NCJ Number
78989
Date Published
1977
Length
47 pages
Annotation
This report analyzes staffing levels, budgets, and caseloads of the Multnomah County district attorney's office (Oregon) over the period 1967-78 to determine the relationship between workload and staff support.
Abstract
An overview of the district attorney's budget and staff states that they have experienced a higher rate of growth over the past 10 years than the county government as a whole. Multnomah County felony filings have more than doubled in this period, but the number of felony cases actually tried decreased 25 percent while the district attorney's staff tripled in size. The district attorney attributed this growth to new requirements created by State and Federal laws and court decisions and to the increased availability of Federal funds for programs such as victim services and career criminal prosecutions. In addition, issues relating to the levels of services that should be provided under a State mandate are discussed. Zero-based budgeting is suggested as a method that the county board could use to identify alternative levels of mandated services and establish funding priorities. Implications of the loss of Federal funds, such as LEAA grants, for future budgets are examined. This report recommends that the county board and the district attorney develop criteria governing staff-workload relationships based on the new National District Attorneys Association standards. Current efforts by officials to improve accountability are described, including the installation of a computerized case tracking system and establishment of a council composed of all components of the criminal justice system. The appendixes contain organization charts, budget data, caseload statistics, comparable data from other jurisdictions, and responses to the report.