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1 <br />2 <br />3 <br />4 <br />5 <br />6 <br />7 <br />8 <br />9 <br />10 <br />11 <br />12 <br />13 <br />14 <br />15 <br />16 <br />17 <br />18 <br />19 <br />20 <br />21 <br />22 <br />23 <br />24 <br />25 <br />26 <br />27 <br />28 <br />29 <br />30 <br />31 <br />32 <br />33 <br />34 <br />35 <br />36 <br />37 <br />38 <br />39 <br />40 <br />41 <br />42 <br />43 <br />44 <br />45 <br />46 <br />47 <br />48 <br />49 <br />50 <br />51 <br />N. <br />• Underlying cost of services & targeted recovery <br />• General Fund subsidy levels, regardless of fund providing service (example: solid waste; <br />Sportsplex) <br />• Other governmental and related agencies <br />Comprehensive fee studies on regular schedule: annual internal update /bi- annual external study <br />• Inflationary increases <br />• Benchmark to other agencies & private providers <br />• Desired level of competition, if any <br />• Audit significant revenue streams <br />Other Revenues <br />Explore all statutorily allowable revenue sources <br />• Economic development and code revisions <br />• Update existing revenue policies & ordinances <br />• Expand use of naming rights <br />• Seek additional sponsorships & grant funding and aggressively use fundraising ability of 3rd <br />party organizations <br />• Legislative Efforts <br />❑Local option gas tax dedicated to capital projects <br />❑Support for additional /separate school tax <br />F-1 Excise Tax (roughly $2 million annually not updated since 1980's) <br />2 Keys to Operating Efficiencies <br />Technology <br />❑Maxing out existing technology— mandated use & greater training; seeking opportunities for <br />new technology (example: increase mobility and encourage more on -line services in every dept) <br />❑Improve technology to better leverage staff resources (example: automate, motion sensors <br />for energy efficiency, etc.) <br />• Business Process Review /Redesign <br />f- (Conduct workload studies and process map major service delivery areas to identify process <br />improvements, staff utilization & cross training and desired customer service <br />❑Evaluate opportunities for co- location and consider centralized cost centers where practicable <br />and shared resources /services to eliminate duplication <br />❑Evaluate staffing levels and consider leveraging third party services /resources where <br />practicable <br />Other Opportunities for <br />• Best management practices <br />❑Require departments to research and identify best practices in their fields <br />• Studies in process (examples: Fleet, facilities, solar energy, transfer station /recycling, P &R, <br />etc) <br />• Enterprises self - supporting (include Sportsplex and any other similar contractual <br />arrangements) <br />• Purchasing: <br />_iUpdated purchasing policies and procedures <br />)Increased competitive selections (RFP) and take a more pro- active purchasing approach to <br />test market; participate in cooperative purchasing agreements <br />_IUse of P3s and performance contracts <br />End of PPT <br />