM GOAL

The goal of the system development program is to fund the portion of projects that increase park capacity under
the capital improvement program.



                                                      OUTCOMES
                                                                   FY          FY             FY             FY
                                                                1999-2000   2000-2001      2000-2001      2001-2002
                                                                  Actual    Budgeted       Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

    g       Increase the funding for added capacity               0%          12%             8%            12%
            needs on capital projects.

Prior Year Action Plan Results

    SDC collections were much lower than anticipated for the first year. Collections are dependent upon new
    residential housing permit fees.

Future Action Plan

    a.      Capacity increasing projects will be funded through charges for added average population increase.
FINANCIAL

Outcome

    g       Increase the funding of parks system growth           0%        $50,000        $30,000        $50,000
            through impact fees.

Prior Year Action Plan Results

    The SDC fee was initiated in FY 00-01; reduced housing starts resulted in decreased collections and funds
    available for projects.




                                                          111
DEPARTMENT                                                                                   PROGRAM
Roads, Parks & Planning                                                       Parks System Development

Future Action Plan

      a.   Update methods and calculations based on current information

INTERNAL PROCESSES

Outcome

    g      Continue to update the SDC charge formula            0         1        1            1
           annually.

Prior Year Action Plan Results

    The plan is updated in the spring and becomes effective on July 1.

Future Action Plan

    a.     Update capital improvement plan annually.
    b.     Adjust average number of persons per housing unit type.

LEARNING AND GROWTH

Outcome

    g      N/A

Prior Year Action Plan Results

    N/A

Future Action Plan

    a.     N/A




                                                       112
 DEPARTMENT                                                                                              PROGRAM
 Roads, Parks & Planning                                                                  Parks System Development



 EXPENDITURES                           1997-1998         1998-1999         1999-2000     2000-2001        2001-2002
                                           Actual            Actual            Actual       Revised         Adopted

 Personal Services                               $0                $0             $0              $0               $0

 Materials & Services                            $0                $0             $0       $153,750          $33,000

 Capital Outlay                                  $0                $0             $0              $0               $0

 Other                                           $0                $0             $0        $46,250          $67,000

 Total                                           $0                $0             $0       $200,000         $100,000


 REVENUES

 State/Local Gov't                               $0                $0             $0              $0               $0

 Federal Gov't                                   $0                $0             $0              $0               $0

 Fees & Charges                                  $0                $0             $0       $200,000          $97,500

 Other                                           $0                $0             $0              $0           $2,500

 Total                                           $0                $0             $0       $200,000         $100,000

 Full-time Equivalent                          0.00               0.00           0.00           0.00             0.00


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Transfers will increase due to a full year of collecting fees.

Revenues - Revenues will increase as a result of the first full year of SDC collections. Installment payments of SDC
charges will provide a portion of the increase.




                                                            113
                                JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
 DEPARTMENT                                                                                                 CATEGORY
 Sheriff                                                                                                       C

                                         HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

A new vehicle was obtained for the program.

FY 2001-2002

For several years rangers at Crater Lake National Park have instructed the D.A.R.E. curriculum in the Prospect
School District. Notification has been received that the rangers will no longer be able to teach the curriculum. Effort
is being made to determine how to continue the program in the Prospect district.

D.A.R.E. America will unveil new strategies that will guide them for the coming years. One new strategy involves
teaching a refresher D.A.R.E. course in middle school grades. Additional D.A.R.E. officers will be needed to comply
with the new strategy.




                                                           114
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                     PROGRAM
Sheriff                                                                        Drug Abuse Resistance Education (D.A.R.E.)

PROGRAM DESCRIPTION

The D.A.R.E. program is a comprehensive educational program designed to prevent or reduce drug abuse,
violence, and gang involvement among all school age students.

The D.A.R.E. program is helping to meet county goal (1): Protect health, safety, and well-being of all citizens.


PROGRAM GOAL

To prevent substance abuse among students of all ages and assist them in developing effective gang and violence
resistance techniques.



                                                    OUTCOMES
                                                                      FY              FY            FY            FY
                                                                   1999-2000       2000-2001     2000-2001     2001-2002
                                                                     Actual        Budgeted      Expected      Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Every school will be safe, drug and violence              80              80            85            90
            free, and will offer a disciplined environment
            conducive to learning.

Prior Year Action Plan Results

     Used school survey data to project results; used data gathered from students and teachers to predict results;
     and maintained D.A.R.E. in every 5th and 6th grade.

Future Action Plan

     a.     Maintain D.A.R.E. in grade schools.
     b.     Use surveys, feedback from students and teachers, and information gathered from other law
            enforcement resources to predict results.
     c.     Find alternative funding to enhance the program.
FINANCIAL

Outcome

     g      Partner with community organizations for               $15,000          $20,000      $20,000       $20,000
            the purpose of maintaining and enhancing the
            D.A.R.E. program.




                                                             115
DEPARTMENT                                                                                              PROGRAM
Sheriff                                                                 Drug Abuse Resistance Education (D.A.R.E.)

Prior Year Action Plan Results

    Medford School District continued to provide money for D.A.R.E.; Providence Hospital sponsored the annual
    golf tournament; several citizens provided donations; the local community and Bear Creek Valley Rotary
    sponsored D.A.R.E. Days.

Future Action Plan

    a.     Continue with current partners.
    b.     Seek possible grants on a continual basis.
    c.     Discuss with larger health providers the potential for funding.

INTERNAL PROCESSES

Outcome

    g      Increase task force meetings per week.                 3              3            5            5

Prior Year Action Plan Results

    D.A.R.E. officers attend JACNET meetings and the Medford Gang Street Team meetings; met with school
    superintendents each quarter; had monthly D.A.R.E. task force meetings with other officers; and met
    regularly with teachers from various schools.

Future Action Plan

    a.     Continue with prior year activities.
    b.     Conduct current research to make program stronger.
    c.     Participate in such programs as SODA Teens and Community Works to solicit feedback and
           information.

LEARNING AND GROWTH

Outcome

    g      Increase implementation of research                    2              3            5            7
           modification to the program.

Prior Year Action Plan Results

           The research was completed in early 2001.

Future Action Plan

    a.     D.A.R.E. officers to attend state and national conference to learn about issues.
    b.     D.A.R.E. officers to review studies and select date for implementation.




                                                         116
 DEPARTMENT                                                                                 PROGRAM
 Sheriff                                                    Drug Abuse Resistance Education (D.A.R.E.)



 EXPENDITURES                  1997-1998     1998-1999      1999-2000       2000-2001       2001-2002
                                  Actual        Actual         Actual         Revised        Adopted

 Personal Services                    $0              $0            $0             $0        $102,533

 Materials & Services                 $0              $0            $0             $0         $20,143

 Capital Outlay                       $0              $0            $0             $0              $0

 Other                                $0              $0            $0             $0              $0

 Total                                $0              $0            $0             $0        $122,676


 REVENUES

 State/Local Gov't                    $0              $0            $0             $0         $11,234

 Federal Gov't                        $0              $0            $0             $0              $0

 Fees & Charges                       $0              $0            $0             $0         $11,000

 Other                                $0              $0            $0             $0              $0

 Total                                $0              $0            $0             $0         $22,234

 Full-time Equivalent                0.00            0.00         0.00            0.00           1.00


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - N/A

Revenues - N/A




                                               117
This page is for notes.




         118
        BUSINESS, PRIVATE AND SPECIAL LOCATION
                      DEVELOPMENT
                    1997-98 to 2001-02

          $9,000,000
          $8,000,000
          $7,000,000
          $6,000,000
          $5,000,000
          $4,000,000
          $3,000,000
          $2,000,000
          $1,000,000
                  $0
                              FY 97-98 FY 98-99 FY 99-00 FY 00-01 FY 01-02

                PERSONNEL                MATERIALS                 CAPITAL           OTHER          REVENUE




                            FY 97-98           FY 98-99             FY 99-00          FY 00-01       FY 01-02
      PERSONNEL            $4,679,725         $5,192,797           $5,460,427        $5,953,610     $6,311,814
      MATERIALS            $3,836,572         $4,425,128           $4,417,059        $4,686,193     $4,737,518
      CAPITAL               $337,884           $310,663             $401,688          $655,621       $315,397
      OTHER                  $1,531            $156,228              $6,803           $110,522       $163,315
      REVENUE               $314,940           $463,743             $445,905          $490,169       $536,392


Airport - The increase in this category is attributed to relocation of a portion of the taxi way.

Sheriff - The White City Enhanced Law Enforcement District has been operating off of reserves since the first year of
its existence. The reserves are gone.

Revenues - A federal grant was posted to the airport development program in FY 97-98. Offsetting expenditures were
posted to the airport programs under the transportation category.




                                                             119
                                 JACKSON COUNTY ANNUAL BUDGET
                                        Fiscal Year 2001-2002
DEPARTMENT                                                                                                  CATEGORY
Aviation Services                                                                                               D

                                        HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

During this fiscal year, the airport continues to work on completion of the runway extension and installation of
centerline and taxiway lighting. With this new development, the airport is in a position to: 1) launch larger aircraft
further distances, and 2) reduce delays/cancellations during inclement weather. The airport also continues to diversify
its operation through the leasing of land to businesses such as Butler Truck Center and Frito Lay.

FY 2001-2002

The airport will continue development this year with the main thrust being the completion of all phases of the runway
extension project and the commencement of the Taxiway “A” realignment project. We also expect to enter into a
concession agreement for the construction of new corporate and “T” hangars at the airport.


BENCHMARK




                                                          120
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                               PROGRAM
Aviation Services                                                                                      Development

PROGRAM DESCRIPTION

The development program coordinates airport development through federally funded airport improvement programs
that enhance both air carrier and general aviation at the airport. Development projects are also completed through
the use of airport enterprise funds, passenger facility charges, and revenue bonds. Some projects are jointly funded
with passenger facility charges.

The development program is helping to meet county goal (5): Work to enhance the natural and man-made
attractiveness of the area.


PROGRAM GOAL

The goal of the development program is to coordinate the development of the airport in order to enhance both air
carrier and general aviation at this airport.



                                                     OUTCOMES
                                                                      FY          FY          FY             FY
                                                                   1999-2000   2000-2001   2000-2001      2001-2002
                                                                     Actual    Budgeted    Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

    g       Increase number of eligible grants the airport            2           3            2              1
            receives.

Prior Year Action Plan Results

    The airport was able to receive a federal grant which included $3,189,088 in discretionary funds. These funds
    are being used to complete the runway extension project.

Future Action Plan

    a.      Review available grants to determine eligibility requirements.
    b.      Apply for grants for which the airport may qualify.
    c.      Comply with federal assurances to allow for future federal grants.
FINANCIAL

Outcome

    g       Maintain zero discrepancies during annual                 0           0            0              0
            audit.




                                                             121
DEPARTMENT                                                                                                PROGRAM
Aviation Services                                                                                       Development

Prior Year Action Plan Results

    By meeting with all persons involved in the grants on a regular basis, the year was completed with no
    significant findings during the external audit.

Future Action Plan

    a.     Correctly code all invoices to assure proper payment to accounts.
    b.     Verify all work paid from this fund is an authorized part of the project.
    c.     Submit reimbursement requests to federal government in a timely manner.
INTERNAL PROCESSES

Outcome

    g      Maintain an appropriate number of years of            5              5              5              10
           capital improvement projects to remain
           eligible for federal grants.

Prior Year Action Plan Results

    The airport maintains a current capital improvement program that is on file with the Federal Aviation
    Administration (FAA).

Future Action Plan

    a.     Review airport requirements, and add capital improvements as needed.
    b.     Review monthly and quarterly report to determine capital improvement needs.
    c.     File capital improvement plan with the FAA as required.

LEARNING AND GROWTH

Outcome

    g      Increase number of personnel trained to               1              2              2              3
           monitor grants.

Prior Year Action Plan Results

    Airport staff continues training its personnel on how to track grants. This was accomplished by working
    individually with staff members, reviewing federal requirements, and attending training.

Future Action Plan

    a.     Meet with county auditors on a regular basis to assure appropriate records are maintained.
    b.     Train personnel on the correct procedures.
    c.     Review all invoices to assure appropriate payments.
    d.     Self audit accounting records.




                                                        122
 DEPARTMENT                                                                                               PROGRAM
 Aviation Services                                                                                      Development


 EXPENDITURES                         1997-1998        1998-1999        1999-2000        2000-2001        2001-2002
                                         Actual           Actual           Actual          Revised         Adopted

 Personal Services                            $0                $0              $0                $0            $0

 Materials & Services                       $200               $157             $0           $721,854    $2,939,741

 Capital Outlay                          $32,779          $40,735         $40,942       $3,210,786       $3,000,000

 Other                                        $0                $0              $0           $828,883      $328,883

 Total                                   $32,979          $40,892         $40,942       $4,761,523       $6,268,624


 REVENUES

 State/Local Gov't                     $140,593                 $0              $0                $0            $0

 Federal Gov't                        $7,397,284                $0              $0      $2,000,000       $3,000,000

 Fees & Charges                               $0                $0              $0                $0            $0

 Other                                        $0                $0              $0      $2,800,842       $2,935,000

 Total                                $7,537,877                $0              $0      $4,800,842       $5,935,000

 Full-time Equivalent                       0.00               0.00           0.00               0.00          0.00


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Fund reserves are being reimbursed from a state grant to extend the runway.

Revenues - Same as above.




                                                         123
                               JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                   PROGRAM
Aviation Services                                                                               Diversification Projects

PROGRAM DESCRIPTION

The diversification program is established to complete special projects that allow the airport to remain diversified.
This is based on the idea that the airport is an enterprise fund and needs to maintain a constant cash flow, regardless
of aviation trends. This program manages efforts to improve relations with the surrounding community through its
master plan and noise compatibility study. This program also utilizes the Disadvantaged Business Enterprises.
Market activities and capital projects are handled through this program, including the development of a Foreign
Trade Zone on a 95-acre site of airport property; development of lease opportunities for concessionaires; lease of
property to both aviation and non-aviation tenants; and administration of the airports security training and photo
identification badging program required by the Federal Aviation Administration (FAA).

The administration program is helping to meet county goal (8): Provide and maintain multiple transportation
systems.


PROGRAM GOAL

The goal of the diversification program is to provide revenues for projects that are not aviation related.


                                                     OUTCOMES
                                                                     FY          FY              FY             FY
                                                                  1999-2000   2000-2001       2000-2001      2001-2002
                                                                    Actual    Budgeted        Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Increase percentage of available land that is                                                      25%
            leased.

Prior Year Action Plan Results

     NA

Future Action Plan

     a.     Place rental signs on available property.
     b.     Advertise property in various aviation publications.
FINANCIAL

Outcome

     g      Increase the square footage price for leased            .182         .187           .185            .19
            land.




                                                            124
DEPARTMENT                                                                                                  PROGRAM
Aviation Services                                                                              Diversification Projects

Prior Year Action Plan Results

    N/A

Future Action Plan

    a.     Establish a rental rate on available land based on commercial values and regular business practices.
    b.     Increase rents and leases annually, in March, using the consumer price index.
INTERNAL PROCESSES

Outcome

    g      Increase the number of new land leases                                                               3
           written.

Prior Year Action Plan Results

    NA

Future Action Plan

    a.     Place rental signs on available properties.
    b.     Meet with businesses interested in relocating to the airport.
    c.     Advertise in various aviation publications.

LEARNING AND GROWTH

Outcome

    g      Increase number of employees trained in                                                              3
           lease writing and processing.

Prior Year Action Plan Results

    NA

Future Action Plan

    a.     Work with department personnel to learn lease writing techniques.
    b.     Send appropriate staff to classes and seminars each year that deal with airport leases.




                                                         125
 DEPARTMENT                                                                            PROGRAM
 Aviation Services                                                        Diversification Projects


 EXPENDITURES                 1997-1998     1998-1999      1999-2000   2000-2001      2001-2002
                                 Actual        Actual         Actual     Revised       Adopted

 Personal Services                   $0              $0          $0           $0               $0

 Materials & Services                $0              $0          $0           $0         $94,890

 Capital Outlay                      $0              $0          $0           $0               $0

 Other                               $0              $0          $0           $0               $0

 Total                               $0              $0          $0           $0         $94,890


 REVENUES

 State/Local Gov't                   $0              $0          $0           $0               $0

 Federal Gov't                       $0              $0          $0           $0               $0

 Fees & Charges                      $0              $0          $0           $0        $136,380

 Other                               $0              $0          $0           $0               $0

 Total                               $0              $0          $0           $0        $136,380

 Full-time Equivalent               0.00            0.00        0.00        0.00             0.00


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - New program.

Revenues - New program.




                                              126
                                JACKSON COUNTY ANNUAL BUDGET
                                                Fiscal Year 2001-2002
DEPARTMENT                                                                                                    CATEGORY
Economic and Special Development                                                                                  D

                                         HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

Some of the economic development projects currently underway include: (1) securing funds for a comprehensive
tourist train feasibility study with Rogue Valley Transit District; (2) working with consultants on land use issues; and
(3) locating funds for the assessment and public input with regard to Gold Ray Dam. By working with the Asian
Affairs Committee, economic development will explore opportunities for international trade.

FY 2001-2002

Economic development will work with regional partners in developing a retention and expansion survey that will
addresses the business needs in the Rogue Valley. With extremely low rainfall from this past winter, the needs could
be challenging to agriculture and food processing interests. Both power and land use issues could be factors in
attracting and retaining business.

BENCHMARK

Since economic development is a new program, benchmarks will be addressed in the near future.




                                                           127
                              JACKSON COUNTY ANNUAL BUDGET
                                             Fiscal Year 2001-2002
DEPARTMENT                                                                                             PROGRAM
Economic and Special Development                                                            Economic Development

PROGRAM DESCRIPTION

The economic development program provides staff support to the County Administrator and Board of
Commissioners and coordinates with regional partners which furthers the economic interests of Jackson County by
promoting a healthy, diversified economy that seeks to improve the availability of living wage jobs, while
maintaining the respect for the natural environment.

The economic development program is helping to meet county goal (12): Plan for the future.


PROGRAM GOAL

The goal of the economic and special development program is to attract, retain, and expand industries that provide a
broad range of manufacturing opportunities.


                                                   OUTCOMES
                                                                   FY          FY             FY             FY
                                                                1999-2000   2000-2001      2000-2001      2001-2002
                                                                  Actual    Budgeted       Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

    g       Increase percent toward completion of a               N/A         N/A            10%            30%
            Business Retention and Expansion Program
            for Jackson County.

Prior Year Action Plan Results

   N/A

Future Action Plan

    a.      Develop a business retention and expansion survey in partnership with Oregon Economic Community
            Development Department (OECCD), Southern Oregon Regional Economic Development, Inc.
            (SOREDI), and local Chambers of Commerce to identify business needs in the Rogue Valley.
    b.      Assist local businesses in obtaining access to available resources that will enable them to remain in
            business and/or expand.
    c.      Update Web presence in conjunction with regional partners for e-marketing
    d.      Work with the Asian Affairs Committee to explore opportunities for international trade.
FINANCIAL

Outcome

    g       Increase percent of revenues leveraged with           N/A         N/A            N/A            10%
            private partners.




                                                          128
DEPARTMENT                                                                                              PROGRAM
Economic and Special Development                                                             Economic Development

Prior Year Action Plan Results

    N/A

Future Action Plan

    a.     Assist the County Administrator and Board of Commissioners with projects and grant applications.
INTERNAL PROCESSES

Outcome

    g      Percent of available lands inventory                 N/A            N/A            N/A            25%
           complete.

Prior Year Action Plan Results

    N/A

Future Action Plan

    a.     Work with GIS and regional partners to devise an available lands inventory.
    b.     Identify target industries that meet criteria identified by the Board of Commissioners, which are looking
           to locate in Jackson County and will bring a broad range of opportunities to the area.
    c.     Work with regional partners to develop a marketing plan that promotes the Rogue Valley to
           manufacturing opportunities outside the area.

LEARNING AND GROWTH

Outcome

    g      Maintain average number of hours of training         N/A            N/A            N/A             25
           on economic development per FTE per year.

Prior Year Action Plan Results

    N/A

Future Action Plan

    a.     Procure membership in the American Economic Development Association.
    b.     Attend seminars and workshops that concentrate on training in economic development.




                                                        129
 DEPARTMENT                                                                             PROGRAM
 Economic and Special Development                                            Economic Development



 EXPENDITURES                       1997-1998   1998-1999     1999-2000   2000-2001     2001-2002
                                       Actual      Actual        Actual     Revised      Adopted

 Personal Services                        $0            $0          $0          $0        $16,685

 Materials & Services                     $0            $0          $0          $0        $37,159

 Capital Outlay                           $0            $0          $0          $0            $0

 Other                                    $0            $0          $0          $0            $0

 Total                                    $0            $0          $0          $0        $53,844


 REVENUES

 State/Local Gov't                        $0            $0          $0          $0            $0

 Federal Gov't                            $0            $0          $0          $0            $0

 Fees & Charges                           $0            $0          $0          $0            $0

 Other                                    $0            $0          $0          $0            $0

 Total                                    $0            $0          $0          $0            $0

 Full-time Equivalent                    0.00          0.00        0.00        0.00          0.20


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - New program.

Revenues - New program.




                                                 130
                                 JACKSON COUNTY ANNUAL BUDGET
                                                Fiscal Year 2001-2002
DEPARTMENT                                                                                                   CATEGORY
Roads, Parks and Planning                                                                                        D

                                         HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

Current planning completed hiring of vacant staff positions to achieve full budgeted staffing levels. Emphasis was
placed on technical training and providing excellent customer service. A reorganization of staff responsibilities for
greater efficiency has contributed to some reduced permit costs for the coming year. Staff is particularly pleased with a
remodel of their office space and new work stations which have helped both efficiency and made the office area a
welcoming place for customers.

FY 2001-2002

Integrating new technology systems for tracking and managing permit progress will be a main objective for the coming
year. Advanced customer service training will be provided to all employees.

BENCHMARK




                                   Clackamas County varies from 60-120 days.




                                                          131
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                               PROGRAM
Roads, Parks, and Planning                                                                          Current Planning

PROGRAM DESCRIPTION

The current planning program consists of two teams responsible for development review on either resource zoned or
residential/commercial/industrial zoned lands respectively. Current planning staff assist the public throughout the
land development process—providing advice, processing land use applications, and reviewing building, sanitation,
plumbing, and electrical permit requests for compatibility with the county’s zoning and land division laws.

The planning program is helping to meet county goal (1): Protect the health, safety, and well-being of all citizens.


PROGRAM GOAL

The goal of the current planning program is to administer the county’s land development regulations in concert with
state and federally mandated programs.


                                                     OUTCOMES
                                                                   FY           FY             FY             FY
                                                                1999-2000    2000-2001      2000-2001      2001-2002
                                                                  Actual     Budgeted       Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Maintain active planning application backlog          50%          80%            70%            80%
            at less than 175 current planning applications.
            (measure stated in “percent of the year” goal
            is met).

Prior Year Action Plan Results

     Current planning applications fluctuated seasonally between 115 and 200 backlogged applications, depending
     on the level of development activity. Over 95 percent of all current planning applications met ORS 215.428
     processing time lines.

Future Action Plan

     a.     Meet or exceed ORS 215.428 application processing time lines.
FINANCIAL

Outcome

     g      Increase percent of planning supported by             18%          20%            30%            35%
            user financing.




                                                          132
DEPARTMENT                                                                                               PROGRAM
Roads, Parks, and Planning                                                                          Current Planning

Prior Year Action Plan Results

    Changes in planning counter processes and revision of fee for service standards resulted in a larger percentage
    of planning services being funded by users. Increases in staff efficiencies allowed the county to reduce the cost
    of several fees. Since direct building division support accounts for nearly 70 percent of all permits issued
    through the planning division, the percentage of user financing may be approaching its upper limit.

Future Action Plan

    a.    Continue to monitor and revise fee schedule to ensure fees reflect average annual cost per permit.
    b.    Pursue grant funding for state and federal mandated changes and updates.
INTERNAL PROCESSES

Outcome

    g      Increase coordination and information                1 mtg/qtr   1 mtg/qtr      1 mtg/qtr      1 mtg/qtr
           exchange with county departments and other
           government agencies.

Prior Year Action Plan Results

    Current planning program staff met with various departments and outside agencies during the year. For
    example, the current planning division met with personnel from county assessment, the Oregon Dept. of
    Forestry, Division of State Lands, State Fire Marshall’s office, and Dept. of Geology and Mineral Industries to
    discuss land development issues requiring coordination between agencies during the land development process.

Future Action Plan

    a.     Continue quarterly or semi-annual staff meetings with county departments and other agencies.
    b.     Continue collaborative effort to update the LDO with goal of completion during 2002.

LEARNING AND GROWTH

Outcome

    g      Increase in fully functional, cross trained            50%         70%            85%             90%
           professional staff.

Prior Year Action Plan Results

    Staff training continued to be a priority during FY 2000-01. Most planning staff attended the Oregon Planning
    Institute held in Eugene and many attended local training sessions on topics ranging from software use to
    negotiation techniques. A special three-day training on Oregon land use law funded by the department was
    attended by all planning and several administrative staff.

Future Action Plan

    a.     Continue cross training of all professional staff.
    b.     Continue staff training at staff meetings.
    c.     Budget for additional customer service training.




                                                          133
 DEPARTMENT                                                                                          PROGRAM
 Roads, Parks, and Planning                                                                     Current Planning


 EXPENDITURES                        1997-1998       1998-1999        1999-2000       2000-2001       2001-2002
                                        Actual          Actual           Actual         Revised        Adopted

 Personal Services                    $453,156         $510,071        $651,158               $0        $642,702

 Materials & Services                    $2,317              $82        $11,577               $0        $403,183

 Capital Outlay                              $0              $0               $0              $0              $0

 Other                                       $0              $0               $0              $0              $0

 Total                                $455,473         $510,153        $662,735               $0      $1,045,885


 REVENUES

 State/Local Gov't                           $0              $0               $0              $0              $0

 Federal Gov't                               $0              $0               $0              $0              $0

 Fees & Charges                       $241,475         $229,565        $188,046               $0        $247,496

 Other                                   $5,894          $2,468          $2,881               $0              $0

 Total                                $247,369         $232,033        $190,927               $0        $247,496

 Full-time Equivalent                     13.44           11.58            14.83           13.70           12.52


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - In the past this program was a subprogram of comprehensive planning. Reduced personal services due
to reorganization. Reduced minor equipment for FY 01-02. Increased contracted services due to LDO rewrite,
hearings officer, and departmental chargebacks.

Revenues - Revenues were previously mixed with those from comprehensive planning. Some reductions in fee
revenues occurred through staff efficiencies and reorganization of customer servicing.




                                                       134
                                JACKSON COUNTY ANNUAL BUDGET
                                                Fiscal Year 2001-2002
 DEPARTMENT                                                                                                  CATEGORY
 Sheriff                                                                                                        D

                                         HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

After the budget for the current fiscal year was completed, the balance of the reserve fund that had been used to
supplement the rising cost of funding the White City Enhanced Law Enforcement District (district) was down to
$164,094. The remaining reserve will be used to in the FY 01-02 budget; however, the reserve is not enough to
balance the budget. The budget will be balanced by cutting one position assigned to the district. It is anticipated that
the position will be absorbed from the budget at the main office, and no personnel will actually be cut or removed from
the district.

Since the formation of the district, crime in White City has been reduced. The percentage of citizens who are pleased
with the service or assistance in the District has increased, and the overall goal to improve the livability and create a
safe community is being met.

FY 2001-2002

The greatest challenge for the next fiscal year will be to establish additional funding so that the commitment of
personnel to the District will be reduced over the next several years.


BENCHMARK

In 1997 there were a total of 9,841 crimes reported to the Jackson County Sheriff’s Department. Of that total, 1,814
were in the district. The district’s percentage of the total number of crimes was 18.43 percent. In 1998, there were
8,541 crimes reported to the Jackson County Sheriff’s Department. Of that total, 1,401 were in the district. The
district’s percentage of the total number of crimes was 16.4percent. In 1999, there were 8,261 crimes reported to the
Jackson County Sheriff’s Department. Of that, 1,294 were in the district. The district’s percentage of the total crimes
was 15.6 percent. In the first half of 2000, there were 4,250 crimes reported with 671 in the district. If the second half
of 2000 is comparable to the first half, the projected percentage of crimes occurring in the district will be 15.7 percent.
It is important to note that as reported crimes in the county go up, the percentage in the district does not. It is also
important to note that the percentage of the total number of crimes reported to the sheriff’s department has continued to
decline in the district for the past six years.




                                                           135
                               JACKSON COUNTY ANNUAL BUDGET
                                                 Fiscal Year 2001-2002
DEPARTMENT                                                                                                                 CATEGORY
Sheriff                                                                                                                       D

                                   TOTAL CRIME COMPARISON:
                         WHITE CITY - REMAINING COUNTY - TOTAL COUNTY


                                            1999          1998    1997      1996       1995          1994   1993
           WHITE CITY                       1294          1401    1814      1123       1369          1806   1598
           REMAINING COUNTY                 6967          7140    8027      4503       5165          5599   6731
           TOTAL COUNTY                     8261          8541    9841      5626       6534          7405   8329




                                                             1999

                                    White City (15.66%)




                                                                         Remaining County (84.34%)




                        1998                                                                            1997

  White City (16.40%)                                                         White City (18.43%)




                                Remaining County (83.60%)                                                          Remaining County (81.57%)




                                                                 136
                                JACKSON COUNTY ANNUAL BUDGET
                                                Fiscal Year 2001-2002
DEPARTMENT                                                                                                CATEGORY
Sheriff                                                                                                      D




                         1996                                                              1995

   White City (19.96%)                                              White City (20.95%)




                                  Remaining County (80.04%)                                       Remaining County (79.05%)




                         1994                                                              1993

 White City (24.39%)                                                 White City (19.19%)




                                  Remaining County (75.61%)                                       Remaining County (80.81%)




                                                              137
                              JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                           PROGRAM
Sheriff                                                                            W.C. Enhanced Service District

PROGRAM DESCRIPTION

The White City Enhanced Law Enforcement District exists to provide incomparable community policing services to
the residents within the unincorporated urban containment area of White City, empowering community members to
work with community deputies in problem solving partnerships to reduce crime, improve community health and
safety and enhance overall livability.

The White City Enhanced Law Enforcement District program is helping to meet county goal (1): Protect health,
safety, and well-being of all citizens.


PROGRAM GOAL

The goals of the White City Enhanced Law Enforcement District program is to create a safe community and improve
the livability of the residents of White City.



                                                    OUTCOMES
                                                                  FY          FY            FY             FY
                                                               1999-2000   2000-2001     2000-2001      2001-2002
                                                                 Actual    Budgeted      Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

    g      Increase percent of average customer                  64%         74%            74%           76%
           satisfaction rating.

Prior Year Action Plan Results

    Participated in White City Community Improvement Association; maintained pro-active community policing
    patrol; maintained and staffed uniformed bicycle patrols; helped create an environment for our youth to succeed
    in life; participated in “focused traffic enforcement;” worked with service providers to obtain assistance and
    treatment for “at-risk” juveniles; worked with service providers to identify and treat dysfunctional families.

Future Action Plan

    a.     Maintain prior year action plan priorities.




                                                         138
DEPARTMENT                                                                                              PROGRAM
Sheriff                                                                               W.C. Enhanced Service District

FINANCIAL

Outcome

    g      Monitor reserve balance.                              $220,767    $164,094       $164,094        $00

Prior Year Action Plan Results

    The cost of operating and staffing the White City Enhanced Law Enforcement District has exceeded available
    revenue. As a result, one position will be eliminated from the White City budget. However, the actual number
    of persons working at the Enhanced District will not be reduced. The position lost will be absorbed in the
    criminal services section at the sheriff’s department main patrol section.

Future Action Plan

    a.     Explore ways to maintain number of Community Action Team deputies.
    b.     Support/seek options for additional funding for the district.
INTERNAL PROCESSES

Outcome

    g      Maintain and/or seek additional partnerships
           through Rogue Family Center.

Prior Year Action Plan Results

    Made referrals to and gained assistance from other agencies working in the Rogue Family Center; empowered
    both employees and citizens to be responsible for decisions affecting programs and projects in the community;
    continued “Lunch Buddy” program; assigned deputies to work with the Junior Achievement program;
    maintained and monitored strong community group participation; worked with the White City Law
    Enforcement Advisory Committee; participated in White City Advisory Committee meetings; deputies are
    working with local community groups in fund-raising efforts for the skate board park; deputies participated in a
    Friday Night Basketball program for White City youth.

Future Action Plan

    a.     Maintain involvement in prior year programs.
    b.     Participate in activities to secure stable funding for the White City Boy’s and Girl’s Club.
    c.     Participate in Smart Reader program at White City schools.

LEARNING AND GROWTH

Outcome

    g      Maintain priority of providing training that
           will provide the best value to the White City
           community with the focus on community
           oriented policing and new technology.

Prior Year Action Plan Results

    Attended community policing seminars and conferences to learn new techniques and philosophies; connected
    the White City office to the main sheriff’s office using computer technology; continue with deployment of
    defibulator obtained to enhance the livability of citizens in the community; magazine and book subscriptions
    purchased for the department will be provided to the White City employees.


                                                           139
 DEPARTMENT                                                                                              PROGRAM
 Sheriff                                                                               W.C. Enhanced Service District

 Future Action Plan

      a.    Review deputy participation in community projects and activities.
      b.    Involve more deputies in existing programs.


 EXPENDITURES                          1997-1998        1998-1999        1999-2000        2000-2001        2001-2002
                                          Actual           Actual           Actual          Revised         Adopted

 Personal Services                      $335,302         $359,284         $443,658          $475,034         $469,176

 Materials & Services                   $101,601         $120,934         $108,185          $216,586        $151,356

 Capital Outlay                                $0                $0              $0               $0                  $0

 Other                                         $0                $0              $0               $0                  $0

 Total                                  $436,903         $480,218         $551,843          $691,620         $620,532


 REVENUES

 State/Local Gov't                      $389,792         $395,345         $399,854          $387,059         $387,059

 Federal Gov't                                 $0                $0              $0               $0                  $0

 Fees & Charges                            $1,200           $4,275           $1,200               $0                  $0

 Other                                   $26,501          $20,598           $17,639         $304,561         $233,473

 Total                                  $417,493         $420,218         $418,693          $691,620         $620,532

 Full-time Equivalent                        6.50               6.50            6.00            6.00              5.00


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Expenses have decreased 11 percent as a result of the deletion of one criminal deputy due to lack of
funding and the elimination of the district’s reserves.

Revenues - Revenues in the White City Enhanced Law Enforcement District are frozen.




                                                          140
                           GENERAL GOVERNMENT

                                       1997-98 to 2001-02

          $7,000,000
          $6,000,000
          $5,000,000
          $4,000,000
          $3,000,000
          $2,000,000
          $1,000,000
                      $0
                             FY 97-98 FY 98-99 FY 99-00 FY 00-01 FY 01-02

               PERSONNEL              MATERIALS               CAPITAL          OTHER            REVENUE




                           FY 97-98         FY 98-99           FY 99-00         FY 00-01          FY 01-02
     PERSONNEL           $2,203,486        $2,365,860         $2,587,995      $2,825,577        $2,831,400
     MATERIALS           $1,005,135        $1,345,525         $1,632,105      $1,645,918        $1,675,397
     CAPITAL                  $0                $0             $12,999           $9,000         $1,396,461
     OTHER                    $0            $40,021               $0            $44,081          $341,537
     REVENUE             $1,711,249        $2,047,062         $2,054,005      $2,284,432        $3,761,473



Economic and Special Development - The increase in capital projects is a result of pass through community
development block grant funds.




                                                        141
                                JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                   CATEGORY
Assessor                                                                                                         G

                                         HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

After four years under Measure 50, no maintenance appraisal work has been completed.

By modifying the sales study work of the current appraisal staff and adding a lead appraiser/appraiser analysis to
coordinate the effort, a reappraisal program will be instituted next year.

In 2000 the task of scanning deed card records into the computer began.

FY 2001-2002

Hopefully, the deed card scanning project will be completed, and the laborious task of scanning the appraisal records
for real property and mobile homes will begin.

BENCHMARK




                                                           142
                               JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                  PROGRAM
Assessor                                                                                      Assessment and Appraisal

PROGRAM DESCRIPTION

Assessment and appraisal is a state mandated program that performs assessments on all real property, mobile
homes, and personal property in a fair and equitable manner to ensure that all property is assessed and valued
correctly; treats all citizens and governmental entities fairly and honestly; complies with all state statutes and
administrative rules; and strives to improve the assessment process through training, automation, and better
management practices.

The assessment and appraisal program is helping to meet county goals: (2) Serve all citizens fairly and ensure
access to county governments; (3) Provide opportunities for all citizens to prosper by promoting the economic
development of the area; (4) Strengthen cooperation between public agencies; (6) Encourage citizen understanding
and participation in county government; (9) Promote employee pride, performance, and productivity; and (11)
Maintain public records to provide financial, historical, and statistical information. However, the primary goal is
number 2.


PROGRAM GOAL

The goal of the assessment and appraisal program is to assess all real property, mobile homes, and personal
property in Jackson County in a fair and equitable and timely manner, complying with all relevant state statutes and
administrative rules.


                                                     OUTCOMES
                                                                    FY            FY              FY              FY
                                                                 1999-2000     2000-2001       2000-2001       2001-2002
                                                                   Actual      Budgeted        Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Reduce number of appeal accounts requiring             41%            40%            40%             40%
            tax roll correction.

Prior Year Action Plan Results

     For 1999-2000 the number of appealed accounts decreased by sixteen percent (16 percent) from 1998. The
     percentage of accounts requiring tax roll correction increased six percent (6 percent).

Future Action Plan

     a.     Accurately value property according to state law.

FINANCIAL

Outcome

     g      Decrease average cost per account.                    21.39          22.38           21.49          22.71



                                                           143
DEPARTMENT                                                                                              PROGRAM
Assessor                                                                                  Assessment and Appraisal

Prior Year Action Plan Results

    Developed consistent method of measuring outcome. Jackson County ranks fourth lowest in the state based
    on cost per account.

Future Action Plan

    a.     Compare administrative costs per account with other similar local governments. (Cost adjusted for one-
           time expenses.)

INTERNAL PROCESSES

Outcome

    g      Decrease total number of omitted properties.          60             60           40             35
    g      Increase number of people accessing                   50            100          2,500          7,500
           information on the Internet.

Prior Year Action Plan Results

           Continued working with municipalities to obtain all building permit data. Procedures initiated to track
           permits in numerical sequence to assure all are received. Remained on a six-year data collection cycle.
           Continued to work towards making front counter self-service. Began scanning deed cards, set up
           procedure, and made refinements to expedite process. Completed map digitizing project with maps
           now available on the county Web site. Computer and printer additions were made at public counter.

Future Action Plan

    a.     Increase number of cities providing building permit data electronically.
    b.     Continue six-year inspection cycle.
    c.     Begin scanning real property appraisal records.
    d.     Continue scanning process.
    e.      Increase public awareness of data availability.

LEARNING AND GROWTH

Outcome

    g      Maintain average number of hours of                  40.30         15.00         25.62          27.50
           continuing education per appraisal staff
           employee.
    g      Maintain average number of hours of                  30.25         28.75         28.75          28.75
           continuing education per managerial appraisal
           staff employee.
    g      Increase average number of hours of cross            13.00         14.00         54.00          40.00
           training opportunities per clerical staff
           employee.

Prior Year Action Plan Results

    Met and exceeded the amount of training opportunities offered to appraisal staff as well as training
    opportunities offered to management staff. Cross-training was scheduled and carried out where needs were
    greatest.




                                                          144
 DEPARTMENT                                                                                                PROGRAM
 Assessor                                                                                    Assessment and Appraisal

 Future Action Plan

      a.     Provide training opportunities—thirty hours of continuing education every two years is required for
             each appraisal staff employee
      b.     Provide training opportunities—forty-five hours of continuing education every two years is required for
             each managerial appraisal staff employee.
      c.     Coordinate time and place for cross-training.
      d.     Provide education to public regarding change in laws and their expanded ability to acquire assessment
             data over the Internet.



 EXPENDITURES                           1997-1998         1998-1999        1999-2000        2000-2001      2001-2002
                                           Actual            Actual           Actual          Revised       Adopted

 Personal Services                     $1,519,546        $1,607,917        $1,746,220       $1,850,446    $1,855,484

 Materials & Services                    $360,849          $658,780          $716,861        $698,082          $644,469

 Capital Outlay                                  $0                $0                 $0           $0               $0

 Other                                           $0         $40,021                   $0      $43,730          $341,537

 Total                                 $1,880,395        $2,306,718        $2,463,081       $2,592,258    $2,841,490


 REVENUES

 State/Local Gov't                       $416,597          $542,424          $689,018        $892,785          $880,718

 Federal Gov't                                  $0                $0                  $0           $0               $0

 Fees & Charges                            $82,215          $76,860           $78,131         $75,600           $92,500

 Other                                           $0               $85                 $0           $0               $0

 Total                                   $498,812          $619,369          $767,149        $968,385          $973,218

 Full-time Equivalent                        36.42             35.90                34.90        35.90            35.50


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - The increase will pay debt service for a lease purchase agreement for new appraisal software.

Revenues - Reflects year-to-date actuals projected to the end of the fiscal year.




                                                            145
                                 JACKSON COUNTY ANNUAL BUDGET
                                                Fiscal Year 2001-2002
DEPARTMENT                                                                                                      CATEGORY
Clerk                                                                                                               G

                                          HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

The most notable event for elections during this fiscal year was the November election.

