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56 <br />of both divisions has operated separately and independently. That <br />will change via cross-training with Finance and Budgeting staff <br />able to assist each other to the maximum extent necessary. <br />The County has moved added functions to Purchasing to include <br />Asset Management and Public Works. <br />The restructuring of the Purchasing/Central Services function to <br />include Public Works and Asset Management is a different <br />approach from what I have seen in NC county government. It is <br />not unusual for Purchasing to be separated from Finance in <br />municipal government due to the utility and public works <br />contracting responsibilities cities assume. In county government <br />purchasing usually falls within a Finance Department reporting <br />structure. (This issue needs more evaluation on my part prior to <br />any recommendation.) <br />There is a definitive need for more oversight of the county's public <br />worl~s function as discussed elsewhere in this submission. <br />I am not sure of the rational that supports the position of County <br />Engineer (two staff members) being a reporting function to <br />Purchasing/Central Services. That relationship has just been <br />establish and needs further analysis. <br />V. I~[ITll~IAN RIG~ITS AND REI~ATI®NS/ C~IILI) SUPPORT <br />ENF®RCEI~IENT/I~[OITSING - <br />These three functions as stand alone departments are somewhat <br />unique to Orange County. All three have narrowly defined <br />missions, small staffs (with fairly technical backgrounds) and <br />function in close relationships with one or more advisory boards <br />(except Child Support Enforcement). <br />5 <br />