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Assuming that the county is successful in building these facilities, <br />it must also develop 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 />among the various departments and agencies, each seeking the <br />highesf priority for facilities development relating to that <br />department or agency. While department and agency <br />representatives and the subcommittees which have examined each <br />area of county service have certainly not been reticent in advancing <br />their individual causes, they have without exception operated with <br />a county-wide perspective, in which each recognized the <br />importance of the whole. This cooperative team approach has been <br />PAGE 6 <br />ksj/cd/Facilities.Int 08/10/95 <br />