The scanning/imaging system is working very well. It enables recording staff to retrieve information faster to
county and non-county users. Also, recording is providing users digitized recorded documents on a password-
protected File Transfer Protocol (FTP) site accessible over the Internet. A fee is charged to all users of this FTP site.

FY 2001-2002

For elections, steps to rectify the bottlenecks will have the highest priority. Efforts to obtain adequate working
space, increasing the number of elections related machinery, upgrading and insuring proper functioning of equipment
with related software, and increasing staff with appropriate training are areas being addressed.

The challenge recording faces in the coming year is to accelerate the conversion from a paper-working office to a
digital working office. Conversion of existing microfilmed images, interoffice data usage of digitized images by all
county offices and non-county users and a new cash-drawer system are the primary objectives.


BENCHMARK

Recognizing that the integrity of the electoral process is essential in our system of government, elections wants to
settle for nothing less than the highest approval rating by the public. For FY 1999-2000, the actual rating was 3.3 out
of 5. Though our projection for FY 2001-2002 is 4.0, this may be optimistic in light of November’s election.
However, if appropriate steps are taken to correct deficiencies, an improved rating may still be possible.

The benchmark that recording is most concerned about is the public satisfaction rating determined each year. The
FY 1999-2000 rating was 3.54 out of 5. The current fiscal year is conservatively projected to be about the same. As
recording converts to digital storage of information, this rating is expected to improve.




                                                            146
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                  PROGRAM
Clerk                                                                                                    Administration

PROGRAM DESCRIPTION

The administration program oversees the operations of the elections, recording, and archives programs. It also
sets objectives and promotes the results of those objectives within the clerk’s office.

The administration program is helping to meet county goals: (2) Serve all citizens fairly and ensure access to
county government; (3) Provide opportunity for all citizens to prosper by promoting the economy of the area; (4)
Strengthen cooperation between public agencies; (6) Encourage citizen understanding and participation in county
government; and (7) Make recreational, learning, and cultural opportunities accessible and available.


PROGRAM GOAL

The goal of the administration program is to ensure that elections are conducted with fairness and integrity, that
public records are recorded in an efficient and timely manner, that accessibility is maintained while researching
public records and that the public is treated with courtesy and respect when doing business with the clerk’s office.



                                                     OUTCOMES
                                                                   FY           FY              FY              FY
                                                                1999-2000    2000-2001       2000-2001       2001-2002
                                                                  Actual     Budgeted        Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Maintain number of clerk’s office program              48            48             50              50
            promotions.

Prior Year Action Plan Results

     Met projection.

Future Action Plan

     a.     Issue press releases and brochures; arrange speaking engagements; and attend civic organizational
            meetings.

FINANCIAL

Outcome

     g      Increase percentage of revenue through               8.6%            2%              0             1%
            more usage of clerk’s programs.

Prior Year Action Plan Results

     Downturn in recording of documents.



                                                          147
DEPARTMENT                                                                         PROGRAM
Clerk                                                                           Administration

Future Action Plan

    a.     Continue working to lower unit cost.

INTERNAL PROCESSES

Outcome

    g      Increase number of enhanced presentations           1      1    1           1
           by use of new technology.

Prior Year Action Plan Results

    Increased presentations by one.

Future Action Plan

    a.     Incorporate new presentation technology.

LEARNING AND GROWTH

Outcome

    g      Maintain attendance in workshops, seminars,         24     24   24          24
           and educational events.

Prior Year Action Plan Results

    Met target.

Future Action Plan

    a.     Continue to attend educational programs and conferences.




                                                         148
 DEPARTMENT                                                                              PROGRAM
 Clerk                                                                                Administration



 EXPENDITURES                  1997-1998     1998-1999      1999-2000     2000-2001      2001-2002
                                  Actual        Actual         Actual       Revised       Adopted

 Personal Services                $70,073       $75,644         $83,630     $90,856         $93,819

 Materials & Services             $26,044       $20,973     ($26,479)       $24,041         $26,685

 Capital Outlay                       $0              $0            $0          $0               $0

 Other                                $0              $0            $0          $0               $0

 Total                            $96,117       $96,617         $57,151    $114,897        $120,504


 REVENUES

 State/Local Gov't                    $0              $0            $0          $0               $0

 Federal Gov't                        $0              $0            $0          $0               $0

 Fees & Charges                       $0              $0            $0          $0               $0

 Other                                $0              $0            $0          $0               $0

 Total                                $0              $0            $0          $0               $0

 Full-time Equivalent                1.00            1.00          1.00        1.00            1.00


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - N/A

Revenues - N/A




                                               149
                               JACKSON COUNTY ANNUAL BUDGET
                                                Fiscal Year 2001-2002
DEPARTMENT                                                                                                  PROGRAM
Clerk                                                                                                        Elections

PROGRAM DESCRIPTION

The elections program conducts elections for all taxing districts in Jackson County; maintains and certifies results
for taxing districts, the public, and media distribution; and keeps record history for historical purposes.

The elections program is helping to meet county goals: (2) Serve all citizens fairly and ensure access to county
government; (3) Provide opportunity for all citizens to prosper by promoting the economy of the area; (4)
Strengthen cooperation between public agencies; (6) Encourage citizen understanding and participation in county
government; and (7) Make recreational, learning, and cultural opportunities accessible and available.


PROGRAM GOAL

The goal of the elections program is to conduct all countywide and district elections, including vote-by-mail
elections, tabulate the results, and make results available to the public on a timely basis; produce county voters’
pamphlets for all elections with the exception of recall elections; search and make available documents for public
inspection when requested to do so.



                                                     OUTCOMES
                                                                     FY          FY             FY             FY
                                                                  1999-2000   2000-2001      2000-2001      2001-2002
                                                                    Actual    Budgeted       Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Maintain average satisfaction rating.                   3.30        4.18           4.00            4.00

Prior Year Action Plan Results

     The satisfaction rating was lower due to problems encountered during the November 2000 election.

Future Action Plan

     a.     Improve physical environment and equipment needed to conduct an election.

FINANCIAL

Outcome

     g      Reduce cost per registered voter.                      $7.11        $5.66          $5.72          $7.23

Prior Year Action Plan Results

     Increase in voter registration lowered the cost per voter.




                                                           150
DEPARTMENT                                                                                              PROGRAM
Clerk                                                                                                    Elections

Future Action Plan

    a.     Increase cost in FY 2001-2002 to correct deficiencies in elections services.

INTERNAL PROCESSES

Outcome

    g      Increase number of election computer                   1              2           2              2
           systems that have been implemented and
           refined.

Prior Year Action Plan Results

    An ongoing process.

Future Action Plan

    a.     Continue to work with vendors to upgrade equipment.

LEARNING AND GROWTH

Outcome

    g      Have knowledgeable election staff.                     3              3           5              5

Prior Year Action Plan Results

    Though number of trained persons remained the same, there is an urgent need to increase elections service
    staff.

Future Action Plan

    a.     Hire and train two more employees.




                                                         151
 DEPARTMENT                                                                                        PROGRAM
 Clerk                                                                                              Elections



 EXPENDITURES                           1997-1998         1998-1999        1999-2000   2000-2001   2001-2002
                                           Actual            Actual           Actual     Revised    Adopted

 Personal Services                        $130,258         $157,852         $178,566    $199,587    $196,397

 Materials & Services                     $281,599         $317,123         $562,240    $432,546    $469,322

 Capital Outlay                                  $0                $0            $0          $0           $0

 Other                                           $0                $0            $0          $0           $0

 Total                                    $411,857         $474,975         $740,806    $632,133    $665,719


 REVENUES

 State/Local Gov't                         $99,684         $154,182          $64,106    $136,524     $47,277

 Federal Gov't                                   $0                $0            $0          $0           $0

 Fees & Charges                             $6,636           $10,331          $6,094     $13,920     $10,054

 Other                                           $0                $0            $0          $0           $0

 Total                                    $106,320         $164,513          $70,200    $150,444     $57,331

 Full-time Equivalent                          3.00               3.00          3.00        3.00        3.00


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - NA

Revenues - The decrease is a result of fewer special district elections.




                                                            152
                               JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                   PROGRAM
Clerk                                                                                                        Recording

PROGRAM DESCRIPTION

The recording program assists the public, title companies, real estate agents, attorneys, and all other interested
parties in the recording and filing of legal documents having interest in real property. The program assists the
public in researching legal documents and assists the public requesting hearings before the Board of Property Tax
Appeals. The program microfilms all official records including the Board of Commissioners’ Journal for historical
preservation and sells marriage licenses as requested.

The recording program is helping to meet county goals: (2) Serve all citizens fairly and ensure access to county
government; (3) Provide opportunity for all citizens to prosper by promoting the economy of the area; (4)
Strengthen cooperation between public agencies; (6) Encourage citizen understanding and participation in county
government; and (7) Make recreational, learning, and cultural opportunities accessible and available.


PROGRAM GOAL

The goal of the recording program is to assist the public in recording and filing of all legal documents having
interest in real property and microfilm such documents for historical preservation; to sell marriage licenses; to set
up hearing dates for those who wish to appear before the Board of Property Tax Appeals and record hearings; and
to provide searches of miscellaneous public records.



                                                     OUTCOMES
                                                                    FY           FY             FY              FY
                                                                 1999-2000    2000-2001      2000-2001       2001-2002
                                                                   Actual     Budgeted       Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Increase average public satisfaction rating.           3.54          3.94           3.54           3.54

Prior Year Action Plan Results

     Slight drop in rate.

Future Action Plan

     a.     Revise survey questionnaire to provide more specific information.

FINANCIAL

Outcome

     g      Maintain percent of department costs paid             100%          100%           100%            100%
            for by the recording program.




                                                           153
DEPARTMENT                                                                                               PROGRAM
Clerk                                                                                                    Recording

Prior Year Action Plan Results

    No deviation from prior year.

Future Action Plan

    a.     Make conservative projections on revenue sources.

INTERNAL PROCESSES

Outcome

    g      Reduce average time to record a document              9.9             11.3        11.3           11.3
           (minutes).

Prior Year Action Plan Results

     Considerable decrease in time to record a document.

Future Action Plan

    a.     Upgrade technology and procedures used to record documents.

LEARNING AND GROWTH

Outcome

    g      Maintain number of hours of training time            100              120         120            120
           for recording service.

Prior Year Action Plan Results

    Though not everyone in recording received formal training, the total hours spent for training exceeded the goal
    for last year.

Future Action Plan

    a.     Equalize the training opportunities for all employees in recording.




                                                         154
 DEPARTMENT                                                                                            PROGRAM
 Clerk                                                                                                 Recording



 EXPENDITURES                          1997-1998         1998-1999        1999-2000        2000-2001   2001-2002
                                          Actual            Actual           Actual          Revised    Adopted

 Personal Services                       $196,234         $216,975          $238,659        $296,883    $297,099

 Materials & Services                    $176,141         $167,904          $200,852        $260,361    $201,769

 Capital Outlay                                 $0                $0         $12,999          $9,000         $0

 Other                                          $0                $0                 $0          $0          $0

 Total                                   $372,375         $384,879          $452,510        $566,244    $498,868


 REVENUES

 State/Local Gov't                        $15,487          $10,369            $9,586         $10,176      $5,292

 Federal Gov't                                  $0                $0                 $0          $0          $0

 Fees & Charges                          $829,201         $957,925          $896,925        $774,961    $885,421

 Other                                    $10,273          $11,574                  ($1)         $0          $0

 Total                                   $854,961         $979,868          $906,510        $785,137    $890,713

 Full-time Equivalent                         6.00               6.00               7.00        7.00        7.00


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Software was purchased in FY 00-01 which will assist in imaging recorded documents.

Revenues - Increase of 13.45 percent due to changes in fees by state legislature.




                                                           155
                              JACKSON COUNTY ANNUAL BUDGET
                                             Fiscal Year 2001-2002
DEPARTMENT                                                                                           CATEGORY
Economic and Special Development                                                                         G

                                       HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

This past fiscal year, Community Development Block Grants (CDBG) funding was approved on behalf of the Disaster
Preparedness project and the new Community Health Center project. Design of the Children’s Advocacy Center
Expansion project will be complete and construction of the facility will commence.

FY 2001-2002

Due to a budget shortfall on the state level, and a lean county budget, CDBG funding will be in high demand by
community partners. The CDBG program under Economic and Special Development will ensure that projects remain
on schedule so more funding will be available for other community projects.

BENCHMARK

The number of grants funded through Jackson County per fiscal year.

FY1999-2000                 FY2000-2001             FY2001-2002
  1                             2                       3




                                                        156
                              JACKSON COUNTY ANNUAL BUDGET
                                             Fiscal Year 2001-2002
DEPARTMENT                                                                                           PROGRAM
Economic and Special Development                                             Community Development Block Grants

PROGRAM DESCRIPTION

The Community Development Block Grants (CDBG) program is the development of viable communities by
providing decent housing and a suitable living environment and expanding economic opportunities, principally for
persons of low and moderate income. The Urban Renewal Agency serves as grant administrator for CDBG funds
awarded to Jackson County.

The CDBG program is helping to meet county goal (3): Provide opportunities for all citizens to prosper by
promoting economic development of the area.


PROGRAM GOAL

The goal of Community Development Block Grants is to provide the availability and adequacy of public facilities
and infrastructure, while increasing business and employment opportunities.



                                                   OUTCOMES
                                                                  FY            FY             FY             FY
                                                               1999-2000     2000-2001      2000-2001      2001-2002
                                                                 Actual      Budgeted       Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

    g      Percent toward completion for each project
           funded by CDBG funds.

           Children’s Advocacy Center Grant                                                   30%            100%
           Disaster Preparedness Grant                                                        25%            100%
           Community Health Center Grant                                                      10%             50%

Prior Year Action Plan Results

    N/A

Future Action Plan

    a.     Monitor each CDBG funded project to determine percentage toward completion.
    b.     Ensure budgets, schedules, and amendments are prepared in a timely manner.
    c.     Ensure agreements involving project activities with contractors are developed and carried out as
           expeditiously and accurately as possible.
    d.     Ensure the provision of information reaches residents and citizen organizations participating in the
           planning, implementation, or assessment of activities being assisted with CDBG funds.




                                                         157
DEPARTMENT                                                                                             PROGRAM
Economic and Special Development                                               Community Development Block Grants

FINANCIAL

Outcome

    g       Amount of CDBG funds allocated compared
            to amount spent for each pre-agreement cost
            (i.e., architectural, engineering, construction,
            contingencies, etc.)

            Children’s Advocacy Center Grant
            Architectural/Engineering Services–$52,000               N/A         N/A          $42,000         $10,000
            Construction–$478,000                                    N/A         N/A          $50,000        $428,000
            Administration–$15,000                                   N/A         N/A           $3,000         $12,000

            Disaster Preparedness Grant
            University of Oregon–$85,000                             N/A         N/A          $35,000        $50,000
            Rogue Valley Council of Governments                      N/A         N/A          $40,000        $54,000
            Grant Administration–$15,000                             N/A         N/A           $6,000         $9,000

            Community Health Center Grant
            Architectural/Engineering Services–$60,000               N/A         N/A             $0           $60,000
            Construction–$525,000                                    N/A         N/A             $0          $125,000
            Administration                                           N/A         N/A           $1,000          $5,000

Prior Year Action Plan Results

   N/A

Future Action Plan

    a.      Evaluate each project’s results against the state-approved budget and scope of work and monitor
            project activities, progress, and compliance with CDBG and federal program requirements.
    b.      Ensure that cash requests, reports, and other compliance documents are submitted to the state of
            Oregon in an expeditious and accurate manner.
INTERNAL PROCESSES

Outcome

    g       Number of citizens benefitted by each CDBG
            project.
            Children’s Advocacy Center Grant                         N/A         N/A         650 cases      800 cases
            Disaster Preparedness Grant                              N/A         N/A          176,000        176,000
            Community Health Center Grant                            N/A         N/A             0              0

Prior Year Action Plan Results

    N/A

Future Action Plan

    a.      Work with community partners to (1) ensure that grant projects are beneficial to the community and
            citizens; (2) ensure that grant applications are approved and signed by the appropriate person(s); (3)
            ensure that the signed applications are submitted to the state of Oregon in a timely manner; and (4)
            ensure that grant-funded projects are completed within two years.



                                                               158
 DEPARTMENT                                                                                       PROGRAM
 Economic and Special Development                                         Community Development Block Grants

 LEARNING AND GROWTH

 Outcome

     g      Maintain average number of hours of training       N/A        10 hours      10 hours      10 hours
            on CDBG funding per FTE per year.

 Prior Year Action Plan Results

      N/A

 Future Action Plan

     a.     Require that each FTE read the CDBG Handbook and updates that are provided by the state of Oregon.
     b.     Attend seminars and workshops that concentrate on training in CDBG funding.



 EXPENDITURES                        1997-1998       1998-1999       1999-2000       2000-2001        2001-2002
                                        Actual          Actual          Actual         Revised         Adopted

 Personal Services                           $0               $0             $0              $0              $0

 Materials & Services                        $0               $0             $0              $0         $60,000

 Capital Outlay                              $0               $0             $0              $0      $1,390,000

 Other                                       $0               $0             $0              $0              $0

 Total                                       $0               $0             $0              $0      $1,450,000


 REVENUES

 State/Local Gov't                           $0               $0             $0              $0      $1,450,000

 Federal Gov't                               $0               $0             $0              $0              $0

 Fees & Charges                              $0               $0             $0              $0              $0

 Other                                       $0               $0             $0              $0              $0

 Total                                       $0               $0             $0              $0      $1,450,000

 Full-time Equivalent                      0.00              0.00          0.00            0.00             0.00


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - New program.

Revenues - New program.




                                                       159
                                JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                  CATEGORY
Finance                                                                                                         G

                                        HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

Taxpayer acceptance of payments at a lockbox has helped reduce the processing time required for the November due
date. Efforts to increase acceptance will continue.

More departments are accepting credit card payments by citizens, and an ATM has been installed in the lobby of the
jail. The county investment policy was modified and permitted the finance department to take advantage of favorable
investments not previously available.

FY 2001-2002

Greater acceptance of lockbox as a method of paying property taxes has allowed the department to decrease staff by
approximately one-quarter position. Department staff will continue to inform citizens of the ease of using this time
and cost effective method of payment.

Departmental staff serve on a committee to investigate e-commerce alternatives for the county.

BENCHMARK




The benchmark selected last year for the treasurer’s investment pool proved to be an invalid comparison. This line
graph compares the current US Treasury yield curve to investments currently on hand (01/19/01). Selection of a
new treasury benchmark is one of the department’s action plans for next year.




                                                          160
                               JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                     PROGRAM
Finance                                                                                                    Payment Center

PROGRAM DESCRIPTION

The payment center program maintains and updates tax rolls, collects taxes, assists the public, processes
foreclosures, distributes tax collections to the treasurer, prepares delinquent notices and personal property
warrants, represents the county at bankruptcy hearings, and fulfills all other duties of the tax collector as required
by Oregon law. The payment center is a self-directed work team which incorporates the payment center and
county collections programs. In addition, one staff member also performs the property management program
functions for the county.

The primary goal that the payment center program is helping to meet is goal (2): Serve all citizens fairly and ensure
access to county government.


PROGRAM GOAL

To maximize the collection of property taxes in a timely manner on behalf of the taxing districts and the citizens of
Jackson County while utilizing the latest available technology.



                                                     OUTCOMES
                                                                    FY            FY              FY              FY
                                                                 1999-2000     2000-2001       2000-2001       2001-2002
                                                                   Actual      Budgeted        Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g     The number of days after each trimester due            9 days        12 days         8 days           delete
           date that timely payments are processed.
     g     The number of business days after the                 12 days          new           8 days          10 days
           November due date that all timely payments
           are processed. *
     g     The number of business days after the 2nd              7 days          new           7 days          7 days
           and 3rd trimester due dates that all timely
           payments are processed. *

Prior Year Action Plan Results

     More temporary help was utilized, for a shorter period, in order to shorten the processing time for the
     November due date. Now in its fourth year, lockbox has become more widely accepted, thereby decreasing
     overall processing time. The use of balance due notifications (“reminder notices”) has been expanded to
     include additional accounts, beginning January 2001.

Future Action Plan

     a.    Assess the benefit of expanding the use of reminder notices.
     b.    Promote lockbox and local bank payments via a press release prior to mailing of the tax bills and
           meeting with the media as appropriate.
     c.    Continue practice of enhanced, short-period, extra-help staffing.


                                                           161
DEPARTMENT                                                                                                   PROGRAM
Finance                                                                                                  Payment Center

FINANCIAL

Outcome

    g       Program costs per payment processed.                 $3.23           $3.75          $3.58

Prior Year Action Plan Results

    First survey of tax collection costs of other counties in process. There is some difficulty in obtaining
    comparable data.

Future Action Plan

    a.      Work to develop a survey format that helps to ensure comparable data.

INTERNAL PROCESSES

Outcome

    g       Percentage of payment correction vouchers            2.3%            2.5 %           2.0%           2.0%
            processed, including overpayment refunds.

Prior Year Action Plan Results

    The increased use of lockbox has helped to improve this statistic, since payments are electronically
    downloaded thereby reducing manual processing. Additional narrative information was added to the tax bill in
    an attempt to reduce double payments.

Future Action Plan

    a.      Modify the “notification copy” of the tax bill to omit property tax totals from the payment stub only.
            Totals would still be in the body of this specific yellow copy of the bill, which is sent to property
            owners for whom their mortgage company has requested current tax amounts.
    b.      Continue active involvement in the “data exchange program,” which promotes the use of electronic
            media for mortgage company and industrial account payments.

LEARNING AND GROWTH

Outcome

    g       Average number of employee hours spent                 17             12              20              23
            participating in training.

Prior Year Action Plan Results

    Two years are needed to rotate all staff through statewide training; however, legislative years provide
    additional opportunities to participate in this level of training. The state associations of tax collectors and
    assessors hold joint meetings in legislative years. In-house training is utilized as time is available and as
    appropriate.

Future Action Plan

    a.      Continue rotation of full-time and part-time staff to statewide meetings.
    b.      All staff to attend in-house team training offered by Human Resources, if available again in 2001-02.




                                                          162
 DEPARTMENT                                                                                            PROGRAM
 Finance                                                                                           Payment Center



 EXPENDITURES                          1997-1998        1998-1999          1999-2000   2000-2001       2001-2002
                                          Actual           Actual             Actual     Revised        Adopted

 Personal Services                       $174,702         $191,169          $205,278    $237,574        $236,614

 Materials & Services                    $149,854         $160,540          $165,784    $210,108        $253,319

 Capital Outlay                                 $0                 $0            $0          $0           $6,461

 Other                                          $0                 $0            $0          $0               $0

 Total                                   $324,556         $351,709          $371,062    $447,682        $496,394


 REVENUES

 State/Local Gov't                        $78,008          $88,954          $102,856    $156,689        $156,918

 Federal Gov't                                  $0                 $0            $0          $0               $0

 Fees & Charges                           $68,065          $53,695           $56,773     $52,950         $58,660

 Other                                     ($240)                $735         $1,348      $2,548          $2,813

 Total                                   $145,833         $143,384          $160,977    $212,187        $218,391

 Full-time Equivalent                         4.81               4.89           5.29        5.41             5.32


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Increase is due to allocation of administrative overhead.

Revenues - N/A




                                                           163
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                   PROGRAM
Finance                                                                                                       Treasury

PROGRAM DESCRIPTION

The treasury program receives county funds, disburses tax revenue to all taxing entities, provides debt service
administration for the county and urban renewal agency, provides debt service payment processing for various
school districts, and implements electronic receipt and disbursement systems. The treasury program also
maintains an investment pool for all county funds, the urban renewal agency, the law enforcement district, and
debt service funds of districts for whom bond payment services are provided. In administering this fund, the
treasurer’s office follows the standard prudent investor’s rule, which states, “investments shall be made with
judgment and care, under circumstances then prevailing, which persons of prudence, discretion, and intelligence
exercise in the management of their own affairs, not for speculation, but for investment, considering the probable
safety of their capital as well as the probable income to be derived.”

The primary county goal that the accounting program is helping to meet is goal (11): Maintain public records to
provide financial, historical, and statistical information.


PROGRAM GOAL

The goal of the treasury program is to manage county and district funds for maximum return while meeting
liquidity requirements, protecting the principal, and adhering to statutory and policy restrictions and requirements.



                                                    OUTCOMES
                                                                   FY            FY             FY              FY
                                                                1999-2000     2000-2001      2000-2001       2001-2002
                                                                  Actual      Budgeted       Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g     Increase percent of return as compared to            +.296%         +.900%          delete         delete
           Public Investor 10-bill Index.
     g     Return as compared to new, yet to be                     -             -           ± .20%          ± .20%
           determined, benchmark. *

Prior Year Action Plan Results

     The benchmark that was selected, the Public Investor 10-bill Index, has proven to be an invalid benchmark
     for comparison with Jackson County’s investment pool. The inverted yield curve combined with this index’s
     short investment horizon and buy to sell strategy make comparisons of little value. This index can reflect
     short-term gains without reflecting lost investment opportunities that could have been realized by locking in
     longer-term rates in a declining interest rate environment. A new benchmark is needed.

     Investments are awarded competitively and documented on bid forms retained in the treasurer’s office. Rate
     sheets and copies of the current yield curve are also retained to document current market conditions.




                                                          164
DEPARTMENT                                                                                                    PROGRAM
Finance                                                                                                        Treasury

Future Action Plan

    a.      Identify a new benchmark and test its validity over the coming year.

FINANCIAL

Outcome

    g       Maintain treasury service expenses charged              .09%        0.10 %           .10%           .10%
            to county departments as a percentage of the
            county’s budget (excluding capital
            projects).

Prior Year Action Plan Results

    A comparison to other local governments has not been completed as of yet. Comparability remains an
    obstacle that needs to be addressed since many counties blend treasury, tax collection, and other finance
    related programs together.

    A review of special services that are provided to specific departments has been completed. These costs are
    calculated before general treasury support is allocated to county departments. This ensures that those
    departments that require enhanced services are paying the related costs.

Future Action Plan

    a.      Update the list of services, including the cost of each service, annually as part of the budget and cost
            allocation process.
INTERNAL PROCESSES

Outcome

    g       Maintain number of months with positive                  12            12             12              12
            total investment return.
    g       Maintain number of sales prior to maturity in             0            0               0              0
            unfavorable market conditions.

Prior Year Action Plan Results

    An evaluation of treasury software was completed as part of the research of potential new financial systems.
    No single treasury system was located that would have met the needs of the county. In the meantime, internal
    procedures have been modified that may make treasury system packages potentially more useful.

Future Action Plan

    a.      Evaluate treasury software as part of the project to study financial systems for the county.

LEARNING AND GROWTH

Outcome

    g       Average number of employee hours spent                38.5 hrs /    45 hrs /       40 hrs /        40 hrs /
            participating in training.                              FTE          FTE            FTE             FTE




                                                            165
 DEPARTMENT                                                                                              PROGRAM
 Finance                                                                                                  Treasury

 Prior Year Action Plan Results

     Treasury staff has worked to maintain competence and work pro-actively to anticipate and implement
     changes relating to treasury management. The finance director has maintained state certifications by the
     Oregon Municipal Finance Officers Association and the Oregon Association of County Treasurers and
     Finance Officers. National certifications include the National Association of County Treasurers and Finance
     Officers (a separate certification from the state association) and the Association of Government Accountants.
     The finance director has also passed all certification exams given to date by the Government Finance Officers
     Association of the U.S. and Canada (GFOA).

 Future Action Plan

     a.     Maintain or complete existing certifications. Chief Deputy to begin state certification program.
     b.     Continue to seek opportunities to stay on top of developments in the field of investment management.



 EXPENDITURES                        1997-1998        1998-1999        1999-2000        2000-2001        2001-2002
                                        Actual           Actual           Actual          Revised         Adopted

 Personal Services                     $112,673         $116,303         $135,642         $150,231         $151,987

 Materials & Services                   $10,648          $20,205          $12,847          $21,131          $19,833

 Capital Outlay                               $0               $0              $0               $0                 $0

 Other                                        $0               $0              $0               $0                 $0

 Total                                 $123,321         $136,508         $148,489         $171,362         $171,820


 REVENUES

 State/Local Gov't                       $2,639           $2,810           $7,310           $4,694           $3,043

 Federal Gov't                                $0               $0              $0               $0                 $0

 Fees & Charges                        $100,772         $113,094         $112,336         $144,632         $159,625

 Other                                   $1,912          $24,024          $29,523          $18,953           $9,152

 Total                                 $105,323         $139,928         $149,169         $168,279         $171,820

 Full-time Equivalent                       1.76              1.76            2.15             2.15             2.14


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - N/A

Revenues - N/A




                                                        166
         COMMUNITY ADVOCACY AND HEALTH

                                      1997-98 to 2001-02

         $45,000,000
         $40,000,000
         $35,000,000
         $30,000,000
         $25,000,000
         $20,000,000
         $15,000,000
         $10,000,000
          $5,000,000
                  $0
                             FY 97-98 FY 98-99 FY 99-00 FY 00-01 FY 01-02

               PERSONNEL             MATERIALS                CAPITAL         OTHER            REVENUE




                         FY 97-98          FY 98-99            FY 99-00        FY 00-01         FY 01-02
     PERSONNEL          $8,413,975        $9,700,274       $10,834,301       $12,692,074       $13,174,609
     MATERIALS          $15,599,906      $18,721,609       $19,669,905       $27,169,435       $26,097,943
     CAPITAL              $10,482          $415,524            $17,025         $791,929        $1,000,000
     OTHER               $304,770          $285,375               $0          $1,825,000       $2,500,000
     REVENUE            $24,814,476      $27,680,335       $31,252,918       $40,820,513       $41,077,118




The overall increase between FY 99-00 and FY 00-01 is due to state law requirements to budget fund balances which
will not be spent.




                                                        167
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                 CATEGORY
Community Justice                                                                                              H

                                        HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

Highlights include award of National CASA Association grant which allowed for hiring part-time recruiter/trainer.

FY 2001-2002

Challenges include obtaining funding for a permanent office. Obtaining funding to increase staffing to provide correct
rations of supervisor to volunteer (1:30).

BENCHMARK




                                                          168
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                              PROGRAM
Community Justice                                                                 Court Appointed Special Advocate

PROGRAM DESCRIPTION

The court appointed special advocate program (CASA) recruits, trains, and supervises volunteers who act as
advocates for abused and neglected children whose cases result in juvenile court proceedings. The assigned
advocate provides a written report to the court for dispositional and review hearings and monitors the progress of
each case and the work of the court, attorneys, and agencies on behalf of the child.

The court appointed special advocate program is helping to meet county goal (1): Protect the health, safety, and
well-being of all citizens.


PROGRAM GOAL

The goal of the CASA program is to provide effective advocacy for abused and neglected children involved in the
juvenile court system.


                                                    OUTCOMES
                                                                   FY           FY             FY             FY
                                                                1999-2000    2000-2001      2000-2001      2001-2002
                                                                  Actual     Budgeted       Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Increase the number of abused and neglected           35%          40%            40%            45%
            children who receive advocacy services by 5
            percent.

Prior Year Action Plan Results

     The number of children who received advocacy services increased 5 percent.

Future Action Plan

     a.     Recruit, train, and supervise additional volunteer advocates.

FINANCIAL

Outcome

     g      Maintain cost of recruitment, training, and           $903         $903           $903           $903
            supervision of each volunteer advocate.

Prior Year Action Plan Results

     The program was unsuccessful at reducing the cost per volunteer.




                                                          169
DEPARTMENT                                                                                                PROGRAM
Community Justice                                                                   Court Appointed Special Advocate

Future Action Plan

    a.     Seek in-kind contributions to reduce recruitment and training costs.
    b.     Evaluate cost per volunteer.
INTERNAL PROCESSES

Outcome

    g      Increase number of properly written court              20              30            30           40
           reports.

Prior Year Action Plan Results

    Achieved 100 percent of the goal and action plan.

Future Action Plan

    a.     Survey active volunteers to determine additional training needs.
    b.     Evaluate increased abilities of volunteers by judges’ survey and staff assessment.

LEARNING AND GROWTH

Outcome

    g      Increase number of staff and volunteers                20              25            25           30
           participating in outside workshops.

Prior Year Action Plan Results

    Increased volunteer training from 2 to 3 per year.

Future Action Plan

    a.     Seek additional dollars to apply towards training opportunities.
    b.     Increase notification of outside training opportunities to staff and volunteers.




                                                          170
 DEPARTMENT                                                                                                PROGRAM
 Community Justice                                                                   Court Appointed Special Advocate



 EXPENDITURES                          1997-1998        1998-1999        1999-2000         2000-2001       2001-2002
                                          Actual           Actual           Actual           Revised        Adopted

 Personal Services                        $93,985          $93,382            $114,024      $169,736         $267,273

 Materials & Services                      $6,842          $10,068             $13,116       $28,715             $45,305

 Capital Outlay                                $0                $0                $0              $0                $0

 Other                                         $0                $0                $0              $0                $0

 Total                                  $100,827          $103,450            $127,140      $198,451         $312,578


 REVENUES

 State/Local Gov't                        $36,810          $37,325             $48,305       $83,762         $214,482

 Federal Gov't                                 $0                $0                $0              $0                $0

 Fees & Charges                           $41,000          $36,542             $45,603       $85,383             $70,973

 Other                                         $0               $52                $0              $0                $0

 Total                                    $77,810          $73,919             $93,908      $169,145         $285,455

 Full-time Equivalent                        2.35               3.45              2.50           4.73               6.08


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures -A 57.51 percent increase is due to the addition of FTEs and the re-allocation of wages/benefits.

Revenues - A 68.76 percent increase is the result of obtaining more grants.




                                                          171
                                JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                    CATEGORY
District Attorney                                                                                                 H

                                         HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

Increased use of the criminal non-support charge. Improved knowledge of computer resources for attachment of
wages.

This fiscal year the division has recruited three volunteers who provided 1,523.5 hours of assistance to the victims
and witnesses of crime in Jackson County.

FY 2001-2002

Develop procedure to place liens on personal property when appropriate. Increase the ability to automatically attach
wages of out-of-state obligors. This is an ongoing effort in conjunction with the Jackson County Information
Technology Department.

Challenges for the remainder of this year and next will be the securing of revenues for the Domestic Violence Team
and a restitution clerk.




                                                           172
                              JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                              PROGRAM
District Attorney                                                                   Child Support Case Management

PROGRAM DESCRIPTION

The child support case management program collects child support for families in Jackson County who do not
otherwise receive public assistance. The program also serves families across the United States by locating and
collecting child support from obligors who reside in Jackson County and owe support in other states. The
program focuses on civil and criminal laws enacted to enforce child support obligations. Specifically, the program
seeks wage assignments, garnishments, punitive contempt sanctions, criminal non-support indictments, filiation
proceedings (paternity establishment), and other legal processes in order to secure or establish payment of child
support.

The child support case management program is helping to meet county goal (1): Protect health, safety, and well-
being of all citizens.


PROGRAM GOAL

To help citizens of Jackson County who are not on public assistance receive child support through collection and
enforcement activities, and to help citizens of the United States receive child support from obligors located in
Jackson County.


                                                   OUTCOMES
                                                                  FY           FY             FY              FY
                                                               1999-2000    2000-2001      2000-2001       2001-2002
                                                                 Actual     Budgeted       Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g     Child support dollars collected.                    $6,897,823   $7,200,000    $7,007,000     $7,020,000

Prior Year Action Plan Results

     Brought 156 cases before the court for contempt and probation violation; brought contempt action against
     obligors who were three months or more behind in their payments; brought 12 cases before the grand jury for
     criminal non-support; increased the awareness of citizens of Jackson County regarding the family support
     proactive approach to collection of child support; and suspended 60 licenses as an effective tool in the
     enforcement and collection of child support.

Future Action Plan

     a.    Increase the number of cases brought before the court for contempt and probation violation.
     b.    Continue to bring cases before the court when obligors fall three months behind in child support.
     c.    Increase the number of indictments for criminal non support.
     d.    Increase the public’s awareness by media attention to the illegality of non-payments of child support.
     e.    Continue to target occupational and driver’s license suspension and add hunting and fishing license
           suspensions.



                                                         173
DEPARTMENT                                                                                                 PROGRAM
District Attorney                                                                      Child Support Case Management

FINANCIAL

Outcome

     g      Ratio of dollars collected to net program            20:1           22:1           20:1           20:1
            cost.

Prior Year Action Plan Results

     Use of automated attachment of wages of obligors has greatly increased speed of the attachment process.
     Limited use of outside private investigative agencies has reduced investigative expenses. Use of the
     administrative process for paternity establishment greatly reduces staff and attorney time.

Future Action Plan

     a.     Use automated attachment of wages of obligors out of state to increase the speed of the process.
     b.     Use the Internet to locate obligors and their employers to speed the collection process.
     c.     Use the administrative process for paternity establishment continues to reduce staff and attorney time.

INTERNAL PROCESSES

Outcome

     g      Number of case reviews.                              8,213          8,459          8,700         8,900

Prior Year Action Plan Results

     Review of cases on a quarterly basis increased support collected; the use of a computerized alert system
     brought non-payment and employment of obligor’s information to light; and the frequent pulling of files due to
     mail, incoming calls, and Internet e-mails aided the review process.

Future Action Plan

     a.     Continue quarterly review of child support cases.
     b.     Continue use of the alert system to aid in the child support review process.

LEARNING AND GROWTH

Outcome

     g      Average number of training hours for staff.           24             25             25             25

Prior Year Action Plan Results

     Periodic retraining keeps staff familiar with the Child Support Automated System (CSEAS). Monthly
     calendared meetings regarding updates in child support collection is helpful to staff. Recent media attention to
     child support issues delivers the child support message to the citizens of Jackson County. The District
     Attorney attended quarterly child support meetings and trains staff.

Future Action Plan

     a.     Continued CSEAS training when available will benefit the staff in child support collection process.
     b.     Continued annual and monthly meetings for staff and attorney to provide updates and address child
            support issues.
     c.     Attorney to attend state child support conference for updates on child support legislation.
     d.     Attorney attends mandatory continuing legal education of at least 15 hours per year.



                                                          174
 DEPARTMENT                                                                                                  PROGRAM
 District Attorney                                                                       Child Support Case Management



 EXPENDITURES                          1997-1998         1998-1999        1999-2000          2000-2001      2001-2002
                                          Actual            Actual           Actual            Revised       Adopted

 Personal Services                       $197,252         $247,257          $253,986          $288,664       $297,600

 Materials & Services                     $53,873           $86,507          $79,999           $61,136        $85,153

 Capital Outlay                                 $0                $0               $0               $0             $0

 Other                                          $0                $0               $0               $0             $0

 Total                                   $251,125         $333,764          $333,985          $349,800       $382,753


 REVENUES

 State/Local Gov't                       $245,563         $261,719          $273,672          $267,868       $284,417

 Federal Gov't                                  $0                $0               $0               $0             $0

 Fees & Charges                                 $0                $0               $0               $0             $0

 Other                                          $0                $0               $0               $0             $0

 Total                                   $245,563         $261,719          $273,672          $267,868       $284,417

 Full-time Equivalent                         6.05               6.05            6.05              6.05           6.05


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - The overall increase is a result of administrative overhead allocation.

Revenues - The program expects to get a 6.18 percent increase in state grants.




                                                           175
                                JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                PROGRAM
District Attorney                                                                             Victim/Witness Services

PROGRAM DESCRIPTION

The victim/witness services program provides advocacy, short-term counseling, case status/disposition
information and restitution assistance to all crime victims and criminal justice system education to the general
public.

The victim/witness services program is helping to meet county goal (1): Protect health, safety, and well-being of all
citizens.


PROGRAM GOAL

The goal of the victim/witness services program is to assist all crime victims and witnesses safely through the
criminal justice system without further traumatization.



                                                      OUTCOMES
                                                                      FY          FY            FY             FY
                                                                   1999-2000   2000-2001     2000-2001      2001-2002
                                                                     Actual    Budgeted      Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Provide safety and assistance in the                     53%         65%           65%             65%
            facilitation of testimony of all crime victims
            and witnesses during the prosecution of
            defendants in felony/misdemeanor cases.

Prior Year Action Plan Results

     Maintained a ratio of one advocate per 150 victims; recruited 3 volunteer/practicum students; provided an
     advocate for the victims of juvenile offenders; and provided an outreach advocate based at the White City
     satellite office.

Future Action Plan

     a.     Conduct a study for future outreach advocate placement.

FINANCIAL

Outcome

     g      Measured the cost of performing multiple                $47.53      $49.00        $49.00         $45.00
            advocacy services for each victim/witness.

Prior Year Action Plan Results

     Compared the victim/witness program budget to the total number of victims and witnesses served.


                                                             176
DEPARTMENT                                                                                           PROGRAM
District Attorney                                                                        Victim/Witness Services

Future Action Plan

     a.    Continue to compare the program budget to the number of victims/witnesses served.

INTERNAL PROCESSES

Outcome

     g     Percent of developing an automated case               50%       100%           60%           100%
           management system with expanded data
           retrieval capabilities.

Prior Year Action Plan Results

     Worked with the information technology department to develop a compatible case management system.

Future Action Plan

     a.    Continue to work with the information technology department and the district attorney’s criminal
           division to examine and reprogram Josephine County District Attorney’s case management system.

LEARNING AND GROWTH

Outcome

     g     Provide continuing education and training for         32 hr.    32 hrs.       32 hrs.        32 hrs.
           all advocates and volunteers as required by
           the Department of Justice Crime Victim’s
           Section.

Prior Year Action Plan Results

     Provided the required training to advocates and volunteers.

