Ensure that the District's spending remains within approved budgets and/or available revenues for the fiscal year so that no spending deficits occur.

Transition the District's budget and financial plan entirely to performance-based budgeting.

Maintain adequate cash balances, minimize receivables balances, increase the tax base and other income sources, limit new debt to 15 percent of outstanding debt, and remain within a maximum debt service ratio of 12 percent of local revenues in order to improve the District's bond rating and lower the cost of borrowed capital.

Improve tax compliance by increasing collections from the accounts receivable balance and the non-filer population, as measured by revenues from research referrals.

Improve customer service by increasing the number of taxpayers filing electronically, reducing customer wait time in telephone and walk-in centers, and improving customer access levels in the phone center, as measured by the rate of abandoned calls.

Develop and implement a plan by program area and provide analysis to support the District's efforts to redress the structural imbalance.

Develop and support financial systems (i.e., budget, payroll, CFO$ource, SOAR, ITS, EIS, etc.,) that provide accurate and timely information.

Produce the District's Comprehensive Annual Financial Report (CAFR) on time with an unqualified "clean" opinion.

Develop a highly skilled and professional workforce as measured through 100 percent compliance and execution of Individual Development Plans. Plans should reflect specific milestones and targets for activities supporting employee growth (i.e., training, seminars, cross-training activities, self help material, etc.).