2016 City of Hopkins, MN Budget
City of Hopkins, Minnesota
Annual Budget
January 1 - December 31, 2016
Inspire Educate Involve Communicate
City of Hopkins
1010 First St S
Hopkins, MN 55343
952-935-8474
www.hopkinsmn.com
CITY OF HOPKINS BUDGET
FISCAL YEAR BEGINNING JANUARY 1, 2016
City Council
Term Expires
Mayor Molly Cummings ................................................................................ December 31, 2017
Councilmember Katy Campbell .................................................................... December 31, 2017
Councilmember Jason Gadd .......................................................................... December 31, 2019
Councilmember Kristi Halverson ................................................................. December 31, 2017
Councilmember Aaron Kuznia ...................................................................... December 31, 2019
Management Team
Mike Mornson ......................................................................................................... City Manager
Kersten Elverum ............................................................... Director of Planning & Development
Jim Genellie .............................................................................. Director of Community Services
Christine Harkess........................................................................................... Director of Finance
Dave Johnson ................................................................................................. Recreation Director
Mike Reynolds ............................................................................................................. Police Chief
Dale Specken................................................................................................................... Fire Chief
Steve Stadler ......................................................................................... Director of Public Works
This document was developed and compiled by the Finance Department, City of Hopkins
CITY OF HOPKINS
TABLE OF CONTENTS
Introduction/Background
City Manager’s Budget Message .................................................................................. 4
Distinguished Budget Presentation Award ................................................................... 8
Organization Chart ....................................................................................................... 9
Community Profile ...................................................................................................... 10
Organization Structure ................................................................................................ 13
Organization Mission Statement, Vision & Goals ....................................................... 14
Financial Management and Policies ........................................................................... 16
Budget Calendar ......................................................................................................... 19
Budget Planning Process ........................................................................................... 21
Fund Structure ............................................................................................................ 22
Budget Overview
Authorized and Approved Staffing Levels .................................................................. 26
2016 Summary Budget Information by Major and Non-Major Funds ......................... 28
2016 Budget Summary – All Funds ............................................................................ 29
2016 Revenue Summary – All Funds ......................................................................... 31
2016 Appropriation Summary – All Funds .................................................................. 35
Property Tax Information ............................................................................................ 38
Fund Balance ............................................................................................................. 42
Debt Overview ............................................................................................................ 46
Capital Improvements Overview ................................................................................. 50
General Fund Budget Projection ................................................................................ 56
Other Major Funds Budget Projections ...................................................................... 60
General Fund ................................................................................................................. 64
Special Revenue Funds ................................................................................................ 111
Internal Service Fund .................................................................................................... 138
Enterprise Funds ........................................................................................................... 140
General Debt Service Funds ......................................................................................... 152
Glossary ........................................................................................................................ 153
City of Hopkins
1010 First Street South Hopkins, MN 55343-7573 Phone: 952-935-8574 Fax: 952-935-1834
Web address: www.hopkinsmn.com
January 2016
Citizens, Honorable Mayor, City Council
City of Hopkins
Hopkins, Minnesota 55343
Dear Citizens, Mayor and Council Members:
It is my pleasure to present to you the City of Hopkins 2016 Budget. Hopkins’ strong financial position and
proactive fiscal management practices allowed options for the City Council to maintain a service delivery at
current levels while minimizing the impact on the 2016 tax levy. The final result is an adopted 2016 budget
totaling $25,803,425 of which $11,875,730 is the General Fund. This budget lives within the City’s financial
resources, meets basic service needs, provides for the maintenance and replacement of the City’s
infrastructure, and plans for the future, keeping Hopkins’ good financial condition intact.
The Municipal Budget is intended to reflect the goals, objectives, and priorities established by the City
Council with input from the residents and taxpayers of Hopkins, and fairly represent the revenues and
expenditures necessary to provide the services and programs desired by the community.
The city governing body involves its’ citizens and constituents through its mission and vision statement
“Inspire • Educate • Involve • Communicate” by: conducting a citizen’s academy, providing a state of the city
address, publishing a city annual report, and communicating with the community as often as possible
regarding many city initiatives and proposed polices. The budget adoption is a significant way in which the
City Council expresses their leadership. The City Council establishes budget goals, which are accurately
reflected in this budget.
2016 BUDGET DEVELOPMENT
The City has developed a number of elements that have been brought together to provide the best
information for the Council to make their budget decisions. These elements include the following:
Strategic Planning Process –
The Council has a mission and vision statement, which helps
determine the priorities of the community and direct the council in providing services for its
constituency. As part of the process annual goals and objectives are set.
Program Budgeting –
This provides more information in regards to what programs departments
provide and what is the individual cost of those programs. This accomplishes the objective of
reviewing revenues and expenditures based on program activity.
Four Year Budget Modeling –
Encourages future planning for the General Fund budget and
allows us a preview at projected property tax levy needs over the next four years.
Cash Flow Models –
Cash flow projections are created for all funds to provide us with a view of
future sources and uses within the various funds and for the City as a whole. This assists in long
range planning and goal setting.
Net Property Tax Cost for Sample Properties –
Developed many years ago, this provides
information to the council incorporating expected increases in valuation and projecting actual costs
on sample properties within the City.
Net Tax Cost by Program –
This provides both a dollar and percentage of property tax support for
programs.
each of the City’s general fund
City of Hopkins Mission Statement
Inspire Educate Involve Communicate
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CITY OF HOPKINS
HOPKINS IN 2015
In the year 2015, the nation’s economy continued to recover after several years of minimal growth. The
governmental environment was to maintain staff and minimize budget increases. The city continued to
provide all core services through 2015. Program budgeting has helped in our analysis of city services,
while we look at ways to continue to do more with less. The Council and city staff also continues to
investigate additional revenue sources.
In 2015, the City’s tax base continued to grow due to several new development projects. Redevelopment of
properties in Hopkins helped to increase our tax base. The City's total tax capacity values increased 6.8%
due to commercial properties higher tax capacity. In 2015 the overall taxable market value increased by
4.6% due to several recently completed development projects in the city. The city’s levy has increased an
average of 2.05% per year over the last five years. The City’s general fund expenditures have increased an
average of 2.5% a year over the last five years. This increase is directly related to salary and benefit
increases for employees, insurance costs and oil based products. Diligent planning and management has
helped in keeping operating expenditures down.
The employee compensation has remained competitive in the market for both those with and those without
labor contracts. The number of employees has remained stable at 105-110.
ECONOMIC OUTLOOK
Hopkins is a diverse community made up of a healthy mix of residential, commercial and industrial
properties. Super Valu is the largest food wholesaler in the nation. They are a Fortune 500 company that
continues to have a strong presence in Hopkins. Another Fortune 500 company with a branch in Hopkins is
US Bank. In addition Cargill, the largest privately held company in terms of revenue, has a large corporate
campus in Hopkins with three building totaling over 800,000 square feet. Total employment at the three
buildings is estimated at 3,300.
Hopkins economic outlook has remained relatively stable. The City has expanded its commercial tax base
through redevelopment. Hopkins is an inner-ring suburb of Minneapolis with a good mix of 34% residential,
42% commercial and industrial and 22% apartment properties. Hopkins participates fully in the Minneapolis
and Hennepin County economies. Hopkins has preserved its central downtown area where development
continues because of its highly desirable location. Hopkins wealth levels are above average when
compared nationwide.
REDEVELOPMENT
Significant redevelopment has occurred within the City of Hopkins over the past five years. This
redevelopment has contributed substantially towards the increase in property values and by making
Hopkins a more desirable place to live and work. Some of the more recent projects are:
Redevelopment of a vacant commercial site in downtown Hopkins into a 53-unit luxury apartment
and retail development
Redevelopment of a small parcel in the downtown district into six luxury townhomes.
Redevelopment of a vacant office and clinic site into 163 luxury apartments with retail space
Redevelopment of a vacant downtown building into a craft brewery and tap room.
Redevelopment of a former office building into 241 high end luxury apartments and retail space.
In addition to projects other development continues in Hopkins. This includes new commercial structures
on Mainstreet, renovation of older industrial buildings, new residential projects, and more mixed-use
projects that incorporate residential and commercial development. Overall, these redevelopment efforts
continue to ensure that Hopkins remains a desirable community in which to live and work.
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CITY OF HOPKINS
LONG TERM OBJECTIVES
The City Council and staff have established long term objectives for the community and the working
environment
Increase ratio of residential properties.
Maintain the high quality of our livable community.
Increase tax base to spread share of tax burden.
BUDGET OBJECTIVES FOR 2016
Maintain core City services at a reasonable price for residents and commercial/industrial users.
Use program budgeting as a tool for analysis of all programs and services to:
look for ways to reduce dependency on the property tax,
find greater efficiencies in the provision of current services and programs,
compare staffing levels to workloads to assure proper allocation of resources,
create greater linkages between revenues and expenses, to allow for more entrepreneurial
approaches to non-essential services.
Forecast funding needs and tax implications to assure strong long-term financial stability.
Continue policy of avoiding the use of fund balances for operating expenses.
Recognize and award employees that assist the City in saving money.
Evaluate and investigate other sources of revenue.
BUDGET CONSIDERATIONS
These are areas to consider that may affect the budget during the next few years.
State Tax Reform:
The state’s ongoing budget challenges will again affect City finances as well as residential and
commercial based taxpayers.
Property Classification Changes – In the past there has been a tendency to shift some of the
tax burden back to residential taxpayers from commercial/industrial taxpayers.
Tax Increment Finance – Any changes in property classifications impact property taxes
generated by TIF districts. Currently the tax generated in the various districts is projected to be
sufficient to cover any debt or liabilities created in the districts.
Property Tax Freeze and/or Levy Limits – Levy limits have been on and off again since 2008.
