|
| # |
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 |
| 38 |
Continue Active Focus on Benefit Cost Containment via Labor-Management Health Care Coalition (LMHC) to Hold Annual Cost Increases at or Below 7% by 2007 and 10% Therafter |
Work through the LMHC to reduce healthcare cost growth from forecast of 14.1%, 15.3% and 13.2% in FY2007, 2008, 2009, respectively, to a more affordable 7% in 2007 and 10% in FY2008 and 2009 through the adoption of measures from the following "menu": 1) Aggressively negotiating insurance terms, 2) Exploring a carve-out of the prescription drug program 3) Evaluating potential savings from rebidding of the overall medical claims administration at the next option 4) Auditing claims processing results to ensure accuracy 5) Pursuing access to low-cost federal 340b drug pricing 6) Eliminating massage and acupuncture benefits 7) Establishing a manadatory mail order programs for maintenance prescriptions 8) Adjusting Rx copays and plan provisions 9) Increasing office visit co-pays, and 10) Revising dental plan provisions |
Labor Relations |
IV-16 |
Savings |
Labor Strategy |
$0 |
$0 |
$1,800,000 |
$3,600,000 |
$5,100,000 |
$10,500,000 |
U |
| 39 |
Negotiate Great Flexibility to Subcontract |
Negotiate clear County process for competitive contracting to endure flexibility to move forward with optimal approach for service delivery. Examples include: golf course operation, payroll production, and mowing and grounds maintenance Savings associated with such initiatives are identified separately |
Labor Relations |
IV-20 |
Productivity |
Internal Controls |
CQ |
CQ |
CQ |
CQ |
CQ |
CQ |
U |
| 40 |
Negotiate Flexibility and Tools for Effective Workforce Operational Management |
Reform work rules and human resource structures to improve productivity |
Labor Relations |
IV-22 |
Productivity |
Process Improvement |
CQ |
CQ |
CQ |
CQ |
CQ |
CQ |
U |
| 41 |
Restructure Managerial Confidential Employee Compensation Package |
Restructure Managerial and Confidential compensation to reflect desired overall approach (e.g. health plan contribution and plan redesign, leave reforms) to achieve savings and demonstrate leadership |
Personnel |
IV-6 |
Savings |
Labor Strategy |
$0 |
$215,000 |
$390,000 |
$484,000 |
$586,000 |
$1,675,000 |
C |
| 42 |
Adjust State statute to allow for Recovery of County Clerk and Other Administrative Costs |
Although fees are capped by the State, the County should be allowed to apply a surcharge for 11 Clerk fees which take into consideration the administrative costs associated with providing the service. Additional surcharges may be applicable for certain Sheriff and Probation fees, the fiscal impact of which are not yet caluclated |
Clerk |
V-159 |
Revenue |
Cost Recovery |
$0 |
$457,000 |
$468,000 |
$480,000 |
$492,000 |
$,1897,000 |
S |
|
|
