Economic constraints make the sharing of resources (equipment, manpower, special services) among agencies at all levels of government more desirable than ever before. The author cites several cooperative ventures that Hennepin County, Minnesota, has been involved in as examples of what can be done. The county has loaned its labor negotiation staff to other counties, as well as to local and regional agencies. The added work allowed the county to enlarge and develop its staff to better respond to its own future needs. The county maintains a portion of state highway that runs common with a county freeway, while Minneapolis provides routine maintenance on the county system within the city limits. Such agreements tend to reduce equipment and manpower needs through better utilization of present abilities and help maintain a level of service not always possible by one agency alone. For example, by maintaining traffic signals for several cities, the county can better afford a signal repair shop with high quality personnel and equipment. The resultant level of service is more than each city could have afforded by itself. Two long-established cooperative projects worthy of note are: the Hennepin County Cooperative Purchasing Program which, since 1967, has enabled county and local agencies to cut down the cost of acquiring vehicles and equipment through combined volume purchases; and the Minnesota Local Roads Research Program which was established in 1959 and is governed by representatives of the state transportation department, county and city governments and the University of Minnesota.

Media Info

  • Media Type: Print
  • Pagination: pp 82-83
  • Monograph Title: Maintaining the Maintenance Management System
  • Serial:

Subject/Index Terms

Filing Info

  • Accession Number: 00334231
  • Record Type: Publication
  • ISBN: 0309031117
  • Files: TRIS, TRB
  • Created Date: Sep 16 1981 12:00AM