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Since 1990, the City has been attempting to provide improved services to a dramatically increasing number of households in a time of fiscal constraints at the state level. From the 1990 census to the 2003 projection, Ramsey's population has increased by 68 %. At the same time, aids from the State of Minnesota have decreased at the rate of 40 %. The consumer price index, as one measure of the normal cost of doing business without any population growth, has increased in excess of 20% over the same period. As a result, the City has struggled to maintain and improve services while keeping property taxes at reasonable levels. The property tax rate (expressed as a percentage of tax capacity) between 1990 and 2003 has increased. In 1990, the local tax rate (city only) was 15.193 %. In 2003, it was 39.353% and 2004 is projected to decrease to a tax rate of 37.437 %. While the tax rate is in fact higher than five years ago, the portion of the tax dollar paid to the City is about 37¢ for every dollar collected. The other 63¢ is paid to Anoka County, the School District (either Anoka- Hennepin District No. 11 or Elk River District No. 728), and special taxing districts such as the Metropolitan Council. The year 2003 was characterized by continued construction activity with a higher emphasis on residential development. The City Council, volunteer commissions, and municipal employees strive to provide services, at the levels desired by the public, at reasonable costs. GENERAL OPERATIONS MAJOR INITIATIVES Ramsey has a long history of fiscal conservatism when it comes to the general operations of the City. Using the 2003 estimate of 20,800 residents and 6,613 households, the City levied $235.80 per capita and $741.68 per household in taxes for 2003. The City's staffing level is similarly conservative at 3.65 full - time equivalent positions per thousand residents. All three of these measures are below the average in the metropolitan area. One way the City maintains a low staff -to- citizen ratio is to use temporary part-time employees, volunteers, and contract services. In order to attract and maintain qualified employees, the City has adopted a compensation policy with the goal of paying salaries at the median of market rates. City employees are represented by two labor unions and benefit packages are negotiated through them. The City is committed to continuous improvement of customer service. Investments in technology make it easier and faster to retrieve information and respond to citizen requests. That investment is reinforced by employee training. A recent review revealed that 85% of the City's regular employees received some type of training during 2003. About 1.1% of the City's 2003 operating budget was earmarked for training. Emphasis over the past four years has been placed on ensuring that this community is on firm financial footing. This goal has been addressed by diversification of its tax base evidenced by the growth of the commercial and industrial sectors of the City. The City Council has also worked hard to ensure stability in the Public Improvement Revolving Fund, Public Facilities Construction Fund, and Park Improvement Revolving Funds. Fully capitalizing these funds ensures that programs such as park construction, equipment replacement, and street maintenance do not require tax dollars to support city efforts. In all three cases, city expenditures are supported from interest earnings from these funds within which the principal balances are secure. vi