Future Action Plan

     a.    Provide cross training to all advocates and volunteers.




                                                           177
 DEPARTMENT                                                                                                 PROGRAM
 District Attorney                                                                              Victim/Witness Services



 EXPENDITURES                           1997-1998        1998-1999         1999-2000        2000-2001         2001-2002
                                           Actual           Actual            Actual          Revised          Adopted

 Personal Services                       $156,795          $204,337         $225,405          $261,079         $228,586

 Materials & Services                     $12,584           $63,724          $59,245           $48,073           $50,093

 Capital Outlay                                 $0                $0               $0                $0               $0

 Other                                          $0                $0               $0                $0               $0

 Total                                   $169,379          $268,061         $284,650          $309,152         $278,679


 REVENUES

 State/Local Gov't                        $24,830           $22,611          $36,497                 $0               $0

 Federal Gov't                            $21,133          $112,768         $105,690          $160,784           $74,231

 Fees & Charges                           $87,320           $86,047          $99,191           $64,500           $89,500

 Other                                    $13,956           $14,199          $14,127           $11,500           $14,500

 Total                                   $147,239          $235,625         $255,505          $236,784         $178,231

 Full-time Equivalent                         5.30               5.30            6.60              5.80             4.80


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - The personal services section is projected to decrease due to the reduction in state and federal grants.

Revenue - See above.




                                                           178
                                JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                   CATEGORY
Health and Human Services                                                                                        H

                                        HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

Phase I of the Commission’s Comprehensive Plan has been completed. A total of 415 people and 22 planning groups
have been involved in the Phase I process, which was focused on describing and analyzing the present resources and
service systems for children and families.

The youth asset project has been rolled out countywide. Middle and high school youth in all eight school districts
have completed the asset survey and a countywide analysis has been completed. Twenty-three community and youth
projects to increase assets have been funded, and both the United Way and the Commission have added youth asset
enhancement to their allocation processes. Healthy Start was awarded an enhancement program which expanded
services to seriously at-risk and Hispanic families.

This year saw the implementation of our financial mediation program for divorcing couples. An experienced mediator
was hired who quickly brought this program to fruition.

Services to Oregon Health Plan (OHP) enrollees have continued to expand. In FY 2000, 2,879 unduplicated individual
OHP enrollees were served. When compared to the county’s average monthly enrollment of 18,283, this represents
an annual penetration rate of 15.7 percent.

Increased number of clients receiving family planning services by 200 individuals. Extreme delays and shortages of
influenza vaccine severely impacted delivering flu vaccines to the public. Resources remain very tight in all client
services programs particularly maternal child health programs.

Services to veterans have continued to increase even though the FTE remains the same and has for the last four
years. The slowed process of the U.S. Department of Veterans Affairs in Portland has caused veterans to have to
come in or contact us by telephone more often to check on the status of their claims. Several years ago it took 3-6
months to process a claim, it now takes 10-15 months to receive a decision. More veterans are filing appeals than
ever before, which takes a tremendous amount of time.

FY 2001-2002

The Governor’s Budget for the Commission has sharply decreased resources for children ages 6-17. Many
community programs for older children will lose resources and some may have difficulty surviving. Resources and
advocacy for younger children remain strong and may increase in this county in the areas of mental health and family
substance abuse treatment.

The Human Service safety net programs remain strong, serving an additional 900 Jackson County families through
county general fund resources. However, much of our present state/federal human service system is designed
around a healthy economy. A serious economic recession would put enormous pressure on existing local safety net
programs and seriously challenge existing state and federal program guidelines.

With the addition of the Family Court, Juvenile Drug Court, and Self-help Desk programs of the court, work will be
done to ensure that all of these new and non-traditional court services work together in tandem to meet the needs of
people using the court’s services.

                                                          179
                                 JACKSON COUNTY ANNUAL BUDGET
                                                Fiscal Year 2001-2002
 DEPARTMENT                                                                                                   CATEGORY
 Health and Human Services                                                                                       H

Engagement in community education programs regarding the mission, services, and access protocols will continue.
However, it is expected that revenues will remain relatively flat, putting pressures on the budget and limiting the ability
to increase services as costs will gradually increase. Implementation of training sponsored by Jefferson Behavioral
Health from a national consultant on service capacity enhancement to explore allocating service resources in the most
efficient manner is planned.

The acute care crisis continues with clients that need longer term state hospital treatment taking up spots in our local
acute care hospital. Additionally, there has been a noticeable increase in the number of clients needing
hospitalizations. Dollars have been stretched to increase the hospital diversion beds by 5 (cost is about $170/day), but
there is insufficient funding for more expensive non-hospital hold beds (cost is about $300/day). Further funding for
crisis and hospital diversion services would enable treating people in the least restrictive, safe environment.

Current data indicates that we are providing service to over 80 percent of the state-estimated public demand, but that
still leaves an estimated 15-20 percent of those citizens who the state estimates must make use of the public mental
health system needing services

Restore community health nurse positions in maternal-child health program to address the problem of infant mortality
among targeted populations in Jackson County. Implement a multi-faceted program of dental health promotion in
Jackson County.

It is hoped that county services will be increased which will in turn get more money for veterans in Jackson County
to be spent in Jackson County. Cut backs at the V.A. Domiciliary will increase the workload in the veterans’ office
due to paper work needed to place the veterans in the community. Most of the veterans will need nursing home or
foster home care, and claims for aid and attendants will need to be filed.


BENCHMARK




                                                            180
                            JACKSON COUNTY ANNUAL BUDGET
                                   Fiscal Year 2001-2002
DEPARTMENT                                                 CATEGORY
Health and Human Services                                     H

BENCHMARK




                                            181
                               JACKSON COUNTY ANNUAL BUDGET
                                             Fiscal Year 2001-2002
DEPARTMENT                                                                                                PROGRAM
Health and Human Services                                                                              Administration

PROGRAM DESCRIPTION

The administration program provides administrative support, including budgeting, personnel, and planning for all
health and human services programs.

The administration program is helping to meet county goals: (1)Protect health, safety, and well-being of all
citizens; (4) Strengthen cooperation between public agencies; (10) Make the best use of Jackson County human
and material resources; and (12) Plan for the future.


PROGRAM GOAL

The goal of the administration program is to provide overall direction to all health and human services programs
and to strengthen cooperation between public agencies.



                                                   OUTCOMES
                                                                   FY          FY             FY              FY
                                                                1999-2000   2000-2001      2000-2001       2001-2002
                                                                  Actual    Budgeted       Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

    g       Improve average overall satisfaction rating           4.04         4.66           4.20           4.37
            with services provided by Health and Human
            Services (HHS) by 4 percent.
            (scale from 1-5)

Prior Year Action Plan Results

   The satisfaction rating increased from 3.81 in 1999 to 4.04 in 2000.

Future Action Plan

    a.      Implement additional client satisfaction surveys and complaint logs in various programs.
FINANCIAL

Outcome

    g       Reduce general fund support to HHS by 11            $898,678    $798,678       $798,678          N/A
            percent.

Prior Year Action Plan Results

    Reduced dependence on general fund by reducing services in the maternal and child health programs.




                                                          182
DEPARTMENT                                                                                                PROGRAM
Health and Human Services                                                                              Administration

Future Action Plan

    a.     This is not a necessary outcome for the future due to the federal replacement of O&C funds. Vital
           services that were reduced in the 2000/2001 fiscal year are being restored.

Outcome

    g      Reduce unrecovered costs at integrated              $10,037        $49,604       $50,000         $20,000
           service sites.

Prior Year Action Plan Results

   N/A

Future Action Plan

    a.     Increase communication with service partners.
    b.     Prepare analysis of actual costs after year-end and adjust leases.
    c.     Develop written protocol for charging of costs at integrated service sites.



LEARNING AND GROWTH

Outcome

    g      Increase percentage of staff who feel they
           have the necessary education, experience,
           and training to perform their jobs.

Prior Year Action Plan Results

    Administration employees were sent to computer classes to provide proficiency in Quattro and Word Perfect.

Future Action Plan

    a.     Ensure that all supervisors discuss training needs with employees at the time of their annual evaluations.
    b.     Each employee to annually attend one in-house or out-of-house training to maintain competence and be
           pro-active in anticipation of possible changes in his or her field.
    c.     Fiscal manager to annually attend continuing professional education as required for maintenance of
           certified public accountant (CPA) certificate.




                                                         183
 DEPARTMENT                                                                                                 PROGRAM
 Health and Human Services                                                                               Administration



 EXPENDITURES                          1997-1998         1998-1999        1999-2000        2000-2001         2001-2002
                                          Actual            Actual           Actual          Revised          Adopted

 Personal Services                         $4,350          $16,815           $30,643         $573,990         $508,374

 Materials & Services                     $63,469         $131,197         $183,587        $1,685,254       $3,168,409

 Capital Outlay                                 $0                $0              $0         $175,000       $1,000,000

 Other                                          $0                $0              $0       $1,825,000       $2,500,000

 Total                                    $67,819         $148,012         $214,230        $4,259,244       $7,176,783


 REVENUES

 State/Local Gov't                              $0         $52,225           $82,542       $1,131,328       $1,952,508

 Federal Gov't                                  $0                $0              $0          $54,718         $250,000

 Fees & Charges                          $883,717                 $0             $25          $68,245         $280,245

 Other                                     $4,092       $1,215,495       $1,001,595        $5,040,598       $4,999,368

 Total                                   $887,809       $1,267,720       $1,084,162        $6,294,889       $7,482,121

 Full-time Equivalent                         4.35               5.30            5.15             7.95             7.60


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Personnel costs decreased due to the movement of the administrative portion of program managers for
developmental disabilities, mental health , and alcohol and drug back to their respective programs. Materials and
services increased because the administration of the facilities costs for the new Rogue Family Center and the West
Medford Family Center has been transferred to Jackson County. The state of Oregon was previously administering
these facilities. Increase in capital expenditures is for the anticipated purchase of facilities across from the health
complex for planned expansion.

Revenues - Increased due to additional general fund allocation of $281,798 and additional revenues expected to be
recovered from integration site partners.




                                                           184
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                PROGRAM
Health and Human Services                                                            Alcohol and Drug Abuse Services

PROGRAM DESCRIPTION

The alcohol and drug abuse programs seek to stop and/or minimize the impact of substance abuse on the children
and adults of Jackson County by providing a full continuum of treatment and prevention services.

The alcohol and drug abuse treatment programs seek to meet county goals: (1) Protect health, safety, and well-
being of all citizens; and (4) Strengthen cooperation between public agencies.


PROGRAM GOAL

The goal of the alcohol and drug abuse programs is to provide a continuum of BEST practice treatment and
prevention programs to the citizens of Jackson County.



                                                    OUTCOMES
                                                                     FY           FY           FY            FY
                                                                  1999-2000    2000-2001    2000-2001     2001-2002
                                                                    Actual     Budgeted     Expected      Projected

CUSTOMER PERSPECTIVE

Outcome

    g       Decrease the use of alcohol and illegal drugs           71%          70%          63%           60%
            by 8th grade students.

Prior Year Action Plan Results

    NA

Future Action Plan

    a.      Develop and empower prevention council.
    b.      Formalize prevention council as subcommittees of both LADPC and CCF.
    c.      Complete comprehensive survey of countywide prevention programs.
    d.      Using risk factors and assets, identify effective prevention strategies.
    e.      Increase community/citizen involvement in prevention work.
FINANCIAL

Outcome

    g       Increase and maintain resources available for         $2,876,435   $3,100,000   $3,300,000   $3,200,000
            alcohol and drug treatment and prevention.

Prior Year Action Plan Results

    NA



                                                            185
DEPARTMENT                                                                                           PROGRAM
Health and Human Services                                                       Alcohol and Drug Abuse Services

Future Action Plan

    a.     Identify unserved or under served needs.
    b.     Identify potential funding and/or human resources.
    c.     Assist provider or work with county grant writer to write grants.
    d.     Form collaborative partnerships to maximize community human resources focused on substance abuse
           issues.
    e.     Become an effective partner with the State Office of Alcohol and Drug Prevention to maximize state
           resources to Jackson County.
    f.     Educate public, state, and local officials about alcohol and drug needs.
    g.     Work internally and with providers to maximize revenue from the Oregon Health Plan.

INTERNAL PROCESSES

Outcome

    g      Increase and maintain citizen participation in         145        155           161          170
           alcohol and drug policy planning. (a-c)
    g      Increase and maintain youth involvement in             210        230           230          245
           planning, prevention, and community
           mobilization activities. (d-f)

Prior Year Action Plan Results

    NA

Future Action Plan

    a.     Develop and maintain local alcohol and drug planning community.
    b.     Support Southern Oregon Drug Awareness and other grassroots community mobilization activities.
    c.     Increase community involvement in the Family Addiction Community Team.
    d.     Maintain and support STARS teen program.
    e.     Expand youth asset activities.
    f.     Support SODA, youth training, and other youth empowerment and youth leadership activities.

LEARNING AND GROWTH

Outcome

    g      Increase hours of county-sponsored training            6 hrs.   12 hrs.        12 hrs.      14 hrs.
           provided to alcohol and drug providers in
           BEST practices.

Prior Year Action Plan Results

    NA

Future Action Plan

    a.     Use federal and state databases to establish BEST practices.
    b.     Have provider group and LADPC establish priority areas and county directions.
    c.     Work with community partners and provider group to develop and fund training activities.
    d.     Schedule with provider group to develop training and follow up.




                                                            186
 DEPARTMENT                                                                                              PROGRAM
 Health and Human Services                                                          Alcohol and Drug Abuse Services



 EXPENDITURES                        1997-1998        1998-1999        1999-2000         2000-2001       2001-2002
                                        Actual           Actual           Actual           Revised        Adopted

 Personal Services                     $492,983        $628,940         $661,816          $615,899        $685,668

 Materials & Services                $1,465,233       $1,874,077      $1,925,254         $3,168,943     $2,365,746

 Capital Outlay                              $0               $0               $0                $0              $0

 Other                                  $11,675               $0               $0                $0              $0

 Total                               $1,969,891       $2,503,017      $2,587,070         $3,784,842     $3,051,414


 REVENUES

 State/Local Gov't                   $1,291,448       $1,999,525      $1,894,824         $2,943,175     $2,366,953

 Federal Gov't                               $0               $0               $0                $0              $0

 Fees & Charges                        $597,576        $432,578         $600,824          $731,600        $621,965

 Other                                 $155,840        $101,393         $107,566           $84,483         $89,830

 Total                               $2,044,864       $2,533,496      $2,603,214         $3,759,258     $3,078,748

 Full-time Equivalent                     13.60            15.90            13.20             11.81            12.53



EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Increases in revenues and expenditures are due to residential rate restructuring, shifting of
subprograms from Healthy Start to alcohol and drug, and the addition of an alcohol and drug program manager.

Revenues - N/A




                                                        187
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                PROGRAM
Health and Human Services                                                                   Developmental Disabilities

PROGRAM DESCRIPTION

Developmental disability services provide case management, adult protective services and abuse investigations,
crisis intervention, residential, vocational and self-directed services to developmentally disabled citizens of Jackson
County.

Developmental disability services are helping to meet county goal (1): Protect health, safety, and well-being of all
citizens.


PROGRAM GOAL

The goal of developmental disability services is to provide case management and other specialized services to
citizens of Jackson County who experience the effects of developmental disabilities.



                                                     OUTCOMES
                                                                    FY           FY              FY             FY
                                                                 1999-2000    2000-2001       2000-2001      2001-2002
                                                                   Actual     Budgeted        Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

     g      A case manager will be assigned within 25              70%           70%            70%            100%
            days of receipt of documentation of eligibility
            for 100% of all cases.

Prior Year Action Plan Results

     N/A

Future Action Plan

     a.     Identify tracking method to be used.
     b.     Baseline new case enrollments times march through June 2001 for baseline purposes.
     c.     Track performance via monthly review of data.
     d.     Collect and assess data annually.

FINANCIAL

Outcome

     g      Increase resources available for delivery of           15%           20%            20%             80%
            developmental disability services.




                                                           188
DEPARTMENT                                                                                                PROGRAM
Health and Human Services                                                                   Developmental Disabilities

Prior Year Action Plan Results

    N/A

Future Action Plan

    a.     Identify unserved or under served needs of people with developmental disabilities.
    b.     Collaborate with the coalition on self-directed support in preparation of universal access to support
           services for adults with developmental disabilities.
    c.     Partner with the State Office of Developmental Disabilities Services to maximize state resources in
           Jackson County.
    d.     Educate public officials about the needs of people with developmental disabilities and their families.
    e.     Implement new state billing system when it becomes available to maximize efficiency of billing
           practices.
INTERNAL PROCESSES

Outcome

    g      Increase the number of self-advocates and               6             15              15            25
           families participating in developmental
           disabilities policy planning.

Prior Year Action Plan Results

    N/A

Future Action Plan

    a.     Develop and maintain a developmental disabilities planning council that encompasses all stakeholders.
    b.     Support People 1st, the ARC, and other grassroots community associations that advocate on behalf of
           people with developmental disabilities.
    c.     Assign staff time to aid self-advocates in meaningful participation in policy making.

LEARNING AND GROWTH

Outcome

    g      Increase training hours of developmental               30             40              40            45
           disability services staff.

Prior Year Action Plan Results

    Staff training hours were reported to be at or above 40 hours/year average/FTE

Future Action Plan

    a.     Identify training goals in employee review process.
    b.     Arrange internal topical training as needed.
    c.     Participate in Region V Training Steering Committee.
    d.     Maintain program resources to ensure staff ability to participate in training opportunities.
    e.     Assure all new employees attend the state “very basic” case management training series.




                                                          189
 DEPARTMENT                                                                                             PROGRAM
 Health and Human Services                                                                Developmental Disabilities



 EXPENDITURES                         1997-1998        1998-1999       1999-2000         2000-2001       2001-2002
                                         Actual           Actual          Actual           Revised        Adopted

 Personal Services                     $423,286         $488,744         $563,144         $518,967        $927,315

 Materials & Services                $5,696,350       $6,478,333       $7,077,492        $9,117,278      $8,496,566

 Capital Outlay                               $0                 $0             $0         $25,929               $0

 Other                                        $0                 $0            $0                $0              $0

 Total                               $6,119,636       $6,967,077       $7,640,636        $9,662,174      $9,423,881


 REVENUES

 State/Local Gov't                   $6,167,371       $6,934,864       $8,254,229        $9,067,008      $9,466,088

 Federal Gov't                                $0                 $0            $0                $0              $0

 Fees & Charges                               $0               $606            $0                $0              $0

 Other                                    $5,698                 $0        $2,031                $0              $0

 Total                               $6,173,069       $6,935,470       $8,256,260        $9,067,008      $9,466,088

 Full-time Equivalent                       9.60            11.00           12.80             12.10           19.30


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - A settlement agreement concluded in September 2000 resolving the case of Staley vs Kitzhaber by
establishing a plan in which new community-based services for people with developmental disabilities will be phased
in over six years. In response to this, an additional 5 FTEs will be added.

Revenues - State grant revenues have increased to accomplish the work described above.




                                                         190
                               JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                    PROGRAM
Community Advocacy and Health                                                              Environmental Health Services

PROGRAM DESCRIPTION

The environmental health services program provides inspection, enforcement and education related to safe food
and recreational facilities. Services include ambulance service planning, restaurant and other food service
inspection, public swimming pool inspections and other health-related hazards.

The environmental health services program is helping to meet county goal (1): Protect health, safety and well-
being of all citizens.


PROGRAM GOAL

The goal of the environmental health services program is to control conditions in public facilities and our personal
environment to reduce the incidence of disease and physical suffering and to promote a safe and healthy
community.



                                                     OUTCOMES
                                                                    FY            FY               FY            FY
                                                                 1999-2000     2000-2001        2000-2001     2001-2002
                                                                   Actual      Budgeted         Expected      Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Provide required inspection frequencies.               57%           85%              95%           95%

Prior Year Action Plan Results

     Field staff was increased by 1 FTE, and restaurant reinspections decreased due to better compliance and more
     frequent inspections.

Future Action Plan

     a.     Assure required inspection rates and correction of critical violations.
     b.     Implement the new FDA food code.

FINANCIAL

Outcome

     g      Reduce or minimize increases in the average            $198          $226             $231          $211
            cost per inspection (all associated costs
            included).

Prior Year Action Plan Results

     All facilities were licensed, revenue was adequate to fund the basic program, and one field FTE was added to
     conduct necessary inspections.

                                                           191
DEPARTMENT                                                                                               PROGRAM
Community Advocacy and Health                                                         Environmental Health Services

Future Action Plan

    a.     Assure adequate funding to meet needs with increasing costs.

INTERNAL PROCESSES

Outcome

    g      Increase percent of facilities that are                98%          99%            99%            99%
           appropriately and currently licenses.

Prior Year Action Plan Results

    All known facilities were properly licensed. Those operating without a current license were identified and
    enforcement action taken. High risk facilities received more frequent inspections.

Future Action Plan

    a.     Install new licensing/inspections software.
    b.     Provide more educational materials on-line.
    c.     Provide forms/applications on line.

LEARNING AND GROWTH

Outcome

    g      Increase percentage of employees who                   84%         100%            100%           100%
           participate in annual state mandated training.

Prior Year Action Plan Results

    Staff obtained state-mandated training. Additional training obtained in communicable/non-communicable
    disease and epidemiology. Secretarial staff obtained “Serve Safe” (8 hour) training to better assist/train food
    handlers. Two new team members received CDC epidemiology training/certification.

Future Action Plan

    a.     Obtain public health specific training on bio-terrorism issues and response.
    b.     Obtain state mandated training.
    c.     Receiver certification as FDA food service inspection site.




                                                            192
 DEPARTMENT                                                                                   PROGRAM
 Community Advocacy and Health                                             Environmental Health Services



 EXPENDITURES                    1997-1998   1998-1999      1999-2000        2000-2001       2001-2002
                                    Actual      Actual         Actual          Revised        Adopted

 Personal Services                $247,902     $284,540         $272,276       $337,087        $316,456

 Materials & Services              $66,552      $74,570          $70,837       $105,340        $113,405

 Capital Outlay                        $0             $0             $0              $0              $0

 Other                                 $0             $0             $0              $0              $0

 Total                            $314,454     $359,110         $343,113       $442,427        $429,861


 REVENUES

 State/Local Gov't                ($4,424)      $30,780          $27,984        $16,617         $18,665

 Federal Gov't                         $0             $0             $0              $0              $0

 Fees & Charges                   $313,936     $320,935         $331,087       $392,181        $400,886

 Other                              $3,212       $2,171           $3,710             $0          $3,259

 Total                            $312,724     $353,886         $362,781       $408,798        $422,810

 Full-time Equivalent                 6.55           6.18           7.03           6.14            5.47


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - N/A

Revenues - N/A




                                               193
                                JACKSON COUNTY ANNUAL BUDGET
                                       Fiscal Year 2001-2002
DEPARTMENT                                                                                               PROGRAM
Health and Human Services                                                                            Human Services

PROGRAM DESCRIPTION

The human services program contracts with non-profits, schools, and community agencies to provide the safety
net human services and Commission on Children and Families (CCF) directed services that have been prioritized by
a local community-planning process.

The human services program is helping to meet the county goals: (1) Protecting the health, safety, and well-being
of all citizens; and (4) Strengthening cooperation between public agencies.


PROGRAM GOAL

The goal of the human services program is to ensure that there is a basic safety net of human services for Jackson
County citizens and to maximize community wellness and support for children and families in our county. The
basic safety net provides support services for families and victims, health care, emergency services, alcohol and
drug treatment, prevention and legal services, and public safety.



                                                      OUTCOMES
                                                                   FY           FY             FY             FY
                                                                1999-2000    2000-2001      2000-2001      2001-2002
                                                                  Actual     Budgeted       Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Increase percentage of first-birth families             70%        73%            73%            75%
            receiving universal screening.

Prior Year Action Plan Results

     N/A

Future Action Plan

     a.     Increase outreach and on-site screening in hospitals.
     b.     Improve efficiency of data entry system.
     c.     Develop quarterly monitoring system.
     d.     Increase services to universal population.

FINANCIAL

Outcome

     g      Maintain lowest administrative costs per                .04        .036           .035           .030
            dollar of unit service to support effective
            human service programs.



                                                          194
DEPARTMENT                                                                                                PROGRAM
Health and Human Services                                                                             Human Services

Prior Year Action Plan Results

    N/A

Future Action Plan

    a.     Define necessary functions and time lines.
    b.     Designate staff responsible for administrative functions.
    c.     Cross train to ensure backup support.
    d.     Expand/maintain funding resources to maximize efficiency.

INTERNAL PROCESSES

Outcome

    g      Increase citizen and community participation           243          328            335                350
           in safety net to prevent child abuse and
           neglect.

Prior Year Action Plan Results

    N/A

Future Action Plan

    a.     Identify community groups who are available to work with safety net families.
    b.     Contact groups to define if and how they will be involved.
    c.     Obtain signed county/state confidentiality agreements for all groups to be involved in the process.
    d.     Weekly assess safety net referrals from SCF and assign to appropriate community contact.
    e.     Obtain follow-up information from contact for reporting.

LEARNING AND GROWTH

Outcome

    g      Maintain training hours for human services            21/FTE      21/FTE          21/FTE         21/FTE
           staff.

Prior Year Action Plan Results

    N/A

Future Action Plan

    a.     Identify training goals in employee review process.
    b.     Circulate county offered training to all staff.
    c.     Maintain resources to fund training.




                                                          195
 DEPARTMENT                                                                                             PROGRAM
 Health and Human Services                                                                          Human Services



 EXPENDITURES                        1997-1998        1998-1999       1999-2000       2000-2001         2001-2002
                                        Actual           Actual          Actual         Revised          Adopted

 Personal Services                    $478,045         $549,760        $596,231         $645,439         $628,588

 Materials & Services                $1,529,657      $1,429,015       $1,611,530      $2,564,519        $2,331,062

 Capital Outlay                              $0                 $0            $0               $0                $0

 Other                                       $0                $0             $0               $0                $0

 Total                               $2,007,702      $1,978,775       $2,207,761      $3,209,958        $2,959,650


 REVENUES

 State/Local Gov't                   $1,352,043      $1,295,257       $1,427,869      $2,292,639        $2,365,645

 Federal Gov't                          $23,381        $227,808        $471,174         $463,353              $2,600

 Fees & Charges                         $10,973               $305          $570               $0                $0

 Other                                  $13,720         $12,389           $3,285         $21,576           $13,391

 Total                               $1,400,117      $1,535,759       $1,902,898      $2,777,568        $2,381,636

 Full-time Equivalent                     12.75            14.85           14.95            13.70              14.15


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Reductions are due to anticipated cuts in funding from the Oregon Commission on Children and
Families.

Revenues - Same as above.




                                                        196
                               JACKSON COUNTY ANNUAL BUDGET
                                             Fiscal Year 2001-2002
DEPARTMENT                                                                                                 PROGRAM
Health and Human Services                                                                                  Mediation

PROGRAM DESCRIPTION

The mediation services program provides mediation services for parents who are disputing custody or visitation of
their children and for couples who are divorcing and desire financial mediation. The client population includes
couples who are divorcing, are divorced, or who were never married and consists of couples who are both court
ordered or who voluntarily seek mediation.

The mediation services program is helping to meet county goal (1): Protect health, safety, and well-being of all
citizens.


PROGRAM GOAL

The goal of the mediation services program is to provide mediation services for custody or financial disputes as
requested or required by court order.



                                                   OUTCOMES
                                                                  FY            FY             FY             FY
                                                               1999-2000     2000-2001      2000-2001      2001-2002
                                                                 Actual      Budgeted       Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Increase the percent of cases which reach            68%           78%            70%            72%
            agreements and thereby avoid court.

Prior Year Action Plan Results

     Employed an experienced mediator.

Future Action Plan

     a.     Employ and provide training for skilled mediators.

FINANCIAL

Outcome

     g      Reduce average cost per mediation.                   $115          $104           $100           $100

Prior Year Action Plan Results

     Divorce filing fee were increased by the Board of Commissioners.

Future Action Plan

     a.     Work with the court to maximize revenues and expand services.


                                                         197
DEPARTMENT                                                                                              PROGRAM
Health and Human Services                                                                               Mediation

INTERNAL PROCESSES

Outcome

    g      Increase referrals for financial mediation by           N/A          210            170        204
           20 percent.

Prior Year Action Plan Results

    Procedures for financial mediation are implemented.

Future Action Plan

    a.     Work with the court to integrate mediation with other non-traditional court activities.

LEARNING AND GROWTH

Outcome

    g      Increase training in advanced mediation.              10 hours     15 hours       15 hours   20 hours

Prior Year Action Plan Results

    Mediators received advanced training.

Future Action Plan

    a.     Send employees to more advanced training.




                                                           198
 DEPARTMENT                                                                                           PROGRAM
 Health and Human Services                                                                            Mediation



 EXPENDITURES                         1997-1998        1998-1999        1999-2000         2000-2001   2001-2002
                                         Actual           Actual           Actual           Revised    Adopted

 Personal Services                       $60,210          $53,194            $79,343       $118,853    $127,999

 Materials & Services                     $7,584           $9,399            $22,342        $19,839     $19,251

 Capital Outlay                                $0                $0              $0             $0          $0

 Other                                         $0                $0              $0             $0          $0

 Total                                   $67,794          $62,593         $101,685         $138,692    $147,250


 REVENUES

 State/Local Gov't                             $0                $0              $0             $0          $0

 Federal Gov't                                 $0                $0              $0             $0          $0

 Fees & Charges                          $61,314          $61,821         $144,744         $137,700    $142,000

 Other                                      $551           $4,246             $9,802            $0       $6,327

 Total                                   $61,865          $66,067         $154,546         $137,700    $148,327

 Full-time Equivalent                        0.80               0.80            1.60           1.60        1.60


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Personnel increased 5 percent due to the step increase of new personnel.

Revenues - Increase in income due to interest income on carryover balance.




                                                          199
                              JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                 PROGRAM
Health and Human Services
Mental Health

PROGRAM DESCRIPTION

The mental health services program works to protect and promote the health, safety, and well-being of the citizens
of Jackson County by providing and/or coordinating mental health services to children and adults in crisis, persons
with chronic mental illness, older adults, and persons with mental illness who are returned to the community
through the criminal justice system.

The mental health program is helping to meet county goal (1): Protect the health, safety, and well-being of all
citizens.


PROGRAM GOAL

The goal of the mental health program is to promote the optimum mental health of Jackson County citizens through
the development, coordination, and provision of quality mental health services.



                                                    OUTCOMES
                                                                  FY            FY             FY             FY
                                                               1999-2000     2000-2001      2000-2001      2001-2002
                                                                 Actual      Budgeted       Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

     g     Increase the percentage of eligible Jackson           15%           14%           15.1%           15.2%
           County residents who access mental health
           services figured for Oregon Health Plan
           (OHP) enrollees and against state estimates
           of public demand for service to priority
           populations.

Prior Year Action Plan Results

     Maintained 24-hour emergency response capacity; an early intervention grant was given to a five-agency
     consortium; partner agency presentations on access/services were dramatically increased; and 90 percent of
     entry clients were seen within thirty minutes.

Future Action Plan

     a.    Maintain 24-hour emergency response capacity.
     b.    Monitor timely response to initial contacts (phone and face-to-face).
     c.    Monitor performance of early intervention grantee.
     d.    Continue community education efforts.




                                                         200
DEPARTMENT                                                                                                 PROGRAM
Health and Human Services
Mental Health

FINANCIAL

Outcome

    g       Maintain or reduce ratio of hospital costs to         .0641          .064              .064       .064
            revenue.

Prior Year Action Plan Results

    Outcome measurement unit revised, and expanded respite capacity by opening Front Street crisis respite
    facility.

Future Action Plan

    a.      Monitor crisis respite diversions from hospital.
    b.      Monitor utilization of alternative program for Axis II diagnosis consumers.
    c.      Monitor inpatient utilization daily.
    d.      Provide joint discharge planning (with inpatient staff) at least two times per week.

INTERNAL PROCESSES

Outcome

    g       Increase the percentage of persons walking            90%            90%               90%       92%
            in for services who are seen within thirty
            minutes (from entry log data).

Prior Year Action Plan Results

    In FY2000, 90 percent of the 2 weeks/month sample were seen within thirty minutes, and 83 percent were
    seen within fifteen minutes.

Future Action Plan

    a.      Review of initial contact date versus first appointment date.
    b.      Follow up on persons coming into service from other service providers (inpatient service settings).
    c.      Monitor Jefferson Behavioral Health (JBH) access indicators for quality improvement.

LEARNING AND GROWTH

Outcome

    g       Maintain the average number of hours of                29            27.5              27.5       29
            clinical training received per staff member
            determined from service activity logs
            (code 2004)/(Clinical FTE 12/00).

Prior Year Action Plan Results

    Participated in regional trainings sponsored by JBH, and increased training over FY2000 projection figure.

Future Action Plan

    a.      Encourage training for all staff.
    b.      Participate in multi-diagnostic/assessment training.
    c.      Provide ongoing information sharing with all employees regarding access/performance data.
    d.      Monitor training budget due to expected flat revenues.

                                                            201
 DEPARTMENT                                                                                                  PROGRAM
 Health and Human Services
 Mental Health



 EXPENDITURES                          1997-1998         1998-1999        1999-2000         2000-2001        2001-2002
                                          Actual            Actual           Actual           Revised         Adopted

 Personal Services                     $4,225,068       $4,678,855        $5,328,118       $6,156,785        $5,807,447

 Materials & Services                  $2,992,701       $3,294,334        $3,278,815       $3,692,942       $3,403,412

 Capital Outlay                           $10,482                $0          $17,025            $6,000                 $0

 Other                                          $0               $0                $0               $0                 $0

 Total                                 $7,228,251       $7,973,189        $8,623,958       $9,855,727        $9,210,859


 REVENUES

 State/Local Gov't                     $7,123,093       $7,923,960        $9,200,534       $9,255,868        $9,337,432

 Federal Gov't                                  $0               $0                $0               $0                 $0

 Fees & Charges                          $223,537         $178,381          $288,971         $249,669         $225,850

 Other                                   $154,862          $58,110          $268,934          $20,000         $108,505

 Total                                 $7,501,492       $8,160,451        $9,758,439       $9,525,537        $9,671,787

 Full-time Equivalent                        89.63            95.45           109.41            125.20           108.39


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Instituted hiring freeze, removed 14 positions from the budget, and reduced crisis respite contracts.

Revenues - Decreased by about $1M due to having to cover the full cost of hospital holds for non-OHP citizens and a
23 percent increase in overall hospital usage.




                                                           202
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                  PROGRAM
Health and Human Services                                                                                 Public Health

PROGRAM DESCRIPTION

The public health services program provides clinical, epidemiological, educational, and home delivered health
services to citizens of Jackson County. Services include nutrition education and support for women and children;
prenatal access; pregnancy and parenting support and education; family planning care; school based health care;
and health services to incarcerated youth and adults.

The public health services program is helping to meet county goal (1): Protect health, safety, and well-being of all
citizens.


PROGRAM GOAL

The goal of the public health services program is to reduce the incidence of preventable illness and other
debilitating conditions and optimize the health of all Jackson County citizens. This goal is accomplished through
education, clinical and home delivered services and surveillance of public health indicators.



                                                    OUTCOMES
                                                                   FY            FY             FY              FY
                                                                1999-2000     2000-2001      2000-2001       2001-2002
                                                                  Actual      Budgeted       Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g     Reduce pregnancy rate of women aged 10-               11.5%          9.78%          11.5%          11.5%
           17 to at or below the state average.
     g     Increase the number of women receiving
           prenatal care in the first trimester of
           pregnancy.                                            77.9%         83.58%          81.3%          81.3%

Prior Year Action Plan Results

     All items in the prior year action plan were completed.

Future Action Plan

     a.    Maintain subcontracts with family planning providers in the community to increase the number of low
           income women with access to contraception.
     b.    Maintain relationships with all school districts to facilitate access to middle and high school students for
           the purpose of providing basic reproductive health education.
     c.    Integrate family planning services or referrals into all program areas where women of childbearing age
           are served.




                                                          203
DEPARTMENT                                                                                                  PROGRAM
Health and Human Services                                                                                 Public Health

FINANCIAL

Outcome

    g       Increase general fund contribution to public            $161,578   $158,821      $158,821        $364,736
            health programs to eventually meet or exceed
            the median rate of all counties in the state.

Prior Year Action Plan Results

    All items in prior year action plan were completed.

Future Action Plan

    a.      Utilize a strategic plan to focus and evaluate programming efforts to assure that funds are effectively
            utilized.
    b.      Maintain contractual relationship with a grant writer to scan for grant opportunities and to prepare grant
            applications.
    c.      Maximize all third-party billing opportunities by keeping billing system updated with current codes and
            reimbursement rates.

INTERNAL PROCESSES

Outcome

    g       Increase percent of clinical services that will           60%       100%            98%            98%
            be available during scheduled hours to
            Spanish-speaking clients with translation
            services available.

Prior Year Action Plan Results

    All items in the prior year action plan were completed.

Future Action Plan

    a.      Maintain an adequate number of Spanish-speaking staff in all programs to assure availability of
            translation services during regular business hours.

LEARNING AND GROWTH

Outcome

    g       Increase percent of staff who have current                95%       100%           100%           100%
            licenses in good standing and will meet the
            educational requirements necessary to
            maintain licensure.

Prior Year Action Plan Results

    All items in the prior year action plan were completed.




                                                              204
 DEPARTMENT                                                                                                  PROGRAM
 Health and Human Services                                                                                 Public Health

 Future Action Plan

      a.    All staff involved in clinical service will participate in compulsory training for CPR and blood borne
            pathogen and tuberculosis exposure prevention annually.
      b.    Every staff person will participate in one training directly related to improving the quality of the work
            they perform.
      c.    Budget funds necessary to support staff participation in educational offerings.



 EXPENDITURES                          1997-1998        1998-1999         1999-2000         2000-2001        2001-2002
                                          Actual           Actual            Actual           Revised         Adopted

 Personal Services                    $1,943,141        $2,355,191        $2,601,365       $2,891,769        $3,229,601

 Materials & Services                 $1,586,917        $1,928,177        $2,210,995       $2,779,373        $1,637,049

 Capital Outlay                                $0                $0                $0               $0                  $0

 Other                                   $17,165           $10,415                 $0               $0                  $0

 Total                                $3,547,223        $4,293,783        $4,812,360       $5,671,142        $4,866,650


 REVENUES

 State/Local Gov't                    $2,079,578        $2,759,134        $3,493,180       $3,858,747        $3,505,682

 Federal Gov't                          $932,194        $1,012,473          $897,193         $756,305          $393,500

 Fees & Charges                         $283,365          $370,347          $479,680         $524,281          $763,785

 Other                                  $230,473          $200,868          $236,094         $204,340          $248,494

 Total                                $3,525,610        $4,342,822        $5,106,147       $5,343,673        $4,911,461

 Full-time Equivalent                       60.35             58.60            58.67             64.75             64.30


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Personal services increased due to the additional MCH nurses and staff physician (previously
contracted). Materials and services decreased due to the expiration of the infant mortality program subcontract with
the Community Health Center and shifting the contracted physician costs to personal services.

Revenues - N/A




                                                           205
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                PROGRAM
Health and Human Services                                                                          Veterans’ Services

PROGRAM DESCRIPTION

The veterans’ services program helps clients complete complex forms and then helps to obtain the necessary
documentation needed by the Federal Veterans’ Administration to complete the claims process.

The veterans’ services program is helping to meet county goal (1): Protect health, safety, and well-being of all
citizens.


PROGRAM GOAL

The goal of the veterans’ services program is to assist veterans, their dependents, and surviving widows to obtain
benefits from the federal government because the veterans were wounded, became ill while in the military,
because they are now disabled and low income, or because they are in need of the care and assistance of another
person.


                                                    OUTCOMES
                                                                  FY            FY             FY              FY
                                                               1999-2000     2000-2001      2000-2001       2001-2002
                                                                 Actual      Budgeted       Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Increase recoveries from new claims filed.         $2,999,312   $3,080,000     $3,800,000     $3,875,000

Prior Year Action Plan Results

     It is expected that prior year budgeted recoveries will be exceeded.

Future Action Plan

     a.     Outreach to other agencies that serve veterans, outreach to the V.A. Domiciliary, Senior Services, and
            local hospitals.

FINANCIAL

Outcome

     g      Increase Title 19 funds.                            $19,856       $24,000        $18,738        $33,000

Prior Year Action Plan Results

     Assisted more veterans over 65 years of age; collaborated more closely with Senior Services and social
     workers at the local hospitals, nursing homes, and the V.A. Domiciliary in White City.

Future Action Plan

     a.     Attend more meetings to speak with the workers at Senior Services, Social Workers at the local
            hospitals, Nursing Homes, and the V.A. Domiciliary in White City in order to improve outreach to
            veterans over 65 years of age.

                                                         206
DEPARTMENT                                                                                                PROGRAM
Health and Human Services                                                                          Veterans’ Services

INTERNAL PROCESSES

Outcome

    g      Maintain percent of claims filed in timely            100%         100%           100%            100%
           manner.

Prior Year Action Plan Results

    Attempts to recruit additional volunteers and work study veterans to assist in filing and some other office
    duties were made.

Future Action Plan

    a.     Be more efficient when filing claims, including review of any records needed to make a claim
           complete, and interview veterans or widows more thoroughly.

LEARNING AND GROWTH

Outcome

    g      Increase number of hours of                          119.5 hrs     80 hrs         125 hrs        125 hrs
           training/education for the veterans’ service
           officer.
    g      Increase number of hours of training/                 92 hrs       60 hrs         100 hrs        100 hrs
           education for the Office Assistant IV.