This uncertainly poses budget challenges as cities are uncertain if they will again be re-
instated. For the 2016 budget year there were no levy limits which give cities more budget
flexibility in meeting the needs of their citizens while maintaining essential city services.
State Aids – The City of Hopkins no longer relies on significant state aids as a revenue source
despite the legislature annually discussing the Local Government Aid (LGA) program and
working to modify the program and how funds are allocated to cities. Beginning in 2015 the
city is again receiving LGA of about $300,000 annually.
Real Estate Values – Overall real estate values in this community were stable for 2016. Despite the market
value stability this resulted in an increase in the City’s tax capacity of 4.6% due to commercial property
which has a higher tax capacity than residential properties.
Overall, general fund budgeted expenditures will increase by 4.66% in 2016 due in large part to salaries
and benefits which included the addition of two fulltime firefighters. This increased our fulltime fire staff to
three. We projected a 2.0% change for 2017 and modest if any increases for future years. Future
programs and services provided by the City of Hopkins may change in relation to available revenue
sources. The City Council and staff along with their financial advisor will be updating the City’s long-range
financial management plan that assists in current and future budgeting. The plan was adopted in 2014 and
was implemented for the 2015 budget and used again for the 2016 budget. This planning assists in
minimizing the impacts of potential tax freezes, additional state aid losses and sets forth a plan to stabilize
all funds. The plan will be updated annually and used in future annual budget preparation.
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CITY OF HOPKINS
Fund Balances for governmental fund types will continue to be strong for the next 3 to 4 years, absent any
significant changes in the policy of avoiding the use of fund balance reserves for current expenditures.
GAUGING THE CITY
The City uses the following performance measures:
Tax levy history in relation to the consumer price index.
Sample properties – cost per month
Comparisons of comparable communities
Goal achievement
2016 BUDGET ADOPTION
Overall the budget objective is to provide quality services at a reasonable cost, while keeping tax rates fairly
constant In the past this has been accomplished through increased net tax capacity levels and keeping the
tax levy at a reasonable amount while at the same time allowing the City enough funds to continue with the
level and quality of service it currently has. This has been particularly challenging the last few years as
property values declined.
The city’s tax capacity rate held fairly steady from 2005 to 2010 at around 48%. When property values
started falling in 2010 they affected the tax rate for 2011 through 2012 increasing to 62.417% in 2013. The
proposed 2016 city tax rate is 64.077, a 3.069% increase from 2015.
The adopted General Fund budget has a 4.66% expenditure increase for a total General Fund Budget of
$11,860,730. The total tax levy increase for 2016 is 8.85%. The levy includes funds designated for general
fund operations, capital improvements, the Pavilion, Art Center and debt service payments. The monthly
city tax cost for a median valued home of $225,000 is about $117.91 or approximately $1,415 for the year
not including credits for state programs.
The city’s goals and objectives were once again reviewed and updated by city staff, commissions, citizens
and the City Council. They are integral part in meeting the needs of the citizens. The 2016 goals and
strategic plan are included in the budget document on pages 14-15.
Sincerely,
CITY OF HOPKINS
Michael J. Mornson
City Manager
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CITY OF HOPKINS
The Government Finance Officers Association of the United States and Canada (GFOA)
presented a Distinguished Budget Presentation Award to City of Hopkins, Minnesota for its
annual budget for the fiscal year beginning January 1, 2015. In order to receive this award,
a government unit must publish a budget document that meets program criteria as a policy
document, as an operations guide, as a financial plan, and as a communications device.
This award is valid for a period of one year only. We believe our current budget continues
to conform to program requirements, and we are submitting it to GFOA to determine its
eligibility for another award.
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CITY OF HOPKINS
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CITY OF HOPKINS
COMMUNITY PROFILE
The first settlers of Hopkins arrived in 1852; however, the roots of the town begin in 1887 with the building
of the Minneapolis Threshing Machine Company, later called Minneapolis Moline. Minneapolis Moline
once employed most of the Hopkins residents. The West Minneapolis Land Company was also founded
in 1887 and was formed to build housing for the Minneapolis Moline factory workers. In 1893, the
Hennepin County Board of Commissioners received a petition signed by 41 residents, asking that the
village be formed. Following an election, the community was then incorporated as the village of West
Minneapolis.
The original village was comprised of three square miles, and it has been enlarged by annexation to its
present size of about four square miles. The population at the time of its incorporation was 1,105; today,
there are 17,481 people living in Hopkins. In 1928, the name of the village was changed to Hopkins - for
Harley H. Hopkins who was among its first homesteaders and was the community's first postmaster. The
first mayor was Harley Hopkins' son, Chester L. Hopkins.
On January 1, 1948, the village became a city upon adoption of a City Charter with a Council/Manager
form of government. The City Council consists of four council members and the mayor. Council
members serve four-year terms and are elected at large. The mayor is elected at large for a two-year
term. The governing council is responsible, among other things, for passing ordinances, adopting the
budget, appointing committees and hiring the City’s manager and attorney
Hopkins has always had a core business district, and in the center of that early business district was
Hopkins City Hall at 8th Ave N and Mainstreet. Completed in 1912, it housed the city's police and jail in
the rear portions, and city offices, library and meeting room upstairs. The fire station was on the main
level, and the firefighters used horse drawn rigs. The building was remodeled in 1940 to accommodate
more fire trucks.
That fire station was torn down in 1965 after a new City Hall, Police Station and Fire Station were built at
1010 1st St S. In 2004, a new Fire Station was built on 17th Ave. The Police Department was expanded
and remodeled in 2005. In the summer of 1982, the city and its Public Works Department accomplished
the challenge of building a city garage on a small area, using as many of the existing structures as
possible, doing it within a $475,000 budget, and doing it without disrupting city services. The Public
Works facility was expanded and remodeled in 2004.
Adjacent to the Public Works facilities is the Hopkins Pavilion, which was built with money from a 1989
park bond referendum. The facility opened in December 1991. It is now one of the premier facilities of its
kind in the Twin Cities area, and is used for soccer, lacrosse, in-line roller hockey, skating and ice hockey.
The Hopkins Activity Center, a multipurpose community facility, opened in January 1981 at the site of the
former South Junior High School. A variety of programs for people of all ages are offered at the Activity
Center. It was renovated in 1990, and the facility includes a gymnasium, meeting rooms and kitchen. The
Hopkins Historical Society, which was started more than 30 years ago, also is located in the Activity
Center.
The Hopkins Center for the Arts, 1111 Mainstreet, opened in November 1997. The Arts Center stands as
a focal point for arts, culture and entertainment in the Hopkins community, the Twin Cities metro area and
the region. It is a community-gathering place where young and old can enjoy high quality, multi-
disciplinary cultural arts programs and community activities. The Arts Center includes a theater, a visual
arts gallery, multipurpose spaces for rehearsals, community activities and small performances, a visual
arts classroom, a dance studio, and kitchen facilities for serving catered food.
th
It addition to its facilities, the City of Hopkins is home to the annual Raspberry Festival, now in its 80
year. The first festival was organized in 1934 by a group of community business people who were
concerned that the Hopkins economy and community needed a boost.
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CITY OF HOPKINS
Minnesota
Hopkins is a suburban city in Hennepin County, Minnesota located just 13 minutes west of the Twin Cities
of Minneapolis and St. Paul. The City is four square miles in size surrounded by larger suburban
communities. Hopkins is about 98% developed with little remaining vacant land. U.S. Route 169 and
Minnesota Highway 7 are two of the main arterial routes in the City. Hopkins is a dynamic community of
over 18,000 residents. Founded rich in tradition and growth, Hopkins offers the advantages and
conveniences of a large City but yet the security of a small town. The residents and the business
community have an enormous sense of pride and support for their City. Travel any street and you will see
and feel the reflections of pride and vitality. Hopkins has enriched its spirit of community by remaining a
place where people are treated with respect; where the community participates in building culture,
character and common bonds; where business growth is supported while a vibrant City Center is
maintained; where people feel safe, support outstanding schools and celebrate cultural heritages; and
where people enjoy quality parks, housing and public services.
Through education, inspiration, involvement and communication, the City Council, City Staff, members of
the Boards and Commissions, the business district and the neighborhood associations are committed to
enhancing the quality of life in Hopkins.
Population:
19203,055
19303,834
19404,100
19507,595
196011,380
1970 (census)13,395
1980 (census)15,336
1990 (census)16,534
2000 (census)17,145
2010 (census)17,591
201117,701
201217,939
Summertime in Hopkins
201318,413
at the Clock Tower Plaza
201418,971
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CITY OF HOPKINS
CITY STATISTICS:
Founded1852School Enrollment8,496
Dated of IncorporationNovember 27, 1893Education
Date of Adoption of City CharterDecember 20, 1947 Elementary Schools6
Form of GovernmentCouncil - Manager Middle Schools2
Fiscal Year BeginsJanuary 1 High School1
Area of City4.1 Square Miles Private Schools8
2,616 acres Charter Schools2
Housing
Single Family2,764Elections:
Multiple Family5,020 Registered Voters - last general election9,647
Duplexes514 Number of votes cast last general election1,058
Townhouses868 Percentage of registered voters voting11%
Population by AgeCity Bond Rating
0 to 194,367 Stand & Poor'sAA+
20 to 6411,448
Over 651,970
Miles of Streets and Alleys:
Income by Household Trunk Highways3.57
Less than $25,0001934 County5.32
$25,000 - $50,0002088 City Streets47.5
$50,000 - $75,0001570 Alleys9.52
$75,000 - $100,000912
$100,000 - $150,000902Miles of Sewers:
$150,000 - $200,000315 Storm Sewers21.4
$200,000 or more235 Sanitary Sewers45.46
Median Household Income$49,400Miles of Watermains52.6
Per Capita Personal Income$29,400
Civil Defense Warning Sirens3
Unemployment Rate3.3%
Fire Protection:
Population Composition Number of Stations1
White57.82% Number of FT Employees3
African American17.11% Volunteer Firefighters33
Asian7.69%
Hispanic or Latino11.63%Police Protection:
Two or More Races4.12% Number of Stations1
Native American0.50% Number of Employees45
Other Races1.13%
Parks
City Parks16
Playgrounds11
Total Property Values$1.664 billion Skating Rinks7
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CITY OF HOPKINS
ORGANIZATION STRUCTURE
The home rule charter of the City was adopted on December 2, 1947 and serves as the basis for the
government operations of the City. The City utilizes the council-manager form of municipal government.
