Arlington County, Virginia

1
Hamilton County, Ohio
Presentation to
May 6, 2008
2
Table of Contents

• Introduction and Participants
• Overview
• Economic and Demographic Conditions
• Management
• Financial Performance
• Near-Term Budget (2008-2009)
• 2008 Budget Current Estimate
• Mid-Term Budget (2010-2012)
• General Fund Reserve
• Stadium Deficit
• Banks Capital Funding
• Job and Family Service (JFS) Report
• Economic Development
• Debt Management and Capital Program
• Summary

3
I. Introduction and Participants
4
Participants
Todd Portune President, Board of County
Commissioners Patrick Thompson County
Administrator Christian Sigman Assistant County
Administrator Eric Stuckey Assistant County
Administrator Karen McFarland Debt
Manager James Harper Chief Assistant County
Prosecutor Ted Ricci Financial Advisor
(Public Financial Management, Inc.) John
Fischer Bond Counsel (Peck, Shaffer Williams
LLP)
5
II. Overview
6
Overview

• Hamilton County remains the hub of a strong,
  growing and economically diverse region.
• The County has identified and will continue to
  identify solutions.
• Budget and Revenue/Expense Management
• Intergovernmental Initiatives
• Strategic Management
• Stadium Fund Management
• JFS Report
• Economic Development
• The County is committed to strong financial
  management.

7
III. Economic Demographic Conditions
8
Summary

• Hamilton County remains the center of a strong
  and growing economic region.
• Income levels in the County are among the
  strongest in the region, the state, and the
  nation.
• Population trends show the County and region
  maintaining population stability with future
  growth projected.
• Employment trends in the County reflect better
  performance than the state due to significant
  diversification and non-manufacturing jobs.
• Hamilton County is the home of 5 of the top 25
  employers in the state and remains the home of 6
  Fortune 500 companies and 10 Fortune 1000
  companies.

9
Accessibility Midwest East Coast

• More than half of the nations population,
  manufacturers and purchasing power are located
  within 600 miles of Greater Cincinnati.
• The metropolitan area is a growing center for
  international business with over 1,000 firms
  engaged in international trade ranking Greater
  Cincinnati 21st in total exports.

Source Board of County Commissioners Request
for Master Developer
10
Accessibility Local

• Regionally Hamilton County is the hub of a
  growing tri-state area.

11
Income Levels
Per Capita Income in Hamilton County is above
both the State of Ohio and the U.S.
Source U.S. Census Bureau (2006 American
Community Survey)
12
Per Capita Income
Source U.S. Census Bureau (2006 American
Community Survey)
13
Income Levels

• Personal Income levels in Hamilton County remain
  among the strongest in the region and the state.

Source
14
Income Levels

• Hamilton County has maintained strong growth in
  personal income levels (approximately 2X
  neighboring counties).

Source
15
Population
Urban County Comparison (2007)
Source U.S. Census Bureau
16
Population
Consolidated Metropolitan Statistical Area (CMSA)
Source U.S. Census Bureau
17
Population
Hamilton vs. Cincinnati (1970 2007)
2007 Jurisdiction estimate has not been
released, 2006 estimate has been substituted
Source U.S. Census Bureau
18
Population Distribution
Description Here
19
Percent Population Change
20
Unemployment
Hamilton County, State of Ohio U.S. 2002 2007
Comparison

• County employment trends reflect better
  performance than the state due to job
  diversification.

Source U.S. Department of Labor (Bureau of Labor
Statistics)
21
Employment
Hamilton County

• Employment trends for the County have stabilized.

Source U.S. Department of Labor (Bureau of Labor
Statistics)
22
Total Employment
Cincinnati-Middletown, OH-KY-IN Counties (MSA)
Source Hamilton County Regional Planning
Commission, BEA, Regional Economic Information
System
23
Employment
Hamilton County Earnings Percent Share by Sector
(2006)

• The counties employment is reflective of strong
  job diversification.

