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59 <br />County's DSS and PH departments, but regulatory and reporting <br />criteria along with independent vested interests hinder <br />consideration of more effective approaches to service delivery. <br />A comprehensive, independent analysis along with significant <br />community input from all of the various organizations and <br />associated interest groups could lead to consideration of this <br />concept (if authorized by the General Assembly) or at a <br />minimum more functionally .coordinated services provided <br />under the existing organizational structure. <br />These county functions as described elsewhere in this report <br />service a very diverse population with a substantial and vocal <br />community base of support. The reason~for mentioning the <br />potential is because of the large portion of the County's budget <br />devoted to I-Taman Services (I)SS/1') that goes far beyond the <br />minimum levels required by 1~CGS and the norm delivered by <br />other I®1C counties. <br />VIII. ~CIIIEVIIeTG FUI~TCTI®l~TAL EQITIVAI.EleTCY <br />BE~'V6rEEl~ 'T'IDE C®ITl®TTY'S PEI2S®lOT1oTEI. P®I,ICIES <br />TI3E STATE I'EIZS®NNEL T2UL,ES Al~tl) PR.®CEDUIZES <br />C®VERING TISS ANI) PUBLIC IIE.A~I.,TI:I ElVIPL®YEES - <br />Achieving change with regards to shifting assignments, job <br />functions and making decisions regarding compensation for <br />employees of Public Health and DSS is unduly complicated by a <br />personnel system administered at the State level that attempts to <br />treat all employees within these two departments of county <br />government the same in all 100 counties. Some of the larger <br />counties with competent professional HR staff have successfully <br />pursued this option. It requires updating and making sure all <br />county personnel policies are compliant with state and federal law. <br />s <br />