Prior Year Action Plan Results

    Training hours were increased.

Future Action Plan

    a.     Receive training from the Oregon Department of Veterans’ Affairs; Senior Services; V. A. Domiciliary,
           White City; and the U. S. Department of Veterans’ Affairs, Portland, OR Regional Office.
    b.     Receive computer training from Jackson County.




                                                          207
 DEPARTMENT                                                                                                 PROGRAM
 Health and Human Services                                                                           Veterans’ Services



 EXPENDITURES                          1997-1998         1998-1999        1999-2000        2000-2001         2001-2002
                                          Actual            Actual           Actual          Revised          Adopted

 Personal Services                        $90,958          $99,259          $107,950         $113,806         $149,702

 Materials & Services                     $12,412          $25,279           $29,810          $38,335           $39,988

 Capital Outlay                                 $0                $0               $0               $0               $0

 Other                                          $0                $0               $0               $0               $0

 Total                                   $103,370         $124,538          $137,760         $152,141         $189,690


 REVENUES

 State/Local Gov't                        $12,365          $23,096           $38,266          $45,828           $45,128

 Federal Gov't                                  $0                $0               $0               $0               $0

 Fees & Charges                            $7,607            $8,659          $17,568          $10,000           $18,728

 Other                                     $1,558                 $0               $0               $0          $30,352

 Total                                    $21,530          $31,755           $55,834          $55,828           $94,208

 Full-time Equivalent                         2.00               2.00            2.00             2.00             3.00



EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Personal services increased due to the reclassification of one position and the addition of one general
fund supported position. Materials and services increased due to increased indirect costs allocated to the program.

Revenues - Revenues are expected to be higher due to continued efforts to recruit volunteers for the disabled parking
fee program.




                                                           208
                                 JACKSON COUNTY ANNUAL BUDGET
                                                Fiscal Year 2001-2002
 DEPARTMENT                                                                                                    PROGRAM
 Service Partners                                                                                           Court Security

 PROGRAM DESCRIPTION

 This fund was established as required by ORS 1.182. A portion of all the fines collected by courts in Jackson
 County are deposited into this fund to be used to provide court security for the state district and circuit courts.

 The court security program is helping to meet county goal (1): Protect health, safety, and well-being of all
 citizens.


 PROGRAM GOAL

 The goal of the court security program is to provide funding for security projects for the state courts.




 EXPENDITURES                           1997-1998         1998-1999         1999-2000         2000-2001         2001-2002
                                           Actual            Actual            Actual           Revised          Adopted

 Personal Services                               $0                $0                $0                $0              $0

 Materials & Services                     $224,358           $13,632           $44,408         $670,000          $940,000

 Capital Outlay                                  $0                $0                $0                $0              $0

 Other                                           $0                $0                $0                $0              $0

 Total                                    $224,358           $13,632           $44,408         $670,000          $940,000


 REVENUES

 State/Local Gov't                        $117,610          $133,790          $173,395         $150,000          $150,000

 Federal Gov't                                   $0                $0                $0                $0              $0

 Fees & Charges                             $2,500                 $0                $0                $0              $0

 Other                                     $23,104           $17,262           $25,388         $520,000          $790,000

 Total                                    $143,214          $151,052         $198,783          $670,000          $940,000

 Full-time Equivalent                            0.                0.                0.                0.               0.


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Reserves for future court remodeling accumulate.

Revenues - N/A


                                                            209
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
 DEPARTMENT                                                                                               PROGRAM
 Service Partners                                                                                County Schools Fund

 PROGRAM DESCRIPTION

 The county schools fund is a pass-through fund for distribution of special revenues to local school districts. The
 fund is comprised of shared revenues from the federal government and interest earnings. The federal revenues are
 from timber receipts received from the U. S. Forest Service. By statute, the county general fund contributes a
 sum of money as well. This is the last year the county will be required to contribute general fund tax revenues to
 this fund. This fund is not used for the distribution of current tax revenues. Current tax revenues are distributed
 to the individual school districts.

 The county schools fund program is helping to meet county goal (4): Strengthen cooperation between public
 agencies.


 PROGRAM GOAL

 The goal of the county schools fund program is to provide pass-through revenue to county schools.



 EXPENDITURES                         1997-1998         1998-1999        1999-2000        2000-2001        2001-2002
                                         Actual            Actual           Actual          Revised         Adopted

 Personal Services                             $0                $0              $0                $0                  $0

 Materials & Services                 $1,301,832       $1,256,310         $940,809        $1,097,142       $1,694,829

 Capital Outlay                                $0                $0              $0                $0                  $0

 Other                                         $0                $0              $0                $0                  $0

 Total                                $1,301,832       $1,256,310         $940,809        $1,097,142       $1,694,829


 REVENUES

 State/Local Gov't                             $0                $0              $0                $0                  $0

 Federal Gov't                        $1,022,752         $981,349         $942,027        $1,077,142       $1,694,829

 Fees & Charges                                $0                $0              $0                $0                  $0

 Other                                  $278,120         $279,362            $4,364          $20,000                   $0

 Total                                $1,300,872       $1,260,711         $946,391        $1,097,142       $1,694,829

 Full-time Equivalent                        0.00               0.00           0.00              0.00             0.00

EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - N/A



                                                          210
Revenues - N/A
                               JACKSON COUNTY ANNUAL BUDGET
                                                   Fiscal Year 2001-2002
 DEPARTMENT                                                                                                PROGRAM
 Service Partners                                                                           Historical Operating Fund

 PROGRAM GOAL

 As the result of passage of Measures 47 and 50, the historical fund is eliminated effective June 30, 1998, with the
 exception of prior year taxes. It is estimated prior year taxes may total $20,000 for 2000-2001 and that amount has
 been included in the budget. Expenditures for historical projects are included in the budget for non county
 agencies (HSPSP) found elsewhere in this document.




 EXPENDITURES                         1997-1998           1998-1999        1999-2000      2000-2001        2001-2002
                                         Actual              Actual           Actual        Revised         Adopted

 Personal Services                             $0                  $0            $0                $0                  $0

 Materials & Services                          $0                  $0            $0          $50,000          $20,000

 Capital Outlay                                $0                  $0            $0                $0                  $0

 Other                                         $0                  $0            $0                $0                  $0

 Total                                         $0                  $0            $0          $50,000          $20,000


 REVENUES

 State/Local Gov't                             $0                  $0            $0                $0                  $0

 Federal Gov't                                 $0                  $0            $0                $0                  $0

 Fees & Charges                                $0                  $0            $0                $0                  $0

 Other                                         $0                  $0            $0          $50,000          $20,000

 Total                                         $0                  $0            $0          $50,000          $20,000

 Full-time Equivalent                        0.00                 0.00          0.00             0.00             0.00


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Pass through funds are declining.

Revenues - The amount shown represents 5th year prior tax collections. Next year this fund will be eliminated.




                                                            211
                               JACKSON COUNTY ANNUAL BUDGET
                                                Fiscal Year 2001-2002
DEPARTMENT                                                                                               PROGRAM
Service Partners                                                                                    Service Partners

PROGRAM DESCRIPTION

The county sponsors a number of community-wide programs and contributions to programs not operated by the
county. Funding requests and recommendations are listed below.

PROGRAM GOAL

The goal of the service partner program is to provide cultural awareness, education, and agricultural development
for citizens of Jackson County.



    1. CULTURAL AWARENESS                                                                 2. EDUCATION


                                           3. AGRICULTURAL DEVELOPMENT


                                                                                    FY 2001-2002      FY 2001-2002
                                                                                     Requested        Recommended

Arts Council of Southern Oregon                                                        $4,680            $4,680

The Arts Council is providing art work in the Courthouse designed to improve
the public image of the facility. This helps beautify the walls and corridors of
the Jackson County Courthouse, which provides an additional space for artists
to show their work and to enhance art economics by stimulating sales of art
work.
(The Arts Council is fulfilling goals 1 and 2.)



4-H/FFA                                                                               $30,000           $20,800

Traditionally, the county has participated in funding awards for 4-H/FFA
participants as part of the service partner budget.
(4-H/FFA is fulfilling goals 2 and 3.)



Historical Societies                                                                 $1,656,000             $

The historical societies preserve local history and educate the public as to the
rich heritage of Jackson County. Historical societies create opportunities to
explore the history that has shaped Southern Oregon; they improve the quality
of public service while increasing the number and diversity of constituency;
create opportunities for individuals to develop personal meaning from
experiences with objects, activities, ideas; and improve accessibility to the
collections while ensuring their condition, utility, and security in accordance
with professional practices.
(Historical Societies are fulfilling goals 1 and 2.)


                                                          212
DEPARTMENT                                                                                        PROGRAM
Service Partners                                                                             Service Partners

Information, Referral, and Outreach to the Hispanic Community                      $5,200         $5,200

These funds are used to provide Spanish and English translator/interpreter
services and information and referrals to county services.
(This outreach program is fulfilling goals 1 and 2.)



Jackson Soil and Water Conservation District                                       $28,873       $20,800

Jackson Soil and Water Conservation District strives to make the highest,
wisest, and best use of the land, water, and other natural resources in the
district for the citizens of Jackson County. The soil and water conservation
district provides education, soil studies, and water information. The request is
for general support.
(Jackson Soil and Water Conservation is fulfilling goals 2 and 3.)



Rogue Valley Council of Governments (RVCOG)                                        $35,063       $35,063

RVCOG provides overall coordinated services of benefit to all local
governments in Jackson and Josephine counties and supports local and regional
problem solving and provides a network of services to help seniors and adults
with disabilities.
(RVCOG is fulfilling goals 1, 2, and 3.)



Rogue Valley Council of Governments - Senior and Disability Services               $26,000         -0-

Senior and Disability Services helps provide meals to seniors at meal sites and
delivers meals to homebound seniors and adults with disabilities in Jackson and
Josephine counties.
(Senior and Disability Services is fulfilling goals 1 and 2.)



Southern Oregon Film and Video Association (SOFVA)                                 $28,800         -0-

The Southern Oregon Film and Video Association promotes the media in
Southern Oregon and would like to attract production from out of the area.




                                                          213
DEPARTMENT                                                                                                   PROGRAM
Service Partners                                                                                        Service Partners

Southern Oregon Research and Extension Center                                          $178,756            $158,132

The Southern Oregon Research and Extension Center serves as the front door
to Oregon State University and provides non-formal education that contributes
to strong individuals, families, and communities, a vibrant economy, and
sustainable natural resources. Southern Oregon Research and Extension
Center provides a site for agricultural experiments and research leading to
improvements in the Rogue Valley’s agricultural economy.
(Southern Oregon Research and Extension is fulfilling goals 1, 2, and 3.)



Taylor Grazing                                                                         $17,000              $17,000

Under state law, the county is required to receive funds from the Bureau of
Land Management as the result of rancher-paid grazing fees. The county is
then required to approve expenditures for range land improvements such as
fences and gates. The recommended expenditure is covered by revenue.
(Taylor Grazing is fulfilling goal 3.)



EXPENDITURES                         1997-1998        1998-1999        1999-2000         2000-2001           2001-2002
                                        Actual           Actual           Actual           Revised            Adopted

Personal Services                            $0                 $0               $0               $0                  $0

Materials & Services                  $579,542        $2,046,987       $2,121,666       $2,042,546          $1,687,675

Capital Outlay                               $0                 $0               $0       $585,000                    $0

Other                                 $275,930          $274,960                 $0               $0                  $0

Total                                 $855,472        $2,321,947       $2,121,666       $2,627,546          $1,687,675


REVENUES

State/Local Gov't                     $721,117           $52,336         $193,095         $942,157                    $0

Federal Gov't                              $892               $951               $0        $17,158             $17,000

Fees & Charges                        $248,689                $680               $0               $0                  $0

Other                                        $0                 $0            $7,283              $0                  $0

Total                                 $970,698           $53,967         $200,378         $959,315             $17,000

Full-time Equivalent                        0.00              0.00              0.00             0.00              0.00




                                                        214
           ORGANIZATIONAL INFRASTRUCTURE

                                        1997-98 to 2001-02

       $120,000,000

       $100,000,000

         $80,000,000

         $60,000,000

         $40,000,000

         $20,000,000

                        $0
                               FY 97-98 FY 98-99 FY 99-00 FY 00-01 FY 01-02

                PERSONNEL              MATERIALS                 CAPITAL          OTHER             REVENUE




                           FY 97-98           FY 98-99            FY 99-00         FY 00-01           FY 01-02
     PERSONNEL            $3,465,000        $4,116,817           $4,724,572       $5,689,613         $7,966,174
     MATERIALS            $8,637,882        $5,635,901           $7,494,287      $27,084,258        $24,721,677
     CAPITAL               $466,992         $1,882,744           $1,851,626      $36,646,403        $36,286,720
     OTHER                $1,102,047        $3,530,697           $3,328,084      $16,722,312        $17,996,316
     REVENUE             $30,394,720        $41,150,844       $42,658,509       $113,092,949 $117,509,059




Overall increases in expenditures are a result of state budget law that requires the county to budget fund balances
which will not be spent. This category also includes capital projects for library and juvenile facilities.

Revenues - Increase is due to a combination of budgeted beginning fund balances, additional federal funding (O & C
replacement) and capital construction bond proceeds.




                                                           215
                                JACKSON COUNTY ANNUAL BUDGET
                                                Fiscal Year 2001-2002
DEPARTMENT                                                                                                     CATEGORY
Administrative Services                                                                                            I

                                         HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

Facility Maintenance anticipates completing all scheduled preventive maintenance, 5-year, capital projects, and
maintenance requests, as well as 66 add-on projects so far this year. A chiller was replaced in the Justice Building
when it failed last summer. Projects completed were: the canopy to the back entry of the Courthouse, the annex
elevator upgrade, the Planning remodel, and the demolition of the 10th Street houses in preparation for the new juvenile
facility. It is anticipated the security measures to the Courthouse and the installation of the Emergency Management
Systems (EMS) in the Courthouse and Justice Building will be completed. The recarpeting of Health Building “A”
was finished with minimal disruptions to the health program. The elevator doors in the Jail and the prisoner elevators
in the Justice Building were updated. It is expected the structural repairs to the Experiment Station barn will be
completed.

The human resources office added two additional employees to improve service delivery and enhance training
programs. Benefits were expanded to include providing a flexible spending plan, computerizing and streamlining
COBRA procedures, and contracting for a new employee assistance program. Training was expanded to include
reestablishing a countywide employee orientation program, increasing number of training classes offered and
producing a quarterly training brochure. Policies and procedures were updated including updating the compensation
plan booklet, providing departments with a new hire checklist, providing on-line job descriptions, updating selected
personnel policies, and improving classification request turn around time. The human resources office also enhanced
internal communications by increasing information provided for the County Connection newsletter.


FY 2001-2002

Plans are being made to replace the chiller and kitchen steam cooker at the Jail and upgrade the HVAC controls in the
Justice Building. Corrections will be moving into the old Safeway building when the remodel is done. Four libraries
will be moved into new buildings.

This year will also be a challenge with all the new designs and construction projects for libraries and corrections.

The human resource office will continue to develop and enhance the training program, update personnel policies,
stabilize long-term computer training program, continue to develop human resources measurements, maintain the
improved service delivery levels, and continue to release requests for proposals for contracted services.




                                                           216
                          JACKSON COUNTY ANNUAL BUDGET
                                 Fiscal Year 2001-2002
DEPARTMENT                                               CATEGORY
Administrative Services                                      I

BENCHMARK




                                          217
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                PROGRAM
Administrative Services                                                                      Administrative Services

PROGRAM DESCRIPTION

The administrative services program provides administrative support to all county services and provides
administrative oversight to human resources, facility maintenance, information services, non-county agencies,
special funds, and self insurance. This program is also responsible for developing the county budget. In order to
offset program costs, these services and data products are marketed for a fee wherever appropriate.


PROGRAM GOAL

The goal of the administrative services program is to recommend and implement policies and procedures under the
direction of the county administrator and the Board of Commissioners, and to provide administrative support to the
Board of Commissioners through prepared agenda items.

The administrative services program is helping to meet all county goals.



                                                      OUTCOMES
                                                                    FY          FY            FY             FY
                                                                 1999-2000   2000-2001     2000-2001      2001-2002
                                                                   Actual    Budgeted      Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Increase internal customer satisfaction                3.29        3.4            3.35          3.40
            rating.

Prior Year Action Plan Results

     Training was provided on all areas of the labor forecast and multiline budget system. A training class was
     also presented to help departments understand The Balanced Scorecard.

Future Action Plan

     a.     Assist the county administrator in achieving outcomes.
     b.     Balanced financial budget.
     c.     Understandable outcomes for the organization.
     d.     Support the county administrator in the organizational leadership provided county departments.
     e.     Coordinate and participate in training of all county employees on The Balanced Scorecard concepts.

FINANCIAL

Outcome

     g      Increase the number of operating funds                 7/8         8/8            7/8            9/9
            maintaining sufficient cash balances to meet
            operating requirements without the use of
            debt.


                                                           218
DEPARTMENT                                                                                               PROGRAM
Administrative Services                                                                     Administrative Services

Prior Year Action Plan Results

    Implemented and monitored a cash flow plan for the Expo. This year Expo is projected to begin the year with
    a positive cash balance.

Future Action Plan

    a.     Evaluate departmental performance.
    b.     Monitor expenditures/revenues.

INTERNAL PROCESSES

Outcome

    g      Prepare annual report to the Board of                 0             1              0              1
           Commissioners on the performance of the
           departmental outcome measures.

Prior Year Action Plan Results

    Met with representative department heads and budget committee members. It was determined that the report
    should delay start up until this FY after benchmarks have been established.

Future Action Plan

    a.     Support the county administrator in the managerial leadership to assist departments in meeting goals and
           outcomes.

LEARNING AND GROWTH

Outcome

    g      Maintain average hours of training and               20             20             20             20
           education per FTE.

Prior Year Action Plan Results

    Training received included purchasing, spreadsheet, electric purchasing, and the balanced scorecard.

Future Action Plan

    a.     Send employees to state-of-the-art seminars, educational workshops, and innovative training in
           administration.
    b.     Send employees to software application training classes to become proficient on computers used in the
           administrative support services program.
    c.     Attendance at monthly staff meetings.




                                                        219
 DEPARTMENT                                                                                                 PROGRAM
 Administrative Services                                                                       Administrative Services



 EXPENDITURES                          1997-1998        1998-1999        1999-2000         2000-2001        2001-2002
                                          Actual           Actual           Actual           Revised         Adopted

 Personal Services                      $140,711          $150,377         $229,217         $255,052         $305,839

 Materials & Services                     $27,816          $17,857          $21,736          $33,560           $32,991

 Capital Outlay                                $0                $0               $0               $0                 $0

 Other                                         $0                $0               $0               $0                 $0

 Total                                  $168,527          $168,234         $250,953         $288,612         $338,830


 REVENUES

 State/Local Gov't                             $0                $0               $0               $0                 $0

 Federal Gov't                                 $0                $0               $0               $0                 $0

 Fees & Charges                         $130,768          $192,681         $218,620         $271,247         $316,770

 Other                                     $5,935           $7,849          $59,457          $17,365           $22,060

 Total                                  $136,703          $200,530         $278,077         $288,612         $338,830

 Full-time Equivalent                        2.39               2.25            3.95             2.88              3.80


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - An increase of 19.91 percent in personal services is the result of adding back an intern position
eliminated in FY 00-01 and a 3.7 percent increase in non union salaries. A decrease of 1.7 percent in materials and
services comes from a change in the way central service departments’ basic phone costs are charged back and the
completion of a maintenance project. The total overall increase in this year’s budget is 17.4 percent.

Revenues - Revenues increased at the same rate as expenditures as a result of the program’s participation in the
internal services fund.




                                                          220
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                    PROGRAM
Administrative Services                                                                                  Capital Projects

PROGRAM DESCRIPTION

The capital projects program provides a budget location for special construction that affects multiple departments
or are of such a size that identifying them as a capital project is appropriate.

The capital projects program is helping to meet county goals: (1) Protect health, safety, and well-being of all
citizens; and (7) Make recreational, learning, and cultural opportunities accessible and available.


PROGRAM GOAL

The goal of the capital projects program is to provide funding for major projects other than road construction.



                                                    OUTCOMES
                                                                   FY            FY             FY               FY
                                                                1999-2000     2000-2001      2000-2001        2001-2002
                                                                  Actual      Budgeted       Expected         Projected

CUSTOMER PERSPECTIVE

Outcome

     g     Community Justice/Election/EOC remodel.                  -             -               -          $2,858,780
     g     Annex second floor remodel.                              -             -               -           $32,500
     g     Justice building HVAC controls.                          -             -               -           $31,000

Prior Year Action Plan Results

     N/A

Future Action Plan

     a.    N/A




                                                          221
 DEPARTMENT                                                                                                PROGRAM
 Administrative Services                                                                              Capital Projects



 EXPENDITURES                         1997-1998        1998-1999        1999-2000        2000-2001         2001-2002
                                         Actual           Actual           Actual          Revised          Adopted

 Personal Services                            $0                $0              $0               $0                 $0

 Materials & Services                         $0                $0         $30,339        $109,568           $32,500

 Capital Outlay                               $0        $456,368                $0               $0       $2,889,780

 Other                                        $0                $0              $0               $0                 $0

 Total                                        $0        $456,368          $30,339         $109,568        $2,922,280


 REVENUES

 State/Local Gov't                            $0                $0              $0               $0                 $0

 Federal Gov't                                $0                $0              $0               $0                 $0

 Fees & Charges                               $0                $0              $0               $0                 $0

 Other                                    $4,533        $452,461           $35,896        $109,568        $2,922,280

 Total                                    $4,533        $452,461          $35,896         $109,568        $2,922,280

 Full-time Equivalent                       0.00               0.00           0.00             0.00              0.00


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - The increase is a result of remodeling of the Safeway building which will house community justice,
elections, and emergency management facilities.

Revenues - N/A




                                                         222
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                PROGRAM
Administrative Services                                                                    Central Services Fiduciary

PROGRAM DESCRIPTION

The central services fiduciary fund program serves as the fund’s “ bank account” for all programs operating
within the central services fund.

The fiduciary fund program is helping to meet all county goals.


PROGRAM GOAL

The goal of the central services fiduciary fund program is to serve as a recipient for interest income and fund
balances not directly attributable to a specific program. Fiscal year 2001-2002 marks the sixth year central
services costs will be fully accounted for in each operating program. Central services, which includes the Board
of Commissioners, archives, mail and courier services, county administrator, budget, human resources, counsel,
treasurer, accounting, audit, and facility maintenance, provides services to all county departments. Likewise, the
customers of central services are primarily the departments and programs of Jackson County. The Board of
Commissioners also serves the entire population of Jackson County. These services were previously part of the
general fund. By moving them to a separate fund and accounting for services received in each program, the
county will have better information about the cost to provide effective central services.

PROGRAM OBJECTIVES

Revenues in the central services fiduciary account are as follows:
        Interest Income                                                                                      $120,000
        Beginning Fund Balance                                                                              1,595,641
             TOTAL                                                                                         $1,715,641


Expenditures in the central services fiduciary account are as follows:
        Insurance Expense                                                                                    $240,000
        Reserves                                                                                            1,466,739
             TOTAL                                                                                         $1,706,739




                                                          223
 DEPARTMENT                                                                                        PROGRAM
 Administrative Services                                                            Central Services Fiduciary



 EXPENDITURES                         1997-1998        1998-1999       1999-2000   2000-2001       2001-2002
                                         Actual           Actual          Actual     Revised        Adopted

 Personal Services                            $0                 $0          $0           $0               $0

 Materials & Services                $2,737,645          $31,427         $25,919   $1,462,291     $1,706,739

 Capital Outlay                               $0                 $0          $0           $0               $0

 Other                                        $0                 $0          $0           $0               $0

 Total                               $2,737,645          $31,427         $25,919   $1,462,291     $1,706,739


 REVENUES

 State/Local Gov't                            $0                 $0          $0           $0               $0

 Federal Gov't                                $0                 $0          $0           $0               $0

 Fees & Charges                               $0                 $0          $0           $0               $0

 Other                               $4,286,774         $220,194        $197,012   $1,702,787     $1,715,641

 Total                               $4,286,774         $220,194        $197,012   $1,702,787     $1,715,641

 Full-time Equivalent                       0.00                0.00        0.00         0.00            0.00


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Ending fund balance is budgeted but not spent.

Revenues - See above.




                                                         224
                              JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                             PROGRAM
Administrative Services                                                                     Emergency Management

PROGRAM DESCRIPTION

Oregon Revised Statute 401.305 requires each county to establish an emergency management agency that is
directly responsible to the executive officer or governing body of the county. This agency is responsible for
developing a program to improve communities’ efforts to mitigate, prepare for, respond to, and recover from
major emergencies and disasters.

The emergency management program is helping to meet county goal (1): Protect health, safety, and well-being of
all citizens.


PROGRAM GOAL

The goal of the emergency management program is to minimize loss of life, injury, human suffering, property
damage, and economic instability resulting from major emergencies.


                                                    OUTCOMES
                                                                     FY          FY           FY             FY
                                                                  1999-2000   2000-2001    2000-2001      2001-2002
                                                                    Actual    Budgeted     Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

     g     Increase the percentage of Jackson County                N/A         N/A           N/A               85%
           citizens that can receive disaster warnings.

     g     Increase Jackson County citizens’                        N/A         N/A           N/A                3
           preparedness for disaster (on a scale of 1-5).

Prior Year Action Plan Results

     The most significant accomplishment of emergency management during the past year was establishing a
     regional public warning system. This effort has taken more than four years to complete and has required the
     cooperation of broadcasters and public agencies throughout southwestern Oregon.

     Emergency management, in partnership with the City of Ashland, FEMA, and the Bureau of Reclamation also
     completed a flood notification system for people living along Ashland, Bear, and Little Butte Creeks. The
     system will notify people when flooding is likely because of severe weather or a possible failure of Emigrant,
     Hosler, or Fish Lake dams.




                                                            225
DEPARTMENT                                                                                             PROGRAM
Administrative Services                                                                     Emergency Management

Future Action Plan

    a.      Link site specific warning systems to the regional public warning system.
    b.      Monitor the effectiveness of the regional public warning system.
    c.      Develop notification systems and preparedness materials for special needs populations.
    d.      Support the formation of neighborhood disaster response teams.
    e.      Involve citizens in hazard mitigation planning and projects.
    f.      Survey citizens about disaster preparedness.

FINANCIAL

Outcome

    g       Maintain program funding from FEMA.                  $27,205     $26,000         $29,000        $26,000
    g       Maintain grant monies for mitigation                 $194,321    $100,000       $107,100       $100,000
            projects.

Prior Year Action Plan Results

    Last year, Jackson County Emergency Management was awarded $29,000 in grant funds to offset program
    costs and $107,100 for mitigation projects. The mitigation grant funding will be used to develop a hazard
    mitigation plan for the county and a flood mitigation plan for the City of Phoenix. In addition, the funding will
    be used to hold two training workshops.

Future Action Plan

    a.      Fulfill federal and state Emergency Management Performance Grant (EMPG) requirements.
    b.      Pursue emergency management grant opportunities.
    c.      Pursue other financial opportunities.

INTERNAL PROCESSES

Outcome

    g       Increase the number of cities and agencies              0           0               0              6
            that adopt our regional public warning plan.
    g       Increase the number of emergency                        5           6               9              11
            operations, hazard mitigation, and public
            information plans adopted by communities in
            Jackson County.

Prior Year Action Plan Results

    During the past year, emergency management and the city of Medford worked with the Medford School
    District, local hospitals, and the airport to develop a collaborative public information plan. Emergency
    management also helped the city of Eagle Point to complete their flood hazard mitigation plan.

Future Action Plan

    a.      Maintain and test the regional public warning system.
    b.      Prepare standard emergency messages, media releases, and public service announcements.
    c.      Identify and equip facilities that can be used for media centers.
    d.      Use the county Emergency Operations Center to coordinate situation status and public information to
            cities and other agencies.
    e.      Coordinate a volunteer coalition that will provide outreach to disaster victims.


                                                           226
DEPARTMENT                                                                                               PROGRAM
Administrative Services                                                                       Emergency Management

LEARNING AND GROWTH

Outcome

    g      Maintain percentage of citizen requests for           100             100            100             100
           disaster preparedness presentations.
    g      Maintain percentage of agency requests for            100             100            100             100
           disaster exercises and training workshops.

Prior Year Action Plan Results

    The most significant training event that emergency management held last year was a full-scale dam
    failure/terrorism exercise with over twenty agencies participating. During the exercise, the county Emergency
    Operations Center coordinated information from five field commands and four city Emergency Operations
    Centers. County, city, and other affected agencies worked collaboratively to set incident strategies and
    resource priorities.

Future Action Plan

    a.     Train public agencies and citizens about the regional public warning system.
    b.     Facilitate training for public information officers throughout Jackson County.
    c.     Conduct disaster exercises that test our ability to coordinate public information.
    d.     Conduct disaster exercises that test the county’s ability to efficiently disseminate information to other
           agencies.
    e.     Work with the Red Cross to develop a speakers’ bureau for conducting disaster preparedness
           presentations.
    f.     Distribute disaster preparedness information at community events and through outreach projects.




                                                          227
 DEPARTMENT                                                                                     PROGRAM
 Administrative Services                                                             Emergency Management



 EXPENDITURES                         1997-1998        1998-1999       1999-2000   2000-2001    2001-2002
                                         Actual           Actual          Actual     Revised     Adopted

 Personal Services                       $61,380          $65,381        $67,993     $78,798      $78,991

 Materials & Services                    $12,861          $17,697        $18,975     $82,561      $33,222

 Capital Outlay                               $0                 $0          $0          $0           $0

 Other                                        $0                 $0          $0          $0           $0

 Total                                   $74,241          $83,078        $86,968    $161,359     $112,213


 REVENUES

 State/Local Gov't                            $0                 $0          $0          $0           $0

 Federal Gov't                           $44,081          $24,187        $19,877     $73,654      $21,000

 Fees & Charges                               $0                 $0          $0          $0           $0

 Other                                        $0                 $0          $0          $0           $0

 Total                                   $44,081          $24,187        $19,877     $73,654      $21,000

 Full-time Equivalent                        0.00               1.00        1.00        1.00         1.00


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - A one-time, state grant project was completed.

Revenues - See above.




                                                         228
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
 DEPARTMENT                                                                                               PROGRAM
 Administrative Services                                                                        Expo Capital Reserve

 PROGRAM DESCRIPTION

 The expo special reserve program serves as a statutory “holding” account for capital construction of a new 6,000
 seat amphitheater at the Jackson County Exposition Park. A state Economic Development grant of $600,000 has
 been obtained, and an additional $1,000,000 will be raised by the Fair Board and Friends of the Fair Foundation.

 The special reserve program is helping to meet county goal (7): Make recreational, learning, and cultural
 opportunities accessible and available.


 PROGRAM GOAL

 The goal of the special reserve program is to allow the accumulation of funds for the purpose of constructing a
 new 6,000 seat amphitheater.




 EXPENDITURES                         1997-1998         1998-1999        1999-2000        2000-2001          2001-2002
                                         Actual            Actual           Actual          Revised           Adopted

 Personal Services                             $0                $0              $0               $0                $0

 Materials & Services                          $0                $0          $4,948         $200,000                $0

 Capital Outlay                                $0                $0              $0       $1,400,000         $1,700,000

 Other                                         $0                $0              $0               $0                $0

 Total                                         $0                $0          $4,948       $1,600,000         $1,700,000


 REVENUES

 State/Local Gov't                             $0                $0       $100,000          $600,000          $600,000

 Federal Gov't                                 $0                $0              $0               $0                $0

 Fees & Charges                                $0                $0         $10,000       $1,000,000         $1,000,000

 Other                                         $0                $0            $279               $0          $100,000

 Total                                         $0                $0       $110,279        $1,600,000         $1,700,000

 Full-time Equivalent                        0.00               0.00           0.00              0.00              0.00

EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - N/A

Revenues - N/A


                                                          229
                               JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                   PROGRAM
Administrative Services                                                                            Facility Maintenance

PROGRAM DESCRIPTION

The facility maintenance program is responsible for maintaining all county facilities and for making improvements
in departments as approved by the Budget Committee. The facility maintenance staff maintains 96 buildings. The
staff also operates the energy management system for the Courthouse, sheriff’s department and jail, Medford
library, Justice Building, and district attorney’s offices.

Facility maintenance provides support for the operation of events at the Fairgrounds and Exposition Park and is
responsible for providing janitorial services for all county buildings, which are currently contracted out to a private
custodial service.

The facility maintenance program is helping to meet county goal (10): Make the best use of its human and material
resources.


PROGRAM GOAL

The goal of the facility maintenance program is to maintain the county buildings to preserve the integrity and
provide comfortable, functional facilities for the public and employees.

The customers of the facility maintenance program are the departments and employees of Jackson County.


                                                     OUTCOMES
                                                                    FY            FY             FY              FY
                                                                 1999-2000     2000-2001      2000-2001       2001-2002
                                                                   Actual      Budgeted       Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g     Increase projects completed on schedule by              85%           90%             87%            90%
           3 percent.

Prior Year Action Plan Results

     The goal of increasing completed projects on schedule by 5 percent was not met. The increase will only be 2
     percent because of the number of add-on projects this year. The results of the county employee survey show
     that customer service has improved. Median points on the survey increased from 3.90 to 3.91, and the
     percentage of “not at all satisfied” was reduced from 2.3 percent to 2 percent.

Future Action Plan

     a.    Schedule preventive maintenance tasks, 5-year maintenance and cleaning tasks, and county fair
           preparation to increase to 90 percent completion on schedule by continuous monitoring and reporting of
           projects.




                                                           230
DEPARTMENT                                                                                                 PROGRAM
Administrative Services                                                                          Facility Maintenance

FINANCIAL

Outcome

    g       Maintain 95 percent of projects completed             95%           95%            95%            95%
            within 10 percent of project budget.

Prior Year Action Plan Results

    The goal of 95 percent of projects completed within 10 percent of projects budgeted was met.

Future Action Plan

    a.      Continue to monitor the project costs and monitor purchasing of parts and tools efficiently to ensure
            meeting or exceeding the 95 percent of projects meeting project costs.
INTERNAL PROCESSES

Outcome

    g       Decrease to 4.00 hours per task of 3,256              4.29         4.08           4.09           4.00
            maintenance tasks.                                   hrs/task     hrs/task       hrs/task       hrs/task

Prior Year Action Plan Results

    The program came very close to achieving the goal of decreasing by 5 percent the hours per maintenance
    task. This was achieved by having the proper tools and materials on trucks and having a good understanding
    of the maintenance task before traveling to the job site. Also, the addition of credit cards has cut down on
    traveling for parts.

Future Action Plan

    a.      Ensure proper tools and parts are in trucks when traveling to job sites.
    b.      Ensure accurate understanding of problem at hand during time of maintenance call.
    c.      Retain tools/parts in central location when not in use.
    d.      Continue to computerize the division and train employees in the use of computers.

LEARNING AND GROWTH

Outcome

    g       Continue to provide at least 24 hours of                24           24             24             24
            training per employee on innovative methods          hrs/emp.     hrs/emp.       hrs/emp.       hrs/emp.
            of building maintenance, safety precautions,
            and productivity.

Prior Year Action Plan Results

    The program has met or exceeded 24 hours of training and safety per employee. Monthly staff and safety
    meetings have been maintained. The safety record reflects this training. Two employees are currently in
    HVAC training, and three employees have completed BOC (Building Operator Certification) training. One
    employee completed a limited maintenance electrician’s course. Many employees have taken a basic
    computer class as the program becomes more computerized.




                                                           231
 DEPARTMENT                                                                                                PROGRAM
 Administrative Services                                                                         Facility Maintenance

 Future Action Plan

      a.    Make training classes and workshops available to all employees that pertain to building maintenance.
      b.    Provide monthly staff and safety meetings to review maintenance projects and methods of improving
            safety and productivity.



 EXPENDITURES                         1997-1998        1998-1999         1999-2000         2000-2001      2001-2002
                                         Actual           Actual            Actual           Revised       Adopted

 Personal Services                      $386,960         $477,038         $526,498          $581,525        $605,656

 Materials & Services                 $1,275,019       $1,327,692        $1,582,114        $1,948,404     $1,498,095

 Capital Outlay                               $0               $0               $0          $123,111          $8,450

 Other                                        $0          $26,578               $0                $0         $17,000

 Total                                $1,661,979       $1,831,308        $2,108,612        $2,653,040     $2,129,201


 REVENUES

 State/Local Gov't                      $263,730         $176,448          $19,549           $19,600         $21,746

 Federal Gov't                                $0               $0               $0                $0               $0

 Fees & Charges                       $1,077,632       $1,294,363        $1,568,898        $1,872,556     $1,588,765

 Other                                  $417,749         $202,338         $522,985          $520,388        $518,690

 Total                                $1,759,111       $1,673,149        $2,111,432        $2,412,544     $2,129,201

 Full-time Equivalent                      10.70            10.80             11.80             11.80          11.80


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - The number of special projects for departments has reduced normal levels.

Revenues - Charges for special projects have reduced to normal levels.




                                                         232
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                 PROGRAM
Administrative Services                                                                        General Fund Fiduciary

PROGRAM DESCRIPTION

The goal of the fiduciary fund program is to serve as a “bank account” for general revenues and expenditures not
attributable to a particular function or program.


PROGRAM GOAL

The fiduciary fund program serves as the county’s bank, provides transfers to other funds, and provides funding
for community-wide programs.

The fiduciary fund program is helping to meet all county goals.



PROGRAM OBJECTIVES

The general fund’s revenues that are not directly attributable to a single program are included in the fiduciary
budget. For fiscal year 2001-2002, those revenues are:

         O & C timber receipts replacement funds                                                           $14,296,694
         Beginning fund balance for 2001-2002                                                               21,069,577
         Current and prior year property taxes                                                              19,810,670
         Liquor tax proceeds (state-shared revenue)                                                            467,366
         Cigarette tax proceeds (state-shared revenue)                                                         267,962
         Video Poker                                                                                           470,000
         Bureau of Land Management entitlement payment in lieu of taxes                                         50,000
         Amusement device tax (state-shared revenue)                                                             8,000
         Cable franchise fee                                                                                   174,000
         Interest                                                                                            1,053,479


                TOTAL                                                                                      $57,667,748

Expenditures in the fiduciary budget include special projects and expenditures not attributable to a single program,
transfers to other programs that require general fund support, the contingency account, reserves, and the
unappropriated ending fund balance. Those expenditures are as follows:
         PERS buy down                                                                                      $1,800,000
         Travel and training                                                                                     4,000
         Operating expenses                                                                                    787,999
         Contracted Services
               Communications                                                                                  125,000
               RVTV - additional programing                                                                     56,300
               Public opinion polling                                                                           35,000




                                                          233
DEPARTMENT                                                                                          PROGRAM
Administrative Services                                                                 General Fund Fiduciary
              Accounting charges for fiduciary fund                                                    12,286
              Counsel                                                                                   3,886
              Facilitator services                                                                      5,000
              Treasurer                                                                                 1,136
              Food stamp administration                                                                30,000
              Lobbyist                                                                                  8,340
              Land consultant - Expo                                                                    8,000
        Direct Funding
              Asian Affairs-SOREDI                                                                     10,000
              COG debt                                                                                 46,457
        Reserves
              General fund reserves                                                                 4,986,826
              LDO                                                                                      10,000
              Expo Amphitheater                                                                       100,000
              Finance system to meet audit requirements                                             2,500,000
              Judges space                                                                            550,000
        Transfers to Other Funds
              Surveyor                                                                                 50,708
              Health & Human Services                                                               1,411,204
              Board of Commissioners                                                                   77,124
              IT/GIS                                                                                  413,859
              Expo                                                                                    126,074
              Parks                                                                                   265,072
              Accounting (general fund costs for central services)                                     33,256
                       Treasurer (general fund costs for central services)                              9,152
              Counsel (general fund costs for central services)                                       121,105
              Administrator (general fund costs for central services)                                  12,613
                       Internal Audit (general fund costs for central services)                       106,390
              Administrative Services (general fund costs for central services)                        22,060
                       Human Resources (general fund costs for central services)                       44,210
                       Facility Maintenance (general fund costs for central services)                 518,690
              Archives (general fund costs for central services)                                       16,563
              Mail Services (general fund costs for central services)                                  13,686
              Capital Projects
                       Safeway remodel                                                              2,858,780
                       Conference room 2nd floor annex                                                 32,500
                       HVAC controls - Justice Building                                                31,000
              Greenway engineering                                                                    430,000
        Contingency                                                                                   200,000
        Ending fund balance (general fund)                                                          7,266,165

               TOTAL                                                                              $25,140,441




                                                        234
 DEPARTMENT                                                                                            PROGRAM
 Administrative Services                                                                   General Fund Fiduciary



 EXPENDITURES                        1997-1998        1998-1999       1999-2000        2000-2001         2001-2002
                                        Actual           Actual          Actual          Revised          Adopted

 Personal Services                           $0                $0              $0              $0        $1,800,000

 Materials & Services                  $602,975        $261,193         $650,211       $7,434,766        $9,280,230

 Capital Outlay                              $0        $538,519         $703,327       $3,035,322               $0

 Other                               $1,102,047      $3,463,294       $3,273,402     $14,110,142        $14,060,211

 Total                               $1,705,022      $4,263,006       $4,626,940     $24,580,230        $25,140,441


 REVENUES

 State/Local Gov't                     $818,935      $1,228,593       $1,077,116       $1,186,276        $1,213,328

 Federal Gov't                      $11,243,655     $10,627,837      $10,183,707       $9,756,721       $14,346,694

 Fees & Charges                        $156,681        $206,266         $111,030        $236,000          $174,000

 Other                               $5,989,497     $18,526,901      $19,303,382     $42,437,524        $41,933,726

 Total                              $18,208,768     $30,589,597      $30,675,235     $53,616,521        $57,667,748

 Full-time Equivalent                       0.00              0.00           0.00            0.00              0.00


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - This program includes expenditures for ending fund balance and many one-time projects.