The City Council is comprised of the mayor and four council members. The mayor and the council
members are elected at large. The council members serve a four-year term and the mayor serves a two-
year term. The city manager of the City is the chief administrative officer of the City. The city manager
and the city attorney are selected by the City Council and serve an indefinite term. The city manager
controls and directs the administration of the City’s affairs and therefore, supervises all departments and
divisions of the City. The city attorney provides legal and prosecution services for the City. City boards
and commissions serve in an advisory capacity to the City Council.
The City is managed through seven departments, each with a department head who reports to the city
manager. A description of each of the departments is included in this document. Within each department
are several programs. A description of each program, its objectives and budgets are presented in this
document.
The City utilizes several commissions to advise, prioritize or implement various city issues or projects
throughout the year. These commissions are comprised of volunteer citizens and an appointed staff
member as a liaison. The Charter commission reviews the city charter for appropriateness and also
recommends changes to the charter. They meet annually or more often as needed. The Zoning and
Planning commission meets monthly and reviews and recommends zoning applications, changes to
zoning ordinances and recommends possible future economic development for the City. The Park board
meets monthly to review park and recreation programs use and recommends future programs and
development for parks.
There are also several internal committees comprised of department heads and employees to assist in
the management of City operations. These include the Labor Management committee, Employee
Management committee, Insurance committee, Safety committee, Wellness Committee and Police
Review committee.
MISSION, VISION AND GOALS
Long-range goals for the City are:
Continually enhance partnerships with citizens.
o
Inspire citizen leadership.
o
Educate and involve residents.
o
Communicate openly and effectively.
o
Be responsive.
o
Be fiscally responsible.
o
Provide quality customer service that is:
o
Responsive to the needs of the community.
Innovative.
Accessible.
Short-term goals are reviewed annually by City Council and staff. The discussion begins with the global
environment and ends with prioritizing goals for the near future. Below are the mission, vision and short-
term goals for the City along with the strategies and action steps needed to implement them. The budget
is developed using the three main goals along with the strategies as guidance. Departments then use the
action steps in setting individual departmental goals and budgets so that resources are available to
achieve the action steps identified.
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CITY OF HOPKINS
FINANCIAL MANAGEMENT AND POLICIES
The City of Hopkins Finance Department is responsible for maintaining the accounting system and
monitoring compliance with the budgetary controls and financial policies established by the City Manager
and City Council. Following is an overview of relevant financial management practices, policies and year-
end reporting.
BASIS OF ACCOUNTING
The accounting system provides for a complete, self-balancing account group for each fund of the City.
Accounting records are maintained on the modified accrual basis for City funds. The exception is the
proprietary funds, which are on full accrual. The modified accrual basis of accounting recognizes
revenues to the degree that they are available to finance expenditures of the fiscal period. Similarly, debt
service payments and a number of specific accrued liabilities are only recognized as expenditures when
payment is due because it is only at that time that they normally are liquidated with expendable available
financial resources. The budgetary basis of accounting is the same basis of accounting used to prepare
the City’s financial statements as included in the City’s Comprehensive Annual Financial Report at the
fund statement level.
COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR)
The City implemented Governmental Accounting Standards Board (GASB) Statement No. 34 for the year
ending December 31, 2003. The statement also requires the City to utilize the economic resources
measurement focus as well as the accrual basis of accounting.
The City operates on a calendar fiscal year and reports its year-end financial position in a Comprehensive
Annual Financial Report (CAFR), prepared by the City’s Finance staff. Copies of the 2015 CAFR will be
available to the public upon completion in May 2016 and a summary of the results will be published in the
official newspaper.
The 2015 CAFR will be audited by the independent auditing firm of CliftonLarsonAllen, LLP to insure
accuracy and compliance with federal and state laws and regulations. State law provides that the City
may arrange for an examination of its books, records, accounts and affairs, or any part thereof, by the
State Auditor or by Certified Public Accountants. It has been a long-standing policy of the City to provide
for a complete annual audit of the City records by independent Certified Public Accountants.
The Government Finance Officers Association of the United States and Canada (GFOA) awarded a
Certificate of Achievement of Excellence in Financial Reporting to the City of Hopkins for its CAFR for the
fiscal year ended December 31, 2014. The Certificate of Achievement is a prestigious national award
recognizing conformance with the highest standards for preparation of state and local government
financial reports.
CAPITAL IMPROVEMENT PROGRAM (CIP) POLICY
The City annually develops a 5-year plan for capital improvements and updates it annually. The five-year
budget capital improvement will be approved and incorporated into the operating budgets. The following
year’s budget will be adopted with the year after that on a cycle consistent with the operating budgets.
The complete CIP document can be downloaded from the city’s website at www.hopkinsmn.com and is a
companion document to the Annual Budget.
The City will identify the estimated cost and potential funding sources for each capital project proposal
before it is submitted to the Council for approval and that process will determine the most cost effective
financing method for the proposed project. The City will make all capital improvements in accordance
with the adopted capital improvement program or as amended by the City Council. Capital purchases
not otherwise funded through an approved budget shall require City Council approval. The City will
maintain all its assets at a level adequate to protect the City’s and its citizen’s capital investment and to
minimize future maintenance and replacement costs.
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CITY OF HOPKINS
EQUIPMENT REPLACEMENT PLAN (ERP) POLICY
The City annually develops a 5-year plan for equipment replacement and updates it annually. The five-
year budget equipment replacement plan will be approved and incorporated into the operating budgets.
The following year’s budget will be adopted with the year after that on a cycle consistent with the
operating budgets. The complete ERP document can be downloaded from the city’s website at
www.hopkinsmn.com and is a companion document to the Annual Budget.
The City will identify the estimated cost and potential funding sources for each equipment proposal before
it is submitted to the Council for approval and that process will determine the most cost effective financing
method for the proposed equipment purchase. New pieces of equipment not previously in the equipment
replacement plan must first be financed through the departmental budget and will be placed in the
equipment replacement plan the year following the purchase. The City will make all equipment
purchases in accordance with the adopted equipment replacement plan or as amended by the City
Council. Equipment purchases not otherwise funded through an approved budget shall require City
Council approval.
The City will maintain all its equipment assets at a level adequate to protect the City’s and its citizen’s
capital investment and to minimize future maintenance and replacement costs.
BUDGETARY AND FINANCIAL CONTROL POLICIES
The council shall have full authority over the financial affairs of the City.
City manager shall control and direct the administration of the City's affairs.
The manager shall prepare the budget annually and submit it to the council and be responsible
for its administration after adoption.
The manager will prepare and submit to the council at the end of the fiscal year a complete report
on the finances and administrative activities of the City for the preceding year; and keep the
council advised of the financial condition and future needs of the City.
The annual budget shall provide a complete financial plan for the budget year by fund.
The council shall levy the taxes necessary to meet the requirements of the budget for the ensuing
fiscal year.
The city clerk shall be the chief purchasing agent of the City.
The City will maintain an investment policy that invests available funds to the maximum extent
possible, at the highest rates obtainable at the time of investment, in conformance with the legal
and administrative guidelines.Any money in any fund belonging to the City, or any branch
thereof, may be invested by the city manager according to policies adopted by the City Council.
The finance director shall be the chief accounting officer of the City and shall submit to the council
a statement each month containing information relative to the finances of the City as the council
may require. Each year the finance director shall submit a report to the council, no later than
June 30, covering the entire financial operations of the City for the past year. This report shall
follow the style and form, as far as practicable, prescribed for annual City financial reports and
copies will be made available to interested parties.
BUDGET CONTROLS
Budgets are complete financial plans for the future by fund, showing all proposed expenditures and
estimates of all anticipated revenues. The council may include or exclude at its discretion any fund,
except the general fund. The budget shall be submitted to the council at a regular council meeting, in a
manner prescribed by state statute, not less than 30 days prior to final approval. The budget is a public
record open to public inspection. The council shall hold a public hearing on the budget and it shall make
such changes therein as it deems necessary and adopt the budget by resolution.
BALANCED BUDGET – It has been City policy to annually approve a balanced General Fund budget. A
balanced budget is a budget in which expenditures are equal to income. Other City funds may or may not
have a balanced budget depending on when funding is received for specific expenditure needs. For
example a grant may be budgeted for expenditures that may overlap years. Thus all revenues would be
in one year and the expenditures would be in multiple years.
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CITY OF HOPKINS
BUDGET BASIS – Governmental budgets are prepared on the modified accrual basis and enterprise
budgeted on an accrual basis. Budgets are estimates and may be amended under the following
guidelines.
PREPARATION OF THE ANNUAL BUDGET – The annual budget shall provide a complete financial plan
for the budget year by fund, showing all proposed expenditures and estimates of all anticipated revenues
applicable to proposed expenditures and any other information the council may require or the city
manager might deem desirable. In parallel columns shall be shown the amounts, if any, granted and
expended under similar heads for the past two complete fiscal years and, as current as possible, for the
immediate past fiscal year. The council may include or exclude at its discretion any fund, except the
general fund. The budget shall be submitted to the council at a regular council meeting, in a manner
prescribed by state statute, not less than 30 days prior to final approval. It shall be a public record open
to public inspection by anyone and the city manager shall cause sufficient copies thereof to be prepared
for distribution to the mayor, members of the council and interested persons.
