With the Josephine County Commissioner race continuing to take shape, candidate Matt Spurlock running for commissioner seat 2 is presenting voters with a detailed and policy-driven vision for the county’s future. In his responses to the Grants Pass Tribune questionnaire, Spurlock emphasizes a return to transparent governance, long-term financial planning, and leadership that prioritizes the broader community over political divisions or insider influence.
Spurlock’s platform centers on strengthening the county’s financial foundation through increased access to state and federal funding, improved grant capacity, and responsible long-term budgeting strategies. At the same time, he places strong emphasis on restoring professionalism within county government, addressing public concerns over hiring practices, and ensuring that decision-making remains open, accountable, and grounded in data.
His responses also touch on several ongoing issues facing Josephine County, including housing availability, economic development, infrastructure needs, and the importance of protecting the region’s natural resources while encouraging sustainable growth. Throughout, Spurlock presents an approach rooted in collaboration, measured decision-making, and a commitment to reducing the political conflict that has defined recent years of county governance.
Below are the candidate’s responses, presented in full.
1. What is the central platform of your campaign?
“My platform can be described simply: represent the interests of everyday people in Josephine County.
Too many decisions in recent years have appeared to benefit a small group of insiders rather than the broader community. I’m running because our county deserves leadership that is transparent, professional, and focused on solving problems instead of creating them.
My top priority is strengthening the county’s financial position. Josephine County has long faced structural budget challenges. I will pursue more outside funding from Salem and Washington, D.C., improve our grant capacity, and make smart long-term financial decisions, including exploring strategies like PERS side accounts that other Jackson County and others have used to responsibly reduce pension liabilities.”
2. Public trust in county government has been strained in recent years. What steps would you take to restore transparency, professionalism, and public confidence in the Josephine County Board of Commissioners?
“Rebuilding trust starts with transparency, professionalism, and being honest about the mistakes that have been made in the past. County business should happen in public. Residents deserve clear, factual communication especially about difficult decisions.
I support clear public reporting on financial decisions, open and competitive contracting processes, tracking grant funding to ensure taxpayers see results, professional and respectful public meetings, and strong adherence to Oregon public records and ethics laws.
Trust is rebuilt through consistent behavior and accountability. If elected, residents will see a commissioner who shows up prepared, treats people respectfully, and bases decisions on facts rather than personal alliances.”
3. County commissioners oversee millions of taxpayer dollars and shape the county budget. What principles will guide your budgeting decisions, and how will you ensure fiscal responsibility while maintaining essential services for residents?
“I don’t believe we can cut our way to prosperity. If government were a house, we could save money temporarily by not fixing the roof, but eventually the damage becomes more expensive or irreparable like what happened to the Dimmick property. We spent over a million in tax-payer dollars tearing down that building due to not replacing the roof for a fraction of that cost.
We must protect essential services like public safety, public health, code enforcement, and core infrastructure. These services affect residents every day and should remain priorities. County employees should feel like part of a team with the shared mission of improving the county for current and future generations.
Budget decisions must be transparent and supported by data. I will do the research and ask tough questions so that I understand the fiscal, social, and operational outcomes of every decision the board makes.
Finally, budgeting must focus on long-term sustainability. Promising tax cuts in one of the lowest-taxed counties in Oregon may garner short-term support, but it cannot be done without sacrificing essential services and our future.”
4. Hiring practices within county government have been the subject of public debate. If elected, will you commit to avoiding the hiring of close friends, family members, or political allies for county positions, and what safeguards would you support to ensure merit-based hiring?
“Public employment should be based on qualifications, experience, and merit not personal relationships. County jobs must be earned by the most qualified candidates so the public gets the best return on their investment.
I support transparent job postings and competitive hiring processes, clear conflict-of-interest disclosures, professional HR oversight in employment decisions, and policies preventing elected officials from improperly influencing hiring.”
5. How do you believe the current and previous Boards of Commissioners have performed? What decisions or actions do you believe were handled well, and what would you have done differently?
“The past several years have been marked by political conflict, recalls, and controversies that damaged public confidence in county government.
If I had been serving during that time, my focus would have been de-escalating conflict, respecting institutional processes, and keeping the board focused on its core responsibilities. I disagreed with how the library lease was handled, have concerns about the lack of transparency around certain promotions within county government, and have concerns about more than $3 million in county funding directed to the airport in Merlin without clear repayment structures or public explanation.
I disagree with the board when they declined to declare a homelessness emergency in 2023. That decision meant Josephine County did not receive a dime of the millions of dollars of state housing assistance that other counties received. For reference, Jackson County received $8.8 million dollars.
Going back further, I also question the board’s 2017 decision asserting the county had very limited authority to regulate mining activity.
Residents deserve a county government that functions well and without drama. I am optimistic the current board is working toward that, though major challenges remain including employment lawsuits, mining disputes, and rebuilding a functional code enforcement department.”