Revenues - This program includes revenues for beginning fund balance and many one-time projects.




                                                        235
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                 PROGRAM
Administrative Services                                                                              Human Resources

PROGRAM DESCRIPTION

The human resources program provides recruitment; employee selection; salary, benefit and classification plans;
and training services. Human Resources also negotiates all labor agreements, administers all contracts, and
represents the county’s interests when disputes arise. Human Resources also represents the county’s interests and
resolves all matters of complaints related to legal requirements and civil rights. It also maintains records and
manages labor relations and problem resolution processes for the county in accordance with governmental
regulations and collective bargaining agreements.

The human resources program is helping to meet county goals: (9) Promote employee pride, performance, and
productivity; and (10) Make the best use of its human and material resources.


PROGRAM GOAL

The goal of the human resources program is to provide positive, centralized human resource services for county
departments and the public in accordance with applicable contracts and regulations; to provide qualified candidates
to meet county needs as an equal opportunity employer; to provide and promote effective employee and labor
relations; to ensure progressive benefits, classification, and pay administration; to assist county departments in the
effective management of personnel transactions, and the encouragement of staff development; and to provide
administrative support and program direction to all divisional programs.


                                                    OUTCOMES
                                                                   FY            FY             FY              FY
                                                                1999-2000     2000-2001      2000-2001       2001-2002
                                                                  Actual      Budgeted       Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Monitor turnover rate.                               8.9%           9.0%          10.74%           11%

Prior Year Action Plan Results

     Monitored turnover rate and determined that increased turnover rates parallel national trends due to the tighter
     labor market in general.

Future Action Plan

     a.     Continue to monitor turnover rates more closely and be prepared to take action if problems are
            identified.
FINANCIAL

Outcome

     g      Cost of human resources services per                 New          $582.88         $582.88        $581.72
            employee.                                           Measure-
                                                                 ment



                                                          236
DEPARTMENT                                                                                               PROGRAM
Administrative Services                                                                            Human Resources

Prior Year Action Plan Results

    Monitored costs, increased service delivery, and developed base line data for future comparisons.

Future Action Plan

    a.     Continue to monitor costs, refine measurements, evaluate information, and identify trends.

INTERNAL PROCESSES

Outcome

    g      Provide training and track number of county          1,045           750          1,500         900
           employees attending human resources
           sponsored training.

Prior Year Action Plan Results

    Formed two training advisory committees, continued partnership with Rogue Valley Public Service Academy,
    and monitored attendance. Reinstituted a monthly new employee orientation program; produced a quarterly
    training brochure; and increased number of training topics, including legal compliance topics such as
    harassment, state ethics laws, and skill building such as negotiating, customer service, budgeting, and team
    communication.

Future Action Plan

    a.     Continue to monitor and maintain adequate training opportunities for employees.
    b.     Analyze training evaluation information.

LEARNING AND GROWTH

Outcome

    g      Track average number of hours of training             47             34            45           45
           per employee to ensure adequate employee
           skill level in all areas of responsibility.

Prior Year Action Plan Results

    Attended training and tracked average number of training hours per employee. Maintained skill levels in all
    areas of responsibility, including updates on discrimination/harassment laws, program budgeting, performance
    appraisal, retirement, regional health insurance issues, and computer applications.

Future Action Plan

    a.     Identify learning needs and opportunities, and attend training as appropriate.




                                                         237
 DEPARTMENT                                                                              PROGRAM
 Administrative Services                                                           Human Resources



 EXPENDITURES                  1997-1998     1998-1999      1999-2000      2000-2001     2001-2002
                                  Actual        Actual         Actual        Revised      Adopted

 Personal Services               $201,547      $287,710         $275,731    $417,788      $440,680

 Materials & Services            $144,443      $143,975         $126,656    $192,491      $188,737

 Capital Outlay                       $0              $0             $0          $0            $0

 Other                                $0              $0             $0          $0            $0

 Total                           $345,990      $431,685         $402,387    $610,279      $629,417


 REVENUES

 State/Local Gov't                    $0              $0             $0          $0            $0

 Federal Gov't                        $0              $0             $0          $0            $0

 Fees & Charges                  $193,118      $359,895         $331,817    $567,728      $585,207

 Other                            $13,607       $88,124          $64,257     $42,551       $44,210

 Total                           $206,725      $448,019         $396,074    $610,279      $629,417

 Full-time Equivalent                5.01            5.15           4.35        6.15          6.15


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - N/A

Revenues - N/A




                                               238
                                JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
 DEPARTMENT                                                                                                 PROGRAM
 Administrative Services                                                                      Juvenile Capital Projects

 PROGRAM DESCRIPTION

 This special program serves as an account for capital construction of a new juvenile facility. This fund is made up
 of revenue from the sale of bonds. The juvenile bond measure passed in November 2000. The need for this fund
 will be eliminated upon completion of the new facility.

 The special reserve program is helping to meet county goal (1): Protect health, safety, and well-being of all
 citizens.


 PROGRAM GOAL

 The goal of the program is to separately account for expenditure of bond and grant proceeds during construction
 of a new juvenile facility.




 EXPENDITURES                          1997-1998        1998-1999         1999-2000        2000-2001        2001-2002
                                          Actual           Actual            Actual          Revised         Adopted

 Personal Services                             $0                $0               $0               $0                  $0

 Materials & Services                      $2,692          $35,370          $10,953                $0                  $0

 Capital Outlay                                $0          $32,350         $534,738        $4,781,608      $16,535,000

 Other                                         $0                $0               $0               $0                  $0

 Total                                     $2,692          $67,720         $545,691        $4,781,608      $16,535,000


 REVENUES

 State/Local Gov't                             $0                $0               $0       $4,120,108                  $0

 Federal Gov't                                 $0                $0               $0               $0                  $0

 Fees & Charges                         $150,000                 $0               $0               $0                  $0

 Other                                    $33,244          $32,136            $7,458        $661,500       $16,535,000

 Total                                  $183,244           $32,136            $7,458      $4,781,608       $16,535,000

 Full-time Equivalent                        0.00               0.00            0.00              0.00             0.00

EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - See above.

Revenues - See above.


                                                          239
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                 PROGRAM
Administrative Services                                                                          Juvenile Debt Service

PROGRAM DESCRIPTION

The purpose of the juvenile debt service program is to repay bonds issued for the construction of juvenile facilities.


The juvenile debt service program is helping to meet county goal (1): Protect health, safety, and well-being of all
citizens.


PROGRAM GOAL

The goal of the juvenile debt service program is to repay bonds that were utilized to construct or remodel juvenile
facilities.


                                                    OUTCOMES
                                                                   FY            FY             FY              FY
                                                                1999-2000     2000-2001      2000-2001       2001-2002
                                                                  Actual      Budgeted       Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g     To pay off bonded debt for construction of                                            0          $2,079,114
           juvenile facilities.

Prior Year Action Plan Results



Future Action Plan

     a.    Repay $1,370,000 in principal and $709,114 in interest on or before the due date.




                                                          240
 DEPARTMENT                                                                            PROGRAM
 Administrative Services                                                     Juvenile Debt Service



 EXPENDITURES                  1997-1998     1998-1999      1999-2000   2000-2001      2001-2002
                                  Actual        Actual         Actual     Revised       Adopted

 Personal Services                    $0              $0          $0           $0              $0

 Materials & Services                 $0              $0          $0           $0              $0

 Capital Outlay                       $0              $0          $0           $0              $0

 Other                                $0              $0          $0           $0      $2,079,114

 Total                                $0              $0          $0           $0      $2,079,114


 REVENUES

 State/Local Gov't                    $0              $0          $0           $0              $0

 Federal Gov't                        $0              $0          $0           $0              $0

 Fees & Charges                       $0              $0          $0           $0              $0

 Other                                $0              $0          $0           $0      $2,079,114

 Total                                $0              $0          $0           $0      $2,079,114

 Full-time Equivalent                0.00            0.00        0.00        0.00            0.00


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - New program.

Revenues - New program.




                                               241
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                 PROGRAM
Administrative Services                                                                       Library Capital Projects

PROGRAM DESCRIPTION

The library capital projects program serves as a statutory “holding” account for capital construction of new library
facilities. This fund was established with funds bequeathed by former county commissioner and library supporter
Isabel Sickels. On May 16, 2000, voters approved general obligation bonds in the amount of $38,940,000 to
finance the cost of land acquisition, capital construction, capital improvements, and site development for library
facilities throughout Jackson County including Rogue River, Jacksonville, Ruch, Applegate, Eagle Point, Shady
Cove, Prospect, Butte Falls, Central Point, Gold Hill, Phoenix, Talent, Ashland, and Medford.

The library capital projects program is helping to meet county goal (7): Make recreational, learning, and cultural
opportunities accessible and available.


PROGRAM GOAL

The goal of the library capital projects program is to allow the accumulation of funds for the purpose of
constructing new library facilities.



                                                    OUTCOMES
                                                                  FY            FY             FY              FY
                                                               1999-2000     2000-2001      2000-2001       2001-2002
                                                                 Actual      Budgeted       Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g     Construct/remodel 14 public libraries.                                                0              4

Prior Year Action Plan Results

     Preliminary construction documents are complete for the Ashland branch. Design development completed for
     Medford headquarters and Rogue River branch. Schematic design completed for Applegate, Jacksonville, and
     Ruch libraries.

Future Action Plan

     a.    Will begin construction on of Applegate, Ashland, Jacksonville, Rogue River, and Ruch branches and
           Medford headquarters.




                                                         242
 DEPARTMENT                                                                                 PROGRAM
 Administrative Services                                                       Library Capital Projects



 EXPENDITURES                  1997-1998     1998-1999      1999-2000      2000-2001        2001-2002
                                  Actual        Actual         Actual        Revised         Adopted

 Personal Services                    $0              $0            $0             $0               $0

 Materials & Services                 $0              $0         $6,650    $1,550,000               $0

 Capital Outlay                       $0              $0            $0    $31,420,000     $14,800,000

 Other                                $0              $0            $0             $0               $0

 Total                                $0              $0         $6,650   $32,970,000     $14,800,000


 REVENUES

 State/Local Gov't                    $0              $0            $0             $0               $0

 Federal Gov't                        $0              $0            $0             $0               $0

 Fees & Charges                       $0       $265,000         $66,739            $0               $0

 Other                                $0         $1,710         $15,047   $32,970,000     $14,800,000

 Total                                $0       $266,710         $81,786   $32,970,000     $14,800,000

 Full-time Equivalent                0.00            0.00          0.00          0.00             0.00

EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - See above.

Revenues - See above.




                                               243
                               JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                 PROGRAM
Administrative Services                                                                           Library Debt Service

PROGRAM DESCRIPTION

The purpose of the library debt service program is to repay bonds issued for the construction/remodel of library
facilities. The library bond measure was passed by voters May 2000.

The library debt service program is helping to meet county goal (7): Make recreational, learning, and cultural
opportunities accessible and available.


PROGRAM GOAL

The goal of the library debt service program is to repay bonds that were utilized to construct or remodel library
facilities.


                                                     OUTCOMES
                                                                   FY            FY             FY             FY
                                                                1999-2000     2000-2001      2000-2001      2001-2002
                                                                  Actual      Budgeted       Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

   g        Pay off bonded debt for                                0          $875,000       $605,000        605,000
            construction/remodel of library facilities.                       principal      principal      principal
                                                                   0          $921,208      $1,009,462      $977,712
                                                                               interest       interest       interest

Prior Year Action Plan Results

   Repaid $605,000 in principal and $1,009,462 in interest payments.

Future Action Plan

   a.       Repay $605,000 in principal and $977,712 in interest on or before the due date.
   b.       N/A




                                                          244
 DEPARTMENT                                                                            PROGRAM
 Administrative Services                                                      Library Debt Service



 EXPENDITURES                  1997-1998     1998-1999      1999-2000   2000-2001      2001-2002
                                  Actual        Actual         Actual     Revised       Adopted

 Personal Services                    $0              $0          $0           $0              $0

 Materials & Services                 $0              $0          $0     $120,515        $973,298

 Capital Outlay                       $0              $0          $0           $0              $0

 Other                                $0              $0          $0    $2,410,349     $1,644,462

 Total                                $0              $0          $0    $2,530,864     $2,617,760


 REVENUES

 State/Local Gov't                    $0              $0          $0           $0              $0

 Federal Gov't                        $0              $0          $0           $0              $0

 Fees & Charges                       $0              $0          $0           $0              $0

 Other                                $0              $0          $0    $2,530,864     $2,617,760

 Total                                $0              $0          $0    $2,530,864     $2,617,760

 Full-time Equivalent                0.00            0.00        0.00         0.00           0.00


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - See above.

Revenues - See above.




                                               245
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                 PROGRAM
Administrative Services                                                                   Safety and Risk Management

PROGRAM DESCRIPTION

The safety and risk management program provides self-insured coverage for the workers’ compensation, property,
general liability, automobile liability, and miscellaneous claims. In certain instances, such as health malpractice and
airport liability, policies are purchased, usually with high deductibles, so that the county has the incentives of loss
control and financial responsibility for losses characteristic of self insurance programs even in programs that are
predominantly insured. All claims are paid by the self insurance fund and the fund is repaid over a period of five
years by the department experiencing the loss. General costs relating to safety and risk management are shared
equally by all departments. The fund also maintains audited reserves for catastrophic losses. Workers’
compensation was the first program to be self-insured, beginning in 1978. The customers of the self insurance
program are the citizens, employees, and departments of Jackson County.

The safety and risk management program is helping meet county goal (1): Protect health, safety, and well-being of
all citizens.


PROGRAM GOAL

The goal of the safety and risk management program is to provide loss financing that is least costly and provides
more overall risk control than traditional insurance programs.



                                                    OUTCOMES
                                                                   FY            FY              FY             FY
                                                                1999-2000     2000-2001       2000-2001      2001-2002
                                                                  Actual      Budgeted        Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

     g     Maintain the ratio of total self-insurance            1.18%          1.18%          1.18%          1.18%
           costs compared to the market costs of                 (84%)          (84%)          (84%)          (84%)
           comparable insurance coverages.

Prior Year Action Plan Results

     The last analysis of the self insurance program, conducted November 2000, indicated that self-insurance is
     still the best, and least expensive, means to finance the county’s losses. This is even more true in this “hard”
     insurance market in which the cost of traditional insurance is rising significantly. This ratio reflects that
     conclusion. Other factors, such as control over the claims administration process, provide further evidence
     of the suitability of self insurance for the county.

Future Action Plan

     a.    Continue to monitor the cost of insurance and the cost of risk to insure that self insurance is the most
           economical means of financing our losses.



                                                          246
DEPARTMENT                                                                                                PROGRAM
Administrative Services                                                                  Safety and Risk Management

FINANCIAL

Outcome

    g       Maintain reserves set at appropriate,                   100%        100%           100%           100%
            actuarially-determined, confidence level.

Prior Year Action Plan Results

    Reserves were fully (100 percent) set and maintained at the appropriate confidence level, which was
    actuarially determined to be 75 percent.

Future Action Plan

    a.      An actuarial study will be conducted in the next fiscal year, and reserves will be adjusted as necessary
            to ensure that the county maintains appropriate reserves.

INTERNAL PROCESSES

Outcome

    g       Maintain number of incident reports and                 100%        100%           100%           100%
            801s filed in a timely manner.
    g       Increase number of workplaces and                        6           12              15             18
            practices toured and assessed for potential
            loss exposures.

Prior Year Action Plan Results

    All incident reports were filed in a timely manner. There are legal requirements under workers’ compensation
    law as to timely filing of claims. The county is fulfilling those requirements, as evidenced by the reports from
    the state workers’ compensation division. By the end of fiscal year 2000-2001, twelve workplaces and
    practices will have been assessed for loss exposures. The results of those assessments will have been
    communicated to appropriate managers.

Future Action Plan

    a.      This fiscal year, a workers’ compensation training will be conducted for all managerial/administrative
            personnel so that they will be more aware of and sensitive to the legal requirements relating to filing
            claims. Claim forms and state reports will be monitored continually to insure that timely filing of claims
            continues.

LEARNING AND GROWTH

Outcome

    g       Completed requirements for the Associate in             67%         100%           100%           100%
            Risk Management (ARM) certification.
    g       Increase number of training hours on                     8           16              20             20
            specialized risk management topics of
            interest or for which there is a critical need.
    g       Reduce number of mandated training hours                 12           8              8              8
            to complete and maintain workers’
            compensation certification.




                                                              247
 DEPARTMENT                                                                                             PROGRAM
 Administrative Services                                                               Safety and Risk Management

 Prior Year Action Plan Results

      All course requirements for the ARM were completed within internally-established time frames, and training
      goals will be met by fiscal year end relating to maintaining the workers’ compensation certification. These
      certifications and training provide the county with expertise in loss prevention and control, an in-depth
      knowledge of the state workers’ compensation system, and an understanding of a wide variety of insurance
      instruments and how they may be used to the county’s benefit.

 Future Action Plan

      a.    Continue to monitor and pursue additional training opportunities to enhance risk management and safety
            expertise.
      b.    Continue to monitor and pursue needed training to maintain workers’ compensation certification.



 EXPENDITURES                         1997-1998        1998-1999       1999-2000        2000-2001        2001-2002
                                         Actual           Actual          Actual          Revised         Adopted

 Personal Services                      $53,060          $54,221          $54,680          $79,846          $85,514

 Materials & Services                $1,746,558       $1,403,127       $1,645,606       $4,720,494       $4,970,402

 Capital Outlay                               $0                  $0            $0              $0                  $0

 Other                                        $0                  $0            $0         $76,959          $75,900

 Total                               $1,799,618       $1,457,348       $1,700,286       $4,877,299       $5,131,816


 REVENUES

 State/Local Gov't                            $0                  $0            $0              $0                  $0

 Federal Gov't                                $0                  $0            $0              $0                  $0

 Fees & Charges                      $1,464,303       $1,590,031       $1,878,302       $2,699,852       $2,765,446

 Other                                 $115,475         $135,944         $158,091       $2,177,447       $2,366,370

 Total                               $1,579,778       $1,725,975       $2,036,393       $4,877,299       $5,131,816

 Full-time Equivalent                       0.85               0.75           0.85             1.20            1.20


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Ending fund balances are budgeted but not spent.

Revenues - Beginning fund balances are budgeted but not posted.




                                                         248
                                JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
 DEPARTMENT                                                                                                   PROGRAM
 Administrative Services                                                                                        Title III

 PROGRAM DESCRIPTION

 The purpose of the Title III fund is to provide a separate accounting for special forest related projects funded by a
 portion of the Secure Rural Schools and Community Self-Determination Act of 2000 or H.R. 2389. Authorized
 uses include the following: (1) Search, rescue, and emergency services - performed on federal lands; (2)
 Community service work camps - on federal lands; (3) Easement purchases - to provide access to federal lands;
 (4) Forest related educational opportunities - conducted after school hours; (5) Fire prevention and county planning
 - to reduce the risk of wildfires.

 The Title III program is helping the to meet county goal ( 1) Protect the health, safety, and well-being of all
 county citizens.


 PROGRAM GOAL

 The goal of the program is to fund projects that will meet criteria set by the act and provide the maximum benefit
 to county citizens.



 EXPENDITURES                          1997-1998         1998-1999         1999-2000        2000-2001         2001-2002
                                          Actual            Actual            Actual          Revised          Adopted

 Personal Services                              $0                $0               $0                $0               $0
 Materials & Services                           $0                $0               $0                $0       $1,600,000
 Capital Outlay                                 $0                $0               $0                $0               $0
 Other                                          $0                $0               $0                $0               $0
 Total                                          $0                $0               $0                $0       $1,600,000


 REVENUES
 State/Local Gov't                              $0                $0               $0                $0               $0
 Federal Gov't                                  $0                $0               $0                $0       $1,600,000
 Fees & Charges                                 $0                $0               $0                $0               $0
 Other                                          $0                $0               $0                $0               $0
 Total                                          $0                $0               $0                $0       $1,600,000

 Full-time Equivalent                         0.00               0.00            0.00              0.00             0.00


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - New program.

Revenues - New program.

                                                           249
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                 CATEGORY
County Administrator                                                                                           I

                                        HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

The internal audit program issued the following audits between July 1, 2000, and January 31, 2001: Assessor,
Potential Cash Shortage; Expo, 2000 Fair, Admission & Parking; Airport, Fuel Flowage Fees; and Airport, Parking
Contract. In addition, the internal audit program completed a review of the county’s revenue contracts and provided
technical assistance to many county departments on audit matters. The internal audit program is currently conducting
a performance audit relating to the cost of sheriff patrol services.

The internal audit program also conducted about 250 hours of work in support of the county’s annual, external audit.
The county received an unqualified (clean) opinion from its external audit firm.

FY 2001-2002

The internal audit program is excited about undergoing an external quality control review, essentially an audit of the
internal audit program. Government Auditing Standards, issued by the Comptroller General of the United States and
commonly used by federal, state, and local government auditors have required quality control reviews since 1994.
Nevertheless, the National Association of Local Government Auditors estimates that only fifteen percent of small local
government audit shops have completed such a review.

The internal audit program, along with the finance department, will begin planning the implementation of
Governmental Accounting Standards Board Statement 34, Basic Financial Statements – and Management’s
Discussion and Analysis – for State and Local Governments. This statement established a completely new financial
reporting model for state and local governments. The result is the biggest change in the history of public-sector
accounting and financial reporting and implementation of this statement is expected to be time consuming and
challenging.




                                                          250
                                JACKSON COUNTY ANNUAL BUDGET
                                            Fiscal Year 2001-2002
DEPARTMENT                                                                                     CATEGORY
County Administrator                                                                               I


BENCHMARK


                                                Jackson County               National Association of
                                            Internal Audit Program         Local Government Auditors
                                            Fiscal Year 1999 - 2000          Fiscal year 1999 - 2000

 Customer Perspective:
 Audit recommendations accepted
 by management.                                      95%                                92%

 Financial Perspective:
 Jackson County hourly billing rate
 as a percentage of small local                      95 %                               100%
 government audit shops.

 Internal Processes:
 Percent direct audit time/available
 time                                                79%                                74%

 Learning & Growth:
 Percent of auditors meeting
 Government Auditing Standards                       100%                               92%
 continuing education requirements.



FINANCIAL

             Internal Audit Program Costs
                    As A Percent of
              Total County Expenditures                                   Fiscal Year

                          0.18%                                           1997 - 1998

                          0.16%                                           1998 - 1999

                          0.17%                                           1999 - 2000

                          0.17%                                       2000 - 2001 Projected

                          0.17%                                       2001-2002 Projected




                                                      251
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                              PROGRAM
County Administration                                                                                Administration

PROGRAM DESCRIPTION

The administration program executes the policies and objectives formulated by the Board of Commissioners
through development, implementation, and evaluation of programs to meet current and future physical, economic,
social, and cultural needs of Jackson County citizens. In addition, this program provides leadership to county
departments on management and administrative issues, including community education and emergency
management.

The administration program is helping to meet all county goals.


PROGRAM GOAL

Lead the organization in setting goals, ensuring implementation of programs, and evaluation of the performance
effectiveness and efficiency of programs and people.


                                                    OUTCOMES
                                                                   FY          FY           FY              FY
                                                                1999-2000   2000-2001    2000-2001       2001-2002
                                                                  Actual    Budgeted     Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

    g       Increase external customer satisfaction               3.30        3.25         3.34            3.40
            rating.
    g       Maintain internal customer satisfaction rating.       3.65        3.70         3.80            3.80

Prior Year Action Plan Results

     Implemented strategic capital construction plan for libraries and juvenile; and implemented department
presentations at regular Wednesday Board of Commissioners’ meetings, plus public access television is used to
present department specific topics.

Future Action Plan

    a.      Continue to develop and implement various strategic plans.
    b.      Ensure measures are effective and reported as well as results.
    c.      Conduct education programs through various means to “tell our story.”
FINANCIAL

Outcome

    g       Maintain percentage of operating expense to           94%        100%          94%            100%
            operating revenue.
    g       Maintain unqualified audit from outside               100%       100%          100%           100%
            auditor.


                                                          252
DEPARTMENT                                                                                            PROGRAM
County Administration                                                                              Administration

Prior Year Action Plan Results

    Monitored and evaluated departmental performance and achieved the GFOA Budget Excellence Award.

Future Action Plan

    a.     Evaluate departmental performance.
    b.     Monitor expenditures.
    c.     Respond positively to the recommendations of outside auditor.
    d.     Achieve the Government Finance Officers Association (GFOA) Budget Excellence Award.
INTERNAL PROCESSES

Outcome

    g      Increase mid-year report to the Board of            0%           100%           0%            100%
           Commissioners on the performance of the
           departmental outcome measures to enable
           mid-course corrections.

Prior Year Action Plan Results

    While performance was monitored, no formal report was presented. Meetings were held with a team of
    department heads and a budget committee member to develop a format for a future report.

Future Action Plan

    a.     Initiate monitoring of county program outcomes and cultural changes necessary to fully implement a
           strategic plan.

LEARNING AND GROWTH

Outcome

    g      Increase percentage of employees trained           20%           50%            30%           40%
           regarding The Balanced Scorecard.

Prior Year Action Plan Results

    A training on The Balanced Scorecard was held. Representatives from most departments attended.

Future Action Plan

    a.     Participate in implementation of countywide strategic plan and cultural changes.
    b.     Institute necessary training.
    c.     Seek out information from a variety of sources.
    d.     Internal survey to include indicator regarding knowledge of The Balanced Scorecard.




                                                       253
 DEPARTMENT                                                                                                PROGRAM
 County Administration                                                                                  Administration



 EXPENDITURES                          1997-1998        1998-1999        1999-2000        2000-2001         2001-2002
                                          Actual           Actual           Actual          Revised          Adopted

 Personal Services                      $103,785         $139,186          $119,143         $144,649         $164,197

 Materials & Services                     $29,397          $28,995          $34,896          $39,213          $32,577

 Capital Outlay                                $0                $0               $0               $0                  $0

 Other                                         $0                $0               $0               $0                  $0

 Total                                  $133,182         $168,181          $154,039         $183,862         $196,774


 REVENUES

 State/Local Gov't                             $0                $0               $0               $0                  $0

 Federal Gov't                             $5,000           $5,000                $0          $5,000            $5,000

 Fees & Charges                         $113,835         $116,477          $191,838         $168,073         $179,161

 Other                                     $6,210           $6,607           $8,349          $10,789          $12,613

 Total                                  $125,045         $128,084          $200,187         $183,862         $196,774

 Full-time Equivalent                        1.50               2.50            1.65             1.65             1.65


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Personal services increased 13.51 percent due to market and step increases, as well as a 23 percent
increase in benefit costs, while materials and services was decreased 16.92 percent, primarily due to the completion
of property maintenance expenses. The total overall increase in this year’s budget is 7.02%.

Revenues - Revenues increased at the same rate as expenditures as a result of the county administration program’s
participation in the internal services fund.




                                                          254
                               JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                     PROGRAM
County Administration                                                                                      Internal Audit

PROGRAM DESCRIPTION

The internal audit program conducts independent appraisals of county programs, activities, subcontractors, and
agencies receiving funds from Jackson County. The internal audit program is also responsible for coordinating and
monitoring audits performed under contract, such as the county’s annual external financial audit and special
program reviews of functional areas. In addition, the internal audit program provides special assistance and
expertise in the field of accounting and auditing to county departments, committees, teams, and partnerships. The
customers of the internal audit program are the employees of Jackson County as well as the general public.

The internal audit program is helping to achieve county goals: (9) Promote employee pride, high standards of
performance, and productivity; (10) Make the best use of Jackson County’s human and material resources; (11)
Maintain public records to provide financial, historical, and statistical information; and (12) Plan for the future.


PROGRAM GOAL

The goal of the internal audit program is to promote positive change that improves the performance of government
and provides accountability to the public.


                                                     OUTCOMES
                                                                    FY            FY              FY              FY
                                                                 1999-2000     2000-2001       2000-2001       2001-2002
                                                                   Actual      Budgeted        Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g     Maintain percent of customers satisfied with            90%            92%            92%             90%
           formal audit services at equal to or greater
           than 85 percent.
     g     Maintain percent of customers satisfied with            N.A.          100%            100%            95%
           technical assistance received at equal to or
           greater than 85 percent.
     g     Maintain percent of audit recommendations               95%            92%            92%             92%
           accepted by management at equal to or
           greater than national average of 92 percent.

Prior Year Action Plan Results

     A customer survey was developed based on surveys used by other local governments. Post audit surveys
     were completed for the following audits issued between January 2000 - January 2001: Parks, Emigrant Lake
     Concessionaire; Finance, Indirect Cost Allocation Plan; Expo, 2000 Fair - Parking & Admissions Revenue;
     Assessor, Potential Cash Shortage; Airport, Fuel Flowage Fees; and Airport, Parking Operations. Satisfaction
     surveys were also completed by departments who received fifteen or more hours of assistance in the prior
     year.


                                                           255
DEPARTMENT                                                                                                   PROGRAM
County Administration                                                                                    Internal Audit

Future Action Plan

    a.      Continue to survey customer/clients about satisfaction of audit services received and implement process
            improvements based on survey ratings and suggestions received.
    b.      Continue to track acceptance and implementation of audit recommendations.

FINANCIAL

Outcome

    g       Maintain stability of audit costs relative to         0.17%        0.17%             0.17%       0.17%
            county expenditures.
    g       Maintain hourly audit billing rate between 95         95%           99%              98%          99%
            percent to 105 percent of industry average.

Prior Year Action Plan Results

    The internal audit program’s billing rate for fiscal year 1999-2000 was compared to billing rates of other small
    local audit shops that participated in the1999-2000 National Association of Local Government Auditor’s
    Benchmarking and Best Practices Study released in December 2000.

Future Action Plan

    a.      Continue to analyze current costs and historical trends.
    b.      Continue to compare billing rate per hour to other government audit billing rates.
INTERNAL PROCESSES

Outcome

    g       Maintain direct audit time/available time             79%           79%              79%          79%
            percentage at + or - 5 percent of national
            standard of 74 percent.

Prior Year Action Plan Results

    The internal audit program’s percentage of direct audit time to available time was compared to small local
    government audit shops that participated in the National Association of Local Government Auditor’s 1999 -
    2000 Benchmarking & Best Practices Survey.

Future Action Plan

    a.      Continue to compare direct audit time/available time percent to other small audit shops.

LEARNING AND GROWTH

Outcome

    g       Maintain percent of auditors that meet                100%         100%              100%         100%
            Government Auditing Standards for
            continuing professional education. (80
            hours every two years.)
    g       Maintain percent of auditors that participate         100%         100%              100%         100%
            in professional audit activities.



                                                            256
 DEPARTMENT                                                                                                  PROGRAM
 County Administration                                                                                   Internal Audit

 Prior Year Action Plan Results

      The county auditor attended the National Association of Local Government Auditors conference, and training
      on audit specific data analysis software and fraud techniques. The staff auditor attended the Association of
      Airport Internal Auditor’s conference. The county auditor chairs the National Association of Local
      Government Auditors’ Education Committee and the Institute of Internal Auditors’ Government Relations
      Committee’s Standards & Legislation Subcommittee. The staff auditor maintains contact with other airport
      auditors throughout the year.

 Future Action Plan

      a.     Develop and monitor annual training plans for each auditor.
      b.     Send auditors to appropriate government audit training courses.
      c.     Maintain memberships in appropriate professional associations.



 EXPENDITURES                          1997-1998        1998-1999         1999-2000        2000-2001         2001-2002
                                          Actual           Actual            Actual          Revised          Adopted

 Personal Services                        $95,751         $120,874         $132,553          $150,885         $163,127

 Materials & Services                     $66,476          $60,368           $68,528          $73,772          $81,862

 Capital Outlay                                 $0                $0              $0                $0               $0

 Other                                          $0                $0              $0                $0               $0

 Total                                   $162,227         $181,242         $201,081          $224,657         $244,989


 REVENUES

 State/Local Gov't                              $0          $5,529                $0          $11,501            $9,451

 Federal Gov't                                  $0                $0              $0                $0               $0

 Fees & Charges                          $115,105         $124,102         $120,785          $111,936         $129,148

 Other                                     $8,651          $61,561           $78,609         $101,220         $106,390

 Total                                   $123,756         $191,192         $199,394          $224,657         $244,989

 Full-time Equivalent                         2.05               2.05           2.05              2.05             2.05


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Personal services increased 8.11 percent due to market, step, and benefit increases. Materials and
services increased 10.97 percent due to (1) anticipated increases in external audit costs relating to implementation of
Governmental Accounting Standards Board Statement 34, Basic Financial Statements–and Management’s Discussion
and Analysis–for State and Local Governments; and (2) the inclusion of funds for an external quality review of the
internal audit program.

Revenues - Revenues increased at the same rate as expenditures as a result of the internal audit program’s
participation in the central services internal services fund.

                                                           257
                                 JACKSON COUNTY ANNUAL BUDGET
                                                Fiscal Year 2001-2002
DEPARTMENT                                                                                                     CATEGORY
Clerk                                                                                                              I

                                         HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

Two items plague the archives program: Lack of space and the delay in starting a program to scan records. A
highlight was the addition of a microfilm cabinet for security copy, permanent retention micro formats.

FY 2001-2002

Without additional space, the archives will not be able to receive records for storage when users wish to send them
and may not have to space to accept all of the records users wish to transfer for storage.


BENCHMARK

The projected cost to store one cubic foot of records is projected to rise by approximately 8.5 percent for fiscal year
2001-2002. This increase is due to the anticipated rise in energy (heat and light) costs.




                                                            258
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                     PROGRAM
Clerk                                                                                                           Archives

PROGRAM DESCRIPTION

The archives program provides assistance to departments in the maintenance, access, and disposition of records;
provides public access to records at the archives; and provides storage, retrieval, and destruction services to
contracted entities.

The archives program is helping to meet county goals: (2) Serve all citizens fairly and maintain access to county
government; and (11) Maintain public records to provide financial, historical, and statistical information.


PROGRAM GOAL

The goal of the archives program is to provide storage, retrieval, retention and disposal of county records.



                                                    OUTCOMES
                                                                   FY            FY             FY                FY
                                                                1999-2000     2000-2001      2000-2001         2001-2002
                                                                  Actual      Budgeted       Expected          Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Maintain average satisfactory rating.                 4.12          4.15            4.15             4.15

Prior Year Action Plan Results

     A minor increase in the rating.

Future Action Plan

     a.     Review internal operations making improvements where possible.

FINANCIAL

Outcome

     g      Keep increase in annual cost per cubic foot          $7.308        $7.935         $7.935           $7.509
            of total records stored within 5 percent of
            previous fiscal year.

Prior Year Action Plan Results

     Energy costs and new facility costs can drive up cost per cubic foot. Building extension cost not factored
     into the FY 2001-2002 cost.

Future Action Plan

     a.     Monitor costs as disturbances in energy industry expected to cause other expenses to rise, too.


                                                          259
DEPARTMENT                                                                                               PROGRAM
Clerk                                                                                                     Archives

INTERNAL PROCESSES

Outcome

    g      Maintain turnaround time for retrieval of          24 hrs         24 hrs        24 hrs         24 hrs
           recalled documents.

Prior Year Action Plan Results

           No change occurred in prior year and none anticipated in coming year if extension approved. If an off-
           site location becomes a reality during FY 01/02, service can be affected negatively.

Future Action Plan

    a.     Have recalled documents ready for courier pickup within 24 hours.

LEARNING AND GROWTH

Outcome

    g      Maintain number of trained employees.                1              1              1             1

Prior Year Action Plan Results

    No seminar/conference attended.

Future Action Plan

    a.     Send one employee to a records management/archives seminar.




                                                        260
 DEPARTMENT                                                                           PROGRAM
 Clerk                                                                                 Archives



 EXPENDITURES                  1997-1998     1998-1999      1999-2000     2000-2001   2001-2002
                                  Actual        Actual         Actual       Revised    Adopted

 Personal Services                $40,580       $44,526         $45,540     $57,796     $57,604

 Materials & Services             $11,100       $30,758         $12,513     $19,690     $20,234

 Capital Outlay                       $0              $0         $1,390         $0          $0

 Other                                $0              $0            $0          $0          $0

 Total                            $51,680       $75,284         $59,443     $77,486     $77,838


 REVENUES

 State/Local Gov't                 $1,574        $1,742          $2,493      $2,012      $2,273

 Federal Gov't                        $0              $0            $0          $0          $0

 Fees & Charges                   $40,693       $62,123         $52,043     $57,678     $59,002

 Other                            $11,286       $19,258         $18,007     $17,796     $16,563

 Total                            $53,553       $83,123         $72,543     $77,486     $77,838

 Full-time Equivalent                1.00            1.00          1.00        1.00        1.00



EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - N/A

Revenues - N/A




                                               261
                                JACKSON COUNTY ANNUAL BUDGET
                                                Fiscal Year 2001-2002
DEPARTMENT                                                                                                    CATEGORY
County Legal Counsel                                                                                              I

                                         HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

County counsel’s office is on target for meeting its expectations for this fiscal year. The attorneys have been cross
trained, and the number of attorneys assigned to each department has increased to two. Internal training opportunities
have been increased. A higher number of litigation demands are being handled in-house. Several forms of contracts
and other documents for various departments to expedite the approval process have been developed, and the codified
ordinances are now online.

FY 2001-2002

With the uncertainties and unpredictabilities of litigation in general, added to the potential outcomes of Measure 7, the
challenge facing county counsel in the next year will be to maintain the level of services currently provided.


BENCHMARK

In prior years county counsel was only able to have one attorney assigned to each department. This year staff has
been trained and cross-trained so that there is a minimum of two attorneys capable of handling the needs of every
county department. This is a 200 percent increase in services provided in this area.

The cost of litigation is being reduced from a median of $210 per hour for outside counsel compared to $99 per hour
for inside counsel. It is projected that 1600+ hours will be handled by inside counsel this fiscal year.




                                                           262
                                JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                    PROGRAM
County Legal Counsel                                                                                       Legal Services

PROGRAM DESCRIPTION

County counsel’s office is the county’s law firm. The attorneys give legal advice to the county’s elected and
appointed officials and to county departments, and they review all proposed ordinances and contracts. They
handle or oversee all litigation involving the county, in the trial courts and appellate courts, both state and federal.
The attorneys attend public hearings and appear before administrative tribunals. The attorneys and legal assistants
also represent Jackson County on statewide committees and provide legal training for county officials and
employees. County counsel codifies changes to the county code and helps with major revisions.

The legal services program is helping to achieve county goal (10): Make the best use of its human and material
resources.


PROGRAM GOAL

The goal of the legal services program is to give the best possible legal representation to the county in an
increasingly complex legal environment.


                                                      OUTCOMES
                                                                    FY             FY             FY              FY
                                                                 1999-2000      2000-2001      2000-2001       2001-2002
                                                                   Actual       Budgeted       Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Raise percentage of responders to internal             53%            45%             47%             40%
            survey who want more information from
            county counsel.

Prior Year Action Plan Results

     As a result of the training received and information disseminated, there was a 6 percent reduction in the
     number of county employees wanting more information.

Future Action Plan

     a.     Conduct more training of employees of various county departments.
     b.     Use the county’s Intranet to post answers to frequently asked questions and routine advice on recurring
            issues.
FINANCIAL

Outcome

     g      Ratio of county counsel hourly chargeback              1:2.5          1:2.5           1:2.5          1:2.5
            rates to that of comparable outside counsel
            (approximate averages).


                                                           263
DEPARTMENT                                                                                                  PROGRAM
County Legal Counsel                                                                                     Legal Services

Prior Year Action Plan Results

    County counsel’s chargeback rates remained consistently lower than that of outside counsel.

Future Action Plan

    a.     Continue to operate office with maximum efficiency.

INTERNAL PROCESSES

Outcome

    g      Maintain percentage of contracts processed            60%            70%             69%            70%
           within 3 working days.
    g      Maintain number of hours spent on litigation.         200            1,600         1,600+           1,600
    g      Maintain number of individual attorneys                1               2              2               2
           assigned to any given department.

Prior Year Action Plan Results

    The number of contracts processed within three working days is within 1 percent of projection and should be
    over that amount by end of the fiscal year; the number of actual hours spent on litigation will exceed the
    project figure; the number of attorneys assigned to each department was increased to two.

Future Action Plan

    a.     Continue to streamline routine contracting by use of standard contract forms available to employees on
           the Intranet and increase use of paralegal help for day-to-day contact with departments.
    b.     Transmit draft contracts electronically rather than by courier.
    c.     Use attorneys for complicated contracts or transactions.
    d.     Continue to encourage departments to use standard county contracts rather than those provided by
           contractors.
    e.     Handle current load of litigation in-house rather than with outside counsel.
    f.     Continue to cross train individual attorneys in special needs of various departments.
    g.     Rotate department assignments among attorneys where feasible and designate a back-up attorney for
           each department.

LEARNING AND GROWTH

Outcome

    g      Maintain number of internal training sessions           0              4              4               4
           per year (i.e. county counsel staff training
           each other).

