With the 2026 midterm election cycle approaching, the Grants Pass Tribune continues its expanded coverage of candidates seeking to shape the future of Josephine County government. This ongoing questionnaire series is designed to provide voters with direct, unfiltered insight into each candidate’s priorities, decision-making philosophy, and approach to leadership at a time when public confidence in county institutions remains under scrutiny.
Each candidate for Josephine County Commissioner has been presented with the same set of questions, ensuring a consistent and transparent comparison of positions on key issues including fiscal responsibility, public safety, housing, governance standards, and ethical accountability. As debates over transparency, hiring practices, and long-term planning continue to define local political discourse, these responses offer a clearer picture of how each candidate intends to navigate the challenges facing the county.
Mark Jones, a candidate with a background in public service and land use planning, frames his campaign around restoring accountability, strengthening core services, and rebuilding trust between the public and county leadership. His responses reflect a focus on structure, communication, and what he describes as a return to fundamentals in local government.
Question 1: What is the central platform of your campaign? What specific issues motivated you to run for Josephine County Commissioner, and what are the top three priorities you would pursue if elected?
“My campaign is centered on honesty and accountability to the people of Josephine County. Government is supposed to work for the citizens, not the other way around. Recently, too many decisions have been made without transparency, without follow-through, and without any accountability when things went wrong.
What has pushed me to run again is all that I have observed over the years. Things like poor leadership, lack of accountability, questionable decisions made without a financial impact statement, and a steady decline in trust between the public and county government. People are frustrated, and rightfully so.
When elected, my top three priorities are as follows:
First, restore accountability, transparency, and trust in our county government. This is done with clear communication, open decision-making, financial impact statements on all major decisions, and making sure elected officials and departments are held accountable for their actions or inactions.
Second, strengthen public safety and essential services. People need to feel safe in their homes and communities. Maslow’s hierarchy of needs places safety and security near the top. This includes law enforcement, fire services, emergency response, employment, family stability, and health. Making sure all these systems are efficient, coordinated, and properly managed is key to the success of our county.
Third, responsible financial management. Just like most families, the county government needs to live within its means, prioritize spending, and make sure that all funds are being used effectively, not wasted on lawsuits that could have been avoided by making good decisions. Also, no more kicking problems down the road, it is time for practical, sustainable solutions that will actually move our county forward.
At the end of the day, my campaign is about getting back to basics, honest leadership, common-sense decisions, and putting the people of Josephine County first again.”
Question 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?
“Public trust is not just some buzzwords, it is something that must be earned through actions. Unfortunately, that trust has been damaged by many inconsistencies, a lack of transparency, and behavior that does not reflect the professionalism expected from elected officials.
When I am elected, first and foremost, I will lead by example. That means conducting business professionally, treating people with respect, even when there is disagreement, and keeping personal agendas out of public decisions. Secondly, I will provide real transparency by making sure meetings are clear and understandable, not buried in confusion or last-minute changes. This involves providing the public with all the information before decisions are made, not after, and explaining the reasoning behind votes and policies so people are not left guessing.
Next, we need consistent communication with the public by ensuring that a Public Information Officer is in place and providing regular updates using clear messaging, being accessible, and being present in the community. Finally, we need accountability across the board. This applies to all elected officials, department heads, and employees. When things are not working right, we need to address it. When mistakes are made, we need to own them and fix them. This is what my years as a firefighter have taught me, and this is what I bring to the table.”
Question 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?
“My approach to county budgeting is the same as most family budgets. We must live within our means, prioritize the essentials, and be good stewards with our money. I believe in needs over wants. Our focus should be on public safety, infrastructure, and core services, then measure everything else against that.
We need to be accountable for every dollar. When a program is not producing results that benefit citizens, we take a hard look at it. Taxpayers deserve to know their money is being used effectively and not wasted or mismanaged.
Budgeting also needs to include long-term thinking. We cannot keep using short-term fixes that create bigger problems down the road. We need responsible, sustainable budgeting and revenue streams that will keep this county stable.”
Question 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?
“Yes, I will commit to merit-based hiring and avoiding even the appearance of favoritism. These positions belong to the public, not to friends, family, or political allies. We already have laws in ORS 659A to ensure fair hiring practices and ORS 244 to prevent conflicts of interest and misuse of position.