ADOPTION OF THE BUDGET – The council shall hold a public hearing on the budget and it shall make
such changes therein as it deems necessary and adopt the budget by Resolution.
ENFORCEMENT OF THE BUDGET – Except as set forth in Section 7.16, the city manager or the City
Council shall not approve any expenditure uncovered by the budget. The City Council may approve
expenditures uncovered by the budget if there is sufficient unexpended balance left after deducting the
total past expenditures and the sum of all outstanding bills, orders and encumbrances. No employee of
the City shall place any orders or make any purchases except for the purpose and to the amounts
authorized in the budget. Except as in this Charter otherwise provided, any obligations incurred by any
person in the employ of the City for any purpose not authorized in the budget or for any amount in excess
of the amount therein authorized shall be a personal obligation upon the person incurring the expenditure.
ALTERATIONS IN THE BUDGET – Except as set forth in Section 7.16, after the budget shall have been
duly adopted, the council shall not have power to increase the amounts therein fixed, whether by the
insertion of new items or otherwise, beyond the estimated revenues, unless the actual receipts shall
exceed such estimates, and in that event not beyond such actual receipts. The sums fixed in the budget
are appropriated at the beginning of the fiscal year for the several purposes named therein. The council
may reduce salaries or the sums appropriated for any other purpose, or authorize the transfer of sums
from unexpended balances to other purposes.
Budgets are adopted by fund and are appropriated for several purposes. The council may reduce
appropriations within any fund and re-appropriate those funds within the same fund for other purposes.
The council may also increase appropriations if actual receipts exceed budgeted revenues. The increase
in appropriations cannot exceed the excess in budgeted revenues. The budget, as presented in this
document, is developed for each program within a department. For example, the Finance department is
made up of several programs including Benefit Administration, Payroll, Utility Billing, etc… For
management purposes, the sum of the program expenditures may not exceed the total budget for the
specific department. For legal purposes, the general fund total expenditures cannot exceed the total
general fund appropriation. The council must budget for the general fund but budgets for all other funds
are at their discretion.
Budgets are adopted on a basis consistent with generally accepted accounting principles and are defined
on the same basis of accounting described below. Annually appropriated budgets are legally adopted for
the general fund. Budgeted amounts are reported as originally adopted, or as amended by the City
Council. Budgeted expenditure appropriations lapse at year-end. Unexpended or supplementary
appropriations can be carried forward if approved by the City Council. Encumbrances represent
purchase commitments. Encumbrances outstanding at year-end are reported as reservations of fund
balances and the budgets associated with them are carried forward to the next year.
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CITY OF HOPKINS
The City follows the procedures below in establishing the budget.
1. The city manager and finance director submits to the City Council a proposed operating budget for
the fiscal year commencing the following January 1.
a. The operating budget includes proposed expenditures and the estimated revenues for the
general fund, specified special revenue funds requested by City Council, enterprise funds,
internal service funds and debt service funds.
b. Capital project funds for the City are not budgeted annually but are included in the Capital
Improvement Plan approved by the City Council. Capital projects are approved by the City
Council on a per project basis.
2. Public hearings are conducted to obtain taxpayer comments.
3. The general fund budget is enacted through passage of a resolution.
BUDGET CALENDAR
April-MayMeet with Council to set parameters and goals for 2015 budget process
June (1st week)Distribute budget worksheets to departments
June (3rd week)Departmental budgets to be completed and returned to finance
June (4th week)Finance reviews and compiles budget summary
July (1st week)City Manager & Finance to meet with departments to review budgets
July - AugustCouncil work sessions to review budgets
September 1City Council adopts preliminary levy and budget
September 2Proposed 2016 budget and levy certified to Hennepin
September/OctoberSpecial Revenue & Enterprise budgets presented to Council for review and approval
December 1Budget public hearing and final budget approval and tax levy certification
December 28Final 2016 levy certification to Hennepin County
INTERNAL CONTROLS
In developing and altering the City’s accounting system, consideration is given to the adequacy of internal
accounting controls. These controls are designed to provide reasonable, but not absolute, assurance
regarding the safeguarding of assets against loss from unauthorized use of disposition and the reliability
of financial records for preparing financial statements and maintaining accountability for assets. the
concept of reasonable assurance recognizes the cost of a control should not exceed the benefits likely to
be derived, and the evaluation of costs and the benefits requires estimates and judgments by
management. All internal control evaluations occur within the above framework. We believe the City’s
internal accounting controls adequately safeguard assets and provide reasonable assurance of proper
recording of financial transactions.
CASH MANAGEMENT
The investment portfolio of the City is designed to attain an average rate of return regularly exceeding the
average return on three month US Treasury Bills, while seeking to augment returns above this threshold
consistent with budgetary cycles, economic conditions, risk limitations, and prudent investment principles.
Portfolio diversification is considered so that investments are not concentrated in one institution, in one
type of investment, or purchased from one dealer. Pursuant to this policy, cash temporarily idle during
the year was invested in those investments authorized by law
RISK MANAGEMENT
The City has an informal risk management policy, the purpose of which is to maintain the integrity and
financial stability of the City, protect its employees from injury, and reduce overall costs of operations.
The City has insurance coverage through the League of Minnesota Cities Insurance Trust (LMCIT) to
ensure City property, contractors and miscellaneous equipment, crime, employee performance bonds,
autos and general liability. General liability coverage amounts to $1,000,000 per occurrence (and
aggregate), with a $20,000 per occurrence, $40,000 aggregate deductible.
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DEBT
The City will confine long-term borrowing to capital improvements, equipment or projects that
have a life of more than 5 years and cannot be financed from current revenues.
The City may issue debt for its Permanent Revolving fund, which pays for any improvement in
which part of the cost of the improvement is to be assessed against the benefiting properties.
The City may also issue revenue bonds that are paid back directly from revenue sources other
than debt levies.
The City may submit to voters the proposition of issuing debt for any public purpose not
prohibited by law, and issue the debt upon a favorable majority vote.
Whenever possible, the City will use revenue (including G.O. backed revenue) or other self-
supporting type bonds instead of general obligation bonds.
The City will maintain frequent and regular communication with bond rating agencies about its
financial condition and will follow a policy of full disclosure in every financial report and bond
prospectus. The City will comply with Securities Exchange Commission (SEC) reporting.
The City will keep the total maturity length of general obligation bonds below 25 years. In all
cases the maturity shall be shorter than the life of the related assets.
Net general obligation debt (as defined above) will not exceed 3% of the estimated full market
value of taxable property in the Cit as required by Minnesota Statutes Section 475.53.
The City may issue emergency bonds to pay for extraordinary expenditures or to cover a shortfall
in revenues for budgeted expenditures. Emergency bonds must mature within ten years of
issuance. One tenth of the amount is to be levied the first year following issuance and one tenth
every year there after for ten years.
FUND BALANCE
The City believes that sound financial management principles require that sufficient funds be
retained by the City to provide a stable financial base at all times. To retain this stable financial
base, the City needs to maintain a General Fund Balance sufficient to fund all cash flows of the
City, to provide financial reserves for unanticipated expenditures and/or revenue shortfalls of an
emergency nature, and to provide funds for all existing encumbrances.
The following individual items shall constitute the City General Fund Balance:
Restricted Fund Balance – The restricted fund balance category includes the portion of
o
thespendable fund balance that reflects constraints on spending because of legal
restrictions stipulated by outside parties (e.g., encumbrances for goods or services with
outside parties-creditors, grantors outstanding at the end of the year), Also, any legal
restrictions based on state statutes or grant requirements placed on the use for specific
purposes
Committed Fund Balance – The committed fund balance classification includes the
o
portion of the spendable fund balance that reflects constraints that the city has imposed
upon itself by a formal action of the city council (for example, an ordinance or resolution
passed by a city council). This constraint must be imposed prior to year end but the
amount can be determined at a later date.
Assigned Fund Balance – The assigned fund balance is the portion of the spendable fund
o
balance that reflects funds intended to be used by the government for specific purposes
assigned by more informal operational plans. In governmental funds other than the
general fund (special revenue funds, capital project funds, debt service funds and
permanent funds); assigned fund balance represents the amount that is not restricted or
limited. The authority to “assign” fund balance is delegated to the City Finance Director
Unassigned – This is the residual classification for the government’s General Fundand
o
includes all spendable amounts not contained in the other classifications and, therefore,
not subject to any constraints. Unassigned amounts are available for any purpose.
These are the current resources available for which there are no government self-
imposed limitations or set spending plan. Although there is generally no set spending
plan for the unassigned portion, there is a need to maintain a certain funding
level. Unassigned fund balance is commonly used for emergency expenditures not
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CITY OF HOPKINS
previously considered. In addition, the resources classified as unassigned can be used
to cover expenditures for revenues not yet received.
The Council recognizes that any such funds should be appropriated for non-recurring
expenditures as they represent prior year surpluses that may or may not materialize in
subsequent fiscal years
POLICY - At the end of each fiscal year, the City will strive to maintain Spendable – Unassigned
portions of the fund balance for Cash Flow equivalent to a minimum of five (5) months or 42% of
the prior fiscal year General Fund operating expenditures. In addition to cash flow needs this
accommodates emergency contingency concerns.
MONITORING AND REPORTING - The City Manager and Finance Director shall annually
prepare the status of fund balances in relation to this policy and present to the City Council in
conjunction with the development of the annual budget.
When both restricted and unrestricted resources are available for use, it is the City’s policy to first
use restricted resources, and then use unrestricted resources as they are needed.