Prior Year Action Plan Results

    Three internal training sessions have been completed. It is anticipated that at least two more sessions will be
    held before the year end.

Future Action Plan

    a.     Take advantage of the variety of current expertise within staff by training each other in those areas (e.g.
           public finance, contracting, and litigation).
    b.     Try to cover wider variety of topics in mandatory continuing legal education with one attorney from the
           office attending, then training others.


                                                           264
 DEPARTMENT                                                                                                  PROGRAM
 County Legal Counsel                                                                                     Legal Services



 EXPENDITURES                           1997-1998        1998-1999         1999-2000         2000-2001        2001-2002
                                           Actual           Actual            Actual           Revised         Adopted

 Personal Services                       $231,851          $261,998         $335,219          $507,593          $560,033

 Materials & Services                     $25,340           $41,353           $38,605          $53,221           $58,334

 Capital Outlay                                 $0                 $0               $0               $0                 $0

 Other                                          $0                 $0               $0               $0                 $0

 Total                                   $257,191          $303,351         $373,824          $560,814          $618,367


 REVENUES

 State/Local Gov't                            $603                 $0               $0               $0                 $0

 Federal Gov't                                  $0                 $0               $0               $0                 $0

 Fees & Charges                          $169,221          $249,150         $206,562          $468,542          $497,262

 Other                                    $72,536          $137,569         $125,326           $92,272          $121,105

 Total                                   $242,360          $386,719         $331,888          $560,814          $618,367

 Full-time Equivalent                         5.00                5.00            5.00             7.00                7.00


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - The increases in expenditures are primarily a result of the following: 1) an increase in staff, 2) an
increase in actual costs of some items, particularly library programs such as Westlaw, and 3) a transfer of the
litigation costs of human resources employment-related cases handled in-house from human resources’ budget to
county counsel’s budget.

Revenues - Increases in revenue are a direct result of the increase in litigation cases handled in-house and time spent
on the various departmental matters.




                                                            265
                                JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
 DEPARTMENT                                                                                               CATEGORY
 Finance                                                                                                  I


                                        HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

The county’s purchasing committee, consisting of finance staff and representation from county counsel, internal
audit, and human resource, worked with county administration and the Board to implement a Local Contract Review
Board (LCRB) and related LCRB rules. The committee subsequently provided training to county departments as to
the advantages and responsibilities created by this significant change.

FY 2001-2002

Investigation into new financial and related system software will start again, building upon the work performed during
the spring of 2000.


BENCHMARKS

Overall satisfaction with service or assistance from accounting and payroll:

        Median
1999:    4.00
2000:    4.05




                                                           266
                                JACKSON COUNTY ANNUAL BUDGET
                                             Fiscal Year 2001-2002
DEPARTMENT                                                                                                 PROGRAM
Treasury & Financial Services                                                                             Accounting

PROGRAM DESCRIPTION

The accounting program includes maintaining and providing enhancements to the biweekly payroll system; auditing
and processing payment requests; preparing financial analyses and reports; performing cost accounting
calculations to update the county’s fee ordinance; maintaining the county’s cost allocation plan in compliance with
federal regulations; assisting departments in the use of the financial system as a management tool; and maintaining
fixed asset records. The program also maintains the automated purchase order system; assists departments in
purchasing procedures; investigates cooperative purchasing and interagency contracts; and negotiates and monitors
select commodity and service contracts. Program and departmental staff serve on the county’s purchasing
committee which provides guidance to the county’s decentralized purchasing program, training, and suggested
changes to related policies and the Local Contract Review Board Rules.

The primary county goal that the accounting program is helping to meet is goal (11): Maintain public records to
provide financial, historical, and statistical information.


PROGRAM GOAL

The goal of the accounting program is to provide a flexible, timely management information system that allows
easy access to financial data important to decision making, while maintaining necessary internal controls, and to
encourage competitive and effective procurement practices in a decentralized environment.


                                                     OUTCOMES
                                                                  FY            FY             FY             FY
                                                               1999-2000     2000-2001      2000-2001      2001-2002
                                                                 Actual      Budgeted       Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

     g     Increase average satisfaction rating of               3.93          3.98           4.02           4.00
           services provided (maximum possible is
           5.0).

Prior Year Action Plan Results

     The results of the county sponsored employee survey were favorable for this program. This is especially
     pleasing given the fact that this program was short of staff during much of the year, a situation which
     impacts the other three outcomes below.

     An unqualified (favorable) audit opinion was obtained, and the Certificate of Achievement for Excellence in
     Financial Reporting was achieved for the previous fiscal year.

     Meetings with the staff of the program’s customer departments was handled only on an “as needed” basis due
     to staff absences.




                                                         267
DEPARTMENT                                                                                                 PROGRAM
Treasury & Financial Services                                                                             Accounting

Future Action Plan

    a.      Participate in the county’s annual survey of employees. If this survey is discontinued, poll customer
            departments to ascertain satisfaction with services provided.
    b.      Maintain an unqualified audit opinion.
    c.      Achievement of the Government Finance Officers Association Certificate of Achievement for
            Excellence in Financial Reporting.
    d.      Re-establish meetings with the staff of customer departments in order to solicit input regarding the
            support received from accounting and ideas for procedural or policy changes.

FINANCIAL

Outcome

    g       Maintain general accounting, payroll, and              0.23%       0.23%          0.23%          0.23%
            purchasing expense as a percentage of the
            county’s budget (excluding capital projects).

Prior Year Action Plan Results

    The comparison of program costs to other local governments was not completed. This will be addressed
    next year.

Future Action Plan

    a.      Compare program costs measured as a percentage to other local governments.

INTERNAL PROCESSES

Outcome

    g       Increase project management steps                      3.5/10      4.5/10         3.5/10          9/10
            completed (out of 10 steps identified at
            beginning of the process) toward installation
            and implementation of a new financial
            system. This system is to increase
            countywide efficiency and, most
            importantly, provide management with up-
            to-date financial data and the tools necessary
            to make decisions.

Prior Year Action Plan Results

    The following project management steps were completed or started last year: 1) Initial county needs analysis;
    2) Project scope definition and vision statement for Phase I of the project; 3) Site visits (four Oregon and
    Washington sites were visited); and 4) Follow-up (post site visit) needs analysis including information learned
    from visits. A great amount was learned from the site visits, but it was also determined that more research is
    needed to judge the potential benefit available to Jackson County from what we call “mid-level” and “high-
    end” comprehensive (enterprise) software systems.




                                                             268
DEPARTMENT                                                                                                  PROGRAM
Treasury & Financial Services                                                                              Accounting

Future Action Plan

    a.     Project steps for Phase II include the following: 5) Establish the project management team for second
           phase; 6) Establish a steering committee to oversee the project when steps 8, 9, and 10 are addressed;
           7) Identify hardware/software architecture needed by the county; complete Phase I, Step 3—Make site
           visits to a sophisticated “mid-level” user and a “high-end” software user; re-evaluate Phase I, Step
           2—Review and redefine project scope and vision statement; 8) Define the request for proposal (RFP)
           selection process, then proceed with RFP; and 9) Evaluate proposals.
    b.     For future periods (this is a multi-year effort): 10) Implementation.

LEARNING AND GROWTH

Outcome

    g      Increase average number of accounting                16 hrs         18 hrs         16 hrs          11 hrs
           employee hours spent participating in
           training.

Prior Year Action Plan Results

    Participation in training met the needs of the program for this past year. This year, and next year, will see a
    shift from in-house to out-of-house training as most program staff completes all available and applicable in-
    house training. There will be more training required for the manager in order to implement new reporting
    requirements.

Future Action Plan

    a.     Employees to attend in-house or out-of-house training to maintain competence and be pro-active in
           anticipation of possible changes in his or her field, as needed and available.
    b.     Manager or designee to annually attend at least one statewide financial association meeting.
    c.     Manager to annually attend at least one statewide purchasing association meeting.




                                                         269
 DEPARTMENT                                                                             PROGRAM
 Treasury & Financial Services                                                         Accounting



 EXPENDITURES                    1997-1998   1998-1999      1999-2000      2000-2001   2001-2002
                                    Actual      Actual         Actual        Revised    Adopted

 Personal Services                $241,567     $245,534         $287,256    $319,471    $331,051

 Materials & Services             $101,578     $113,384          $31,000     $44,863     $38,894

 Capital Outlay                        $0        $6,155           $1,165         $0           $0

 Other                                 $0             $0             $0          $0           $0

 Total                            $343,145     $365,073         $319,421    $364,334    $369,945


 REVENUES

 State/Local Gov't                     $0             $0             $0          $0           $0

 Federal Gov't                         $0             $0             $0          $0           $0

 Fees & Charges                   $297,596     $329,157         $291,924    $337,125    $336,690

 Other                             $47,998      $29,978          $26,061     $30,292     $33,256

 Total                            $345,594     $359,135         $317,985    $367,417    $369,946

 Full-time Equivalent                 5.20           5.20           5.70        5.70         5.81


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - N/A

Revenues - N/A




                                               270
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                  PROGRAM
Finance                                                                                              County Collections

PROGRAM DESCRIPTION

The county collections program utilizes payment center and extra-help staff to collect fees for other departments
within the county, issue licenses, update payment files, and account to the other county departments for the funds
collected.

The primary goal that the county collections program is helping to meet is goal (10): Make the best use of Jackson
County’s human and material resources.


PROGRAM GOAL

The goal of the county collections program is to provide cost effective collection services of various revenues in a
manner that provides convenience to the public, and a service to other departments, while protecting the county’s
financial assets.


                                                    OUTCOMES
                                                                   FY            FY             FY              FY
                                                                1999-2000     2000-2001      2000-2001       2001-2002
                                                                  Actual      Budgeted       Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Maintain the number of days required for              2.6             5              3              3
            revenues of other departments to be
            processed and deposited.

Prior Year Action Plan Results

     Parks’ bags are noted on sign-out board immediately upon receipt and staff is assigned. The result has been a
     significant decrease in processing time from receipt to deposit with the treasurer.

Future Action Plan

     a.     A three-day turnaround is the program’s target. Effort will continue to be made to match last year’s
            results.

FINANCIAL

Outcome

     g      Decrease the cost of collections and                 $0.86         $0.75           $0.75          $0.74
            processing per routine payment.




                                                          271
DEPARTMENT                                                                                               PROGRAM
Finance                                                                                           County Collections

Prior Year Action Plan Results

    Costs were reduced through the increased use of extra-help, paired with a payment center employee and the
    use of newer personnel who are compensated at a lesser rate of pay. Previously, the most experienced
    personnel were assigned to this function. With the internal control procedures in place and the familiarity
    gained by newer employees, it was felt that this change could be made.

Future Action Plan

    a.     Retain a one-to-one use of extra-help to payment center employee whenever practical.
INTERNAL PROCESSES

Outcome

    g      Maintain percentage of compliance with              100%          100%           100%           100%
           internal procedures.

Prior Year Action Plan Results

    The deposit bag tracking procedure was put in place and procedures reviewed.

Future Action Plan

    a.     Written procedures to be updated as needed to ensure adequate internal controls given increased usage
           of extra-help.

LEARNING AND GROWTH

Outcome

    g      Increase percentage of employees familiar           80%            80%           100%           100%
           with cash handling internal controls.

Prior Year Action Plan Results

    Employees provided copies of internal control procedures, which were also discussed at team meetings.

Future Action Plan

    a.     After internal controls are updated, schedule for discussion at a team meeting with the department
           director.




                                                        272
 DEPARTMENT                                                                                                PROGRAM
 Finance                                                                                            County Collections



 EXPENDITURES                          1997-1998        1998-1999         1999-2000        2000-2001        2001-2002
                                          Actual           Actual            Actual          Revised         Adopted

 Personal Services                        $14,197          $13,742          $12,738           $11,566           $6,917

 Materials & Services                         $27                  $0           $125           $3,085           $2,496

 Capital Outlay                                 $0                 $0             $0                $0                  $0

 Other                                          $0                 $0             $0                $0                  $0

 Total                                    $14,224          $13,742          $12,863           $14,651           $9,413


 REVENUES

 State/Local Gov't                              $0                 $0             $0                $0                  $0

 Federal Gov't                                  $0                 $0             $0                $0                  $0

 Fees & Charges                           $13,829          $15,185          $16,991           $14,351           $8,653

 Other                                       $416                $342           $676             $300              $760

 Total                                    $14,245          $15,527          $17,667           $14,651           $9,413

 Full-time Equivalent                         0.53               0.37           0.41              0.30             0.18


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - The decrease of 36 percent is primarily due to a combination of reduced costs and streamlining of
payment processing procedures involving dog licenses and the processing of parks’ cash.

Revenues - As part of the central services fund, revenues are designed to recover actual costs and change in relation
to budgeted expenditures.




                                                           273
                                JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                               PROGRAM
Finance                                                                                        Property Management

PROGRAM DESCRIPTION

The property management program is responsible for providing technical support regarding county properties.
The program responds to organizational and citizen needs regarding the rental of available county space, the sale of
foreclosed and surplus real property, and the acquisition of new lands and buildings for the county and easements.
This program also bills and collects for system development charges paid through installments.

The primary goal of the property management program is helping the county meet goal (10): Make the best use of
Jackson County’s human and material resources.


PROGRAM GOAL

The goal of the property management program is to help coordinate the effective utilization of county owned real
property, including the sale of surplus tax-foreclosed properties.


                                                        OUTCOMES
                                                                     FY          FY           FY              FY
                                                                  1999-2000   2000-2001    2000-2001       2001-2002
                                                                    Actual    Budgeted     Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Satisfactory interaction with county                    5.0         4.8 +          5.0            5.0
            administration, on a scale of 1.0 to 5.0.
     g      Satisfactory interaction with other                     new         new           new             4.8
            departments, on a scale of 1.0 to 5.0, as
            appropriate. *

Prior Year Action Plan Results

     Feedback was obtained from the County Administrator, who has direct contact with the property
     management program through the year as needed.

Future Action Plan

     a.     Survey other departments, as appropriate, for feedback regarding property management services. The
            degree of interaction and the departments served varies greatly from year to year.

FINANCIAL

Outcome

     g      Personnel costs for research, notification            $11.75 /    $9.85 /       $8.27 /        $9.77 /
            and collection efforts for properties subject         account     account       account        account
            to foreclosure.



                                                            274
DEPARTMENT                                                                                              PROGRAM
Finance                                                                                       Property Management

Prior Year Action Plan Results

    Foreclosure process, through deeding of properties to the county, has proceeded smoothly without procedural
    or legal problems. The action plan to have 50 percent of judgement and decree properties cleared by the
    middle of the two-year period did not occur. Most property owners clear toward the end of the two-year
    period.

Future Action Plan

    a.     Continue to review foreclosure folders to verify that all notifications have been made and documented.
    b.     Given this nominal cost, assess whether increased contact would increase the number of cleared
           accounts.
INTERNAL PROCESSES

Outcome

    g      Percentage of properties cleared from               84 %          80 % +          83%          80 % +
           generation of the initial foreclosure list
           (judgement and decree) to the deeding of
           properties to the county.

Prior Year Action Plan Results

    The property management program is practicing enhanced customer contact, but not at the beginning of the
    two-year foreclosure judgment and decree process.

Future Action Plan

    a.     Assess whether earlier personal contact in the two-year judgement and decree period is beneficial.
    b.     Continue to investigate and use location tools available through state offices and the Internet.

LEARNING AND GROWTH

Outcome

    g      Employee hours spent participating in              36 hrs.        40 hrs.        48 hrs.        32 hrs.
           training.

Prior Year Action Plan Results

    Participated in Oregon Public Property Managers Association (OPPMA) networking and training, as budgeted.
    Program is now utilizing a DMV system for locating secured creditors and the Internet for locating property
    owner addresses as needed.

Future Action Plan

    a.     Continue involvement with the statewide property managers’ association.




                                                        275
 DEPARTMENT                                                                                                PROGRAM
 Finance                                                                                         Property Management



 EXPENDITURES                          1997-1998         1998-1999        1999-2000        2000-2001         2001-2002
                                          Actual            Actual           Actual          Revised          Adopted

 Personal Services                        $38,563          $42,227           $24,851          $26,634          $26,887

 Materials & Services                     $11,361          $12,660           $16,567          $13,434          $17,923

 Capital Outlay                                 $0                 $0             $0                $0                $0

 Other                                          $0                 $0             $0                $0                $0

 Total                                    $49,924          $54,887           $41,418          $40,068          $44,810


 REVENUES

 State/Local Gov't                              $0                 $0             $0                $0                $0

 Federal Gov't                                  $0                 $0             $0                $0                $0

 Fees & Charges                          $206,580          $84,969           $22,529          $35,460          $51,531

 Other                                       $676                $655        $31,270           $4,608                 $0

 Total                                   $207,256          $85,624           $53,799          $40,068          $51,531

 Full-time Equivalent                         1.40               0.94            0.45             0.45               0.45


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - The 11.8 percent increase ($4,742) is due to the transfer of this program from the central services
fund to the general fund and resulting budgeted expenditures for county central services.

Revenues - The transfer to the general fund also resulted in revenues increasing 28.6 percent ($11,463). These are
revenues previously transferred to the general fund fiduciary program and are reimbursements for costs associated
with tax foreclosed property. The previous year’s transfer to the general fund was a reimbursement for costs
supported by an operating transfer. The net effect to the general fund is zero.




                                                           276
                                JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                  CATEGORY
Information Technology                                                                                          I

                                        HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

Replaced 143 personal computers in the county at a cost of $1,500 each. Each computer is equipped with Windows
2000 and improved graphical capability.

Hired a new director. Reorganized the department to improve communication and customer support. Unveiled a new
Website that provides more information and is easier to keep up to date. Enabled county staff, private businesses, and
the public access to the most current version of the assessors map on the Internet.


FY 2001-2002

Replace an additional 210 personal computers to stay on track with a 4-year replacement cycle.

Incorporate transactional capability into the county’s Website. Continue to enhance the Help Desk to provide better
customer support to county employees. Enable the public to have access to the Land Development Ordinance in a
searchable format and to be able to print out planning department forms.




                                                          277
                              JACKSON COUNTY ANNUAL BUDGET
                                            Fiscal Year 2001-2002
DEPARTMENT                                                                                            PROGRAM
Information Technology                                                                     Computer Replacement

PROGRAM DESCRIPTION

The computer replacement fund was established July 1, 1998, for the purpose of providing adequate funding to
maintain appropriate personal computer equipment in the county. It has been determined that each computer has a
useful lifetime of four years. Departments will contribute a small amount on a regular basis over the computer’s
lifetime to provide for computer replacements. Rather than asking departments to budget occasional large sums to
cover the cost of computer upgrades, equipment will be replaced automatically through the computer replacement
fund. The county can better ensure all departments are able to take advantage of improved technology and remain
in complete communication through the network.

The computer replacement program is helping all county departments to meet all county goals.


PROGRAM GOAL

The goal of the computer replacement fund is to provide appropriate personal computer equipment to all county
departments.



                                                  OUTCOMES
                                                                FY           FY             FY             FY
                                                             1999-2000    2000-2001      2000-2001      2001-2002
                                                               Actual     Budgeted       Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

    g       Increase replaced PCs.                                           190            143           210

Prior Year Action Plan Results

    Replaced Pentium 166 based systems and below.

Future Action Plan

    a.      Continue with Pentium 200 based systems.

FINANCIAL

Outcome

    g       Maintain purchase costs per PC (monitor                        $1,500         $1,500         $1,500
            included).

Prior Year Action Plan Results

    Although PC prices have declined slightly, replacements have included larger monitors and the Windows 2000
    operating system which has caused costs to remain stable.



                                                       278
 DEPARTMENT                                                                                           PROGRAM
 Information Technology                                                                    Computer Replacement

 Future Action Plan

      a.    Continue to monitor PC prices and features to ensure the best value.



 EXPENDITURES                         1997-1998        1998-1999        1999-2000       2000-2001    2001-2002
                                         Actual           Actual           Actual         Revised     Adopted

 Personal Services                            $0                $0                 $0         $0            $0

 Materials & Services                         $0                $0       $281,638        $659,900      $757,375

 Capital Outlay                               $0                $0                 $0         $0            $0

 Other                                        $0                $0                 $0         $0            $0

 Total                                        $0                $0       $281,638        $659,900      $757,375


 REVENUES

 State/Local Gov't                            $0                $0                 $0         $0            $0

 Federal Gov't                                $0                $0                 $0         $0            $0

 Fees & Charges                               $0        $399,000         $415,802             $0       $282,375

 Other                                        $0          $58,299          $26,788       $659,900      $475,000

 Total                                        $0        $457,299         $442,590        $659,900      $757,375

 Full-time Equivalent                       0.00               0.00            0.00          0.00          0.00


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - During FY 00-01 reserves were used to replace PCs.

Revenues - During FY 00-01 computer replacement fees were not charged.




                                                         279
                               JACKSON COUNTY ANNUAL BUDGET
                                             Fiscal Year 2001-2002
DEPARTMENT                                                                                                PROGRAM
Information Technology                                                                       Information Technology

PROGRAM DESCRIPTION

The information technology department provides technology-based services and support to all county departments,
citizens, selected outside governmental agencies, and certain other businesses and private community entities.
Basic and advanced computer services are provided to enhance staff productivity and to provide efficient access to
electronic data and information. Information technology also provides telephone services to all county agencies
with a modern in-house telephone system supporting voice messaging and audio text functions. Additionally,
geographical mapping data and services are provided via the Geographical Information Systems (GIS) division.

The information technology department is helping other departments to meet county goals by providing technology
to improve employee productivity and provide information and services to citizens electronically.


PROGRAM GOAL

The goal of the information services program is to provide the citizens, businesses, and visitors of Jackson County
with the means to access county services and information electronically. This program will assist other county
departments in meeting their goals by facilitating improved productivity and more efficient management of
resources through improved information processing.



                                                       OUTCOMES
                                                                   FY           FY             FY             FY
                                                                1999-2000    2000-2001      2000-2001      2001-2002
                                                                  Actual     Budgeted       Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Improve customer satisfaction rating.                 3.45          3.70          3.61           3.72

Prior Year Action Plan Results

     Implementation of the help desk is in the preliminary stages, and it is expected that most county departments
     will be using it by the end of the fiscal year; hardware upgrades are underway, and the Microsoft Office Suite
     is available for county employees that need it.

Future Action Plan

     a.     Continue to improve the function and response of the Help Desk.
     b.     Improve user capability through improved training.
     c.     Add E-government transactional capability to the county Website.

FINANCIAL

Outcome

     g      Optimize cost/benefit of IT services as              $2,876        $2,918        $3,562         $3,216
            measured by total allocated cost per PC.


                                                          280
DEPARTMENT                                                                                                PROGRAM
Information Technology                                                                       Information Technology

Prior Year Action Plan Results

    The number of PCs supported by each PC specialist was evaluated to assist in balancing that cost component
    between departments; adjustments were made to better balance the numbers of PCs supported by each
    technician; and the remaining inconsistencies are a result of the geographic dispersion of county offices.

Future Action Plan

    a.     Refine processes used to allocate direct labor in budgeting process.
    b.     Compare allocated costs to industry standards.
INTERNAL PROCESSES

Outcome

    g      Measure responses to user requests.                 2,500          2,500          2,500         2,800

Prior Year Action Plan Results

    The help desk implementation is in progress; an application request procedure is under development; and the
    department was reorganized to include a customer support division, a technical support division, programing
    and systems development division, and a GIS division.

Future Action Plan

    a.     Develop a strategic technology plan for the county.
    b.     Refine the application request process to integrate with budgeting and resource allocation.
    c.     Continue to improve the Help Desk function.
    d.     Implement an Intranet accessible by all county employees.

LEARNING AND GROWTH

Outcome

    g      Increase number of employees trained in                8               10           8            9
           Help Desk support.
    g      Increase number of employees trained in                5               5            6            6
           hardware and software on different
           platforms.

Prior Year Action Plan Results

    Five AS/400 programmers received training in Visual Basic programming.

Future Action Plan

    a.     Provide training to help employees remain current on new software and hardware.
    b.     Acquire basic project management skills to improve implementation and integration of packaged
           applications.




                                                         281
 DEPARTMENT                                                                                              PROGRAM
 Information Technology                                                                     Information Technology



 EXPENDITURES                         1997-1998        1998-1999        1999-2000        2000-2001         2001-2002
                                         Actual           Actual           Actual          Revised          Adopted

 Personal Services                     $974,905       $1,236,203       $1,580,629       $1,921,149         $2,144,109

 Materials & Services                  $440,149         $635,539       $1,298,616       $1,407,312         $1,480,902

 Capital Outlay                        $145,104         $461,570          $73,414          $50,000                $0

 Other                                        $0               $0               $0               $0               $0

 Total                                $1,560,158      $2,333,312       $2,952,659       $3,378,461         $3,625,011


 REVENUES

 State/Local Gov't                     $105,911         $121,483         $195,058          $35,431           $11,290

 Federal Gov't                                $0               $0               $0           $3,700               $0

 Fees & Charges                       $1,168,197      $1,490,455       $2,495,258       $2,705,824         $3,199,859

 Other                                 $173,090         $413,576         $527,743         $633,506          $413,859

 Total                                $1,447,198      $2,025,514       $3,218,059       $3,378,461         $3,625,008

 Full-time Equivalent                      22.30             20.80           25.30            26.80             28.80


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Personal services increased by approximately 11.61 percent due to an increase of 1.5 FTE.

Revenues - Chargebacks cover costs of services. See above.




                                                         282
                                JACKSON COUNTY ANNUAL BUDGET
                                                Fiscal Year 2001-2002
DEPARTMENT                                                                                                    CATEGORY
Library                                                                                                           I

                                         HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

A new postage meter required mail services staff to modify established routines to maintain efficient sorting and
metering.

FY 2001-2002

As various county offices move, mail services staff will need to adjust delivery routes for efficiency and timeliness.




                                                           283
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                   PROGRAM
Library                                                                                            Mail/Courier Services

PROGRAM DESCRIPTION

The mail/courier services program staff picks up, sorts, and delivers mail, interoffice correspondence, and supplies
to and from all county departments. This program also prepares outgoing items for the U.S. Postal Service and
United Parcel Service. Mail is presorted in accordance with U.S. postal regulations to save postage costs and
processed with a postage meter to save staff time. Mail/courier services employees stay current with changes in
postal regulations and may train and advise other departments.

The mail/courier services program is helping to meet county goal (10): Make the best use of its human and
material resources.


PROGRAM GOAL

The goal of the mail/courier services program is to provide efficient mail and delivery services to all county
departments at least cost.


                                                     OUTCOMES
                                                                   FY            FY                FY            FY
                                                                1999-2000     2000-2001         2000-2001     2001-2002
                                                                  Actual      Budgeted          Expected      Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Increase customer satisfaction rating.                3.88           3.90             3.92           3.92

Prior Year Action Plan Results

     Maintained customer satisfaction ratings.

Future Action Plan

     a.     Provide level of service that continues to maintain customer satisfaction rating.
FINANCIAL

Outcome

     g      Maintain amount of money saved by                   $24,398        $26,558          $23,000       $23,000
            centralizing mail services.

Prior Year Action Plan Results

     Savings were less than estimated due to lower volume of mail.




                                                          284
DEPARTMENT                                                                                           PROGRAM
Library                                                                                    Mail/Courier Services

Future Action Plan

    a.     Continue to pre-sort mail and calculate savings.
    b.     Continue investigating potential savings by barcoding outgoing mail.
INTERNAL PROCESSES

Outcome

    g      Increase percent of time delivery schedule             89              90       93            93
           was met.

Prior Year Action Plan Results

    Exceeded goal.

Future Action Plan

    a.     Maintain 2001 level.

LEARNING AND GROWTH

Outcome

    g      Increase number of hours of training                    6              10       8             8
           received.

Prior Year Action Plan Results

    Two couriers took a defensive driving course.

Future Action Plan

    a.     Continue training in defensive driving, postal regulations, and safe lifting.
    b.     Continue cross-training for substitutes.




                                                          285
 DEPARTMENT                                                                             PROGRAM
 Library                                                                      Mail/Courier Services



 EXPENDITURES                  1997-1998     1998-1999      1999-2000     2000-2001     2001-2002
                                  Actual        Actual         Actual       Revised      Adopted

 Personal Services                $48,293       $55,538         $56,117     $65,657        $65,860

 Materials & Services             $12,961       $16,220         $23,204     $24,885        $33,503

 Capital Outlay                       $0               $0         $519          $0              $0

 Other                                $0             $833           $0          $0              $0

 Total                            $61,254       $72,591         $79,840     $90,542        $99,363


 REVENUES

 State/Local Gov't                    $0             $772         $962       $1,526         $1,619

 Federal Gov't                        $0               $0           $0          $0              $0

 Fees & Charges                   $50,979       $64,743         $79,968     $77,521        $84,058

 Other                             $4,225        $5,842         $12,300     $11,495        $13,686

 Total                            $55,204       $71,357         $93,230     $90,542        $99,363

 Full-time Equivalent                1.59            1.61          1.63        1.63           1.63


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - N/A

Revenues - N/A




                                               286
                                JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                   CATEGORY
Roads, Parks & Planning                                                                                          I

                                        HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

Refinement was continued to the new Equipment Management Information System. Data began to accumulate that is
assisting the program with managing fleet repairs in a more efficient and effective manner. Active tracking of billable
hours has led to a 3 percent increase over FY 99-00. Work comparisons can be made to other fleets; efficiencies can
be realized by internal tracking comparisons.

FY 2001-2002

Continued emphasis on data generation and analysis to improve maintenance efficiency and effectiveness. Refinement
in the use of Fleet Anywhere software will be used to provide management information.

BENCHMARK




                                                          287
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                 PROGRAM
Roads, Parks & Planning                                                                                 Fleet Services

PROGRAM DESCRIPTION

The fleet services program assures that the county’s equipment and fleet maintenance needs are met. It also
provides services for outside entities such as the state motor pool, Oregon State Highway Division, Oregon
Department of Forestry, Bear Creek Valley Sanitary Authority, Fire District 3, and Vector Control. Strategies
employed utilize preventative maintenance programs consisting of vehicle inspections for safety, lubrication, and
oil changes. Efforts are made to replace county equipment when most cost effective to do so. Fewer breakdowns
and lower costs result from a well managed preventative maintenance program and scheduled equipment
replacements.

The fleet services program is helping to meet county goal (10): Make the best use of Jackson County’s human
and material resources.


PROGRAM GOAL

The goal of the fleet services program is to provide equipment that is safe, clean, and economical to operate.



                                                       OUTCOMES
                                                                   FY           FY             FY              FY
                                                                1999-2000    2000-2001      2000-2001       2001-2002
                                                                  Actual     Budgeted       Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Increase the average survey satisfaction              3.57          3.70           3.73              3.83
            rating.

Prior Year Action Plan Results

     The shop began using a service writer to initiate work order repairs. This concept allows for improved
     scheduling and work flow through the shop. Added emphasis on post trip inspection reports allowed many
     repairs to be performed during the night shift after the report was filed.

Future Action Plan

     a.     Users surveyed to confirm that vehicles are clean, safe, and economical.
     b.     Acquire equipment that meets the customer’s needs.
FINANCIAL

Outcome

     g      Maintain cost per hour to operate 10-12              $18.00        $18.00         $18.00         $18.00
            cubic yard dump trucks.                               p/hr.         p/hr.          p/hr.          p/hr



                                                          288
DEPARTMENT                                                                                                 PROGRAM
Roads, Parks & Planning                                                                                 Fleet Services

Prior Year Action Plan Results

    Compared rental rates with five other counties of comparable size. Jackson County’s rate is comparable
    which indicates appropriate usage, maintenance costs, and total numbers of units. Three counties had higher
    rates and two were either at or slightly below the Jackson County rate.

Future Action Plan

    a.     Fleet rental rates are comparable to three other similar fleets for competitiveness.

INTERNAL PROCESSES

Outcome

    g      Maintain the percent of time that 10-12               90%             90%              90%        90%
           cubic yard dump trucks are available for
           service.

Prior Year Action Plan Results

    Continued to perform vehicle maintenance on a scheduled basis. County internal survey indicated that
    satisfaction with timeliness improved during the year from an average of 3.42 to 3.51. Night shift crews
    were responsible for completing many repairs during non operational hours.

Future Action Plan

    a.     Continue to survey users to ensure that appropriate numbers of vehicles will be available.
    b.     Refine the preventative maintenance programs for service and repairs to ensure that equipment
           availability remains high.
    c.     Implement and refine standards for completion of most common repair activities.
    d.     Continue to use night shift crew to perform repairs during non peak periods to ensure high percent of
           availability.

LEARNING AND GROWTH

Outcome

    g      Maintain the number of mechanics that                  16              16              16           16
           receive job related training.

Prior Year Action Plan Results

    Developed a training schedule that ensures all mechanics receive training. Created a matrix that helps
    supervisor and mechanics select the appropriate type of training.

Future Action Plan

    a.     Continue to send mechanics to appropriate level of training to ensure competence on new equipment.
    b.     Ensure that a variety of technical training for mechanics on existing equipment to ensure a cross trained
           staff.
    c.     Send one senior mechanic to annual user group meeting for equipment management software.
    d.     Provide annual training on current version of equipment management software to all mechanics.




                                                          289
 DEPARTMENT                                                                                                 PROGRAM
 Roads, Parks & Planning                                                                                 Fleet Services



 EXPENDITURES                          1997-1998        1998-1999        1999-2000         2000-2001        2001-2002
                                          Actual           Actual           Actual           Revised         Adopted

 Personal Services                      $721,022          $802,361         $847,208         $898,747         $944,296

 Materials & Services                 $1,022,396        $1,096,059       $1,142,560       $1,256,059       $1,178,747

 Capital Outlay                           $17,180               $0          $80,478          $94,000          $28,000

 Other                                         $0               $0                $0               $0               $0

 Total                                $1,760,598        $1,898,420       $2,070,246       $2,248,806       $2,151,043


 REVENUES

 State/Local Gov't                        $96,932          $99,880          $82,152         $100,000         $100,000

 Federal Gov't                                 $0               $0                $0               $0               $0

 Fees & Charges                         $131,257          $154,630         $165,175         $147,500         $137,500

 Other                                         $0               $0                $0               $0               $0

 Total                                  $228,189          $254,510         $247,327         $247,500         $237,500

 Full-time Equivalent                       18.80            18.80             19.80            18.80            19.80


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Capital equipment acquisitions are lower this year as a result of completing the replacement of several
pieces of equipment during the past two fiscal years.

Revenues - Most revenues for this program are budgeted under the PWGA program.




                                                          290
                                JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                   PROGRAM
Roads, Parks, and Planning Services                                                                          Motor Pool

PROGRAM DESCRIPTION

The motor pool program manages the county’s fleet of passenger vehicles and sheriff’s patrol cars. Services
provided consist of purchasing and maintaining vehicles at a central location for all of the vehicles that are used in
conducting the county’s business. A central facility coordinates all of the vehicles to gain the best efficiency from
the county’s investment. A reservation system, scheduled preventative maintenance, and scheduled replacement
are strategies used to ensure program goals are met.

The motor pool program is helping to meet county goal (10): Making the best use of Jackson County’s human and
material resources.


PROGRAM GOAL

The goal of the motor pool program is to provide clean, safe, and economical transportation to county
departments.



                                                      OUTCOMES
                                                                       FY          FY            FY              FY
                                                                    1999-2000   2000-2001     2000-2001       2001-2002
                                                                      Actual    Budgeted      Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Increase average customer satisfaction rating             3.73        3.80           3.92           3.99
            by 0.07.

Prior Year Action Plan Results

     A customer survey was again conducted during December 2000. Implementation of a scheduled vehicle
     cleaning program and replacement of aging vehicles yielded higher satisfaction ratings than anticipated.

Future Action Plan

     a.     Continue to survey customers to determine customer satisfaction rating, with transportation provided.
     b.     Work to provide secure off street parking for personal vehicles of motor pool customers.
     c.     Research improved services; cleaning program, dispatching.

FINANCIAL

Outcome

     g      Decrease average cost per mile for use of                 .29         .285           .27            .265
            the fleet (excluding the sheriff’s vehicles) by
            .005 per/mile.



                                                              291
DEPARTMENT                                                                                               PROGRAM
Roads, Parks, and Planning Services                                                                      Motor Pool

Prior Year Action Plan Results

    Purchase of high quality used or program cars reduced the cost for capital acquisitions by several thousand
    dollars per vehicle. Began scheduled preventative maintenance on fleet vehicles using fleet management
    software to track, schedule, and record costs.

Future Action Plan

    a.     Track the cost of motor pool vehicles to users using fleet management software.
    b.     Continue to achieve a lesser cost than the federal average of .31 per mile.
INTERNAL PROCESSES

Outcome

    g      Maintain the percent of time vehicles are             85%            90%               95%       95%
           available for county business travel when
           requested.

Prior Year Action Plan Results

    Adjusted the tripper vehicle fleet based on demand for vehicles. Vehicles were rented on a short-term basis to
    ensure availability when necessary. Delays were encountered in getting fleet management software
    operational, therefore, the reservation system was not brought on line as anticipated.

Future Action Plan

    a.     Implement an automated reservation system for tripper vehicles.
    b.     Review vehicle needs annually with department directors or their representatives.
    c.     Adjust the size of the tripper fleet as necessary to achieve availability standards.

LEARNING AND GROWTH

Outcome

    g      Increase the number of motor pool                     50%            100%              100%     100%
           employees trained in the use of Equipment
           Management Information System (EMIS)
           software.

Prior Year Action Plan Results

    Trained two motor pool employees in use of software. Cross trained four fleet management employees at the
    motor pool to ensure coverage of service needs at the motor pool.

Future Action Plan

    a.     Use EMIS data to manage the fleet.
    b.     Train one new employee in use of EMIS software (FleetAnywhere).
    c.     Send one employee to annual user group training/conference.




                                                          292
 DEPARTMENT                                                                                       PROGRAM
 Roads, Parks, and Planning Services                                                              Motor Pool



 EXPENDITURES                          1997-1998       1998-1999        1999-2000    2000-2001    2001-2002
                                          Actual          Actual           Actual      Revised     Adopted

 Personal Services                      $110,828        $119,901         $129,199     $172,457     $185,413

 Materials & Services                   $367,088        $362,227         $421,928     $601,620     $702,616

 Capital Outlay                         $304,708        $387,782         $456,595     $774,916     $325,490

 Other                                        $0          $39,992         $54,682     $124,862     $119,629

 Total                                  $782,624        $909,902        $1,062,404   $1,673,855   $1,333,148


 REVENUES

 State/Local Gov't                            $0          $14,015              $0           $0           $0

 Federal Gov't                                $0          $14,350         $28,700           $0           $0

 Fees & Charges                         $998,802      $1,203,789        $1,256,643    $980,650     $978,279

 Other                                  $143,801        $227,648         $228,978     $693,205     $354,869

 Total                                 $1,142,603     $1,459,802        $1,514,321   $1,673,855   $1,333,148

 Full-time Equivalent                        1.20              2.20           2.20         3.20         3.20


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Vehicle replacements will be reduced to normal levels.

Revenues - See above.




                                                         293
This page is for notes.




         294
                  COMMUNITY PROSECUTION AND
                           JUSTICE
                                         1997-98 to 2001-02

         $25,000,000

         $20,000,000

         $15,000,000

         $10,000,000

           $5,000,000

                        $0
                              FY 97-98 FY 98-99 FY 99-00 FY 00-01 FY 01-02

                PERSONNEL               MATERIALS                CAPITAL           OTHER             REVENUE




                           FY 97-98           FY 98-99           FY 99-00           FY 00-01           FY 01-02
     PERSONNEL            $9,808,344        $11,143,810        $11,975,450        $13,506,985        $15,255,095
     MATERIALS            $2,980,823         $3,911,130          $4,416,427        $4,687,486         $4,837,475
     CAPITAL                 $99,688          $156,923               $0              $47,633           $174,710
     OTHER                   $73,264           $55,885           $135,339            $29,815           $14,500
     REVENUE              $5,059,557         $6,201,855          $6,818,851        $7,834,134         $7,694,353




Sheriff - Cost increases due to late settlement of union negotiations. Personal services increases are actually three
year’s worth.




                                                           295
                                 JACKSON COUNTY ANNUAL BUDGET
                                                Fiscal Year 2001-2002
DEPARTMENT                                                                                                     CATEGORY
Community Justice                                                                                                  J

                                         HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

Highlights of the last year include the consolidation of adult and juvenile offender programs in September 2000 and
the creation of the new Community Justice Work Center Program in Talent, Oregon. The Community Justice Work
Center Program is fully operational, and provides services for 60 offenders. Offenders work six days per week on
contracted projects and revenue is returned to Jackson County for operation of the program. Additionally, offenders
are involved in three hours of a cognitive restructuring program each evening to help provide them with the tools for
successful reintegration into the community. This program has one of the highest program completion rates for both
adult probation and post prison supervision in the entire state. Recidivism remains low. The adult high risk abscond
rate remains higher than state average. The parole and probation office, in conjunction with the various police
departments, has implemented a number of policies and practices designed to reduce this rate. It is expected that the
county’s rate will be at or near the state rate by the end of fiscal year 2000-2001.

Jackson County’s juvenile recidivism is numerically if not statistically better than the state average. Jackson County’s
juvenile recidivism rate is 36 percent compared to the state average of 36.9 percent. The leading indicator for the
juvenile program is youth who successfully complete supervision. The current baseline is 63 percent.

Additional highlights include the passage of the juvenile facilities bond. The new juvenile facilities are anticipated to be
opened in early 2004. Construction on a consolidated adult probation and program office, in the old Safeway store,
will begin in May 2001 and will be completed in early 2002.

