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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
76 Assess Establishment of Complaint Room Approach to Avoid Unnecessary Jail Time through Prosecutorial Decision-making Immediately After Arrest Install a Complaint Room which increases the contact between the D.A.'s office and arresting officers, reduces officer's apperance in court, and reduces the case load the D.A.'s office handles beyond the Complaint Room District Attorney V-115 Savings Process Improvement $0 TBD TBD TBD TBD TBD C
77 Scan Misdemeanors and Records Record misdemeanor records through scanning District Attorney V-112 Productivity Process Improvement $0 $52,000 $27,000 $27,000 $27,000 $29,000 C
80 Automated Resolution Filing (Partenership Report) Support implementation of cost reductions in County Executives Office through establishment of automated resolution filing system, reducing the workload associated with handling 1,000 resolutions a year County Executive V-1 Productivity Process Improvement TBD TBD TBD TBD TBD TBD C
81 Establish "Countystat" System to Improve Mangement Accountability and Planning Identify clear performance targets and manage to results through a Countystat system. Could coordinate this with City's In County Executive V-2 Productivity Process Improvement $0 $0 $100,000 $110,000 $120,000 $330,000 C
82 Reduce Office of County Executive Expenditures while Maintaining Capacity to Implement Four-Year Plan Savings and Cost-Recovery Initiatives The Office of the County Executive will identify organizational eddiciencies to achieve $120,000 in savings County Executive V-1 Savings Organizational Restructuring $0 $120,000 $120,000 $122,000 $124,000 $486,000 C
83 Add Clerk to Improve Productivity Attorneys presently consumed with clerical tasks would be freed to better perform legal suties on County's behalf with the support of a restored clerical position County Attorney V-13 Savings Realign Service Levels $0 $53,000 $54,000 $56,000 $59,000 $222,000 C
84 Engage Professional Risk Manager to Lead Proactive, Comprehensive Risk Management Program Engage a professional Risk Manager to coordinate with the County Executive, County Attorney, Personnel, and department risk management representatives to establish a comprehensive Risk Management Program which strengths controls on Risk Monitoring, Employee Disability & Safety, support active pursuit of Subrogation/Third Part Suits & Claims, Identification od Most Cost-Effective use of County Insurance, Risk Management Budgeting & Reporting and other initiatives to contain risk-related costs. Savings estimates, net Risk Manager's cost, also cover Workers' Compensation initiative. Overtime savings from avoided need to backfill positions vacated by employee disability are not factored in, to be conservative Risk Management IX-2 Savings Internal Controls $0 $137,000 $131,000 $136,000 $141,000 $545,000 C
85 Establish Comprehensice Risk Management Program At present, the County is served on Workers' Compensation management by an outside Third-Party Administrator and Risk Management consultant, but without the services a professional risk manager to manage this important function internally. As part of its comprehensive Risk Management Program, the newly hired in-house Risk Management would establish and manage processes for controlling Workers' Compensation claims, costs, worker safety, and days of work missed, such as the establishment of a Workers' Compensation Abuse Hotline, a Loss-Prevention Program, Return-To-Work policies which are uniformly followed throughout the County Government, coordination with the County Attorney on pursuit of payments from third-party insurers in cases when appropriate to the case of an employee's injury, systematic review of the accuracy of Medical Bills, reciept of timely department reports, and dissemination of monthly Third-Party-Administrator and Consultant reports to department managers and County policy officials to promote improved focus on employee disablility costs Risk Management IX-3 Savings Internal Controls $0 $750,000 $1,500,000 $2,750,000 $3,000,000 $8,000,000 C
86 Pursue Pooled Insurance Bidding Consistent suggestions of "Who Does What?" and Partnership Report, form a consortium of County and local government units to acquire insurances on a pooled basis, achieving savings through economies of purchasing power, providing localities with flexibility on joining all or a select number of coverages. Prior to implementation, consultant support likely necessary to formulate the bid, villages and towns would have to be encouraged to join. Ability to join exsisting school-distric provided insurance programs, if legal barriers removed, will be considered. Savings will be identified during implementation, in response to market place proposals Risk Management V-14 Savings Process Improvement $0 TBD TBD TBD TBD TBD OLC