Source Hamilton County Regional Planning
Commission, BEA, Regional Economic Information
System
24
Employment
Nation vs. Cincinnati (1975 2006)
Source Ohio Department of Development (Office of
Strategic Research) Cincinnati USA Regional
Chamber of Commerce (gccc.com)
25
Ohios Top Employers
Source Office of Strategic Research (Ohio
Department of Development)
26
Hamilton County Major Employers in Metropolitan
Area
Source Greater Cincinnati Chamber of Commerce
27
Fortune 500 1000 Headquarters in Metropolitan
Area

• 400 Fortune 500 Companies have presence in the
  Metropolitan Area

28
IV. Management
29
Summary

• The County has a long history of prudent yet
  proactive management.
• The County is aware of its near-term and
  strategic challenges and is acting on a
  multifaceted program of strategic and financial
  initiative designed to address systemic
  weaknesses and build on historic strengths.

30
Vision Mission

• Vision
• To serve the residents of Hamilton County by
  providing the best and most responsive county
  government in America.
• Mission
• To reach out to Hamilton County residents to
  provide efficient service of the highest quality,
  encourage resident participation in service
  development and to deliver county services
  equitably.

Source Office of the Budget and Strategic
Initiatives
31
County Organization
Source Office of the Budget and Strategic
Initiatives
32
County Organization Board of County
Commissioners
Liaison Role to Elected Officials which are
identified in green
Source Office of the Budget and Strategic
Initiatives
33
2008-2012 Management Initiatives

• Budget and Revenue/Expense Management
• Planned approach to rebuilding County General
  Fund Reserve
• Developing consensus budget policies among
  elected officials
• Requiring taxes and fees appropriate for the
  scope of services provided
• Implementation of Performance-Based Budgeting
• Spending caps on select commodities
• Expedite collection of delinquent taxes
• Review and sale of County assets
• Enhanced periodic budget monitoring
• Intergovernmental Initiatives
• Continue shared services efforts with the City of
  Cincinnati and other local governments
• Local/Regional Governmental Equalization
  Initiatives
• Pursuit of fiscal relief initiatives with the
  State of Ohio

34
2008-2012 Management Initiatives Cont.

• Strategic Management
• Executive dash board tied to County Administrator
  performance
• Infrastructure strategic analysis
• Management work plan monthly performance
  evaluation
• In January 2008, the Commissioners empanelled the
  Cabinet of Economic Advisors (CEA) to develop
  strategies to grow revenues associated with the
  sales tax, property tax and investment earnings.
• Early focus of efforts concern retail sales
  analysis in the county and developing a tax
  market basket for comparative jurisdictions.
• Targeting poverty and unemployment
• Convening a summit on poverty with the City of
  Cincinnati and other agencies
• Implementing worker Readiness Programs and small
  business contracting
• Stadium Fund Management
• Develop plan to address pending stadium fund
  deficit
• Exploration of revenue enhancement for Stadium
  Fund (naming rights,
  etc)

35
2008-2012 Management Initiatives Cont.

• JFS Report
• Completion of the Job and Family Services Audits
• Complete reforms at Hamilton County Job and
  Family Services Dept.
• Economic Development
• Integrated County City near-term implementation
  of The Banks development project
• Replicate unrestricted County Economic
  Development Fund
• Restructuring of Cincinnati-Hamilton County Port
  Authority
• Pressing for more cost efficient alternatives to
  the MSD Global Consent Decree
• Reinstating linked deposit program for home and
  small business improvement
• County, City, Local government is collaborating
  to develop land banks for conversion of
  distressed real estate to productive use.
• County transportation improvement district- joint
  intergovernmental transportation initiatives

36
Management Qualifications Experience

• Board of County Commissioners
• President of the Board in office since January
  2001. Term expires January 2009.
• 8 years experience Cincinnati city council.
• Commissioner DeWine in office since January 2005.
  Term expires January 2009.
• 5 years experience Cincinnati city council.
• Commissioner Pepper in office since January 2007.
  Term expires January 2011.
• 4 years experience Cincinnati city council.
• County Administrator
• Patrick Thompson took office in January 2006
• Twenty five years local government experience
• 18 years experience as a county administrator

