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Public Works operations staff would remain at their current location on Highway 86N, Hillsborough. Soil and Water, an affiliated agency to the new department, would continue to occupy space at the Planning and Ag Building on Revere Road, Hillsborough. Name of Department Several names for the department have been suggested. Those most descriptive of the function include: • Department of Public and Environmental Assets (PEA) • Department of Public Assets and Environmental Stewardship (PAES) • Department of Environmental and Public Assets (EPA) • Department of Environment, Sustainability and Public Assets (ESPA) Staff considers the latter name to be most reflective of the responsibilities vested to its care and therefore recommends the Department of Environment, Sustainability and Public Assets (ESPA) as the department name. Reorganization Timeline November 18, 2008 BOCC considers reorganization plan January 2009 Re-organization plans finalized February—March 2009 Position realignment approvals considered by BOCC January—June 2009 Staff prepares and presents combined budget for new department July 1, 2009 New Department effective date Conclusion While this is the most aggressive and unique reorganization plan I have put forth, I believe it will prove to be one of the most advantageous to both the County organization and its residents. The size of the department (approximately 50 employees) will provide considerable flexibility to accomplish departmental goals and will provide new opportunities for the staff to cross-train in specific functions which will not only enrich the employee's experience but will provide greater sustainability within County operations. It will provide a structure to engrain environmental issues to the cellular level of county operations and will overall create a more cohesive and responsible way to maintain all of the County's assets, physical, cultural and environmental. Further, the hybrid nature of the department will allow a broader base of resources to address the external customer needs as well. Although we may not see immediate cost savings through this model, it provides the opportunity to minimize future cost increases by allowing maximization of current resources. I believe the melding of these specific functions allows each of them to evolve to the next stage of their mission and will truly embody the belief that the whole is greater than the sum of its parts. It is my hope the Board of Commissioners will share in this vision of the future and endorse this reorganization plan, which can become a model for other governments seeking ways to more effectively and efficiently use their resources while providing an excellent level of service to the community.