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12 <br /> 1 ✓ $1,541,974 is consistent with the target established by the BOCC to allocate <br /> 2 1.2% of general fund expenses, not including education, to outside <br /> 3 agencies. <br /> 4 <br /> 5 FIRE DISTRICTS <br /> 6 <br /> REQUESTEDFIRE DISTRICT CURRENT TAX RATE • <br /> INCREASE RATE <br /> Cedar Grove <br /> Chapel Hill <br /> � � . . <br /> Little River <br /> Orange Grove <br /> Orange Rural <br /> South Orange <br /> Southern Triangle <br /> White Cross <br /> 7 <br /> 8 BUDGET STRATEGIES <br /> 9 EXPENDITURE REDUCTION STRATEGIES: <br /> 10 ❑ No Wage or Salary Increase for County Employees — ($1,600,000) <br /> 11 ❑ Extend Hiring Freeze through FY20-21 — ($1,000,000) <br /> 12 ❑ Eliminate Travel and Training funds — ($500,000) <br /> 13 SHORT-TERM EMERGENCY MEASURES: <br /> 14 ❑ Transfer from Capital Reserves - $1,000,000 <br /> 15 ❑ Transfer from Article 46 Sales Tax County Reserves - $525,000 <br /> 16 ❑ Transfer from Health & Dental Insurance Reserves - $475,000 <br /> 17 ❑ Transfer from Solid Waste Reserves - $475,000 <br /> 18 <br /> 19 FUNCTIONAL LEADERSHIP TEAMS <br /> 20 ❑ COMMUNITY SERVICES <br /> 21 ✓ Maintain Solid Waste Program Fee at $142 per year <br /> 22 ❑ HUMAN SERVICES <br /> 23 ✓ 3.625 FTE — Partnership to End Homelessness <br /> 24 . HUD Revenue & Reallocations <br /> 25 ✓ $25,600 Recurring Capital <br /> 26 • Partially Offset by Revenue <br />