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She said that she is looking to create a continuum of responsibility from the time that land is purchased until it is developed for whatever purpose. This would not be an addition of staff, but only a reorganization. The memorandums that explain this proposal are shown below: Memorandum TO: County Commissioners From: Laura Blackmon, County Manager RE: Proposed Reorganization Plans Date: February 10, 2009 One of the Board's clear directives when I was hired in November 2006 was to streamline County operations in a manner to promote efficiency and maximize utilization of limited resources. The maximization of limited resources is even more critical and urgent now than it was in 2006. In fact, in recent worksessions and retreat settings I have highlighted my concerns that our resources are so constrained at this point we may face reduction of services in order to meet your budget goals. The reorganization being proposed for the departments associated with the management of our public assets, both physical and environmental was not conceived lightly and I believe keeps faith with the Board's 2006 directive to me. Understandably, however, the recommended change raises concerns that previously established goals and objectives, particularly in the area of the environment, will face competition for resources within the new structure and will not be met in a manner consistent with the Board's desire or the public's expectations. Ironically, the thinking that lead me to the recommendation is based on just the opposite assumption—the reorganization will provide additional resources to accomplish these goals more expediently and will promote the saturation of environmental Initiatives deeper into the daily operations. This reorganization does not seek to change the service or mission of the individual parts but rather to change the functional structure within which it operates to one that will more effectively serve their customers, whether public or internal to county operations. Further, I believe the new functional structure will be critical in my efforts as Manager to develop succession planning within County operations. There is a gold mine of historical perspective among the current department directors and staff who join forces under this reorganization plan. Some of the key staff are within five-seven years of retirement, so the timing is critical to develop a sustainable structure for the core functions represented in this grouping. I continue to believe it is a plan that when fully implemented, will better serve our residents and will consistently use their tax dollars more wisely. The attached memorandum from the November 18, 2008 agenda materials will provide more detail of the proposed reorganization. My staff and I stand ready to discuss this more fully with the Board on February 10. In the meantime, I ask that you seriously consider my recommendations and I ask for your support of this initiative as I strive to establish functional structures which will enable us to move the organization forward more strategically.