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7 <br /> <br /> <br /> <br />• Financial forecasting <br />• Limited use of one‐time resources <br />• Established reserves <br />• Debt Issuance <br />• Employee compensation <br />• Fees and charges <br />• Capital Improvement Projects <br />• Grants <br />• Performance Measures <br /> <br />General Observations <br />New and/or enhanced revenues <br />• Ongoing continuous improvement process <br />• Expansion or revision of current practices <br />• Opportunities for operational efficiencies <br />• Opportunities to increase efficiencies through update of existing policies/elimination of <br />redundancies <br />• Suggestions from and involvement of all departments <br />• Role of Functional Leadership Teams <br /> <br />Strategic Plan & Budget <br />Link strategic plan to budget (countywide and at dept. level) <br />• Clear priorities & service levels: <br /> Core or mandated services <br /> Education & Economic development <br /> Areas/populations served <br />• Budget direction <br /> Ranking process, return on investment, and customer served <br /> Expectations on goals and service delivery <br />• Dashboards & reporting platforms for transparency <br />• Clear linkage to strategic plan and budget on agenda items <br /> <br />Performance Reporting <br />Family of measures to evaluate projects/programs: <br /> Workload <br /> Efficiency/effectiveness <br /> Outcomes <br />• Process to monitor & report progress: <br /> Executive/Policy level <br /> Manager level <br /> <br />Partnerships <br />UNC and other partner organizations <br />• Interlocal agreements with cities, schools & other agencies (fee recovery, cost sharing for <br />services, use of facilities, etc) <br />• Shared service delivery and regionalization <br />• Community programming through not‐for‐profits <br />• School Systems <br /> <br />Fees & Fee Studies <br />Formal policy for fees and cost recovery (internally and externally)