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training during 1997. About two percent of the City's 1997 operating budget was earmarked for training, compared to approximately one percent in 1996. Emphasis over the past four years has been placed on ensuring that this community is on firm fmancial 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 Council has also worked hard to ensure stability in the Public Improvement Revolving, Public Facilities Construction, 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. Emphasis has also been placed on ensuring that, where possible, those parties receiving a unique benefit from City services, cover the cost of that benefit. As a result, all staff time spent on development activities is billed to the development rather than general support by the taxpayer. Also, as a result, the City began direct billing for recycling services in 1995, so that those not receiving the service [the business community] are not put in a position of providing funding for a service not available to them. Likewise, the Council put in place, during 1995, a street light program that resulted in placement of priority intersection lighting in 1995 and 1996. Benefitted properties are billed directly, which reduces costs to persons who would otherwise have to pay for the service if the expense was covered by tax dollars. The City, in an effort to take advantage of existing systems and services provided by local companies, has entered into an agreement for use of its utility billing system with a local company (Anoka Electric Cooperative). Their existing billing application allows them to bill for City utilities. This program allows the City the opportunity to not invest in additional equipment and personnel that would duplicate a service that is currently being provided in the private sector. Anoka Electric Cooperative sees benefit by a fuller utilization of their in-house billing system. The City continues to look for ways such as this to operate in a more efficient manner. At the same time, the City is constantly looking for ways to keep organizational operating costs down. Technology improvements have been a major focus with a complete computer upgrade. Maintenance operations have also been improved by utilization of equipment built to reduce the time necessary to conduct tasks such as turf maintenance and the use of preventive maintenance programs offered through Anoka Electric Cooperative. Our staffmg, mentioned earlier, does not include large complements of people for emergency events such as large snowfalls. Rather, the City has a number of people "on-call" who are available should the need arise, but are not on the payroll for the remainder of the year. ' As in past years, the Council adopted the 1998 - 2003 Capital Improvement Program [C1P]. Included was operational planning for parks, streets, utilities and computerization over the next six years. Unlike some programs, the City's CIP includes not only the anticipated projects, but also the funding mechanisms to make them happen. ' Community Development and Engineerine During 1997, there were 230 permits issued for new home construction with a total of 1,751 permits issued (includes wells, decks, additions, commercial buildings, etc.). Total value of pernrits issued the past five years have been: 1997 $28,915,142 1996 $42,329,300 1995 $28,318,900 1994 $25,890,409 1993 $39,042,750 iii