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regardinQ the many areas in which intergovernmental <br />cooperation already exists. <br />5. The process of identifying and recommending necessary physical <br />facilities for county operations consritutes only half the battle. <br />Assuming that the county is successful in building these <br />facilities, it must also develop significant new resources to <br />finance the on-going operation of the programs in question. <br />The steering committee is thanl~ul that the Board of <br />Commissioners did not visit upon the committee the task of <br />formulating strategies to develop these new operational <br />resources. <br />6. As the county goes forward with the implementation of its <br />facilities development plan, it will be important for both the <br />county and the public to perceive these individual projects as <br />integral parts of a larger whole. The development of, or failure <br />to develop, each of the facilities discussed herein, will have <br />direct and indirect impacts on most of the other elements of <br />counry governr.pent. For example, failure to develop the tri- <br />agency facility would adversely impact the expansion of the <br />Marion County jail and work release center and the county <br />courthouse, among others. <br />7. From the outset, we anticipated that competition would develop <br />among the various departments and aQencies, each seeking the <br />highest priority for facilities development relating to that <br />PAGE 6 <br />~_..:,_~„----,...,.,-r... n~iio~c <br />