FY 2001-2002

Completion of the adult consolidated probation and program facility located in West Medford should improve
operational efficiency of the adult program services. Efforts are being made to expand contracts for Community
Justice Work Center crews to make the program more self sufficient. Consolidation of resources, staff, and
contracting for the various work crews operating out of the Community Justice Work Center, the community and
juvenile center is being expanded to reduce cost and enhance efficiency. Although adult and juvenile offenders require
programmatic separation legally and practically, efforts are being made to serve entire families to lower the juvenile
recidivism rate. Continued efforts to utilize best practices in programs, coupled with increasing the program
completion rate, should, in the long term, reduce recidivism for both the juvenile and adult offenders. Although it is
anticipated that the high risk abscond rate for adult offenders will be at or below the state average by the end of fiscal
2001, continued work in this area will be necessary.




                                                            296
                    JACKSON COUNTY ANNUAL BUDGET
                           Fiscal Year 2001-2002
DEPARTMENT                                         CATEGORY
Community Justice                                      J



BENCHMARK




                                    297
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                               PROGRAM
Community Justice                                                                             General Administration

PROGRAM DESCRIPTION

The general administration program plans for and supervises the delivery of a variety of correctional services that
hold offenders accountable for their crimes, enhance public safety, supports crime victims, and reduces the
incidence of repeat criminal behavior.

The general administration program is helping to meet county goals: (1) Protect the health, safety, and well-being
of all citizens; (4) Strengthen cooperation between public agencies; (10) Make the best use of its human and
material resources; and (12) Plan for the future.



PROGRAM GOAL

The goal of the general administration program is to plan and manage a continuum of quality correctional programs
supporting crime victims and protecting public safety by reforming the behavior of juvenile and adult criminal
offenders and reducing the risk of criminal conduct. The delivery of service is made stronger by cooperation
between public agencies.

                                                    OUTCOMES
                                                                    FY          FY             FY              FY
                                                                 1999-2000   2000-2001      2000-2001       2001-2002
                                                                   Actual    Budgeted       Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Increase percentage of citizens surveyed as           25.0%        31.5%          33.1%           36%
            ”very” or “extremely” satisfied.
     g      Increase percentage of partner agencies
            surveyed as “very” or “extremely” satisfied.          67.3%        75.0%          67.0%          70.0%

Prior Year Action Plan Results

     Outreach efforts were very successful with an 8 percent increase in citizens who are”very” or” extremely”
     satisfied with the services provided by Community Justice.

Future Action Plan

     a.     Continue media and visibility outreach efforts.
     b.     Work to enhance community involvement through community outreach meetings.
     c.     Focus efforts on customer service.

FINANCIAL

Outcome

     g      Reduce dependency on county general fund.              13%          13%            13%            13%




                                                           298
DEPARTMENT                                                                                               PROGRAM
Community Justice                                                                             General Administration

Prior Year Action Plan Results

    Collections were significantly increased; unfortunately, cuts in state funding do not allow the department to
    reduce its dependence on county general fund dollars and still maintain a level of service.

Future Action Plan

    a.     Continue efforts to increase collections and expand cost effective programs.
INTERNAL PROCESSES

Outcome

Adult Offenders
    g      Reduce abscond.                                      17.2%         15.6%           15.6%          15.6%
    g      Reduce probation recidivism.                         22.7%         22.5%           22.5%          20.0%
    g      Reduce parole recidivism.                           30.75%         30.2%           30.2%          27.0%
    g      Increase probation plus case closure.               62.77%         72.8%           72.8%          75.0%
    g      Increase parole plus case closure.                  41.80%         55.4%           55.4%          60.0%
Juvenile Offenders
    g      Increase percentage of youth that                    -----           ----          63.0%          68.0%
           successfully complete supervision.

Prior Year Action Plan Results

    Efforts to utilize “best practices” have resulted in some of the highest case closure rates and lowest recidivism
    rates in the state. The abscond rate has continued to be higher than anticipated; however, the department has
    improved record keeping and created a “hot sheet” to quickly pass high risk absconder information to local
    law enforcement and expects that the high risk abscond rate will drop below the bench mark.

Future Action Plan

    a.     Continue to use “best practices,” the record keeping system, and high risk abscond “hot sheet.”

LEARNING AND GROWTH

Outcome

    g      Increase percentage of staff who feel they          50%*            60%            74.4%           80%
           have the necessary education, experience,
           and training to perform their jobs as
           measured by internal assessment.

           * Juvenile staff not assessed as part of
           department

Prior Year Action Plan Results

    Efforts to increase necessary staff education, experience, and training have been successful. This is
    attributed to a general improvement to enhanced in-house training, increased training opportunities, and better
    communication between staff and supervisors.

Future Action Plan

    a.     Expand development of in-house training programs, maintain training opportunities, and open lines of
           communication for all staff members.

                                                         299
 DEPARTMENT                                                                                                PROGRAM
 Community Justice                                                                              General Administration



 EXPENDITURES                          1997-1998         1998-1999        1999-2000         2000-2001        2001-2002
                                          Actual            Actual           Actual           Revised         Adopted

 Personal Services                        $52,349          $52,626           $57,803          $29,582           $18,373

 Materials & Services                    $157,580          $83,555          $244,264          $52,794           $56,792

 Capital Outlay                                 $0        $134,285                 $0               $0                  $0

 Other                                          $0                $0               $0               $0                  $0

 Total                                   $209,929         $270,466          $302,067          $82,376           $75,165


 REVENUES

 State/Local Gov't                     ($516,856)         $712,609          $130,047          $88,000           $98,000

 Federal Gov't                                  $0                $0               $0               $0                  $0

 Fees & Charges                                 $0      ($449,927)                 $0               $0                  $0

 Other                                          $0                $2               $3               $0                  $0

 Total                                 ($516,856)         $262,684          $130,050          $88,000           $98,000

 Full-time Equivalent                         0.74               0.89            0.89             0.27              0.20


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - A 9 percent decrease is due to the re-allocation of wages and benefits to other programs.

Revenues - An 11 percent increase is due to higher than anticipated collection rates from traffic and criminal cases.




                                                           300
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                 PROGRAM
Community Justice                                                                              Clerical and Contracts

PROGRAM DESCRIPTION

The clerical support and contract services program manages the state funds granted under the Community
Corrections Act to provide sanction programs, treatment services, emergency services, officer training, and
clerical support as set forth in the local Community Corrections Plan adopted by the Public Safety Council.

The correctional support program is helping to meet county goals: (1) Protect the health, safety, and well being of
all citizens; (4) Strengthen cooperation between public agencies; and (12) Plan for the future.


PROGRAM GOAL

The goal of the clerical support program is to provide Jackson County with highly trained corrections staff to
protect the safety of citizens, to encourage coordination between criminal justice agencies and other public groups,
and to plan for the future.


                                                    OUTCOMES
                                                                  FY            FY             FY             FY
                                                               1999-2000     2000-2001      2000-2001      2001-2002
                                                                 Actual      Budgeted       Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Positive response by random survey of                72%           72%           72.4%            73%
            partners to job being done by community
            justice clerical and contract staff.

Prior Year Action Plan Results

     Del Cornut survey used to determine partner satisfaction to clerical staff courteousness. Results provided to
     staff.

Future Action Plan

     a.     Continue to use the Del Cornut, DRC Research survey annually to measure public satisfaction.
     b.     Reflect data to staff.
     c.     Discuss ways to maintain customer survey.

FINANCIAL

Outcome

     g      Increase supervision fee collections.                 78%          91%            86%           121%
                                                               ($299,000)   ($350,552)     ($331,000)     ($458,780)




                                                         301
DEPARTMENT                                                                                                  PROGRAM
Community Justice                                                                               Clerical and Contracts

Prior Year Action Plan Results

    Costs maintained within 3 percent of all contracts. For next year, contracts will move to another unit.

Future Action Plan

    a.     Convert part-time clerical to full time to help with supervision fee collection.

INTERNAL PROCESSES

Outcome

    g      Continue CPAI (Corrections Program                    N/A             10%           10%             N/A
           Assessment Inventory) self-assessment for
           treatment programs.

Prior Year Action Plan Results

    Self-assessment . . . results provided to all providers. This program will be the responsibility of another unit.
    Next year the clerical process measures will be refined.

Future Action Plan

    a.     Have clerical staff track overdue supervision fees.
    b.     Letters to delinquent offenders.
    c.     Non-pay to Department of Revenue for collection.

LEARNING AND GROWTH

Outcome

    g      Maintain percentage of staff who feel they            90%             90%           80%             80%
           have the necessary education, experience,
           and training to perform their jobs as
           measured by internal assessment (Year 2004
           - 80 percent).

Prior Year Action Plan Results

    Review assessment results. Results were lower due to consolidation of unit with Local Control.

Future Action Plan

    a.     Develop in-house training.
    b.     Obtain results from tracking method/tool.
    c.     Increase training opportunities.
    d.     Develop standards for each program.




                                                          302
 DEPARTMENT                                                                                              PROGRAM
 Community Justice                                                                           Clerical and Contracts



 EXPENDITURES                          1997-1998        1998-1999           1999-2000    2000-2001      2001-2002
                                          Actual           Actual              Actual      Revised       Adopted

 Personal Services                       $14,450           $20,132            $26,238     $283,099       $249,019

 Materials & Services                   $293,376         $492,197            $319,345     $511,436       $303,539

 Capital Outlay                                $0                 $0                $0         $0               $0

 Other                                         $0          $41,686                  $0         $0               $0

 Total                                  $307,826         $554,015            $345,583     $794,535       $552,558


 REVENUES

 State/Local Gov't                      $686,246         $173,517            $354,928     $576,651       $415,651

 Federal Gov't                                 $0                 $0                $0         $0               $0

 Fees & Charges                                $0               $906                $0         $0               $0

 Other                                         $0                 $0                $0         $0               $0

 Total                                  $686,246         $174,423            $354,928     $576,651       $415,651

 Full-time Equivalent                        0.20               0.20             0.45         9.14            6.70


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - A 30 percent decrease is due to the re-allocation of FTEs.

Revenues - A 28 percent decrease is due to the re-allocation of department funds.




                                                          303
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                   PROGRAM
Community Justice                                                                                         Court Services

PROGRAM DESCRIPTION

The court services program provides initial assessment screening, monitoring of restitution and assistance to
victims, programs to divert youth offenders from formal juvenile court process, provision of sanctions, legal
document preparation, court presentations and hearings, and specific program delivery designed to address various
risk areas of a juvenile’s life. In cases where diversion is appropriate, staff may propose terms of a diversion
agreement to juvenile offenders who agree to perform certain task or complete programs in lieu of a formal court
appearance. In other cases staff review law enforcement reports, in conjunction with prosecutors and human
service agencies, prepare detailed reports itemizing specific legal charges to the court with recommendations for
disposition. Probation is the court order supervision of the activities the youth are ordered by the court to perform.
This includes the enforcement of court orders, monitoring completion of programs, and establishing sanctions for
non-compliance.
The court services program is helping to meet county goals: (1) Protect the health, safety, and well-being of all
citizens; and (4) Strengthen cooperation between public agencies.


PROGRAM GOAL

The goal of court services program is to reduce the incidence of juvenile crime, hold youth accountable for
criminal actions, and establish a means of victim restitution.


                                                     OUTCOMES
                                                                    FY           FY              FY              FY
                                                                 1999-2000    2000-2001       2000-2001       2001-2002
                                                                   Actual     Budgeted        Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g     Satisfied response with service or assistance             -             -           25.2%            29%
           of court services program.

Prior Year Action Plan Results

           It was determined that the 2000-2001 outcome, decrease percent of repeat offenders, was not able to
           be accurately measured. A new statewide juvenile data collection system (JJIS) that came on-line in
           January of 2000 was not and is not currently able to generate the data specific to this outcome. The
           new outcome has been modified to be more closely aligned with the newly merged Community Justice
           department outcomes.

Future Action Plan

     a.    Obtain results from tracking method/tool.
     b.    Focus staff on customer service each staff meeting.
     c.    Provide training for better customer service for key staff.




                                                           304
DEPARTMENT                                                                                             PROGRAM
Community Justice                                                                                   Court Services

FINANCIAL

Outcome

    g       Increase the rate of collection for assigned          -                -      $20,800       $30,000
            supervision fees, court fees and fines, or
            program fees.

Prior Year Action Plan Results

    During the 1999-2000 budget year, the court services program did not decrease the ratio of general fund
    resources to grant funds; however, the department was able to provide more youth offender supervision and
    program services without accessing either of these sources by successfully allocating state juvenile crime
    prevention funds.

Future Action Plan

    a.      Evaluate program practices to assign and collect fees when possible.
    b.      Establish baseline fee collection data.
    c.      Establish collection procedures.

INTERNAL PROCESSES

Outcome

    g       Increase the rate of youth who successfully           -                -       63%            64%
            complete supervision.

Prior Year Action Plan Results

    Prior year action plan results have been modified to more closely align with the goals of the new community
    justice department.

Future Action Plan

    a.      Track all formal accountability agreements and probation assignments.
    b.      Measure percentage of youth who successfully completed supervision.

LEARNING AND GROWTH

Outcome

    g       Maintain percentage of staff who feel they            -                -       81%            80%
            have the necessary education, experience,
            and training to perform their jobs as
            measured by internal assessment.

Prior Year Action Plan Results

    Prior year action plan results have been modified to more closely align with the goals of the new community
    justice department.

Future Action Plan

    a.      Obtain results from tracking method/tool.
    b.      Improve training standards and training plan for each employee.



                                                           305
 DEPARTMENT                                                                                PROGRAM
 Community Justice                                                                      Court Services



 EXPENDITURES                  1997-1998     1998-1999     1999-2000       2000-2001       2001-2002
                                  Actual        Actual        Actual         Revised        Adopted

 Personal Services               $924,077    $1,029,346    $1,099,719      $1,349,930      $1,338,170

 Materials & Services            $393,817      $469,027         $627,220    $566,942         $495,417

 Capital Outlay                   $62,714            $0              $0           $0               $0

 Other                            $19,308            $0          $12,010          $0               $0

 Total                         $1,399,916    $1,498,373    $1,738,949      $1,916,872      $1,833,587


 REVENUES

 State/Local Gov't               $186,551      $191,289         $188,527    $520,674         $501,618

 Federal Gov't                        $0             $0          $49,852    $112,685               $0

 Fees & Charges                   $15,000       $56,527         $197,944     $47,560          $56,151

 Other                                $0        $35,366            $834           $0               $0

 Total                           $201,551      $283,182         $437,157    $680,919         $557,769

 Full-time Equivalent               21.83         23.83            28.78        27.87           26.90


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - N/A

Revenues - N/A




                                               306
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                  PROGRAM
Community Justice                                                                                           Detention

PROGRAM DESCRIPTION

The detention program provides a secure custody facility for the incarceration of juveniles who meet statutory
requirements for both pre and post adjudication. The main purpose of the detention program is to keep the citizens
of Jackson County safe from crime. The detention program also provides an opportunity for educational and
behavioral improvement and work ethic development through an educational program and services delivered to
detained juveniles.

The detention program is helping to meet county goals: (1) Protect the health, safety and well-being of all citizens;
and (4) Strengthen cooperation between public agencies.


PROGRAM GOAL

The goal of the detention program is to provide a temporary, safe, and secure custody environment for juvenile
offenders.


                                                    OUTCOMES
                                                                   FY           FY              FY             FY
                                                                1999-2000    2000-2001       2000-2001      2001-2002
                                                                  Actual     Budgeted        Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

     g     Increase percentage of citizens surveyed                 -           57%            57%            59%
           who are “very” or “extremely” satisfied with
           service received.
     g     Increase percentage of partner agencies                  -           63%            63%            65%
           surveyed who are “very” or “extremely”
           satisfied with service or assistance.

Prior Year Action Plan Results

     It was determined that the 2000-2001 outcome, “Decrease percent of detained youth in relation to those
     arrested or cited,” was unattainable. The prior year outcome has been modified to be more closely aligned
     with the newly merged community justice department outcomes.

Future Action Plan

     a.    Keep facility issues in the public eye by cultivating media interest through press releases and media
           visits.
     b.    Place items of interest regarding the unit on the community justice Web page.
     c.    Provide educational tours of facility to public and partner agencies.




                                                          307
DEPARTMENT                                                                                           PROGRAM
Community Justice                                                                                    Detention

FINANCIAL

Outcome

    g       Contain the daily cost of detaining a youth.          -            $129        $129        $135
            (5 percent annual growth)

Prior Year Action Plan Results

    It was determined that the 2000-2001 outcome was exceeded by 28 percent. The 2001-2002 outcome has
    been modified to capture the daily cost rather than the yearly cost per detained youth.

Future Action Plan

    a.      Continue monitoring of all expenses to assure staying within budget.
    b.      Identify program resources, activities, outputs, outcomes, and goals.

INTERNAL PROCESSES

Outcome

    g       Increase percentage of youth attending                -            50%         50%         55%
            cognitive restructuring programs.
    g       Minimize the percentage of youth being                -            90%         90%         93%
            restrained.

Prior Year Action Plan Results

    The 2000-2001 outcome, “Increase percent of detained youth who exhibit no behavior problems,” was
    exceeded with a 98 percent rating. To continue improvement in behavior, new outcomes have been identified.

Future Action Plan

    a.      Develop and implement cognitive restructuring program to all detained youth.
    b.      Continuous surveillance of detained youth.
    c.      Increase medical and mental health interventions.
    d.      Increase staff training in de-escalation skills.

LEARNING AND GROWTH

Outcome

    g       Increase percentage of staff who feel they            -            55%         55%         60%
            have the necessary education, experience,
            and training to perform their jobs as
            measured by internal assessment.

Prior Year Action Plan Results

    Outcomes for 2000-2001 were exceeded by 68 percent. The 2001-2002 outcome has been modified to be
    more closely aligned with the newly merged community justice department outcomes.




                                                           308
 DEPARTMENT                                                                                                       PROGRAM
 Community Justice                                                                                                Detention

 Future Action Plan

      a.     Obtain results from tracking method/tool.
      b.     Develop and implement 32 hours of in-house training for full-time staff per year.
      c.     Provide training funds to full-time staff for additional training of their choice that relates to job duties or
             juvenile justice.
      d.     Develop and implement an initial 40 hours of in-house training for new relief staff.



 EXPENDITURES                            1997-1998         1998-1999         1999-2000         2000-2001          2001-2002
                                            Actual            Actual            Actual           Revised           Adopted

 Personal Services                        $582,477          $595,882           $661,944          $718,386          $728,857

 Materials & Services                     $110,227            $87,765          $113,088          $169,974          $219,366

 Capital Outlay                                  $0                 $0                $0                $0                 $0

 Other                                           $0                 $0                $0                $0                 $0

 Total                                    $692,704          $683,647           $775,032          $888,360          $948,223


 REVENUES

 State/Local Gov't                         $86,157            $80,396           $84,791           $85,500          $100,500

 Federal Gov't                                   $0                 $0                $0                $0                 $0

 Fees & Charges                            $74,100            $56,400           $36,900           $40,000                  $0

 Other                                           $0                 $0                $0                $0                 $0

 Total                                    $160,257          $136,796           $121,691          $125,500          $100,500

 Full-time Equivalent                         12.48             11.88              13.18             12.84             13.20


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - A 7 percent increase is due to the re-allocation of wages/benefits.

Revenues - A 20 percent decrease is the result of a contract not being renewed with Douglas County.




                                                             309
                               JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                    PROGRAM
Community Justice                                                                                          Local Control

PROGRAM DESCRIPTION

The local control unit coordinates movement of offenders between the jail facilities and the community and tracks
and supervises all offenders that are released from the Jackson County Jail system.

The local control unit is helping to meet county goal (1): Protect the health, safety, and well-being of all citizens.


PROGRAM GOAL

The goal of the local control unit is to assist the Jackson County Community Justice Department in maintaining
public safety by making maximum use of custody, treatment, and community resources in managing criminal
offenders.


                                                     OUTCOMES
                                                                     FY           FY              FY              FY
                                                                  1999-2000    2000-2001       2000-2001       2001-2002
                                                                    Actual     Budgeted        Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Increase satisfaction of citizens surveyed on           25%          31.5%          31.5%           33.1%
            community based efforts to manage the
            Jackson County Jail population.

Prior Year Action Plan Results

     Significant increase due to community forum involvement and media coverage. Community partners and the
     criminal court committee are aware of the program.

Future Action Plan

     a.     Increase program presentations.

FINANCIAL

Outcome

     g      Increase percentage collected from accounts             68%           68%            68%             83%
            (home detention/work release).                        ($80,000)     (80,000)       (80,000)        (96,000)

Prior Year Action Plan Results

     The Work Release Center was at full capacity 100 percent of the time. Pretrial offenders pay $35, or if
     indigent, perform community service. Next year financial outcomes will focus on collection of overdue
     accounts.




                                                            310
DEPARTMENT                                                                                             PROGRAM
Community Justice                                                                                   Local Control

Future Action Plan

    a.     Implement billing system for delinquent accounts.

INTERNAL PROCESSES

Outcome

    g      Maintain percentage of offenders meeting the         66%            75%         98%            90%
           court expectations and obligations.

Prior Year Action Plan Results

    A tracking system was implemented for pretrial releases, and an assessment tool was adopted. The failure to
    appear rate (FTA), percent of time served, and number of beds used is tracked monthly.

Future Action Plan

    a.     Continue tracking pretrial releases, FTA rate, and percent of time served.
    b.     Implement Law Enforcement Data System tracking program.

LEARNING AND GROWTH

Outcome

    g      Maintain percentage of staff who feel they           88%            88%         80%            80%
           have the necessary education, experience,
           and training to perform their jobs as
           measured by internal assessment. (Year 2004
           - 80 percent.)

Prior Year Action Plan Results

    Internal assessment was developed and implemented; training hours per employee are tracked; and training
    needs surveyed. Results are lower than expected due to a merger of clerical and contract units.

Future Action Plan

    a.     Develop in-house training.
    b.     Obtain results from tracking method/tool.
    c.     Increase training opportunities.
    d.     Develop baselines for each program.




                                                          311
 DEPARTMENT                                                                                            PROGRAM
 Community Justice                                                                                  Local Control



 EXPENDITURES                          1997-1998        1998-1999           1999-2000   2000-2001     2001-2002
                                          Actual           Actual              Actual     Revised      Adopted

 Personal Services                      $191,355         $232,420            $286,972    $320,268       $291,832

 Materials & Services                    $27,814           $26,066            $32,818     $78,648        $76,740

 Capital Outlay                                $0                $0                $0         $0              $0

 Other                                         $0                $0                $0         $0              $0

 Total                                  $219,169         $258,486            $319,790    $398,916       $368,572


 REVENUES

 State/Local Gov't                      $176,905         $160,250            $229,990    $264,627       $240,627

 Federal Gov't                                 $0                $0                $0         $0              $0

 Fees & Charges                          $74,925           $63,376            $87,135     $96,275        $95,662

 Other                                         $0                $0                $0         $0              $0

 Total                                  $251,830         $223,626            $317,125    $360,902       $336,289

 Full-time Equivalent                        3.35               5.98             8.60       10.15           6.70



EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - An 8 percent decrease is due to the re-allocation of FTEs.

Revenues - A 7 percent decrease is due to the re-allocation of department funds.




                                                          312
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                    PROGRAM
Community Justice                                                                                     Restitution Center

PROGRAM DESCRIPTION

The restitution center program provides productive opportunities for sanctioned criminal offenders to make
restitution through community service and receive appropriate sanctions, treatment, and education to aid them in
becoming productive citizens.


PROGRAM GOAL

The goal of the work center is to eventually provide a residential sanction program at no cost to the county, to
continue to provide an opportunity for offenders to make restitution through community based projects, and to
provide offenders with the opportunity to learn pro-social and work skills which will help reduce recidivism.

The restitution center program is helping to meet county goals: (1) Protect the health, safety, and well-being of all
citizens; and ( 5) Work to enhance the natural and man-made attractiveness of the area.



                                                    OUTCOMES
                                                                   FY            FY              FY             FY
                                                                1999-2000     2000-2001       2000-2001      2001-2002
                                                                  Actual      Budgeted        Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

     g     Positive response by survey of contractors             N/A            80%            98%             98%
           and citizens to the work of the work center
           program. (2007-99%)

Prior Year Action Plan Results

     Using a list of customers, telephone interviews were conducted. With a rating scale 1 to 5, 1 being poor and 5
     being extremely satisfied, the Work Center received an overall rating of 4.88. The following agencies were
     included: Jackson County Parks, Bureau of Land Management, city of Medford Parks, Rogue River National
     Forest, ORE/CAL Trade Zone, Oregon Department of Transportation, Jackson County vegetation, city of
     Talent, Rogue Disposal, Ashland Sanitation, and Valley of the Rogue State Park.

Future Action Plan

     a.    Appear in person to various city, county, state, and non-profit entities and share what the facility has to
           offer the community.
     b.    Develop brochure and determine who receives brochure.
     c.    Distribute questionnaire to agencies/contracts with previous contact.




                                                          313
DEPARTMENT                                                                                                 PROGRAM
Community Justice                                                                                  Restitution Center

FINANCIAL

Outcome

    g       Contract with public agencies to do quality          N/A            45%          45%             60%
            community service work and pay for
            percentage of cost of service. (2007 - 90%)

Prior Year Action Plan Results

    The quality of work was outstanding, and the cost of service was 35 percent.

Future Action Plan

    a.      Develop contracts with public agencies.
    b.      Provide training to staff so that offender performance may be maximized.
    c.      Expand cost effective programs.

INTERNAL PROCESSES

Outcome

    g       Maintain percentage of offenders who                 N/A            80%          90%             90%
            successfully complete program or sanctions.

Prior Year Action Plan Results

    Ninety percent of offenders successfully completed the program or sanctions.

Future Action Plan

    a.      Track rate of successful completion.
    b.      Educate parole/probation officers, courts, and community partners on the focus of the program.
    c.      Use Best practices.

LEARNING AND GROWTH

Outcome

    g       Maintain percentage of staff having                  N/A            N/A          90%             90%
            necessary experience and training to perform
            their job as measured by internal survey
            conducted annually.

Prior Year Action Plan Results

    All staff received necessary training to support cognitive behavioral treatment model.

Future Action Plan

    a.      Monitor and improve cognitive training for program.
    b.      Track methods/tool to assure training is completed.
    c.      Improve training standards and training plan for each employee.
    d.      Have staff evaluate each training to determine if their needs have been met.




                                                           314
 DEPARTMENT                                                                                                  PROGRAM
 Community Justice                                                                                   Restitution Center



 EXPENDITURES                          1997-1998        1998-1999          1999-2000       2000-2001        2001-2002
                                          Actual           Actual             Actual         Revised         Adopted

 Personal Services                              $0                $0              $0        $609,861          $764,437

 Materials & Services                           $0                $0              $0        $291,713          $354,476

 Capital Outlay                                 $0                $0              $0               $0                  $0

 Other                                          $0                $0              $0               $0                  $0

 Total                                          $0                $0              $0        $901,574        $1,118,913


 REVENUES

 State/Local Gov't                              $0                $0              $0        $289,823          $289,823

 Federal Gov't                                  $0                $0              $0               $0                  $0

 Fees & Charges                                 $0                $0              $0        $496,300          $714,258

 Other                                          $0                $0              $0               $0                  $0

 Total                                          $0                $0              $0        $786,123        $1,004,081

 Full-time Equivalent                         0.00               0.00          15.00            18.00             20.20


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - A 24 percent increase is due to the addition of (1) Special Projects Manager and the re-allocation of
wages/benefits.

Revenues - A 28 percent increase is due to additional project contracts.




                                                           315
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                 PROGRAM
Community Justice                                                                                Supervision Services

PROGRAM DESCRIPTION

The supervision services program manages offenders’ behavior through a combination of supervision, services,
and sanctions. Parole/probation officers monitor offenders’ compliance with conditions of probation and parole
and provide counseling in daily living skills and crisis intervention. They refer offenders to community agencies
providing treatment in substance abuse, anger management, sex offender therapy, mental health counseling,
education, and employment. When offenders fail to comply with conditions of probation, parole, or post-prison
supervision, the parole/probation officers take appropriate action by sanctioning the offenders or returning them to
court, the Parole Board, or the Supervisory Authority.

The supervision services program is helping to meet county goal (1): Protect the health, safety, and well-being of
all citizens.


PROGRAM GOAL

The goal of the supervision services program is to protect the community through the management and
reformation of the behavior of offenders placed on probation, parole, or post-prison supervision to reduce their risk
of future criminal conduct. Community protection is enhanced by strong cooperation between public agencies
dealing with offenders.


                                                    OUTCOMES
                                                                   FY           FY             FY              FY
                                                                1999-2000    2000-2001      2000-2001       2001-2002
                                                                  Actual     Budgeted       Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g     Increase percentage of citizens surveyed              14.2%         31.5%          14.4%          18.0%
           who are “very” or “extremely” satisfied with
           services.
     g     Increase percentage of partner agencies who           64.9%          76%           65.4%          67.0%
           are “very” or “extremely” satisfied with
           services.

Prior Year Action Plan Results

     Over the last year, the satisfaction rate was good for those people who actually had contact with the
     department (50+%). However, only about 8 percent of the citizens have contact with the department. In the
     second category, dealing with agency partners, again only about 22 percent of the county agencies have
     contact with this department.




                                                          316
DEPARTMENT                                                                                                 PROGRAM
Community Justice                                                                                Supervision Services

Future Action Plan

    The action plan will not change over the next year. The program will continue to concentrate on the
    following areas:
    a.    Continue media outreach efforts.
    b.    Increase department visibility.
    c.    Enhance community involvement in the department.
    d.    Focus on customer service.

FINANCIAL

Outcome

    g       Increase supervision fee collections.                    78%          91%          86%           121%
                                                                  ($299,000)   ($350,552)   ($331,000)     ($458,780)

Prior Year Action Plan results

    Over the past year supervision fee collection has increased significantly. The program is almost on target and
    can reach the projected goal by the end of the fiscal year.

Future Action Plan

    a.      Focus efforts in the collection of back fees owed the department and assign additional personnel in this
            area.

INTERNAL PROCESSES

Outcome

    g       Reduce abscond rate.                                    17.2%        15.6%        15.6%          15.6%
    g       Reduce probation recidivism.                            22.7%        22.5%        22.5%          22.0%
    g       Reduce parole recidivism.                              30.75%        30.2%        30.2%          30.0%
    g       Increase probation plus case closure.                  62.77%        72.8%        72.8%          75.0%
    g       Increase parole plus case closure.                     41.80%        55.4%        55.4%          60.0%

Prior Year Action Plan Results

    All trends in this area are positive. An internal case closure procedure, in addition to the shift in focus to
    apprehending high risk absconders, has proven effective. At this time the measurement of individual officer
    statistics has not been necessary.

Future Action Plan

    a.      Continue to measure outcomes.
    b.      Use effective programs for offender referral.
    c.      Focus resources on high and medium risk offenders.

Learning and Growth

Outcome

    g       Maintain percentage of staff who have the               74%          75%           68%            76%
            necessary education, experience, and training
            to perform their job as measured by an
            internal survey conducted annually.


                                                            317
 DEPARTMENT                                                                                                 PROGRAM
 Community Justice                                                                                Supervision Services

 Prior Year Action Plan Results

      Last year a tracking system was developed for all training within the department. In addition, the department
      continued to enhance in-house training through instructor development. Officer training opportunities were
      expanded, and discretionary training funds were increased per officer.

 Future Action Plan

      a.     Develop standards and training for the entire department. Input will be solicited from all levels and
             programs.



 EXPENDITURES                           1997-1998        1998-1999         1999-2000       2000-2001         2001-2002
                                           Actual           Actual            Actual         Revised          Adopted

 Personal Services                     $1,466,263        $1,535,229       $1,590,395       $1,436,333       $1,449,194

 Materials & Services                    $293,710          $538,290         $606,009         $565,865         $365,765

 Capital Outlay                                 $0                 $0               $0              $0                 $0

 Other                                          $0                 $0       $109,202                $0                 $0

 Total                                 $1,759,973        $2,073,519       $2,305,606       $2,002,198       $1,814,959


 REVENUES

 State/Local Gov't                     $1,618,102        $1,435,737       $1,741,491       $1,340,127       $1,340,127

 Federal Gov't                            $86,469          $146,468         $231,306         $263,057                  $0

 Fees & Charges                          $294,684          $277,384         $296,802         $350,552         $458,780

 Other                                          $0               $448               $0              $0                 $0

 Total                                 $1,999,255        $1,860,037       $2,269,599       $1,953,736       $1,798,907

 Full-time Equivalent                        22.90             34.35            30.70            24.48               24.70


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Entering into fewer contracts will result in a 9 percent decrease.

Revenues - A domestic violence grant received since 1997 is not going to be renewed, creating an 8 percent
decrease.




                                                           318
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                  PROGRAM
Community Justice                                                                                        Work Program

PROGRAM DESCRIPTION

The juvenile services work program provides a structured environment for juvenile offenders to perform
community service and repay victims through supervised work restitution projects. This unique program provides
youthful offenders an opportunity to develop work skills, become accountable for their actions, and to repay
restitution to all victims. Youth participating in this program are assigned job training projects on supervised work
crews and at public, charitable, or private work sites. The work program also provides for sound collaboration
between federal, state, and local municipalities through contracted improvement and maintenance projects with
various public land use and park areas.

The work program is helping to meet county goals: (1) Protect the health, safety and well-being of all citizens; and
(4) Strengthen cooperation between public agencies.


PROGRAM GOAL

The goal of the work program is to repay victim restitution through the development of work skills for youthful
offenders not yet of employable age or unemployable due to lack of skills, poor demeanor, or lack of experience.



                                                    OUTCOMES
                                                                    FY           FY             FY             FY
                                                                 1999-2000    2000-2001      2000-2001      2001-2002
                                                                   Actual     Budgeted       Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

     g     Positive response of contractors and citizens             -          54%            54%            57%
           to the work performed by the program.

Prior Year Action Plan Results

     Four work crew supervisors were hired on an assistant basis to increase the level of supervision of youth
     offenders. It is estimated through a tracking sample (N=30) that 86.6 percent of youth offenders
     successfully completed their work assignment within 12 months.

Future Action Plan

     a.    Provide marked and easily identified vehicles while on job site performing community service work.
     b.    Place items of interest regarding successful projects completed by the program on the community
           justice Web page.
     c.    Provide additional, cost effective service through integration of adult and juvenile work crew supervisor
           program.




                                                           319
DEPARTMENT                                                                                                PROGRAM
Community Justice                                                                                      Work Program

FINANCIAL

Outcome

    g       Increase the efficiency and profitability of          $8,100       9,400         $10,340        $11,374
            the wood sales program per fiscal year.

Prior Year Action Plan Results

    During the 2000-2001 budget year, 622 youth worked 17,499 hours and repaid $31,347.60 to crime victims
    countywide.

Future Action Plan

    a.      Coordinate tree falling and limbing activities with adult work crew program.
    b.      Increase advertisement of program with local media and county Web page.
    c.      Develop additional wood cutting work sites.
INTERNAL PROCESSES

Outcome

    g       Improve the ratio of staff to youth offenders          1:12         1;10            1;8            1;6
            performing work at community sites.

Prior Year Action Plan Results

    The number of work placement sites increase 25 percent from 48 sites to 60.

Future Action Plan

    a.      Increase the level of supervision of youth offenders through integration of the adult and juvenile work
            crew supervisor program.

LEARNING AND GROWTH

Outcome

    g       Maintain percentage of staff who feel they              -             -            81%            80%
            have the necessary education, experience,
            and training to perform their jobs as
            measured by internal assessment.

Prior Year Action Plan Results

    The average number of years of experience is 5.5 per staff person.

Future Action Plan

    a.      Obtain results from tracking method/tool.
    b.      Improve training standards and training plan for each employee.




                                                            320
 DEPARTMENT                                                                                               PROGRAM
 Community Justice                                                                                     Work Program



 EXPENDITURES                         1997-1998        1998-1999        1999-2000        2000-2001        2001-2002
                                         Actual           Actual           Actual          Revised         Adopted

 Personal Services                     $113,146         $120,021         $150,201         $116,464         $113,815

 Materials & Services                    $50,353          $50,104         $38,554          $57,948          $68,400

 Capital Outlay                               $0                $0              $0               $0             $0

 Other                                   $40,000                $0              $0               $0             $0

 Total                                 $203,499         $170,125         $188,755         $174,412         $182,215


 REVENUES

 State/Local Gov't                       $30,026          $43,241         $37,712          $37,712          $28,212

 Federal Gov't                            $2,175                $0              $0               $0             $0

 Fees & Charges                          $14,026          $15,836         $17,070          $58,000          $59,500

 Other                                        $0                $0           ($34)               $0             $0

 Total                                   $46,227          $59,077         $54,748          $95,712          $87,712

 Full-time Equivalent                       4.24               2.84           2.94             2.44            2.45


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - N/A

Revenues - An 8 percent decrease is due to the reduction of one grant and another not being renewed.




                                                         321
                                 JACKSON COUNTY ANNUAL BUDGET
                                                 Fiscal Year 2001-2002
DEPARTMENT                                                                                                       CATEGORY
District Attorney                                                                                                    J

                                          HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

In January of 2001 a full-time Senior Deputy District Attorney and a Legal Assistant II was added to help prosecute
serious drug crimes. These are federally funded positions through Jackson County’s designation as a High Intensity
Drug Trafficking Area (HIDTA).

FY 2001-2002

It is expected that a third, full-time grand jury will be added in order to decrease the amount of time it takes to obtain
an indictment on a defendant who is not lodged in the county jail.


BENCHMARK




                                                             322
                    JACKSON COUNTY ANNUAL BUDGET
                           Fiscal Year 2001-2002
DEPARTMENT                                         CATEGORY
District Attorney                                      J


BENCHMARK




                                    323
                                JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
 DEPARTMENT                                                                                                PROGRAM
 District Attorney                                                                                Liquor Enforcement

 PROGRAM DESCRIPTION

 The liquor enforcement fund is the repository for the county’s share of funds collected as the result of
 enforcement of liquor control laws. The fund is maintained in accordance with Oregon Revised Statute 471.670.

 The liquor enforcement program is helping to meet county goal (1): Protect health, safety, and well-being of all
 citizens.


 PROGRAM GOAL

 The goal of the liquor enforcement program is to help fund the victim/witness program.




 EXPENDITURES                          1997-1998        1998-1999        1999-2000         2000-2001        2001-2002
                                          Actual           Actual           Actual           Revised         Adopted

 Personal Services                             $0                   $0            $0               $0                  $0

 Materials & Services                          $0                   $0            $0               $0                  $0

 Capital Outlay                                $0                   $0            $0               $0                  $0

 Other                                    $13,956           $14,199         $14,127          $11,500           $14,500

 Total                                    $13,956           $14,199         $14,127          $11,500           $14,500


 REVENUES

 State/Local Gov't                             $0                   $0            $0               $0                  $0

 Federal Gov't                                 $0                   $0            $0               $0                  $0

 Fees & Charges                           $11,996           $14,313         $14,901          $11,500           $14,500

 Other                                       $468                 $335         $300                $0                  $0

 Total                                    $12,464           $14,648         $15,201          $11,500           $14,500

 Full-time Equivalent                        0.00                 0.00          0.00             0.00               0.00


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Funds collected by the state courts are deposited here and are transferred to victim witness program.

Revenues - Funds are expected to return to normal levels.



                                                            324
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                 PROGRAM
District Attorney                                                                        Prosecution Case Management

PROGRAM DESCRIPTION

The prosecution case management program is responsible for preparing and filing formal charges against
defendants and for conducting hearings and trials associated with those charges. The program also acts as advisor
to local police agencies in the process of investigating and obtaining evidence for use in criminal matters.

The prosecution case management program is helping to meet county goal (1): Protect health, safety, and well-
being of all citizens.


PROGRAM GOAL

The goal of the prosecution case management program is to prosecute violations of state criminal law that occur in
Jackson County.


                                                     OUTCOMES
                                                                   FY           FY              FY             FY
                                                                1999-2000    2000-2001       2000-2001      2001-2002
                                                                  Actual     Budgeted        Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Increase number of felony and misdemeanor            4,691         4,700           4,728          4,735
            cases prosecuted.

Prior Year Action Plan Results

     Provided for the prosecution of 4,728 case files and maintained a ratio of one deputy district attorneys per
     1,850 crimes as reported by the Law Enforcement Data System.

Future Action Plan

     a.     Provide for the criminal prosecution of defendants charged with misdemeanor or felony charges in the
            Circuit Court.
     b.     Maintain a ratio of one deputy district attorney per 1,300 crimes as reported by the Law Enforcement
            Data System.

FINANCIAL

Outcome

     g      Maintain the lowest effective average per             $317          $320           $286           $350
            case cost of prosecuting crimes.

Prior Year Action Plan Results

   Effectively maintained the lowest average cost.



                                                          325
DEPARTMENT                                                                                               PROGRAM
District Attorney                                                                      Prosecution Case Management

Future Action Plan

     a.    Compare district attorney’s budget to state court criminal filings as measured by Oregon Judicial
           Information Network (OJIN).

INTERNAL PROCESSES

Outcome

     g     Decrease average number of felony cases               196            200            216             220
           per deputy district attorney.
     g     Decrease average number of misdemeanor              data not         750            739             730
           cases per deputy district attorney.                 available

Prior Year Action Plan Results

     Increased average felony cases per deputy district attorney from 196 to 216 and successfully reduced the
     misdemeanor cases per deputy district attorney.