37
Management Qualifications Experience Cont.

• Senior Management
• Christian Sigman Assistant County Administrator
  for Budget/Finance Public Safety/Judicial since
  March 2006
• Eric Stuckey Assistant County Administrator for
  Economic Development/Administration since August
  2000
• Jeff Aluotto Assistant County Administrator for
  Public Works and Environmental/Infrastructure
• Moira Weir Assistant County Administrator for
  Jobs and Family Services and Social
  Services
• Karen McFarland County Debt Manager since 1993

38
City County Relationship

• City/County Initiatives
• Banks Development
• Regional Emergency Operations Center
• CLEAR Wireless Data Service for law Enforcement
• Regional GIS System
• Shared Services Initiative
• MSD (Metropolitan Sewer District) Global Consent
  Decree
• SORTA (Southwest Ohio Regional Transit
  Authority)
• Convention Center renovation and expansion

39
V. Financial Performance
40
Summary

• The County continues to proactively manage its
  annual budgets and conduct multi-year budget
  projections.
• The County has flexibility in an identified range
  of options to bring the General Fund Reserve to a
  15 balance by 2010 and assure balanced near-term
  budgets in 2008 and 2009, and to address future
  budgetary performance.

41
Historic Revenue Expense Trends
General Fund Revenue vs. Inflation

• County fiscal and strategic management
  initiatives are focused towards addressing recent
  revenue growth trends below inflation.

(1.96)
(2.81)
General Fund Revenue vs. Inflation. The chart
above compares actual recurring revenue to the
level anticipated if they had increased with
inflation. Historic trends compared to inflation
do not include non-recurring revenue.
42
Historic Revenue Expense Trends
General Fund Expenditures vs. Inflation

• The County has been very proactive in controlling
  expenditure growth relative to both inflation and
  revenues.

(1.54)
(2.81)
General Fund Revenue vs. Inflation. The chart
above compares actual recurring expenditures to
the level anticipated if they had increased with
inflation. Historic trends compared to inflation
do not include non-recurring expenses.
43
Historic Fund Balance
General Fund Balance Revenue/Expenditure
Breakdown
44
Revenues Expenditures 2006-2012
County 5 Year Plan (Current Projection)
45
5 Year Plan Revenue Expense Forecast
46
a) Near-Term Budgets 2008-2009
47
Strategic Approachto Structurally Balanced
Operations

• CEA
• Performance-Based
• Budgeting
• Spending Caps
• Restructure Port Authority

• Banks
• Industrial Development
• Job Creation/Retention
• Retail Development
• Commercial Development

• Expenditure Reductions
• Revenue Enhancements
• Reserve Replenishment and Maintenance
• JFS Report Completion
• Riverfront Stadium Deficit Management

• Local/Regional Cost
• of Service Initiatives
• City/County Shared
• Services Initiatives
• State Relief

Non-city
48
General Fund Revenues 2008
General Fund Revenues (2008)
49
General Fund Expenses 2008
General Fund Expenses (2008)
50
Expenditures Revenues (2008)

• The 2008 Budget is structurally balanced with
  ongoing revenue exceeding ongoing expenditures.
• Expenditure Reductions
• 111 General Fund positions eliminated
• No Pay Raises
• Departments assessed a 5 vacancy assumption
• Employee Health Insurance Plan Reform a 3
  million savings
• Capital Maintenance Equipment
• Select Commodity Spending Caps
• Outside agency funding eliminated / greatly
  reduced
• Programs eliminated
• During 2008, the County is undergoing a
  comprehensive inventory and analysis of spending
  requirements for three key infrastructures
  facilities, equipment and information technology.

