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4 <br />organization to plan for and respond to change. I have known both of these <br />individuals for a number of years and value their opinions and experience. <br />However, every manager approaches similar situations from varying <br />perspective seeking similar measures of success. Again, no one-size fits all. <br />Summary: <br />Each of the items assigned has been addressed to some extent. Certainly, <br />there are items that are not listed that could have been presented. Local <br />government like any organization should have a goal to pursue "continuous <br />improvement". Whether resources permit or not, it is prudent to know <br />there are opportunities to be more efficient, but more importantly more <br />effective. In the end, effectiveness maybe somewhat subjective depending <br />upon measurements employed, except that those paying for the services will <br />always expect quality at a reasonable cost. <br />Change that the BOCC does not support if pursued by staff will fail. <br />Support by the BOCC does not have to be unanunous but the BOCC <br />consensus must be consistent or implementation. of change will be deterred <br />accordingly. Organization staff has a history of attempting to give every <br />member of the BOCC what that individual wants. Sometimes that occurs <br />contrary to the BC~CC consensus or knowledge. <br />3 <br />