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53 <br />organizational structure is a reflection of several factors: type of <br />services; strength and quality of staffing; external influences; <br />advisory board functions and the influence of the BOCC. NO one- <br />size fits all. When opportunities are created to re-evaluate existing <br />situations, they should not slip by without attention to how <br />functions interact and what desired outcomes really are. <br />An over-riding influence to avoiding rational reviews of <br />existing operational (i.e. organizational reporting alignments) <br />structures is "personalized" investments in the ST.t~TITS Qf.JO. <br />It does exist in Orange County. <br />At risk of ruffling feathers or shaking `silos' within Orange <br />County's governmental structure, I broadly brush several <br />opportunities to pursue more closely aligned functions within. <br />existing parameters. (Again, the issue of staff strengths and <br />quality are extremely important to these considerations along with <br />the influence of the many advisory boards and their members.) <br />Where are many options on alignment of county governanent <br />functions that can be found across l~Torth Carolina. Each <br />department within each county has a similar and varied role <br />among its peers across the state. Offered within the context of <br />this presentation are suggestions based on a limited overview <br />of existing operations. More observations and study are <br />required prior to implementation. <br />I. El~TVIRONMEIvTT and RESOUI.2CE COloTSER~A-.TION - <br />This function within Orange County is different than experienced <br />or seen elsewhere within the state. I suggest two moves to bring <br />associated activities into closer alignment for coordination and <br />collaboration purposes. <br />2 <br />