Includes one time expenditures totaling (10M)
Additional pay period (5.6M), Presidential
election costs (08 - 2M), employee separation
costs (1.4M), Workers Compensation Cost
(650,000), and JFS audit response (350,000).
51
Employment
2008 Employee Positions Net Change in Positions
since 2004
Source Office of the Budget and Strategic
Initiatives
52
Employment
All FTEs by Function Trends
6,339.2
6,329.1
6,244.3
6,306.3
6,176.8
Source Office of the Budget and Strategic
Initiatives
53
Employment
All General Fund FTEs
Source Office of the Budget and Strategic
Initiatives
54
Expenditures Revenues (2008) continued

• Outside Agency Funding Reductions
• Ohio State Extension Service (260,000 decrease)
• Miami Conservancy District (80,000 decrease)
• Emergency Management Commission (255,000
  decrease)
• Regional Planning Commission (28,000 decrease)
• Partnership for Greater Cincinnati (100,000
  decrease)
• Hamilton County Development Company (9,000
  decrease)
• Program Eliminations/Suspensions
• Employee Tuition Assistance Programs
• Home Improvement Loan Program
• Commuter Reverse Commute Program

55
Expenditures Revenues (2008) continued

• Revenue Initiatives No broad-based tax increase
• Aging real property tax liens will be sold in
  2008 (325,000)
• Municipalities will be charged for jail costs
  for municipal code violations (250,000)
• The county will sell excess property (250,000)
• Inmate reception fee will be implemented
  (150,000)
• Dog Warden boarding fees increased to reduce
  general fund subsidy (45,000)

56
Expenditures Revenues (2009)

• Expenditures - 8.3 million increase (3.1
  growth 2008)
• Major Expenditure Assumptions (Current)
• 2.5 inflation on goods and services
• 3.5 Sheriff Uniform Staff salary increases
  (union)
• 5 Communication Center General Fund subsidy
  increase
• 2.5 salary increases for non-represented
  employees
• 7 cap on employee health insurance increase
• Level funding for capital maintenance and
  capital equipment
• Level funding for information technology
  investments
• No extraordinary costs associated with election
  operations
• 2.0 Sheriff Vacancy Rate ( reduced from 5 in
  2008)

57
Expenditures Revenues (2009) continued

• Revenues - 1.5 million decrease (0.6 decrease
  2008)
• Major Revenue Assumptions (Current)
• Property tax no growth with mid-term assessment
  increase offset by residential property value
  decreases
• 1.5 growth in sales tax
• Consistent investment earnings performance
• No change in Public Defender state reimbursement
  ratio
• Level Local Government Fund revenues from the
  state
• Housing Market fees reflect return to 2007 levels
• Preliminary Budget Estimate shows negative 12.1
  million Budget Gap.

58
Short-Term Balancing Options (2009)

• Expenditures
• Limit Raises - up to 2.5 million1
• Additional employee health insurance benefits
  changes1
• Local/Regional Governmental Cost Sharing
  Initiatives
• Transfer Storm Water Maintenance out of General
  Fund - 1.2 million1
• Revise Township Patrol Agreements -
  500,000-4.0 million (2009), total 12.0-13.0
  million1
• Revenues
• Increase Real Estate Transfer Tax - 4.0
  million2
• Increase Dog License Fee - 250,0001
• Add Cigarette/Alcohol taxes 5.0 million1
• Other Fees - 500,000
• Jail Reception Fee1
• Contractor Registration Fee1
• Auto License Plate Reader Program1
• Other1

1 - BOCC Approval Only 2 - Subject to Voter
Referendum
59
b) 2008 Budget Current Estimate
60
2008 Budget Current Year-End Projection

• Monthly Budget Monitoring
• First Quarter Preliminary Budget Projections
• Revenue Reductions
• Housing Related Fees
• Investment Earnings
• Sales Taxes
• Revenue Increases
• Juvenile Court
• Remedial Actions
• Hiring Freeze (04/30/08)
• Immediate fee increases
• Letter to department heads
• Commodity spending review

• Expense Increases
• Personnel Vacancies
• Final Coroner Settlement Payment

61
c) Mid-Term Budgets (2010-2012)
62
Expenditures (2010-2012)

• Expenditures Growth 2.64 annually from 2009
• Major Assumptions (Current)
• 2.5 inflation on goods and services
• 3.5 Sheriff Uniform Staff salary increases
  (union)
• 5 Communication Center General Fund subsidy
  increase
• 2.5 salary increases for non-represented
  employees
• Level funding for capital maintenance and
  capital equipment
• Level funding for information technology
  investments
• During 2008, the County is undergoing a
  comprehensive inventory and analysis of spending
  requirements for three key infrastructures
  facilities, equipment and information technology.

