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