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21 <br />other departments within the county with similar environmental <br />connectivity. <br />Four: <br />Because this operation has been an "enterprise" funded service <br />its impacts have seen less budgetary oversight than some other <br />county functions. More direct involvement by senior staff is a <br />needed priority. While no major concerns spark this suggestion, <br />going forward the revenue stream will tighten and be limited to <br />either the 3R's or transfer station assignment of costs. <br />Five: <br />It makes sense for discussions to begin on the future of the <br />jointly owned "Green" tract of land purchased in part with <br />landfill enterprise funds. The property may have economic <br />development value long-term. All options should be explored <br />relative to the property's value and potential uses. <br />TAX ADl~IINIS'I'I2A'I'I®N - <br />ASSESSIYIENTS, COLLLCTI®NS, LAND REC®I2DS <br />For purposes of discussion these items in a broad sense are <br />addressed as one. Elsewhere within the state efforts to merge <br />these fiunctions under one director are common. Whether some <br />form of consolidation is pursued or not remains for study. <br />Issues do exist that without the close working relationship that <br />now is in place could present problems going forward. <br />Software issues ($1.5 - $2.5 Million) do exist and must be <br />addressed soon. The towns will participate in that cost on a <br />limited prorate basis. County costs will total 88% for purchase <br />and maintain of the needed software. THIS PURCHASE <br />SHOULD NOT BE DELAYED. Efforts are underway to <br />negotiate the purchase. UVhen it comes to the BOCC (hopefully <br />soon) you should act upon it. Putting the new software in place <br />17 <br />