63
Revenues (2010-2012)

• Revenue Growth 1.7 annually from 2009
• Major Assumptions (Current)
• 1.5 annual sales tax growth
• 0.0 property tax growth 2010-2011, 3.0 2012
• 1.5 annual state Local Government Fund growth
• No change in Public Defender state reimbursement
  ratio

64
Balancing Options (2010-2012)

• Expenditures
• Local/Regional Governmental Cost Sharing
  Initiatives
• Transfer Storm Water Maintenance out of General
  Fund - 1.2 million
• Revise Township Patrol Agreements - 8.0-12.0
  million
• Zoning
• Crime Lab
• Public Defender
• Other
• Revenues
• Increase Real Estate Transfer Tax - 4.0 million
• Add Cigarette/Alcohol taxes
• Other fees
• Potential Impacts of Management Initiatives
• Managed Competition
• CEA Task Force
• Banks Development
• State Relief Initiatives
• Delinquent Tax Collection

• Restructured Cincinnati-Hamilton County
  Port Authority
• Performance-Based Budgeting
• Commodities Spending Caps

Subject to Voter Referendum
65
d) General Fund Reserve
66
County General Fund Reserve Policy
67
Strategic Reserve Improvement Plan

• Issuance of Coroner's Judgment Debt (8 million)
• Internal loan pending sale of the Drake Hospital
• Target Drake Hospital sale to General Fund
  Reserve (2010)
• Adhere to reserve policy approved in 2007
• Maintain structurally balanced budgets
• Sale of County assets (Sale/Development of County
  fairgrounds, other)
• Requires Statutory Change

68
Strategic Reserve Improvement Plan cont.

• The County owns the Drake Hospital that is valued
  at approximately 50 million.
• During 2006, the County entered into a lease with
  the Health Alliance of Greater Cincinnati that
  provides 30 year lease payments of approximately
  1 million in an annual inflationary increase.
• Lease also includes purchase option beginning
  1/1/2010
• Lease agreement includes incentives to purchase
  in 2010. Purchase price (2010) is approximately
  28,500,000
• The lease revenue is not included in the general
  fund budget, but directed to carrying costs at
  the 15 acre Kahns site.

69
Strategic Reserve Improvement Plan cont.

• The County has identified a number of actions to
  
• 1) balance the near-term budgets (2008 2009)
• 2) structurally balance long-term budgets
  (2010-2012)
• 3) replenish the general fund reserve.
• In totality, general fund budgets will be
  structurally balanced and the general fund
  reserves will be at 15 by the end of 2010.

70
e) Stadium Deficit
71
Present Projected Annual Stadium Fund

• Aggregate Deficit (2008-2012) 0
• 1 sales tax growth
• Final State grant payment
• Action Taken to Date
• Restructuring of Cincinnati School District
  Pilot Payments September 2006
• Restructured to provide cash flow relief with no
  payments from 2007-2010 payments resume 2011
• Sales Tax Revenue Bond Refunding November 2006
• 26.5 million present value savings taken
  2007-2012 to provide cash flow relief
• Deficits Post 2012
• Sales Tax Growth
• 1 - deficit begins 2013
• 2 - deficit begins 2013
• 3 - deficit begins 2014

72
Present Projected Annual Stadium Fund Cont.

• Potential Balancing Options
• Add Cigarette/Liquor Tax(5M annually)
• Property Tax Rebate Reductions No voter
  approval
• Debt Restructuring Facility Useful Life
  Limitations
• Explore Naming rights and formation of
  entertainment district to optimize leveraging of
  stadium assets.

