| # | 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 |
| 99 | Develop Flexible Reporting Tools | Develop flexible reporting tools either My SAP Financials or SAP and a spreadsheet product (I.e., Excel) | Div of Budget, Management & Finance AND Comptroller's Office | VIII-1 | Productivity | Internal Controls | CQ | CQ | CQ | CQ | CQ | CQ | C |
| 100 | Develop Formal debt Affordability/Citeria Policy | Develop anaytical methods, such as debt targets (e.g., ratios) and reports that measure the impactof short and long-term borrowing. Develop projection reports that highlight the effects of borrowing on the short end (i.e., monthly and yearly) and long-term (i.e., 5 yrd out) | Div of Budget, Management & Finance AND Comptroller's Office | VIII-9 | Productivity | Debt and Investment Management | CQ | CQ | CQ | CQ | CQ | CQ | C |
| 101 | Restore Budget's Central Role in Capital Planning | Because the countywill develop a formal debt affordability criteria and policy, it is necessary that capital planning become a function of budgeting and be located in the budget office | Planning | VIII-8 | Productivity | Debt and Investment Management | CQ | CQ | CQ | CQ | CQ | CQ | C |
| 102 | Establish Clear Fund Balance Policies | The County needs to revise its current fund balance policies and set clear definitions that consider the following: (a) Volatility and unpredictability of key revenues sources (b) Unpredictability of expenditures; © The extent to which the county can realistically adjust in the middle of a fiscal year, either by revenue measures or by expenditures cuts; (d) How accurately (and how conservatively) the county's track record is for estimating revenues and expenditures; (e) The potential for outside sources imposing mid-stream costs on the County; (f) The County's cash flow pattern i.e., if key revenues are collected early in the fiscal year; (g) The County's willingness and ability to use cash flow borrowing if needed, as well as how rapidly it can be implemented; (h) The extent to which the County's General Fund us also used as a reserve for other funds, which have no fund balance of their own; (i) The level of lag in the reciept of recievables, as well as the county's willingness (and Ability) to use interim borrowing to address this cash flow issue; (j) The leel of lag in the reciept | Div of Budget, Management & Finance | VIII-4 | Productivity | Internal Controls | CQ | CQ | CQ | CQ | CQ | CQ | C |
| 103 | Develop Clear Inter-fund Borrowing Policies | Develop clear inter-fund borrowing policies that set standards/ guidelines on how surpluses are treated (applied to "rainy-day" fund or capitol projects) | Div of Budget, Management & Finance AND Comptroller's Office | VII-7 | Productivity | Internal Controls | CQ | CQ | CQ | CQ | CQ | CQ | C |
| 104 | Investment Management | Improved cash flow techniques and extending maturities on some investments will increase investment returns. Another $78,000 could be generated in accounts for capital projects | Comptroller's Office | VII-10 | Revenue | Debt and Investment Management | $0 | $50,000 | $50,000 | $50,000 | $50,000 | $200,000 | C |
| 105 | Reevaluate Existing Banking Relationships | In aggregate, the County's current banking relationships offer competitve interest rates and reasonable fees. However, cost savings are typically foundthrough a competitive procedure process for banking services. ' In addition to fee savings, the County may also realize iimprovements in earnings on bank deposits. Renegotiation of banking services wouldlead to the largest cost savings and/or earnings enhancement of any of the cash management initiatives. 'A more detailed analysis needs to be complete in order to qualify the potential fiscal impact of new banking contracts. Savings will be determined when proposals are recieved | Comptroller's Office | VII-11 | Revenue | Debt and Investment Management | $0 | TBD | TBD | TBD | TBD | TBD | C |