6. Commissioners frequently influence policy affecting land use, rural development, and economic growth. What is your vision for responsible economic development in Josephine County, and how would you balance growth with protection of the county’s rural character and natural resources?
“Josephine County should build on the strengths that already exist while attracting new opportunities.
Priorities include supporting locally owned businesses, expanding outdoor recreation and tourism, encouraging sustainable forestry and forest restoration jobs, and exploring emerging industries such as renewable energy and biomass utilization.
We live in a region with extraordinary natural beauty and world-class rivers, forests, and mountains. Protecting those resources must remain a priority. Economic development and environmental stewardship should reinforce each other.
One idea worth exploring is a gondola system connecting Caves Highway to the Oregon Caves lodge area to help move materials and visitors more efficiently to one of our best tourist destinations. Creative infrastructure like this could expand tourism while reducing environmental impact and creating good paying construction jobs.
I believe that selling the old Dimmick Hospital property is a mistake. I am working on a proposal for it to be a mixed-use neighborhood with 100 new residences, a community market, local retail, and a public plaza through a city-county-private partnership.”
7. Political divisions and accusations of political bullying have become common topics in county government. How would you work with fellow commissioners, staff, and community members who strongly disagree with you?
“I have personally experienced political attacks and online harassment from a recalled commissioner, and I refuse to participate in that type of behavior.
Strong disagreement is inevitable in public service, but disagreement should not turn into hostility. My approach is to listen first, ask questions, and look for common ground whenever possible. I believe that all the voices in public discourse want to make the county better.
Even when consensus is not possible, decisions should be made respectfully and based on evidence. Commissioners set the tone for county government, and professionalism from leadership spreads throughout the organization.”
8. County commissioners often serve as the bridge between citizens and government departments. How would you ensure that residents feel heard and represented, particularly those who believe county leadership has ignored their concerns?
“Commissioners exist to serve as the bridge between residents and county government. This is the entire reason that this is an elected position.
If elected, I will hold regular listening sessions across the county, push for business sessions to be held in Cave Junction, Wolf Creek, and Williams on a rotating but regular basis, maintain open communication channels with residents, respond to concerns in a timely and respectful way, and spend time in communities throughout the county to understand local issues.
Decisions in government must take everyone into consideration and balance the needs of all. In the balancing act, it is important that people are heard and respected. I will answer every email and respond to each person that speaks in public meetings.”
9. Josephine County faces ongoing challenges related to housing, infrastructure, public safety, and economic opportunity. Which of these issues do you believe deserves the most urgent attention, and what practical steps would you take in your first year in office?
“Economic opportunity and housing availability are among the most urgent challenges.
Without a strong local economy and stable housing options, it becomes much harder to address public safety, infrastructure, and other community needs.
In my first year, I would focus on strengthening partnerships with regional economic development organizations, attracting new investment and jobs, supporting housing people can afford where infrastructure already exists, and pursuing state and federal funding for infrastructure, housing, and community development.
We have a prime piece of real estate in the city limits that could be an amazing mixed-use project. Overall, the goal is to build a stronger foundation for the county’s future.”
10. Leadership matters as much as policy. What qualities make you the right person to serve as a Josephine County Commissioner, and how will your leadership style differ from what voters have seen in recent years?
“I have worked in every community in Josephine County developing relationships with great folks along the way. Remember, a County Commissioner doesn’t serve only Grants Pass.
I have started a successful business from scratch. My responsibilities included managing operations, marketing, budgeting, accounting, purchasing, and multiple employees at our three locations. I have been in customer service all my life, and that is a key aspect of serving the community as a commissioner.
My leadership style is defined by energy, optimism, and accountability. I can take criticism and learn from it. Motivating people is one of my strongest abilities. I believe government most effectively serves the people when leaders are willing to listen, learn, and collaborate.
Josephine County has enormous potential. I believe our best days are ahead if we approach challenges with creativity, collaboration, and determination. Most importantly, elected officials must remember they serve the public not themselves, not political allies, and not special interests.”
11. Bonus Question – Ethics, Accountability, and Public Trust
“Corruption in government can take many forms: misuse of public funds, directing contracts to friends or allies, abusing authority for personal gain, or concealing information from the public.
Cronyism occurs when officials favor friends or allies regardless of merit.
Nepotism involves giving advantages to family members in hiring or contracts.
Conflicts of interest arise when personal financial interests influence public decisions.
I have raised concerns about actions within county government that I believed warranted investigation and spoke about those concerns publicly during commissioner meetings.
If elected, I would ensure any allegation of corruption is investigated properly. That includes referring matters to appropriate oversight authorities, cooperating fully with investigations, protecting whistleblowers, and maintaining transparency while respecting due process.
Public trust depends on integrity. Accountability is not optional; it is the foundation of public service.”
As the commissioner race continues, responses like these are expected to play a key role in helping voters evaluate not only policy positions, but also leadership style and approach to governance.