73
Sales Tax Fund Summary 2008-2012
74
f) Banks Capital Funding
75
Phase I Construction

• Contractual Obligation
• 20 million (2008-2009)
• Plan of Finance
• Restructure Current Parking Revenue Bonds
• Incremental Parking Revenue Bonds

76
g) JFS Report
77
JFS Report Status
78
VI. Economic Development
79
Summary

• The County continues to prioritize and pursue
  broad based multi-jurisdictional and
  public/private economic development initiatives.
• The Countys economic development successes are
  evidenced by numerous large and small commercial,
  retail, industrial and housing projects both in
  the city and local areas of the county.

80
Residential Building Permits
Total Units Number of Private Housing units
Authorized by Building Permit Total Valuation
(000) Value of Private Housing Units Authorized
by Building Permit
Source Ohio Department of Development (Office of
Strategic Research)
81
Housing Growth
Source U.S. Census Bureau
82
Offices
Source Ohio Department of Development (Office of
Strategic Research)
83
Economic Development
Description Here
Source 2006 County Report Card
84
The Banks Development

• The City of Cincinnati and Hamilton County
  working with the lead developer team of Carter
  Associates and The Dawson Company will construct
  The Banks, a mixed use development that extend
  downtown Cincinnati to the riverfront between
  Paul Brown Stadium and Great American Ball Park.
  The Banks development creates a destination where
  people will want to live, work and play.
• The City of Cincinnati and Hamilton County are
  jointly leveraging 180 million in public
  infrastructure investment into more than 600
  million and bringing more than 3,000 residents to
  the area while creating a new office, retail and
  entertainment center along the Cincinnati
  riverfront.
• Once completed, The Banks will be Cincinnati's
  largest single, mixed-use development and be
  comprised of a dynamic blend of residential,
  office and retail components. The total project
  will be a 2.8 million square foot development on
  18 acres along Cincinnati's downtown riverfront.

85
The Banks Development Cont.

• The mixed-use development will include up to 1
  million square feet of office, approximately
  300,000 square feet of retail and the balance in
  a variety of residential products. The plan
  capitalizes on the new urbanism trend by
  providing a place for people to move back to the
  urban core to be near work, entertainment and
  cultural amenities.
• The groundbreaking for the project took place on
  April 2, 2008 with Phase 1-A to be completed in
  early 2010.
• The development will include a 40-acre 80
  million riverfront park. This "front door" of
  the development will include playgrounds,
  walking/biking paths, gardens, green space,
  fountains/water activities, venues for community
  events (festivals, concert, etc.).
  Groundbreaking for the park is scheduled for
  September of 2008.

86
Office Development

• Queen City Square, Downtown Cincinnati
• Total class A space 825,000 SF
• 25,000 SF of retail and 1,400 parking spaces
• Keystone Park, I-71 and Dana Avenue
• Total Class A space 460,000 SF
• A four story parking structure with space for
  full service restaurant and other convenience
  retailers
• Linden Pointe, S.R. 562 and Montgomery Road
• Total Class A space 600,000 SF
• 24,000 SF of retail establishments and walkable
  campus environment
• Kenwood Towne Place, Galbraith Road in Scyamore
  Township with direct access to I-71
• Total Class A space 270,000 SF
• Numerous Amenities (i.e. on-site restaurants,
  retail and covered parking, etc)
• Redstone, Montgomery Road in Sycamore Township
  with direct access to I-71
• Total Class A space 160,647 SF
• Free parking on site, including a covered parking
  garage

87
Housing Development Projects

• Parker Flats One River Plaza Projects
• Cincinnati Center City Dev. Corp.
• Purchased 100 vacant building and lots to be
  converted into homeownership opportunities
• City West
• 151.8 million revitalization program, brought
  1,022 newly constructed townhomes to Cincinnatis
  West End
• Park Place at Lytle
• River Center
• Great Traditions Vintage Club
• Estate Homes 1.4 2.6 million average cost
  Courtyard Homes 850,000 average cost Clubhouse
  Homes 1 million average
• Total new units 113
• Fort Scott
• 404 New single family homes, 500 condo units
• Erickson Retirement Community
• A 175 million retirement community with 1,200
  living units planned

