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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
116 Reinvent County Purchasing through Strategic Sourcing Current purchasing is reactive and purchase intensive; system should switch to buying structure that is more proactive, where buyers use bulk purchasing techniques to drive down costs. Change in State procumentstatute necessary, as well as RFP process, staff training, and system improvements Purchase V-16 Savings Process Improvement $0 $0 $1,450,000 $2,958,000 $3,017,000 $7,425,000 S
117 Increase Other Governments Purchasing on County Contracts Provide rebate incentives for local governments for purchases on county contracts and renegotiate these contracts based on larger volumes. Purchase V-21 Savings Process Improvement $0 $105,000 $161,000 $221,000 $227,000 $714,000 C
118 Resume, with Better Internal Processes, the Use of Procurement Cards Past experience created a system that increased, rather then reduced,paperwork and processing for minor purchases. Streamline purchasing procedures for minor purchases have been shown to save time and money in both the public ans private sectors Purchase V-22 Savings Process Improvement $0 $43,000 $66,000 $90,000 $116,000 $315,000 C
119 Paperless Systems Needs to fully implement paperless systems- resources are wasted, for example, by doing paper timesheets and travel requests and then re-entering that data into the SAP system DISS V-27 Productivity Process Improvement $0 CQ CQ CQ CQ CQ C
120 Restore Internal Print Shop Services Department copying costs have increased because of eliminating copy center personnel and equipment internal print services copies cost .05 cents per page while convenience center copies cost 1.78 cents per page DISS V-24 Productivity Process Improvement $0 $170,000 $170,000 $178,000 $186,000 $704,000 C
121 Resume IT Replacement Use consultants to quickly replace older work stations--they have been paid for and reduce costs for workstation administration and maintenance DISS V-24 Productivity Capital and Productivity Improvements 0 CQ CQ CQ CQ CQ C
122 Determine the Economic Viability of the "Community Owned Dark Fiber Project" (Erie Niagara Partnership) Done in conjunction with U of Buffalo, there is a question whether the availability of cheap bandwidth in the county makes this a continued priority DISS V-23 Savings Capital and Productivity Improvements CAPITAL CAPITAL CAPITAL CAPITAL CAPITAL CAPITAL C
123 Assess Use of the WAN Infrastructure to Reduce Circuits No Longer in Use (Erie Niagara Partnership) Can reduce monthly recurring charges 13 T-1 connections, which cost $250 per month DISS V-27 Savings Capital and Productivity Improvements $0 $39,000 $39,000 $39,000 $39,000 $39,000 C