When committed, assigned or unassigned resources are available for use, it is the City’s policy to
use resources in the following order; 1.) committed 2.) assigned and 3.) unassigned.
A negative residual amount may not be reported for restricted, committed, or assigned fund
balances in the General fund.
BUDGET PLANNING PROCESS
The City has developed a number of elements that when been brought together help to provide the best
information for the Council to make their budget decisions. These elements include the following:
Strategic Planning Process –
The Council has a mission and vision statement, which helps
determine the priorities of the community and direct the council in providing services for its
constituency. As part of the process annual goals and objectives are set. Department Directors then
use these goals in developing departmental goals and setting departmental budgets.
Program Budgeting –
This provides more information in regards to what programs departments
provide and what is the individual cost of those programs. This accomplishes the objective of
reviewing revenues and expenditures based on program activity. For programs whose goal is to be
supported totally by revenues it allows departmental managers to review the fee structure on an
annual basis to ensure that goal is met. It also allows the public to determine what portion of a specific
department is supported by taxes.
Four Year Budget Modeling –
Encourages future planning for the General Fund budget and allows
us a preview at projected property tax levy needs over the next four years. Monitoring tax capacity
along with budget needs provides advance notice to management when taxes may rise faster than
advisable and allows staff to take appropriate action in revising budget goals and projections.
Cash Flow Models –
Cash flow projections are created for all funds to provide us with a view of future
sources and uses within the various funds and for the City as a whole. This assists in long range
planning and goal setting in keeping all funds in a positive cash position.
Financial Management Plan –
In 2014 the City adopted a long-range Financial Management Plan for
the years 2015-2024 that addresses financing challenges for several funds, sets forth financing for all
items identified in the Capital Improvement Plan (CIP) and Equipment Replacement Plan (ERP)
(described below), and provides for adequate funding for operational needs in the general, special
revenue funds and enterprise funds. Tax base growth is built into the plan so the taxes are indexed
each year based on that growth. This plan when followed should make the annual budget much easier
to develop.
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CITY OF HOPKINS
The Financial Management Plan will be updated each year prior to the budget process and used as a
guide in preparing the annual budget. This document is key in managing increases in the General
Fund, restoring the Art Center Fund to sound financial footing and providing adequate resources for
the Pavilion Ice Arena that will need significant capital improvements in 2020. The Financial
Management Plan was developed by staff with assistance from the City’s Financial Advisor who will
assist staff in annual updates to the plan to ensure the goals of the City continue to be met.
Net Property Tax Cost for Sample Properties –
Developed many years ago, this provides
information to the council incorporating expected increases in valuation and projecting actual costs on
sample properties within the City. The council when setting the tax levy is sensitive to its impact on
property owners and this benchmark provides information on how the recommended levy will impact
city taxpayers. If the council feels the proposed levy will negatively impact property owners options for
reducing the levy are explored. These may include revenues alternatives or expenditure decreases or
a combination of both.
Net Tax Cost by Program –
This provides both a dollar and percentage of property tax support for
programs and demonstrates which city programs are most
each of the City’s general fund
dependant on taxes. It also provides information to the public on what benefits they receive for
their tax dollars.
The Capital Improvement Plan (CIP) is a five-year schedule or plan
Capital Improvement Plan
–
for capital improvement expenditures in excess of $10,000 and having a useful life of five or more
years. The Capital Improvement Plan process begins with departments editing and updating
existing plans from previous years and adding or deleting projects. Once this is completed,
finance does an analysis of funding requirements and any related prioritization is done by the city
manager. The analysis includes a review of projected working capital amounts available for the
projects, any operating cost adjustments as a result of the improvement and the impact of future
funding needs is determined. The mayor and council then use the compiled information in the
CIP along with the results of public discussion, to determine which projects are to proceed and
exactly how they will be funded. Once the CIP is approved the projects for the following year are
placed in the appropriate budget.
Equipment Replacement Plan –
The Equipment Replacement Plan (ERP) is a twenty-year
forecast and a five-year plan of equipment needs within the City. In is intended to inform the
Council and citizens of the major equipment needs on the horizon. The first year of the plan
becomes an adopted equipment budget and relates to the operating budget of the equipment
replacement fund, which is approved on an annual basis. The remaining nineteen years
represent an estimate of equipment needs and funding capabilities of the City. Funding
requirements vary from year to year. In order to maintain a fairly consistent levy each year, the
twenty-year schedule is projected with a 3% inflation factor for operating expenses and a yearly
average dollar capital expenditure of $992,400. Revenues for the ERP are derived from charges
to the departments that use the equipment and are based on the equipment needs of the various
departments over the twenty-year period.
FUND STRUCTURE
The accounting system maintains a standard fund structure for a typical Minnesota city government.
Following is a description of the funds included that are subject to appropriation, for which financial plans
and budget appropriations are prepared annually. These funds are the General, Special Revenue, Debt
Service, Capital Projects and Enterprise.
General Fund
The General Fund accounts for all financial transactions not properly accounted for in any other fund,
including most of the basic governmental services. The expenditures from the General Fund account for
the majority of primary services provided by the City in the areas of public safety, parks and public works,
recreation, planning, engineering and general government.
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Special Revenue Funds
This type of fund accounts for services and expenditures where revenue is restricted for a designated
purpose. The City maintains fifteen Special Revenue Funds. There are thirteen budgeted Special
Revenue Funds.
Chemical Assessment Team Fund – grant funds received from the state restricted for the
operation of the Chemical Assessment Team.
Economic Development Fund – revenue sources include interest on loans, taxes,
development fees that are used for expenditures relating to housing and redevelopment
projects throughout the city.
Tax Increment Funds (7) – tax increment revenues for housing and economic redevelopment
projects throughout the city.
Parking Fund – parking permits and parking violation fees help support the maintenance of
the cities current parking lots and ramps.
Communication Fund – franchise fee for cable TV supports cable and communications efforts
of the city.
Depot Coffee House Fund – grants, leases and concession revenues support a local
chemical free teen center and coffee house.
Art Center Fund – leases, state aids, contributions and program sales support the Hopkins
Center for the Arts, which is a community-based center with theater and art at its base.
Some of the Special Revenue Funds do not require an annual financial plan because of the nature of the
type of revenue and expenditure. Expenditures are authorized on an individual basis.
Hennepin County CDBG Fund – block grant funds used for housing and infrastructure
improvements
Debt Service Funds
Debt service funds account for the accumulation of resources for the payment of general long-term debt
principal, interest, and related costs. The City maintains 17 individual debt service funds for the various
bond issues. The City has established annual financial plans for all 17 general obligation bond funds,
which are shown in total as the GO Debt Service Funds.
Capital Project Funds
Capital project funds account for the acquisition and construction of major capital facilities and equipment
(except those financed by proprietary funds). This includes expenditures relating to capital projects and
large capital outlay purchases. The City has five budgeted funds in this category:
Park Improvement Fund – development and improvement of City parks. Revenue is primarily
from park development fees paid by developers.
State Aid Construction Fund – revenue from state aid to assist with maintenance and
construction of state aid streets throughout the city.
Capital Improvement Fund – transfers from other funds to cover future improvements or
maintenance of city facilities and infrastructure.
Street Improvement Franchise Fee Fund – revenue is derived from the increase off the base
gas and electric franchise fees and will be used to offset street improvement costs that are to
be levied on the taxes.
Permanent Improvement Revolving Fund – bonds issued to fund reconstruction and
maintenance of residential streets throughout the city.
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CITY OF HOPKINS
Enterprise Funds
Enterprise funds account for our business-type activities. These activities provide services where most of
the costs are recovered through user fees and charges. The City has five Enterprise funds.
Water Utility Fund – water utility fees based on water usage, which covers the expense of
distributing water and maintaining the water system infrastructure.
Sewer Utility Fund – sewer utility fees based on water usage, which covers the expense of
disposing of sewer products and maintaining the sewer system infrastructure.
Refuse Utility Fund – refuse fee based on size of refuse container, which covers the expense
of disposing of refuse products.
Storm Sewer Utility Fund – storm sewer utility fee based on non-permeable surface of
property for commercial or a fixed rate for residential properties, which covers the expense of
maintaining the storm sewer infrastructure throughout the city.
Pavilion/Ice Arena Fund – rental fees for ice or space, which covers the operating costs of
running the facility.
Internal Service Funds
Internal Service Funds are used to account for the financing of goods and services provided by one
department to other departments of the City on a cost reimbursement basis. The City has three Internal
Service Funds and no budgets are prepared for these funds.
Equipment Replacement – revenues derived from leases of large equipment to all
departments. Revenues are used to cover the cost of replacing equipment in the future.
Lease payments are budgeted in the individual funds and transferred to the Equipment
Replacement Fund monthly.
Employee Benefits – to account for compensated absences of non-enterprise employees
Insurance Risk – accounts for the dividends received from the insurance company for low
insurance claims and costs, which is used to cover the deductible for any losses.
Major Funds
For 2016 the City identifies the following funds as major funds which are described above. All major
funds are budgeted.
General Fund
Economic Development Special Revenue Fund
Arts Center Special Revenue Fund
Permanent Improvement Capital Projects Fund
G.O. Housing Improvement Refunding Bonds of 2009B Debt Service Fund
Water Utility Enterprise Fund
Sewer Utility Enterprise Fund
Storm Sewer Utility Enterprise Fund
Public art in the downtown area
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CITY OF HOPKINS
City Personnel by Function
Administration of Fund
GeneralPublicCommunityCommunity
Operating FundGovernmentFinancePoliceFireWorksDevelopmentServicesRecreation
General Fund
AdministrationXXX
FinanceX
Community ServicesX
Building MaintenanceXXXX
InspectionsX
PoliceX
FireX
Public WorksX
RecreationX
Activity CenterX
Planning & ZoningX
Community DevelopmentX
Special Revenue Funds
Economic DevelopmentX
ParkingXX
CommunicationX
Depot Coffee HouseX
Art CenterX
Enterprise Funds
WaterX
SewerX
RefuseX
Storm SewerX
PavilionX
Housing & RedevelopmentX
Employees volunteering at the annual
Mayor Molly Cummings being sworn in as
Thanksgiving luncheon for seniors at the
the new mayor for 2016-2018.
