| # | 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 |
| 155 | Savings from Authority's Issuance of FY2006 & FY2007 Revenue/Tax Anticipation Notes | Interest savings from 2006 and 2007 RANs/TANs financing, assuming the Authority issues the short-term notes on behalf of the County at $160 million in each year and a lower all-in costs by approximately 48 basis points (17 basis points represent credit spread and 31 basis point represent LOC costs, which the Authority (unlike the County) does not need) | Comptroller/ Authority | VI-14 | Savings | Debt and Investment Management | $0 | $0 | $768,000 | $768,000 | $0 | $1,536,000 | C |
| 156 | Savings from Authority's Issuance of FY2006 Revenue/Tax Anticipation Notes | 2008 RANs/TANs financing savings, assuming the County's credit rating improves and builds some fund balance permits a reduced amount of financing from $160 million to $120 million in 2008 | Comptroller/ Authority | Savings | Debt and Investment Management | $0 | $0 | $0 | $0 | $2,676,000 | $2,676,000 | C | |
| 157 | Increase Autopsy Report Fees for Non Family | Increase fees charged for Autopsy Reports requested by insurance companies, attorney's and other non-family individuals or companies | Medical Examiner | Revenue | Cost Recovery | $0 | $10,000 | $12,000 | $12,000 | $13,000 | $47,000 | C | |
| 158 | Property Tax Restoration of 17.4% in FY2006 | Increase, while painful, will generate essential recurring revenue while maintaining a levy which is very competitive compared to other Upstate New York counties | General | $0 | $24,919,000 | $25,322,000 | $25,515,000 | $25,874,000 | $101,630,000 | C | |||
| 159 | Enhance Efforts to Implement Blueprint for Change and Other Cost Saving Initiatives | The Department has made significant progress and has many notable results in cost savings, particularly in case management, disease management, and use of community services. Ongoing efforts can focus on structural reorganization, which can centralize administrative and supervisory functions, and combining service delivery to provide a single point of access for consumers. This can both reduce costs and improve results, as common access to data will reduce duplicative or counter-productive treatment or other services. The County's ERP development of integrated case management will be critical to the success of this effort. Given the extensive reorganization contemplated, the savings are targets among the impacted departments | Social Serivices, Health, Senior Services, and Mental Health | V-76 | Savings | Organizational Restructuring | $0 | $0 | $0 | $2,500,000 | $4,000,000 | $6,500,000 | C |