This is about doing things the right way every time, whether anyone is watching or not. There is not a lack of rules, the problem we have seen in the past is that nobody was making sure they were followed or enforced. I support clear hiring policies, structured interviews, and documented scoring so that all decisions are based on qualifications, not connections, and can stand up to public scrutiny.”
Question 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 jury is still out on our current Board as they have just gotten started. So far, I feel like they are doing well. I have seen some positive direction and a willingness to move things forward, and that is a good sign.
As for previous Boards, I will be candid, I do not believe they performed well. Meetings were often conducted poorly, there was a lack of professionalism, and communication with the public was inconsistent at best. That is not how effective government is supposed to operate.
What I would do differently is bring structure and professionalism back to the process. I like to run meetings that are organized, transparent, and easy for the public to follow, making sure decisions are clearly explained and that the Board is working in a coordinated, businesslike manner. People expect their local government to act professionally and get the job done, and that is the standard I intend to uphold.”
Question 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?
“As current Chair of the Rural Planning Commission, I have spent a lot of time working directly with land use issues, and I understand how important it is to balance rural development and economic growth.
My vision is responsible, practical growth that supports our local economy while keeping the rural character that makes Josephine County desirable. We need to protect what makes this area special while allowing for thoughtful development that brings jobs and supports small businesses.
Communities like Murphy, Williams, Wilderville, Merlin, Hugo, and Sunny Valley can be revitalized with targeted zoning adjustments that allow for small-scale commercial growth such as stores, gas stations, and restaurants. This can be done through thoughtful planning, consistency, and by listening to the people who live here.”
Question 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?
“Disagreements are part of the job, but disrespect and political bullying should never be part of it. I do not expect everyone to agree with me, and I believe different perspectives lead to better decisions when handled properly.
The key is professionalism, focusing on facts, and addressing issues directly rather than making them personal. Listening, even when it is not what I want to hear, is essential. With the community, people deserve to be heard, even when they strongly disagree. We do not have to agree on everything, but we do have to act like professionals and keep the county moving forward.”
Question 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?
“To be that bridge, people need to know someone is listening, and right now many do not feel that way. That starts with being accessible, getting out into the community, and having real conversations.
Listening must be followed by action. Even if the answer is not what someone wants, they deserve a response and to know they were not ignored. I will never ignore a constituent. That kind of mindset has no place in county government.
It is also the commissioner’s responsibility to make sure concerns reach the appropriate departments and do not fall through the cracks. Fixing that breakdown will go a long way in rebuilding trust.”
Question 9: Josephine County faces ongoing challenges related to housing, infrastructure, public safety, and economic opportunity. Which of these issues deserves the most urgent attention, and what practical steps would you take in your first year in office?
“I believe all of these issues matter, but public safety and housing are the most urgent. Without stable housing and reliable public safety, everything else suffers.
As Vice Chair of the Josephine Housing and Community Development Council, I see how housing shortages impact the workforce and economic stability. In my first year, I will focus on improving coordination between agencies, removing delays, and making it easier for workforce housing and small home developments to move forward.
At the same time, strengthening public safety remains essential. If people and businesses do not feel safe, they will leave for places that provide that security.”
Question 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?
“What I bring is real-world leadership and a background in public service where accountability is expected. For more than six years, I have attended commissioner meetings, worked with officials, and taken the time to understand how this county operates.
My career as a firefighter required making decisions under pressure, working as part of a team, and being responsible for outcomes. I do not shy away from tough decisions, and I do not pass blame.
My leadership style is prepared, professional, and consistent. I treat people with respect, listen to input, and make decisions based on what is best for the county, not politics or personal agendas. I will lead with less chaos and more structure, clear communication, and follow-through. I believe the citizens are ready for steady, reliable leadership, and that is what I intend to provide.”
Question 11: Bonus Question – Ethics, Accountability, and Public Trust
“Corruption is using public office for political or personal gain. Cronyism and nepotism are putting relationships over qualifications, and conflicts of interest are making decisions that benefit yourself or those close to you instead of the public.
If I discover corruption, I will act immediately. It must be documented and reported through proper legal channels, regardless of who is involved. There will be no exceptions and no protection for insiders.
Prevention starts with clear policies, transparency, and accountability at every level. In my experience, when expectations are clearly set that this behavior will not be tolerated, people are less likely to attempt it. I will do the right thing, even when it is not the easy thing.”
As the Grants Pass Tribune continues this election series, additional candidates’ responses will be published as they are received, offering Josephine County voters a broader, clearer understanding of the choices before them in the 2026 election.