City’s Activity Center.
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CITY OF HOPKINS
Authorized and Actual Staffing Levels
Full-Time and Regular Part-Time Positions
1 FTE = an employee who works 40 hours a week
20132014201520162016
uthorized uthorized Authorized
AA
& Actual& Actual& ActualAuthorized Actual
Administrative Services5.005.005.004.555.05
Finance4.604.604.604.004.00
Municipal Building1.451.451.451.451.45
Community Services9.809.709.688.658.65
Police36.4534.5035.5036.7836.78
Fire1.251.251.253.253.25
Public Works17.6917.0917.0917.9817.58
Skate Park0.050.050.050.050.05
Activity Center3.203.203.203.253.25
Zoning & Planning1.351.351.351.351.35
Community Development0.850.850.851.201.50
General Fund Total81.6979.0480.0282.5182.91
Economic Development1.151.601.601.251.25
Housing Rehabilitation0.000.000.000.000.00
Parking0.720.720.720.720.72
Communications0.250.250.250.750.75
Depot Coffee House6.255.255.255.255.25
Art Center3.803.804.304.304.30
Special Revenue Fund Total12.1711.6212.1212.2712.27
Water3.133.133.433.702.87
Sanitary Sewer3.463.463.763.603.40
Refuse3.893.893.894.094.09
Storm Sewer0.630.630.630.630.43
Pavilion/Ice Arena2.402.402.902.902.90
Housing & Redevelopment2.202.202.202.402.40
Total Proprietary Funds15.7115.7116.8117.3216.09
Total All Funds109.57106.37108.95112.10111.27
In 2016 the .83 position difference between authorized and actual staffing is due to minor changes in
staffing. Due to a significant number of retirements the City has taken the opportunity to review staffing
and make operational changes. As a result we were able to eliminate two part-time positions.
The increase in actual staffing from 2015 to 2016 of 3.15 is due to adding two full-time firefighters
increasing full time fire staff to three, bring the part-time parking enforcement officer to full-time and
adding part-time staff to the Depot Coffee Shop. Other minor changes included shifting responsibilities of
various personnel between departments which resulted in staffing count changes in those departments.
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CITY OF HOPKINS
Operating Fund Crosswalk
This matrix shows the relationship between functional units and funds.
Major Funds
pecaevenueCapital ProjectsDebt ServiceEnterprise
SilR
Tax Incr Taxable
District - Taxable Tax
Entertain-Permanent Houing Increment Storm
General Economic ment Arts Municipal Improvement Bonds of Rfdg Bonds Water Sewer Sewer
Function
FundDevDistrictCenterState AidRevolving2009Bof 2005BUtilityUtilityUtilityPavilion
General GovernmentXXXXXXXXXXX
Public SafetyX
Health and WelfareX
Highways and StreetsX
Urban Redevelopment and HousingXX
Culture and RecreationXXX
Capital OutlayXXXXXX
Debt ServiceXXXXX
WaterX
SewerX
Storm SewerX
Non-Major Funds
SpecialCapitalDebt
FunctionRevenueProjectsServiceEnterprise
General GovernmentXXXX
Public SafetyX
Health and WelfareX
Highways and StreetsX
Urban Redevelopment and HousingX
Culture and RecreationX
Capital OutlayXX
Debt ServiceX
RefuseX
Hopkins Citizen’s Academy participants engage in Police, Planning and Economic Development, and fire exercises. The Citizens Academy, a
five week program held annually in March allows citizens to get a better understanding of how their City government works. The Academy
covers the topics of, Our Government, Police, Fire, Public Works and Planning & Economic Development. The program has been well received
by the community with over 25 participants each year.
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CITY OF HOPKINS
Summary Budget Information – Major Funds and Non-Major Funds by Fund Type
2014201520152016Budget
ActualActualBudgetBudgetDifference%age
REVENUES
General Fund$ 11,355,285$ 11,346,71611,534,162$ 11,875,730$ 529,014$ 4.66%
Special Revenue Funds
Economic Development Fund$ 650,707$ 698,288$ 288,072$ 356,113$ 23.62%68,041
Arts Center$ 679,223$ 777,392$ 787,121$ 787,108$ 0.00%(13)
Non-major Special Revenue Funds3,548,907$ $ 3,861,554$ 3,462,894$ 3,557,852$ 2.74%94,958
Capital Project Funds
Permanent Improvement Fund2,067,658$ $ 5,701,023$ 1,641,537$ 3,603,842$ 1,962,305119.54%
Non-major Capital Project Funds$ 2,791,356$ 2,522,008$ 1,997,696$ 2,971,893$ 48.77%974,197
Debt Funds
Taxable Housing Bonds of 2009B399,288$ $ 407,103$ 407,000$ 407,750$ 0.18%750
Non-major Debt Service Funds$ 17,628,780$ 2,670,19421,896,938$ $ 3,707,894$ 1,037,70038.86%
Enterprise Funds
Water Utility Enterprise Fund$ 1,513,774$ 1,513,774$ 1,675,400$ 1,553,500$ (121,900)-7.28%
Sewer Utility Enterprise Fund2,117,430$ $ 2,117,430$ 2,208,700$ 2,277,200$ 3.10%68,500
Storm Sewer Enterprise Fund$ 811,842$ 811,842$ 803,000$ 804,000$ 0.12%1,000
Non-major Enterprise Funds$ 1,344,023$ 1,344,023$ 1,405,400$ 1,433,267$ 1.98%27,867
EXPENDITURES
General Fund$ 11,063,528$ 11,346,71611,228,522$ 11,875,730$ 529,014$ 4.66%
Special Revenue Funds
Economic Development Fund$ 362,524$ 425,682$ 240,828$ 176,600$ -26.67%(64,228)
Arts Center$ 755,475$ 763,815$ 999,277$ 903,667$ (95,610)-9.57%
Non-major Special Revenue Funds2,883,124$ $ 1,714,551$ 2,270,022$ 2,733,727$ 20.43%463,705
Capital Project Funds
Permanent Improvement Fund1,623,431$ $ 7,921,516$ 2,630,973$ 3,898,728$ 1,267,75548.19%
Non-major Capital Project Funds$ 2,679,632$ 1,446,959$ 2,992,500$ 1,653,847$ -44.73%(1,338,653)
Debt Funds
Taxable Housing Bonds of 2009B330,239$ $ 325,517$ 325,500$ 327,200$ 0.52%1,700
Non-major Debt Service Funds$ 10,740,718$ 9,050,03920,255,495$ $ 3,585,449$ -60.38%(5,464,590)
Enterprise Funds
Water Utility Enterprise Fund$ 1,473,094$ 1,473,094$ 1,569,265$ 1,693,261$ 123,9967.90%
Sewer Utility Enterprise Fund2,079,356$ $ 2,079,356$ 2,382,064$ 2,607,944$ 225,8809.48%
Storm Sewer Enterprise Fund$ 880,210$ 880,210$ 490,738$ 504,496$ 2.80%13,758
Non-major Enterprise Funds$ 1,289,931$ 1,289,931$ 1,340,993$ 1,395,450$ 4.06%54,457
Major Funds are in
bold type
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CITY OF HOPKINS
Summary of Budgeted Funds
GENERAL FUND
2014201520152016Budget
ActualActualBudgetBudgetDifference% age
REVENUES
Property Taxes$ 8,953,481$ 9,113,565$ 9,307,729$ 9,796,9515.26%
4 89,222
Intergovernmental956,514 1,043,085 843,1125.79%
8 91,954 4 8,842
Licenses, Permits & Fines780,586 569,975
7 06,791 5 75,775 5 ,8001.02%
Charges for Services295,066 209,300 188,900(20,400)-9.75%
2 85,911
Miscellaneous68,849
8 4,420 1 26,600 1 32,150 5 ,5504.38%
Franchise Fees300,789 290,000
3 00,390 2 90,000 -
$ 11,534,16211,355,285$ 11,346,716$ 11,875,730$ 529,0144.66%
APPROPRIATIONS
Council$ 71,519$ 82,266$ 70,417$ 79,708
9 ,29113.19%
Administrative Services517,507 527,051
5 23,849 5 31,969 4 ,9180.93%
Finance258,994 256,0818.17%
3 59,990 2 76,993 2 0,912
Legal171,685 145,000
1 56,835 1 50,000 5 ,0003.45%
Municipal Building 324,246
3 04,697 3 19,352 3 33,611 9 ,3652.89%
Community Services 1,013,372 1,025,3831,030,7371,089,8435.73%
5 9,106
Police 4,396,663 4,515,3894,511,8904,737,7345.01%
2 25,844
Fire 1,084,506 1,038,2921,105,11012.08%
9 85,987 1 19,123
Public Works 2,422,216 2,332,9052,503,9362,580,6213.06%
7 6,685
Recreation585,914 589,560632,8947.35%
6 04,955 4 3,334
Planning123,993 135,162
1 34,289 1 53,872 1 8,71013.84%
Community Development87,1240%
9 0,387 9 1,449 1 21,875 3 0,426
Unallocated25,338 -53.48%(93,700)
4 4,630 1 75,200 8 1,500
$ 11,228,52211,063,528$ 11,346,716$ 11,875,730$ 529,0144.66%
SPECIAL REVENUE FUNDS
2014201520152016Budget
ActualActualBudgetBudgetDifference% age
REVENUES
Chemical Asses. Team$ 63,949$ 77,731$ 45,000$ 60,000$ 15,00033.3%
Economic Development650,707 288,07223.6%
6 98,288 3 56,113 6 8,041
Parking106,934137,82043.0%
9 6,500 1 38,000 4 1,500
Communication265,949 250,0002.8%
2 72,573 2 57,000 7 ,000
Depot Coffee House366,662 343,0000.3%
3 76,057 3 44,100 1 ,100
Art Center679,223 787,121
7 77,392 7 87,108 ( 13)0.0%
Tax Incr Financing (7 funds)2,745,413 2,997,3732,728,3942,758,7521.1%
3 0,358
$ 4,878,837$ 5,337,234$ 4,538,087$ 4,701,073$ 162,9863.6%
APPROPRIATIONS
Chemical Assess. Team75,313$ $ 97,568$ 45,000$ 60,000$ 15,00033.3%
Economic Development362,524 240,828 176,600(64,228)-26.7%
4 25,682
Parking106,655 139,404 359,600158.0%
2 01,214 2 20,196
Communication192,918 244,264 223,773(20,491)-8.4%
2 28,264
Depot Coffee House373,566 333,3591.4%
3 51,552 3 38,142 4 ,783
Art Center755,475 999,277 903,667(95,610)-9.6%
7 63,815
Tax Incr Financing (7 funds)2,134,672 1,507,9951,752,21216.2%
8 35,953 2 44,217
$ 4,001,123$ 2,904,048$ 3,510,127$ 3,813,994$ 303,8678.7%
2016 BUDGET
29
CITY OF HOPKINS
PROPRIETARY FUNDS
2014201520152015Budget
ActualBudgetBudgetDifference% age
