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<br />services, costs. revenues and other factors will change over 20 years. Instead it evaluates the <br />fiscal impact of the City as it is currently conducting business under the present budget. The <br />following major assumptions regarding the fiscal methodology should be noted. <br /> <br />1. Marginal, Growth.Related Costs and Revenues <br /> <br />For this analysis, costs and revenues which are directly attributable to new development are <br />included. Some costs are not expected to be impacted by demographic changes, and may be <br />fixed in this analysis, such as some administrative functions. In other cases, there is a realization <br />that the costs are semi-variable. A best estimate was then made by the Department personnel and <br />T A using proxy percentages. Both personnel and other operating costs are projected. In addition <br />to operating expenses, capital costs are also included. Projections of capital costs are based on <br />discussions with City personnel and, in most cases, are accounted for as one-time lump sum costs <br />incurred at particular population or employment threshold levels. <br /> <br />2. Level of Service <br /> <br />The cost projections are based on the assumption that the current level of spending, as provided <br />in the FY99 budget, will continue through 2020. The current level of spending is referred to as <br />the current level of service (LOS) in this type of analysis. Given this methodology, any services <br />that are currently insufficient, although they will increase based on growth, will remain at their <br />"insufficient" level in the future. Increasing service levels are not a part of this analysis. This <br />"snapshot" approach is necessary to maintain consistency for all City Departments. Furthermore, <br />speculation of what the "proper" service level is for particular departments is avoided and a more <br />realistic picture is presented based on actual services provided and funded by elected officials. <br />Should the fiscal results show net revenues, then a judgment can be made of how and to what <br />extent existing deficiencies may be reduced in various departments. <br /> <br />3. Cost and Revenue Structure <br /> <br />Costs and revenues are projected assuming that the current budget structure, as defined by the <br />FY99 budget, will not change during the analysis period. <br /> <br />4. Inflation Rate <br /> <br />The rate of inflation is assumed to be zero throughout the projection period, and cost and revenue <br />projections are in constant 1999 dollars. This assumption is in accord with current budget data <br />and avoids the difficulty of forecasting as well as interpreting results expressed in inflated <br />dollars. In general, including inflation is very complicated and unpredictable. This is <br />particularly the case given that some costs, such as salaries, increase at different rates than other <br />operating and capital costs such as contractual and building construction costs. And these costs, <br />in turn, almost always increase in variation to the appreciation of real estate. Using constant <br />1999 dollars reinforces the snapshot approach and avoids these problems. <br /> <br />Page 3 <br /> <br />Tischler & Associates, Inc. <br />