88
Commercial Development

• Vacancy factor declined to 5.86 in 2006
• 10.3 million square feet of gross absorption due
  to new speculative developments and expansion to
  larger facilities
• New industrial construction for the year totaled
  5.1 million square
• Sharonville Convention Center

89
Commercial/Industrial Development Highlights

• Ford Motor Company
• 240 million investment in Sharonville plant
• Procter and Gamble
• Acquired Gillette
• Investing 51 million in its St. Bernard plant
• Hamilton County Macys Inc.
• Fourth largest general merchandise retailer
• Citigroup
• Construction of a new facility in Blue Ash, which
  will staff 1,000 employees
• General Electric
• Air Force tanker project will potentially bring
  200-300 new jobs in the county

90
Retail Development

• Red Bank Village
• 35 acre project with 230,000 square feet of
  retail and 75,00 square feet of office space
• Kenwood Towne Place
• High-end retail, restaurants, and office space
• Kenwood Mall
• The mall has had a number of façade improvements,
  which includes the opening of several new stores
• Stone Creek Towne
• 65 acre development with 440,000 square feet of
  retail space (coupled with Kenwood, expected to
  generate more than 100 million in new
  investment)
• Legacy Place
• 106 acre site with 550,000 square feet of new
  retail space
• Tri-county Mall
• A 1.3 million square foot regional mall will be
  redeveloped with an estimated total investment of
  220 million
• Anderson Towne Center
• A proposed expansion to the Towne Center could
  see over 30 million of new investment, which
  will include a new theater by American Screen
  Works

91
VII. Debt Management Capital Program
92
Summary

• Outstanding General Obligation un-voted debt
• 106.3 million
• New issues anticipated
• 10.5 million

93
Current Outstanding Debt (As of 4/1/08)
VOTED GENERAL OBLIGATION BONDS
UNVOTED GENERAL OBLIGATION BONDS
94
Current Outstanding Debt (As of 4/1/08)
SEWER REVENUE BONDS 133.08
95
Current Outstanding Debt (As of 4/1/08)
SPECIAL ASSESSMENT BONDS
OTHER REVENUE BONDS
96
Current Outstanding Debt (As of 4/1/08)
SALES TAX BONDS
OHIO WATER DEVELOPMENT AUTHORITY
97
Current Outstanding Debt (As of 4/1/08)
OHIO PUBLIC WORKS COMMISSION
98
Current Outstanding Debt (As of 4/1/08)
WATER POLLUTION CONTROL LOAN FUND LOANS
99
Prospective Debt

• Spring 2008
• 8.0M Coroner's judgment
• Summer 2008
• 1.7M Voice tone alerting Fire and EMS
• 0.8M Communication Center HVAC system

100
VIII. Summary
101
Summary

• The County is the center of a strong economic
  region and continues to prioritize prudent
  proactive and strategic management.
• The County recognizes the key factors and
  challenges facing it both strategically and
  financially.
• The County has instituted a broad-based
  multi-phase program of near-term and mid to
  long-term initiatives to address its challenges
  and build on its strengths.
• The County has instituted significant budget
  adjustments in 2008 and is monitoring and
  proactively addressing projected budget
  performance.
• The County is proactively addressing its 2009
  budget under prudent assumptions and with a range
  of expenditure and revenue options.
• The County has flexibility in an identified range
  of options to bring the General Fund Reserve to a
  15 balance by 2010 and address future budgetary
  performance.
• The County is currently implementing and
  identifying a range of management, strategic,
  governmental and economic development initiatives
  and developing additional initiatives to
  fundamentally improve the systemic programmatic,
  operational and financial performance of the
  County going forward.