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13 <br />1 Debt Service Increase Related to Bond and Approved Capital Investment Plan <br />2 $5 million projected increase <br />3 Unassigned General Fund Reserve <br />4 16% of General Fund Expenditures <br />5 Projected Revenues vs. Projected Expenses <br />6 Approximately $7 million without any rate adjustments (taxes and fees) or expenditure <br />7 reductions <br />8 FY2018 -19 Expenditure Projections <br />9 Budget Direction to Departments — Status Quo <br />10 No General Purpose Revenue /Tax Funded Positions <br />11 Reallocation or New Revenues <br />12 No Operating Expense Increases <br />13 Exception for current contractual obligations <br />14 Reallocation or New Revenue <br />15 Recurring Capital — Replacement Only <br />16 Analyze Expenditure Levels vs. Historic Spending <br />17 Functional Leadership Team Engagement <br />18 Identify Resource Sharing and Collaboration <br />19 Streamline Performance Measures and Department Objectives <br />20 Management Reports <br />21 Policy Reports — Focus on Outcomes <br />22 FY2018 -19 Budget Planning <br />23 County Manager Initiatives <br />24 Enhance Functional Leadership Team Interactions <br />25 Identify mandated and core services <br />26 Identify Redundancies <br />27 Evaluate /Update Policies <br />28 Process Improvement <br />29 Department Five Year Operating Plans — informed by Cost of Service Study <br />30 Link Department Plans to Board Policy Priorities and Goals <br />31 Use for Long Range Budget Forecasting Model <br />32 Leveraging Technology <br />33 Focus on Existing Technology Resources — Break in New Projects <br />34 Operating Cost Reductions — Solar Energy, Fleet <br />35 FY2018 -19 Budget and Beyond <br />36 Operating Budget Policy Issues <br />37 Funding Mechanism for Recurring Capital <br />38 Transfer School Recurring Capital ($3 million annually) to Capital Budget <br />39 Provides Operating Budget Flexibility in Short Term <br />