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8 <br /> <br /> <br /> <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 /> <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 /> Excise Tax (roughly $2 million annually not updated since 1980’s) <br /> <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 /> 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 /> <br />Other Opportunities for <br />• IBest 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 /> Updated 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 /> Use of P3s and performance contracts <br /> <br />End of PPT <br />