Actual
REVENUES
Water$ 1,513,774$ 1,513,774$ 1,675,400$ 1,553,500$ (121,900)-7.3%
Sanitary Sewer 2,117,430 2,117,4302,208,7002,277,200$ 68,5003.1%
Refuse955,602 949,800$ 31,3673.3%
9 55,602 9 81,167
Storm Sewer811,842 803,000$ 1,0000.1%
8 11,842 8 04,000
Pavilion/Ice Arena388,421 455,600-0.8%
3 88,421 4 52,100 ( 3,500)
$ 5,787,069$ 5,787,069$ 6,092,500$ 6,067,967$ (24,533)-0.4%
APPROPRIATIONS
Water$ 1,473,094$ 1,473,094$ 1,569,265$ 1,693,261$ 123,9967.9%
Sanitary Sewer 2,079,356 2,079,3562,382,0642,607,944225,8809.5%
Refuse838,057 903,3764.2%
8 38,057 9 40,973 3 7,597
Storm Sewer880,210 490,7382.8%
8 80,210 5 04,496 1 3,758
Pavilion/Ice Arena451,874 437,6173.9%
4 51,874 4 54,477 1 6,860
$ 5,722,591$ 5,722,591$ 5,783,060$ 6,201,151$ 418,0917.2%
DEBT SERVICE FUNDS (all funds)
2014201520152016Budget
ActualBudgetBudgetDifference% age
Actual
REVENUES
Property Taxes$ 1,589,092$ 1,530,837$ 1,514,844$ 2,799,325$ 1,284,48184.8%
Special Fees 1,020,853 906,5090.3%
8 28,529 9 09,355 2 ,846
Miscellaneous211,118453,427 182.6%10,137
5 ,550 1 5,687
Proceeds from Bond Sale8,240,000 18,735,000
- - - #DIV/0!
Operating Transfer In 6,967,005 650,291 391,277-39.8%
7 56,248 ( 259,014)
$ 22,304,04118,028,068$ 3,077,194$ $ 4,115,644$ 1,038,45033.7%
APPROPRIATIONS
Bond Principal$ 1,970,000$ 8,570,000$ 8,570,000$ 3,075,000$ -64.1%(5,495,000)
Bond Interest 617,988 814,19931.7%
6 83,725 6 17,988 1 96,211
Miscellaneous other charges 147,766336,430
1 7,851 2 3,351 5 ,50030.8%
3,937,887-
- - - #DIV/0!
Transfer out 8,269,466 7,118,707 170,000--100.0%
( 170,000)
$ 20,581,01211,070,957$ 9,375,839$ $ 3,912,550$ -58.3%(5,463,289)
Total Revenues 40,049,259 44,962,50625,054,49726,760,414 1,705,9176.8%
-14.0%
Total Appropriations31,858,199 40,436,173 30,015,742 25,803,425 (4,212,317)
Use of Equity or
Fund Balance(8,191,060) (4,526,333)4,961,245(956,989) (5,918,234)-119.3%
2016 BUDGET
30
CITY OF HOPKINS
APPROVED BUDGET SUMMARY – ALL FUNDS
REVENUE SUMMARY
The total budget represents planned or anticipated revenues for all funds, excluding unbudgeted special
revenue funds and capital project funds. The amount of the annual total anticipated revenues fluctuates
up or down from year to year, depending on special projects and grants which may occur during the plan
budget period. The budget provides guidelines to staff for City operations.
Property Taxes:
One purpose of the budget is to
communicate the financial plans for the City and its
allocation of resources. The budgeted revenues for all
funds total $26,698,314. The largest source of revenue
by category is property taxes of $15,745,089
comprising 60% of total revenues. Property taxes are
levied to support the general fund activities, help pay
debt and provide tax increment redevelopment funding
sources. Successful tax increment projects have
helped create a larger tax base for the City. Currently
the City is collecting tax increment revenues from
several districts to pay off redevelopment notes,
redevelopment bonds and help in future redevelopment
costs of properties within certain districts. Levy limits
have been on again and off again since 2004. They were back on in 2014 but were off again in 2015 and
remain off for 2016. Levy limits while providing assurances to taxpayers do give the City the additional
challenges in meeting citizen’s requests for sustained services or in some instances increased services.
In 2016 budgeted taxes increased in total by 8.85% primarily for as a result of new G.O. debt and levies
for the Arts Center and Pavilion. The General Fund had a small increase in the levy due to increases in
expenditures that were not offset by other revenue sources.
Intergovernmental Revenues:
Total $1,067,921 or
4.08% of the City’s revenues. The City currently
receives highway funding, police and fire aid, chemical
assessment grants, PERA aid, fire grants, Community
Development Block Grant funds and other
miscellaneous state grants. Estimates for
intergovernmental revenues are based on known
revenue sources and projections are based on
information from the various state and county agencies
from which the revenues are received. The city has
reduced it reliance on revenues from state and federal
governments due to decreased availability and reduced
funding in the various state programs. Over the past
several years the city has been successful in getting
grants for specific projects. Those projects are not budgeted due to the uncertainty in the success of our
application for those funds. In 2014 the City once again received local government aid from the State.
This revenue sharing program has undergone many changes over the years with Hopkins last receiving
funds under this program in 2002. In 2016 we are programed to receive $413,944 that will go to the
General Fund and is utilized to reduce the general fund tax levy. In 2015 the City received several grants
that were not part of the budget and helped fund specific programs. Those programs are not expected to
continue in 2016. The City’s policy is to only budget for grants that have been approved before the
budget is adopted as there is no guarantee of the award.
2016 BUDGET
31
CITY OF HOPKINS
Utility Fees:
For water, sewer, refuse and storm sewer
account for $5,438,967 of the City’s revenue or 20.77%.
In 2007 a utility master plan was completed then
revised in 2009, 2011 and 2013 for the water, sewer
and storm sewer funds looking at anticipated revenues,
expenditures and planned capital improvements. The
rate structure for each fund was then adjusted to meet
those needs. Beginning in 2008 and going forward
rates are adjusted as set forth in the utility master plan.
In doing so revenues should be adequate to meet the
future need of those systems. In 2008 an analysis of
the Refuse fund was also done and rates were adjusted
to ensure we continue to meet operational and capital
needs. In 2016 rates for refuse and recycling were
increased. Rates for water, sewer and storm sewer
were not increased as the City is once again undergoing a comprehensive review of its rate structure and
plans to implement a tiered rate structure for water and sewer to encourage conservation. Revenue
projections are based on the original Utility Master Plan as developed by the City Engineer. The increase
in revenues is derived from a combination of increased consumption and increased fees. In 2016 rates
were increased $1 for each tier of garbage service and $0.50 for the recycling program. Due to recent
development of multi-family housing we expect our water consumption to increase for 2016.
Charges for Services:
Other than utilities are
$1,796,195 or 6.86% of the City’s revenues. The
City charges for plan reviews, special police or fire
services, parking permits for city parking facilities,
facility rental, concessions and ice time. A large
portion of the charges for services include plan
review fees from building permits which are on the
rise again with new development. The variance in
revenues between years is due to development
projects and the related plan review fees. Finance
relies on plan review fee projections prepared by the
City’s Building Official and input from departmental
managers on the level of activity expected in their departments when setting the budget for this revenue
category. While there are several other development projects on the horizon the City budgets
conservatively on plan review fee income due to the uncertainty of the development market which can
change depending on developers funding for their proposed projects.
Special Assessments:
and Special Assessment Fees
for housing projects are $909,355 or 3.47% of City
revenues. Special Assessments are levied for street,
sidewalk, alley, water, sewer or storm sewer
improvements that benefit private property. Special
Assessment fees are assessed every year to the specific
housing properties that benefited from the development
projects. These projects allowed the City to improve the
value of the housing stock in several townhome and
condominium developments. Special assessment
revenues fluctuate with the number and amount of
assessable projects and have remained relatively stable
the last few years. In 2013 and 2014 the City received a
large number of pre-payments on 15-year special
assessments scheduled to go on the taxes for 2014 and 2015 As a result of the pre-payments revenues
2016 BUDGET
32
CITY OF HOPKINS
in future years will be reduced. Special assessment revenue projections are based on the special
assessment rolls and scheduled payments due in the budget year.
