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government more responsive, efficient and cost effective. The <br />county also needs to do a better job of educating the public <br />regarding the many areas in which intergovernmental cooperation <br />already exists. <br />5. The process of identifying and recommending necessary physical <br />facilities for county operations constitutes only half the battle. <br />Moving forward with the development of these facilities will not <br />be sensible unless the county has a commitment to and a plan for <br />the development of the significant new resources to finance the on- <br />going operation of the programs in question. The steering <br />committee is thankful that the Board of Commissioners did not visit <br />upon the committee the task of formulating strategies to develop <br />these new operational resources. <br />6. As the county goes forward with the implementation of its facilities <br />development plan, it will be important for both the county and the <br />public to perceive these individual projects as integral parts of a <br />larger whole. The development of, or failure to develop, each of <br />the facilities discussed herein, will have direct and indirect impacts <br />on most of the other elements of county government. For example, <br />failure to develop the tri-agency facility would adversely impact the <br />expansion of the Marion County jail and work release center and <br />the county courthouse, among others. <br />7. From the outset, we anticipated that competition would develop <br />PAGE 6 <br />ksj/cd/Facilities.Int 04/07/95 <br />