Future Action Plan

     a.    Work with the Information Technology Department to evaluate and implement district attorney case
           management system.

LEARNING AND GROWTH

Outcome

     g     Maintain average of fifteen hours of                  287            210            243             225
           continuing legal education (CLE) per
           attorney.

Prior Year Action Plan Results

     Attorneys were able to acquire CLE credits in excess of projected. Additional credits are eligible for carryover
     into next reporting period.

Future Action Plan

     a.    Provide for fifteen hours per attorney of mandatory continuing legal education as required by Oregon
           State Bar.




                                                         326
 DEPARTMENT                                                                                               PROGRAM
 District Attorney                                                                      Prosecution Case Management



 EXPENDITURES                          1997-1998        1998-1999         1999-2000        2000-2001        2001-2002
                                          Actual           Actual            Actual          Revised         Adopted

 Personal Services                     $1,221,233       $1,285,949       $1,417,656        $1,724,405       $1,793,773

 Materials & Services                    $275,768         $264,886         $284,346          $298,625         $407,621

 Capital Outlay                                 $0                 $0             $0                $0                $0

 Other                                          $0                 $0             $0                $0                $0

 Total                                 $1,497,001       $1,550,835       $1,702,002        $2,023,030       $2,201,394


 REVENUES

 State/Local Gov't                       $133,010         $135,548         $179,661          $224,551          $86,800

 Federal Gov't                                  $0                 $0             $0          $56,841         $186,837

 Fees & Charges                                 $0                 $0             $0                $0                $0

 Other                                     $1,774                $417         $1,069                $0          $1,832

 Total                                   $134,784         $135,965         $180,730          $281,392         $275,469

 Full-time Equivalent                       25.90             24.90            24.90            27.70             27.90


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Materials & services: State Bar dues have increased 13.5 percent in one year, and subscription costs
have increased due to the ordering of new ORS statutes.

Minor equipment and personal computer line items have increased substantially. The minor equipment line item
includes furniture and equipment for a new Legal Assistant, a new fax, and equipment to supply the new building; i.e.,
new copier and table and chairs for the Grand Jury room. In the personal computer line item, a computer was
budgeted for the new Legal Assistant and a new laptop and projector for courtroom presentations.

Insurance chargebacks have increased 11.7 percent. The property maintenance line item has increased a total of
$28,378. The increase is attributable to facility maintenance chargebacks for the new building and an almost doubling
of utility costs. Contracted services have increased a total of $63,651 which includes $36,651 in increased
chargebacks and $27,000 for a workload study of the district attorney’s office.

Revenues - Decrease in revenues is the result of losing federal grant funding for the Domestic Violence Response
Team. HIDTA (High Intensity Drug Trafficking Area) funding is projected slightly lower as chargeback
reimbursement is unknown at this point. The district attorney’s salary supplement is also projected slightly lower this
fiscal year based on previous performance.

Increased revenues are the result of CASA renting space in the 721 W. 10th St. building. $1,832 projected for two
quarters.



                                                           327
                                JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                  CATEGORY
Justice Court                                                                                                   J

                                         HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

New equipment purchases and set up for Justice Court to utilize e-mail service.

FY 2001-2002

Justice Court will be installing dial pay to offer the public a more timely, convenient form of payment.



BENCHMARK

Maintained projected revenues higher then expenditures while serving the public in an efficient, cost-effective manner.




                                                           328
                               JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                PROGRAM
Justice Court                                                                                     Court Enforcement

PROGRAM DESCRIPTION

The court enforcement program provides the public with the fullest possible range of judicial services in
accordance with the Oregon Revised Statutes, while operating the court in a cost-effective manner.

The court enforcement program is helping to meet county goals: (1) Protect health, safety, and well-being of all
citizens; and (2) Serve all citizens fairly and ensure access to county government.


PROGRAM GOAL

The goal of the court enforcement program is to operate the court’s facilities to serve public needs within
jurisdictional limitations authorized by the Oregon Revised Statutes to continue encouraging case filings from all
enforcement agencies within the county and to expand the county’s public service by effecting the increased
utilization of the court.


                                                     OUTCOMES
                                                                    FY          FY             FY              FY
                                                                 1999-2000   2000-2001      2000-2001       2001-2002
                                                                   Actual    Budgeted       Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Increase number of case filings.                      8.883         8,500         8,500          8.700

Prior Year Action Plan Results

     Increased case filings and maintained revenues higher then expenditures.

Future Action Plan

     a.     Continue utilizing resources to process cases efficiently.

FINANCIAL

Outcome

     g      Maintain projected revenues higher than                  -          61%           62%             63%
            expenditures. (Percent of revenues needed to
            cover expenditures.)

Prior Year Action Plan Results

     Justice Court revenues were 38 percent higher than expenditures.

Future Action Plan

     a.     Monitor revenues and expenditures.


                                                           329
DEPARTMENT                                                                                                PROGRAM
Justice Court                                                                                     Court Enforcement

INTERNAL PROCESSES

Outcome

    g      Increase network systems between Gold Hill           0%           100%            100%           100%
           and White City courts.

Prior Year Action Plan Results

    Networking of systems is ongoing and will be completed by the end of the fiscal year.

Future Action Plan

    a.     Utilize the on-line version of Court Software for increased accuracy and customer efficiency.

LEARNING AND GROWTH

Outcome

    g      Maintain number of training hours for the          48 hr/yr      48 hrs/yr       48 hrs/yr      48 hrs/yr
           judge.
    g      Maintain number of training hours for the          0 hrs/yr      24 hrs/yr       24 hrs/yr      24 hrs/yr
           clerks.

Prior Year Action Plan Results

    Judge King attended an annual conference, and the court clerks attended annual training.

Future Action Plan

    a.     Continue attending programs offered by the Oregon Justice of the Peace Association and Oregon
           Association of Court Administrators.




                                                        330
 DEPARTMENT                                                                               PROGRAM
 Justice Court                                                                    Court Enforcement



 EXPENDITURES                  1997-1998     1998-1999      1999-2000      2000-2001     2001-2002
                                  Actual        Actual         Actual        Revised      Adopted

 Personal Services                $76,501       $95,726         $110,851    $118,321      $120,156

 Materials & Services             $25,977       $27,268          $35,716     $48,568       $51,025

 Capital Outlay                       $0               $0            $0          $0             $0

 Other                                $0               $0            $0          $0             $0

 Total                           $102,478      $122,994         $146,567    $166,889      $171,181


 REVENUES

 State/Local Gov't                    $0               $0            $0          $0             $0

 Federal Gov't                        $0               $0            $0          $0             $0

 Fees & Charges                  $174,732      $186,355         $344,397    $268,268      $271,000

 Other                             $1,020            $592            $0          $0             $0

 Total                           $175,752      $186,947         $344,397    $268,268      $271,000

 Full-time Equivalent                2.50            2.80           2.80        2.80           2.80


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - N/A

Revenues - N/A




                                               331
                                JACKSON COUNTY ANNUAL BUDGET
                                                Fiscal Year 2001-2002
DEPARTMENT                                                                                                    CATEGORY
Sheriff                                                                                                         J

                                         HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

The highlight of the year was that most of the goals set for the year were met or exceeded. The jail has been kept in
the public eye through media efforts, the Web page, and tours. New revenue sources were successfully developed.
Money has been received through a contract with Justice Benefits, Inc., and accelerated revenue is expected through
a new contract with the Social Security Administration.

Challenges faced included, under CUSTOMER PERSPECTIVE, an inability on the part of the corrections division to
meet the targeted prisoner training hours. The corrections division can only follow the programs in a statistical way.
Community justice controls the availability of prisoners eligible for the programs. The second challenge, under
INTERNAL PROCESS, was making the first goal so overly broad that it could not be defined. The goal,
“Enhancement of the criminal justice program within Jackson County,” will be removed from future action planning.
A third challenge was discovered when it was realized that the division does not keep statistical data on tours or other
public events. An accurate count could not be recalled.

FY 2001-2002

A highlight will be comparison of the current food service program against a similar level of service by a private
vendor. This comparison will either confirm the program’s success, or it will be the catalyst for instituting a new
way of doing business at a cost savings to the county.

A challenge will be to keep the per-day prisoner costs within the target.

BENCHMARK




                                                           332
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                   PROGRAM
Sheriff                                                                                                     Corrections

PROGRAM DESCRIPTION

The corrections program provides for the incarceration of pretrial and convicted prisoners of the criminal justice
system in Jackson County. The main purpose of the corrections program is to keep the citizens of Jackson
County safe from crime. The corrections program also provides an opportunity for behavioral improvement and
work ethic development through educational programs developed and delivered to the prisoners with these goals in
mind.

The corrections program is helping to meet county goal (1): Protect health, safety, and well-being of all citizens.


PROGRAM GOAL

The goal of the corrections program is to provide for community safety and meet the department’s legal mandates
while minimizing the county’s civil liability.


                                                    OUTCOMES
                                                                   FY            FY             FY              FY
                                                                1999-2000     2000-2001      2000-2001       2001-2002
                                                                  Actual      Budgeted       Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g     Increase average customer satisfaction                73.4%          78.2%          78.2%          80.0%
           rating.

Prior Year Action Plan Results

     Jail issues have been kept in the public eye through use of the mass media. Articles have been forwarded to,
     and published in, the County Connection. The January issue contained Jim Warren named Oregon’s Jail
     Manager of the Year, and Go Directly To Jail Do Not Pass “Go” - But Collect $200. The Jail Manager of the
     Year award resulted in an update in the correction division’s Web page, an article in the Medford Mail
     Tribune, and recognition on local public television; Media Day was held in the jail on January 10, 2001. The
     event was attended by television channels 10, 12, and 5. In addition, three members of the county’s public
     relations organization, The Maentz Agency, attended. As a result, the division received media coverage on all
     three channels; changes that have taken place in the corrections division over the past two years and are
     projected over the foreseeable future were presented to the media on Media Day; in addition, changes were
     viewed on local public television through the televising of the Public Safety Coordinating Council (P.S.C.C.)
     on April 25, 2000.

Future Action Plan

     a.    Continue current efforts to keep the jail in the public eye through ongoing media cultivation by means of
           press releases, media visits, the County Connection, local access television, and the annual Media Day.
     b.    Continue to document and present positive changes which take place in the corrections division to the
           P.S.C.C., the local media, and the public at large.


                                                          333
DEPARTMENT                                                                                               PROGRAM
Sheriff                                                                                                 Corrections

FINANCIAL

Outcome

    g       Maintain lowest possible cost.                    $ 67.50       $ 67.50        $ 67.50        $ 69.50

Prior Year Action Plan Results

    As a result of a new contract to help identify, apply for, and recover federal funds, Jackson County received
    an additional $65,658. This money had not previously been applied for and was not a budgeted revenue item
    in Fiscal Year 2000-200. The division has continued to use the interstate prisoner transportation system for
    the extradition of prisoners from other states. Approximately eight prisoners were returned from as far away
    as Florida and Texas by the U.S.Marshal’s Service at no expense to Jackson County. The division has been
    working with the Oregon State Department of Corrections in order to increase per-day rates for sanctioned
    prisoners. Two county employees were appointed to the D.O.C.’s 1145 Implementation Committee. As a
    result of information gained by their participation, Jackson County received approximately $750,000 in
    funding that would have been lost. A review of price increases by the major food vendor resulted in a refund
    of overcharges and in the establishment of a purchasing list to be used by the vendor. Communication
    between the department and the Oregon Health Plan resulted in clearer guidelines for prisoner coverage.

Future Action Plan

    a.      Continue the contract with Justice Benefits, Incorporated.
    b.      Continue the contracts with the U.S. Marshal and the Immigration and Naturalization Service. Negotiate
            any cost of living increases that the division realizes over the course of the past year, taking into
            account projections in CPI in the upcoming year.
    c.      Continue to maximize use of the interstate transport system and the U.S. Marshal for extraditions of
            prisoners.
    d.      Follow up with another vendor to determine if food services can be provided at the current level but at
            a reduced overall cost to the county.
    e.      Promote legislation that will create budget protection for catastrophic medical conditions faced by the
            prisoner population, i.e., medical coverage provided under the Oregon Health Plan for drug and/or
            alcohol addicted pregnant women.
    f.      Provide five hours of training classes, four days per week, to as many eligible prisoners in the Talent
            facility as are willing to participate. The target for 2001 will be 45 students per day.

INTERNAL PROCESSES

Outcome

    g       Increase number of events promoted to               12+            12          18+/yr         25+/yr
            increase jail visibility.




                                                        334
DEPARTMENT                                                                                                 PROGRAM
Sheriff                                                                                                   Corrections

Prior Year Action Plan Results

    Enhancement of the criminal justice program within Jackson County is considered to be so broad as to defy
    interpretation. This goal will be removed from next year’s action plan. The corrections division has partnered
    with health and human services by way of the medical and mental health programs, with community
    corrections by way of the Supervisory Authority and close contact at the Talent facility, with the U.S.
    Marshal, the I.N.S., the Social Security Administration, the city of Medford, South Medford High, Rogue
    Community College, the local media, other criminal justice agencies through the Local Public Safety
    Coordinating Council, the Medford-Jackson County Chamber of Commerce, and with various schools within
    the county by providing tours to students of all ages. The corrections division has provided opportunities for
    rehabilitation which are responsive and beneficial to the inmates and the needs of the community. The main
    jail in Medford has entered into an agreement with both the Talent School District and Medford District 5 for
    the ongoing education of juveniles and those eligible for special education.

Future Action Plan

    a.     Maintain the current partnerships with civic leaders, schools, municipal, state, and federal law
           enforcement agencies.
    b.     Remain alert and pro-active in developing new partnerships as opportunities arise.
    c.     Continue to offer opportunities for rehabilitation which are responsible and beneficial to the inmates and
           the needs of the community.
    d.     Seek out and attend training opportunities that establish “Best Practices” in the corrections field and
           provide an environment for change that will continue to foster change and growth in the division.
    e.     Continue to actively participate on professional and civic boards, committees, and commissions.
    f.     Continue current activities in educating the public in an effort to deter criminal behavior. Look for new
           methods and/or opportunities to expand on public education.
    g.     Continue to schedule tours for school groups.
    h.     Continue the annual Medford/Jackson County Chamber of Commerce Leadership luncheon/tour.

LEARNING AND GROWTH

Outcome

    g      Increase number of training sessions per              5               5             10             10
           employee.

Prior Year Action Plan Results

    Policies were updated in order to bring the corrections division into compliance with the newly adopted
    Oregon Jail Standards; the level of understanding and buy-in of staff regarding Best Practices in corrections
    and the value of prisoner programs in reducing recidivism through training in cognitive areas were met, but
    not at the desired rate.




                                                         335
 DEPARTMENT                                                                                                   PROGRAM
 Sheriff                                                                                                     Corrections

 Future Action Plan

      a.     Continue to update the policy and bring it into compliance with the new Oregon Jail Standards.
      b.     Train corrections staff members a minimum of one hour per year on the value of cognitive programs
             for prisoners.
      c.     Continue to raise the level of understanding and buy-in of all staff regarding “Best Practices” in
             corrections and the value of prisoner programs in reducing recidivism through one hour of training in
             cognitive areas.
      d.     Continue to stress consistency in dealing with the prisoner population.


 EXPENDITURES                           1997-1998        1998-1999         1999-2000        2000-2001         2001-2002
                                           Actual           Actual            Actual          Revised          Adopted

 Personal Services                     $5,166,493        $6,176,479       $6,573,671        $6,800,336       $8,387,469

 Materials & Services                  $1,351,536        $1,871,972       $2,115,067        $2,069,774       $2,438,334

 Capital Outlay                           $36,974           $22,638                $0          $41,147         $174,710

 Other                                          $0                $0               $0                $0               $0

 Total                                 $6,555,003        $8,071,089       $8,688,738        $8,911,257      $11,000,513


 REVENUES

 State/Local Gov't                     $1,745,508        $2,690,762       $2,423,789        $2,460,350       $2,471,421

 Federal Gov't                              $3,000           $9,200            $7,800          $11,600           $72,056

 Fees & Charges                          $151,997          $153,868         $147,855          $123,031         $182,250

 Other                                      $7,542          $10,640           $13,781          $10,450            $8,748

 Total                                 $1,908,047        $2,864,470       $2,593,225        $2,605,431       $2,734,475

 Full-time Equivalent                       102.00           103.00            103.00             96.00            98.00


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - The corrections division budget increased 25 percent over the previous fiscal year. Three-fourths of
the increase is a result of salary increases for the bargaining unit plus regularly scheduled step increases. The FY 99-
00 and FY 00-01 personnel budget did not reflect JCSEA contract changes effective July 1, 1999. The FY 01-02
budget includes three years of JCSEA salary increases. Retirement fringe benefits have risen from 44 percent in FY
00-01 to 57.4 percent in FY 00-01. Materials and services and capital projects account for the balance of the
increase. County chargebacks, self-insurance chargebacks, increased utility and facility maintenance costs, and a
new chiller for the building have resulted in a dramatic increase over the previous year.

Revenues - N/A




                                                           336
                       NATURAL RESOURCES AND
                            ENVIRONMENT
                                       1997-98 to 2001-02

           $4,000,000
           $3,500,000
           $3,000,000
           $2,500,000
           $2,000,000
           $1,500,000
           $1,000,000
              $500,000
                        $0
                              FY 97-98 FY 98-99 FY 99-00 FY 00-01 FY 01-02

               PERSONNEL              MATERIALS             CAPITAL            OTHER           REVENUE




                          FY 97-98          FY 98-99           FY 99-00          FY 00-01        FY 01-02
     PERSONNEL            $788,466          $812,069           $852,528        $1,827,597       $1,222,425
     MATERIALS            $578,350          $575,023           $672,785        $1,423,864       $2,021,847
     CAPITAL               $20,493              $0                $0                 $0              $0
     OTHER                    $0             $55,000           $212,874          $266,067        $170,865
     REVENUE              $778,003          $678,065           $1,046,415      $2,022,544       $2,670,925




Administrative Services - Adds a position to guide the county through environmental issues.

Economic and Special Development - The solid waste program continues to add reserves for future projects.

Roads, Parks and Planning - The comprehensive planning program has been split off of current planning. The
reduction is balanced when the portion under Business, Private and Special Development is compared.




                                                         337
                               JACKSON COUNTY ANNUAL BUDGET
                                        Fiscal Year 2001-2002
DEPARTMENT                                                      CATEGORY
Natural Resources Pro & Comp                                        N

                                    HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

N/A

FY 2001-2002

New program for fiscal year 2001.




                                                 338
                                JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                   PROGRAM
Natural Resources & Environment                                                          Natural Resources Pro & Comp

PROGRAM DESCRIPTION

The natural resources and environment program provides management of contracts, air quality, and the
Watermaster programs. The program is also responsible for ensuring all federally mandated forest programs are
completed. This is the first year for forest projects. Actual projects will not be defined until after the year begins.

The natural resources and environment program is help meet county goals: (1) Protect health, safety, and well-
being of all citizens; (5) Work to enhance the natural and man-made attractiveness of the area; (10) Make the best
use of its human and material resources; and (12) Plan for the future.


PROGRAM GOAL



                                                     OUTCOMES
                                                                    FY            FY              FY              FY
                                                                 1999-2000     2000-2001       2000-2001       2001-2002
                                                                   Actual      Budgeted        Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Implement all Title 2 and Title 3 projects               -              -               -         In progress
            approved for 2001-2002.

Prior Year Action Plan Results

     NA

Future Action Plan

     a.
FINANCIAL

Outcome

     g      Implement yet to be defined projects within
            funds provided.

Prior Year Action Plan Results

     NA

Future Action Plan

     a.




                                                           339
DEPARTMENT                                                                                 PROGRAM
Natural Resources & Environment                                        Natural Resources Pro & Comp

INTERNAL PROCESSES

Outcome

    g      Develop a countywide policy for natural             -   -            -
           resources and environmental issues for
           adoption by the Board of Commissioners.

Prior Year Action Plan Results

    NA

Future Action Plan

    a.

LEARNING AND GROWTH

Outcome

    g      For this first year, internal processes and
           learning and growth will be the same.

Prior Year Action Plan Results

    NA

Future Action Plan

    a.




                                                         340
 DEPARTMENT                                                                                               PROGRAM
 Natural Resources & Environment                                                      Natural Resources Pro & Comp



 EXPENDITURES                         1997-1998        1998-1999        1999-2000        2000-2001      2001-2002
                                         Actual           Actual           Actual          Revised       Adopted

 Personal Services                       $38,622          $35,610          $45,298          $68,871      $131,347

 Materials & Services                     $5,520          $11,185          $12,335          $41,129       $58,779

 Capital Outlay                                $0               $0               $0              $0            $0

 Other                                         $0               $0               $0              $0            $0

 Total                                   $44,142          $46,795          $57,633         $110,000      $190,126


 REVENUES

 State/Local Gov't                        $9,823                $0               $0              $0            $0

 Federal Gov't                                 $0               $0               $0         $35,000            $0

 Fees & Charges                          $19,443          $21,398          $32,396          $33,960       $84,055

 Other                                    $8,500           $3,500           $9,000          $10,000       $34,865

 Total                                   $37,766          $24,898          $41,396          $78,960      $118,920

 Full-time Equivalent                        1.75              1.00            1.50             1.50          2.50


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Watermaster activities were formerly included in the service partners program.

Revenues - See above.




                                                         341
                                 JACKSON COUNTY ANNUAL BUDGET
                                                Fiscal Year 2001-2002
DEPARTMENT                                                                                                     CATEGORY
Economic and Special Development                                                                                   N

                                         HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

This past fiscal year, the solid waste program applied for two grants with the Department of Environmental Quality
and recently received news that both grants will be funded for fiscal year 2001-2002. Jackson County was able to
maintain its recycling recovery rate at 35 percent, and the solid waste program will attempt to achieve a 40 percent
recovery rate next year.

FY 2001-2002

Although $48,000 in grant funding will be contributed to this fiscal year, the solid waste program will continue to
increase revenues through grants. A 40 percent recycling recovery rate will be attempted this year, and this will be
achieved through the recycling consortium of haulers and cities and distribution of educational materials.

BENCHMARK

The state indicated that a 35 percent recycling recovery rate is sufficient. A 40 percent recycling recovery rate is
attainable, and the state indicated a good rate. Solid waste will attempt to benchmark against the higher rate.

FY1999-2000               FY2000-2001               FY2001-2002
   35%                      35%                        40%




                                                            342
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                  PROGRAM
Economic and Special Development                                                                           Solid Waste

PROGRAM DESCRIPTION

The solid waste program includes management of the county’s solid waste plan, coordinating the development and
implementation of an ongoing recycling education and promotion program with the cities and haulers, and
monitoring the operations of the franchised solid waste collection and disposal companies in Jackson County.

The solid waste program is helping to meet county goal (1): Protect health, safety, and well-being of all citizens.


PROGRAM GOAL

The goal of the solid waste program is to reduce the incidence of communicable diseases, other debilitating
conditions, and environmental degradation by making convenient, affordable, and sanitary solid waste collection
and disposal available to all citizens of Jackson County.


                                                    OUTCOMES
                                                                   FY            FY             FY             FY
                                                                1999-2000     2000-2001      2000-2001      2001-2002
                                                                  Actual      Budgeted       Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Maintain percentage of recycling recovery             35%           40%            40%             40%
            rates.

Prior Year Action Plan Results

     Established a recycling consortium comprised of haulers and cities to develop and distribute educational
     materials on composting, reuse, and recycling; investigated the development of a yard waste composting
     facility; investigated the development of a commingled recycling system; investigated methods for achieving
     greater recycling for multi-family housing.

Future Action Plan

     a.     Continue to work with the recycling consortium and distribute educational materials on composting,
            reuse, and recycling.
     b.     Pursue the development of a yard waste composting facility.
     c.     Pursue the development of a commingled recycling system.
     d.     Pursue methods for achieving greater recycling for multi-family housing.
FINANCIAL

Outcome

     g      Increase percent of revenues accounted for            3%             5%             3%             5%
            by grants.



                                                          343
DEPARTMENT                                                                                               PROGRAM
Economic and Special Development                                                                        Solid Waste

Prior Year Action Plan Results

    Submitted two grant applications ($32,000 food resource program and $16,000 green business program) to
    Department of Environmental Quality (DEQ); investigated the development of a tire recycling program that
    will meet criteria for the DEQ.

Future Action Plan

    a.    Increase percent of revenues accounted for by grants.
    b.    Pursue the development of a tire recycling program that will meet the criteria for the DEQ.
INTERNAL PROCESSES

Outcome

    g      Maintain percent of franchise payments                 100%        100%            100%           100%
           received.

Prior Year Action Plan Results

    Developed financial controls for internal monitoring of franchise fee payments; maintained process for
    tracking and receiving franchise fee payments.

Future Action Plan

    a.     Continue to refine financial controls for internal monitoring of franchise fee payments.
    b.     Maintain process for tracking and receiving franchise fee payments.

LEARNING AND GROWTH

Outcome

    g      Increase average hours of training on                   20           30             35             40
           recycling per FTE per year.
    g      Increase number of recycling events that                0             3              2             4
           staff attend to improve awareness of
           recycling opportunities available to residents
           of Jackson County.

Prior Year Action Plan Results

    Attended local and regional seminars on recycling efforts in Oregon and the Northwest and participated in
    state and DEQ events which promote recycling.

Future Action Plan

    a.     Continue to attend local and regional seminars on recycling efforts in Oregon and the Northwest.
    b.     Continue to participate in state and DEQ events which promote recycling.




                                                            344
 DEPARTMENT                                                                                          PROGRAM
 Economic and Special Development                                                                   Solid Waste



 EXPENDITURES                          1997-1998        1998-1999           1999-2000   2000-2001    2001-2002
                                          Actual           Actual              Actual     Revised     Adopted

 Personal Services                        $45,468          $51,242            $56,960     $70,693      $76,261

 Materials & Services                   $111,717           $45,897            $44,088    $559,967   $1,442,640

 Capital Outlay                                $0                $0               $0          $0            $0

 Other                                         $0          $55,000           $212,874    $243,097     $170,865

 Total                                  $157,185         $152,139            $313,922    $873,757   $1,689,766


 REVENUES

 State/Local Gov't                             $0                $0           $29,250         $0            $0

 Federal Gov't                                 $0                $0               $0          $0            $0

 Fees & Charges                         $212,071         $538,990            $404,394    $299,000     $497,500

 Other                                    $19,205          $44,154            $49,170    $574,757   $1,192,266

 Total                                  $231,276         $583,144            $482,814    $873,757   $1,689,766

 Full-time Equivalent                        0.45               0.55             0.55        0.65          0.60


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Revenues are budgeted to carry over into next fiscal year.

Revenues - Fund balances which are budgeted but not spent are increasing.




                                                          345
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                                 CATEGORY
Roads, Parks and Planning                                                                                      N

                                        HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

Relocated office space was occupied in December 2000. The improved area with additional space provides adequate
space for the first time in years; the team is very appreciative. Reorganizations and change within the department
were a distraction, but the team continued to work together and focus on service delivery.

Jackson County is running out of good land that inexpensive systems can be sited on. Approvals are becoming more
difficult and expensive as development occurs on more severe sites with poor soils.

FY 2001-2002

Continuing to meet DEQ standards for application and permit processing while increasing efficiencies to reduce turn
around time and hold down costs.

Jackson County has some of the most difficult soil conditions in the state for siting approved septic systems. The
conditions will deteriorate further as costs increase and good developable land becomes increasingly scarce. Grant
funding to assist low income families will be explored.

BENCHMARK




                                                         346
                              JACKSON COUNTY ANNUAL BUDGET
                                             Fiscal Year 2001-2002
DEPARTMENT                                                                                              PROGRAM
Roads, Parks and Planning                                                                   Comprehensive Planning

PROGRAM DESCRIPTION

The comprehensive planning division’s responsibilities include maintaining county comprehensive plan compliance
with statewide planning goals and processing privately initiated plan map amendments (i.e., zone changes). The
comprehensive plan addresses fourteen statewide goals, planning for preservation of agriculture and timber
resources while providing for residential, commercial, and industrial development. It also includes inventories of
natural, historic, and scenic resources, along with economic and land use projections. The comprehensive
planning division has primary responsibility for the land development code update and provides staff support to the
Jackson County Planning Commission and Development Ordinance Steering Committee.

The planning program is helping to meet county goal (12): Plan for the future.


PROGRAM GOAL

The goal of the comprehensive planning program is to maintain a comprehensive plan and land development code
designed for Jackson County’s unique environment that complies with state and federal law.



                                                   OUTCOMES
                                                                 FY            FY             FY             FY
                                                              1999-2000     2000-2001      2000-2001      2001-2002
                                                                Actual      Budgeted       Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

    g       Maintain comprehensive planning application         50%              80%          85%           85%
            backlog at a target of 50 (measure stated in
            “percent of the year” goal is met).

Prior Year Action Plan Results

    Comprehensive planning applications stabilized at or below the division’s target early in the year.

Future Action Plan

    a.      Complete 100 percent of “application completeness reviews” within 30 days.
    b.      Complete update of the county’s land development code.
FINANCIAL

Outcome

    g       Increase percent of planning supported by           18%              20%          30%           35%
            user financing and grants.




                                                        347
DEPARTMENT                                                                                              PROGRAM
Roads, Parks and Planning                                                                   Comprehensive Planning

Prior Year Action Plan Results

    Previously part of current planning.

Future Action Plan

    a.    Continue to monitor and revise fee schedule to ensure fees reflect average service cost.
    b.    Pursue grant funding for state and federal mandated changes and updates.
INTERNAL PROCESSES

Outcome

    g      Increase coordination and information               1 mtg/qtr     1 mtg/qtr      1 mtg/qtr      1 mtg/qtr
           exchange with county departments and other
           government agencies.

Prior Year Action Plan Results

    The largest joint project currently being accomplished through the efforts of both divisions is an update of the
    county’s land development code scheduled for completion by the end of 2002.

Future Action Plan

    a.     Develop, revise, or update intergovernmental/coordination agreements with agencies and cities.
    b.     Continue collaborative effort to update the LDO with goal of completion during 2002.

LEARNING AND GROWTH

Outcome

    g      Increase in fully functional, cross trained           50%           70%            85%             90%
           professional staff.

Prior Year Action Plan Results

    Staff training continued to be a priority during FY 2000-01. Most planning staff attended the Oregon Planning
    Institute held in Eugene and many attended local training sessions on topics ranging from software use to
    negotiation techniques. A special three-day training on Oregon land use law funded by the department was
    attended by all planning and several administrative staff.

Future Action Plan

    a.     Continue cross training of all professional staff.
    b.     Continue staff training at staff meetings.
    c.     Attendance by staff member to at least one skills improvement seminar per year (minimum of one
           seminar per person, per year).




                                                         348
 DEPARTMENT                                                                                           PROGRAM
 Roads, Parks and Planning                                                                Comprehensive Planning



 EXPENDITURES                        1997-1998        1998-1999       1999-2000        2000-2001       2001-2002
                                        Actual           Actual          Actual          Revised        Adopted

 Personal Services                     $218,831        $218,947         $228,505        $999,738         $336,764

 Materials & Services                  $327,319        $300,027         $392,087        $427,377         $159,719

 Capital Outlay                              $0                $0             $0               $0               $0

 Other                                       $0                $0             $0               $0               $0

 Total                                 $546,150        $518,974         $620,592      $1,427,115         $496,483


 REVENUES

 State/Local Gov't                      ($4,840)               $0        $27,187          $10,000               $0

 Federal Gov't                               $0                $0             $0               $0               $0

 Fees & Charges                         $11,014         $20,010           $6,917        $284,168          $28,069

 Other                                       $6       ($449,727)              $0               $0               $0

 Total                                   $6,180       ($429,717)         $34,104        $294,168          $28,069

 Full-time Equivalent                       4.51              6.24           6.19            5.89              6.38


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - New program for FY 01-02, previously part of current planning. Staff reorganization and a new
Planner III increased expenditures. Contracted services increased due to LDO rewrite and administrative
chargebacks.

Revenues - New program for FY 01-02 previously combined with current planning which had greater revenues.




                                                        349
                               JACKSON COUNTY ANNUAL BUDGET
                                              Fiscal Year 2001-2002
DEPARTMENT                                                                                               PROGRAM
Roads, Parks and Planning                                                                      Environmental Quality

PROGRAM DESCRIPTION

The environmental quality program evaluates proposed installation sites for septic systems to determine the ability
of the soil to safely absorb and treat waste water and sewage. Site evaluation approvals and installation permits are
issued for septic systems that match the soil and groundwater conditions of the site. Systems are inspected during
the construction to ensure proper installation and satisfactory operation. Existing systems are evaluated when
necessary to determine whether they are functioning properly. The program responds to complaints regarding
failing septic systems and ensures that such systems are properly repaired. Within the county, the program is
responsible for licensing system installers and pump-out companies.

The environmental quality program is helping to meet county goal: (1) Protect health, safety, and well-being of all
citizens.


PROGRAM GOAL

The goal of the environmental quality program is to promote optimum health and quality of life for Jackson County
citizens by perpetuating water quality and reducing the incidence of environmental degradation within the aquifer of
the region.


                                                    OUTCOMES
                                                                  FY              FY           FY              FY
                                                               1999-2000       2000-2001    2000-2001       2001-2002
                                                                 Actual        Budgeted     Expected        Projected

CUSTOMER PERSPECTIVE

Outcome

     g      Reduce busy season delays for septic               7 weeks         4 weeks       3 weeks        3 weeks
            inspections.

Prior Year Action Plan Results

     Monitored inspection logs quarterly; reallocated resources as required.

Future Action Plan

     a. Establish ad-hoc advisory committee to address issues and provide input to 5-year strategic plan.
FINANCIAL

Outcome

     g      Maintain the percent of program                      55%             67%           67%            67%
            expenditures covered by fees.

Prior Year Action Plan Results

     Increased fees to reflect actual expended time per application through Jackson County fee increase process.


                                                         350
DEPARTMENT                                                                                                  PROGRAM
Roads, Parks and Planning                                                                         Environmental Quality

Future Action Plan

    a.     Maintain fee and expenditure balance to recover at least two thirds of program costs.

INTERNAL PROCESSES

Outcome

    g      Reduce sanitarian’s average time spent on              5 hours       4.5 hours      4.5 hours      4.5 hours
           individual applications.

Prior Year Action Plan Results

    Worked to transfer responsibility for installation drawings to certified installers rather than county staff.
    Designated a specific sanitarian to perform the primary inspection function.

Future Action Plan

    a.     Prepare a 5-year strategic plan focusing on cost effective, consistent, competent, and timely service to
           customers.

LEARNING AND GROWTH

Outcome

    g      Maintain sanitarian training standards.              2 classes/yr   2 classes/yr   2 classes/yr   2 classes/yr

Prior Year Action Plan Results

    Each sanitarian received state mandated training hours. Encouraged in-house training and knowledge sharing.

Future Action Plan

    a.    Prepare a 5-year strategic plan focusing on cost effective, consistent, competent, and timely service to
          customers.




                                                          351
 DEPARTMENT                                                                                              PROGRAM
 Roads, Parks and Planning                                                                     Environmental Quality



 EXPENDITURES                         1997-1998        1998-1999        1999-2000        2000-2001         2001-2002
                                         Actual           Actual           Actual          Revised          Adopted

 Personal Services                      $325,382         $369,937         $383,678         $439,141         $418,117

 Materials & Services                   $114,042         $172,993         $180,781         $263,780         $194,137

 Capital Outlay                                $0                 $0             $0               $0                 $0

 Other                                         $0                 $0             $0               $0                 $0

 Total                                  $439,424         $542,930         $564,459         $702,921         $612,254


 REVENUES

 State/Local Gov't                             $0                 $0             $0               $0                 $0

 Federal Gov't                                 $0                 $0             $0               $0                 $0

 Fees & Charges                         $325,958         $303,329         $304,516         $359,242         $406,762

 Other                                      $801                $914          $775          $60,180                $900

 Total                                  $326,759         $304,243         $305,291         $419,422         $407,662

 Full-time Equivalent                        7.05               7.89           7.86             8.21               7.45


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - Reorganization of staff reduced costs. Reduced cost of insurance due to settlement of law suit by
well drillers. Reduced contracted services for administrative chargebacks, RVCOG, and well vouchers.

Revenues - N/A




                                                          352
                                JACKSON COUNTY ANNUAL BUDGET
                                               Fiscal Year 2001-2002
DEPARTMENT                                                                                                  CATEGORY
Surveyor                                                                                                        N

                                        HIGHLIGHTS AND BENCHMARKS

HIGHLIGHTS & CHALLENGES

FY 2000-2001

The records of the Government Land Corner Re-establishments, as well as the plat and survey indices, are now
available on a public access computer in the surveyor’s office, which simplifies research methods for the user and
reduces time spent by staff on assistance.

FY 2001-2002

Begin making some of the office records available to the public via the county Website and smartmap.org.

BENCHMARK




                                                          353
                              JACKSON COUNTY ANNUAL BUDGET
                                             Fiscal Year 2001-2002
DEPARTMENT                                                                                               PROGRAM
Surveyor                                                                                     Surveying and Reviews

PROGRAM DESCRIPTION

The surveying and reviews program fulfills those responsibilities as set forth in the Oregon Revised Statutes by
keeping a fair and correct record of all surveys made by the county surveyor and maintaining records of all other
surveys in the county. It provides a copy of any survey map or plat to any person or court; establishes or re-
establishes and maintains all public land survey corner monuments; performs all orders directed to the surveyor by
any court or the county commissioners; checks and approves all subdivision and partition plats in the county prior
to recording; and provides control information for assessor and geographic information system mapping.

The surveying and reviews program is helping to meet county goal (11): Maintain public records to provide
financial, historical, and statistical information.


PROGRAM GOAL

The goal of the surveying and reviews program is to maintain and provide a record of land surveys and public land
survey corner monumentation for the benefit of the public. The surveyor’s office strives to maximize the amount
of survey monumentation available for public use.


                                                   OUTCOMES
                                                                 FY            FY             FY             FY
                                                              1999-2000     2000-2001      2000-2001      2001-2002
                                                                Actual      Budgeted       Expected       Projected

CUSTOMER PERSPECTIVE

Outcome

    g      Decrease the number of delinquent deferred            47            37             39             30
           monumentation plats

Prior Year Action Plan Results

    Of the forty-seven delinquent plats at the beginning of FY 00-01, fourteen were completed, which brought the
    number down to twenty-seven. Subsequent plat delinquencies are resulting in the total remaining high, with
    the estimate of thirty-nine remaining at the end of FY00-01.

Future Action Plan

    a.     Consult with county counsel concerning future actions to bring compliance.
    b.     Encourage cities to use the project bonding to complete monumentation.
    c.     Request assistance from state surveyor licensing board.




                                                        354
DEPARTMENT                                                                                               PROGRAM
Surveyor                                                                                     Surveying and Reviews

FINANCIAL

Outcome

    g       Savings to customer in survey costs, savings         ±$68,000   ±$296,000      ±$133,000   ±$140,000
            in cost of land, and reduction in expenses
            incurred due to ownership improvements
            overlapping ownership boundaries.

Prior Year Action Plan Results



Future Action Plan

    a.      Closely monitor and work with land surveyors to lower the delinquent deferred monumentation problem
            and reduce additional costs to the public.

INTERNAL PROCESSES

Outcome

    g       Increase the number of delinquent deferred             13          17             19           20
            monumentation plats completed.

Prior Year Action Plan Results

    Delinquent deferred monumentation plats completed.

Future Action Plan

    a.      Continue to monitor plat delinquencies.
    b.      Maintain contact with affected land surveyors and developers.
    c.      Encourage cities to pursue completion.
    d.      Request assistance from state licensing board.

LEARNING AND GROWTH

Outcome

    g       Develop most effective methods to achieve
            reduction in delinquent deferred
            monumentation.
    g       Obtain advice from county counsel on
            procedures and precautions.

Prior Year Action Plan Results

    Maintaining contact and working with land surveyors and developers to achieve the goal has been much more
    successful than contact by mailed notice only.

Future Action Plan

    a.      Maintain contact with land surveyors and developers to encourage completion.
    b.      Work with cities to attain plat monumentation completions.
    c.      Work with state licensing boards to encourage completions.



                                                           355
 DEPARTMENT                                                                                              PROGRAM
 Surveyor                                                                                    Surveying and Reviews



 EXPENDITURES                         1997-1998        1998-1999        1999-2000        2000-2001         2001-2002
                                         Actual           Actual           Actual          Revised          Adopted

 Personal Services                      $160,163         $136,333        $138,087         $249,154          $259,936

 Materials & Services                    $19,752          $44,921          $43,494        $131,611          $166,572

 Capital Outlay                          $20,493                $0              $0          $23,000                $0

 Other                                        $0                $0              $0               $0                $0

 Total                                  $200,408        $181,254         $181,581         $403,765          $426,508


 REVENUES

 State/Local Gov't                            $0                $0              $0               $0                $0

 Federal Gov't                                $0                $0              $0               $0                $0

 Fees & Charges                         $176,022         $195,497        $182,760         $289,237          $325,800

 Other                                        $0                $0             $50          $67,000         $100,708

 Total                                  $176,022        $195,497         $182,810         $356,237          $426,508

 Full-time Equivalent                        4.00              4.00           4.00             5.00               5.00


EXPLANATION OF CHANGES TO EXPENDITURES AND REVENUES + OR - 5%

Expenditures - The increase is due to insurance costs, proposed equipment purchases, and contracting for
microfilming and scanning services.

Revenues - Additional corner replacement funds will be collected by applying the charge to additional documents
recorded by the county clerk.




                                                         356

				
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