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The Erie County Fiscal Stability Authority hired The PFM Group to provide financial suggestions to the County Executive and Legislature. Their completed report was delivered to the Legislature in mid-October 2005. Here's what's referred to as the "Initiative Matrix"; we'll also be linking each initiative to it's relative budget line in the near future.
Initiatives 1-13 Initiatives 14-25 Initiatives 26-37 Initiatives 38-42 Initiatives 43-50
Initiatives 51-57 Initiatives 58-68 Initiatives 69-75 Initiatives 76-86 Initiatives 87-89
Initiatives 90-93 Initiatives 94-98 Initiatives 99-105 Initiatives 106-110 Initiatives 111-115
Initiatives 116-123 Initiatives 124-130 Initiatives 131-134 Initiatives 135-141 Initiatives 142-147
Initiatives 148-152 Initiatives 155-159 Initiatives 160-162 Initiatives 164-167 Summary
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# Name of Initiative Summary Description Department Page Revenue Savings or Productivity Strategy FY2005 Impact FY2006 Impact FY2007 Impact FY2008 Impact FY2009 Impact Total Impact Approval Authority
94 Develop Meaningful Current Period Surplus/Deficit Reports Produce current period surplus/deficit reports with year end balances and projections-The current surplus/deficit reports produced by the County show surplus/deficit for the period covered but they do not carry the surplus/deficit forward to show the estimated total ending fund balance. The ending fund balance must be explicitly shown along with forecasts going forward that show ;worst cast scenarios'. Div of Budget, Management & Finance AND Comptroller's Office VIII-2 Productivity Internal Controls CQ CQ CQ CQ CQ CQ C
95 Develop Meaningful Accurate Budget Monitoring Reports Produce accurate budget monitoring reports-The County's current budget monitoring reports treat appropriated fund balance at the end of the year by clearly displaying how recurring revenues (excluding fund balance, land sales, ect.) match recurring expenditures. Div of Budget, Management & Finance AND Comptroller's Office VIII-2 Productivity Internal Controls CQ CQ CQ CQ CQ CQ C
96 Develop Meaningful Balance Sheet Monitoring Reports Produce balance sheet monitoring reports-Balance sheet monitoring reports should be prosduced monthly that focus on the County's cash position, receivables (which are increasing, decreasing, ect.) Additionally, there should be clear policies that highlight what is important from the reports and how the information from the reports and how the information from the reports gets disseminated to decision-makers Div of Budget, Management & Finance AND Comptroller's Office VIII-3 Productivity Internal Controls CQ CQ CQ CQ CQ CQ C
97 Develop Accurate Revenue Estimate It is important, when developing budgets that estimates for revenues (as well as expenditures) be accurate as data permit. Estimates should lean on the side of conservatism, unless the government has substantial reserves from which to draw. Additionally, revenue estimates should be updated to reflect current information. No revenues should be estimated to increase aggressively to make the budget balance, even if there is fund balance that is available that is available to cover it Div of Budget, Management & Finance AND Comptroller's Office VIII-6 Productivity Internal Controls CQ CQ CQ CQ CQ CQ C
98 Develop Fiscal Performance Indicators/Benchmarks Identify or develop meanigful performance indicators/benchmarks that help gauge or explain fiscal performance Div of Budget, Management & Finance AND Comptroller's Office VIII-2 Productivity Internal Controls CQ CQ CQ CQ CQ CQ C