Permits, Licenses and Fines:
are $597,775 or 2.28% of
revenues. Permit revenues are dependent on the
economy and on future development of the City. In 2013
and 2014 due to several large commercial redevelopment
projects the City had a very strong years in building permit
income. While there are other projects in the works the
City chooses not to rely on that income until it becomes
reality, therefore building permit income continues to be
budgeted conservatively based on an average of the past
10 years. The permit fee revenue projection was
prepared by the City’s Building Official based on
knowledge of pending and anticipated projects. License
revenue is based on the types of businesses licensed by
the city and past year’s collections. Those revenues remain stable. The City also budgets conservatively
for fine revenue as that revenue stream is unpredictable. Fine revenue is only received once the fines
are collected by the State of MN which then remits Hopkins’ portion to them. Parking permits and ticket
revenues remain stable.
Franchise Fees:
In addition to the franchise fee collected on
cable television, a franchise fee on electric and gas utilities
was implemented in 2004 to help offset the loss of state aids.
It impacts residential properties by $2.20 per month on both
the electric and gas utility bills. The rate progresses higher
for multiple dwellings and commercial properties. Total
franchise fees collected in 2016 will be about $545,000 or
2.085% of City revenues. While franchise fees on electric
and gas remain stable there is federal legislation that may
limit the future of cable TV franchise revenues and therefore
a more conservative approach was taken to that portion of
the franchise fee budget. In 2012 and 2013 due to changes
in local government programming the City received additional
cable franchise fees for public, education and government (PEG) programming. While we anticipate
receiving PEG fees in 2016 we do not know the exact amount so have set the budget conservatively.
PEG fees received are restricted in use to provide public access to city council and other public meetings.
The city is currently using the funds to provide live streaming of city council and other public meetings and
to archive the meetings for future public web streaming access on the city’s website.
Total 2015 Actual Revenues:
Increased from 2014
as a result of grants received, higher than expected
building permit, plan review, fine revenues, franchise
fees and four bond sales. The City has continued to
be conservative in preparing the 2016 budget
realizing the challenges our taxpayers continue to
face as a result of the economy. The City workforce
has remained stable with many long-term
employees. Like other cities we continue to do more
with less and work to maximize the budget dollars
we do have to work with. Staff has been very
conscientious in the management of departmental
budgets which has allowed us to maintain staffing
while providing the same level if not better services
to the public.
2016 BUDGET
33
CITY OF HOPKINS
Major Revenue Trends:
Shown to the right is a
chart showing the trends of three of our major
revenue sources. Taxes include both property
taxes and tax increments. Taxes continue to
increase as other sources of revenue decrease
and new tax increment projects come on the tax
rolls. Intergovernmental revenues have declined
over the last several years; however we were
successful in receiving federal COPS grant, a fire
prevention and safety grant along with Local
Government Aid. Intergovernmental revenues
are less reliable so the city has been decreasing
its dependence on that source of income. Tax
revenues have risen to fill that gap; however we
continue to seek other revenue sources to meet
out budget needs which include grants.
Shown below is a chart showing the relationship between all revenue sources.
2016 BUDGET
34
CITY OF HOPKINS
APPROPRIATION SUMMARY
Appropriations for all funds total $25,803,425. This is less than anticipated revenues for 2016 and results
in an increase of fund balance of $956,989 overall as funds on hand are used for planned projects. The
special revenue funds will add $887,079 where certain funds such as the parking fund and arts center
fund are working to rebuild fund balance and tax increment revenues exceed current needs and $203,094
is from enterprise funds as we work to rebuild fund equity and bring the water and sewer fund to a more
stable financial position.
The largest source of appropriations by category is employee salaries and benefits at $11,493,216.
Employee salary and benefits make up 44.16% of the City’s annual appropriation and represent a 3.4%
increase from 2015 actual. In 2016 employees received a 2 increase with 2-year union contracts going
until 2016. Other factors impacting salaries and benefits are increasing health care insurance costs and
state mandated pension contributions. Also contributing to the increase is scheduled step increases as
employees gain experience and receive various accreditations.
Materials, supplies and services make up 28.09% of appropriations at $7,312,538. This amount
represents a 6.09% increase from 2015 actual. The increase is due to an increase in the use of
contractual services used by various city departments. The costs in this category comprise of consulting,
professional services, office and general supplies, disposal costs, expenditure reimbursements and
general operating costs.
Capital outlay and improvements can fluctuate substantially every year. In 2016, the appropriated
amount is $376,600 or 1.45% of total appropriations. Anticipated capital costs are for diagnostic
equipment upgrades at the Public Works building, improvements at the municipal parking ramp,
technology upgrades in the council chambers and a number of improvements at the Arts Center including
landscaping, general building improvements, theater improvements and a number of other smaller
projects. Staff was instructed to keep capital items at a minimum as funding restrictions continue to
present challenges in budgeting. In addition the City allocates equipment replacement costs to its
general and special revenue funds to ensure that resources are available for replacement of equipment
when scheduled or necessary. The charges for equipment replacement are recorded in the materials
supplies and services categories as they do not directly relate to specific capital outlay expenditures but
rather the cost of using city assets.
Debt service appropriations in 2016 decreased 59.74% as a result of bond calls in 2015. Total
appropriations for 2016 are $5,576,615 which includes pay-as-you-go tax increment obligations. The
2016 expenditures represent 21.42% of total expenditures and include debt paid within the Enterprise
Funds. Another 2.98% of appropriations are for depreciation of property and equipment.
The six largest programs of the City in 2016 account for 91% of the appropriations budget and are as
follows:
Public Safety 5.9 million
Utilities (water, sewer, storm sewer, refuse) 5.7 million
Debt Service 3.9 million
Public Works 2.9 million
General Government 2.8 million
Recreation 2.3 million
2016 BUDGET
35
CITY OF HOPKINS
2016 BUDGET
36
CITY OF HOPKINS
REVENUES - ALL FUNDS
COMPARATIVE ANALYSIS BY SOURCE
ADOPTED
2013201420152016
SOURCEACTUALACTUALACTUALBUDGET
Current Revenues
PROPERTY TAX$10,476,635$10,779,711$11,167,907$13,033,089
TAX INCREMENT2,002,6072,697,0062,920,6812,712,000
SPECIAL ASSESSMENTS1,329,7761,329,776828,529909,355
LICENSE, PERMITS & FINES908,241801,760722,558597,775
INTERGOVERNMENTAL REVENUE969,3231,316,7091,432,3431,067,921
S1,585,4151,484,3701,530,1601,420,921
CHARGES FOR CURRENT SERVICE
INTEREST ON INVESTMENTS62,621142,886197,34681,497
UTILITY SERVICE CHARGES5,031,7425,089,5515,254,1105,438,967
FRANCHISE FEES546,056561,893566,756545,000
OTHER REVENUES341,053252,253764,431375,274
TOTAL CURRENT REVENUES$23,253,469$24,455,915$25,384,821$26,181,799
Other Financing Sources1,239,884 -18,735,000
2,984,885
TOTAL REVENUES$24,493,353$27,440,800$44,119,821$26,181,799
Add: Inter-Fund Transfers1,239,8841,022,875875,038516,515
TOTAL REVENUES$25,733,237$28,463,675$44,994,859$26,698,314
EXPENDITURES/EXPENSES - ALL FUNDS
COMPARATIVE ANALYSIS BY OBJECTIVE
ADOPTED
2013201420152016
OBJECTIVEACTUALACTUALACTUALBUDGET
Current Expenditures/Expenses
SALARIES AND EMPLOYEE BENEFITS$10,425,969$10,658,678$11,115,039$11,493,216
MATERIALS, SUPPLIES AND SERVICES6,440,0706,699,2616,892,9307,312,538
CAPITAL OUTLAY13,8262,386120,254376,600
DEPRECIATION772,908720,554779,685775,000
DEBT REPAYMENT5,689,2874,496,87313,851,1615,576,515
TOTAL$23,342,060$22,577,752$32,759,069$25,533,869
Other Financing Uses3,065,7869,278,3087,646,627494,238
TOTAL EXPENDITURES$26,407,846$31,856,060$40,405,696$26,028,107
2016 BUDGET
37
CITY OF HOPKINS
PROPERTY TAXES
Tax Capacity & Market Values
The growth in tax capacity from 2006 thru 2010
reflects overall increased market value of
property in Hopkins from redevelopment.
During the years 2011-2013 the housing
market saw significant declines across the
country and Hopkins was no exception. To the
right depicts tax capacity value over the last
ten years. Despite market conditions Hopkins
continued to have growth due to commercial
development that was already in place when
the market turned. One significant
development added over $40 million to the tax
base and several smaller projects were
completed in 2008-2010 also adding to the tax
base. Like the rest of the country Hopkins
residential housing values have been falling
over the last several years so any gains as a
result of commercial development has been tempered by the fall of residential housing values. One
bright spot on the horizon is that the commercial projects recently completed added tax capacity for the
2015 rate that is used for 2016 taxes. We are slowly seeing the housing market recover and that too will
increase the tax capacity.
The City of Hopkins had been experiencing steady growth in its residential property values, however in
the last several years Hopkins residential values like values across the country, have fallen. One goal of
the city council is to preserve the current housing stock and promote housing growth. While the values
have fallen we are seeing them start to increase which will add to the tax capacity. We aren’t seeing the
increase in housing value add significantly to the tax capacity due to the Market Value Homestead Credit
which removes a portion of homeowner’s values from the tax rolls. This credit is reduced as the value of
a home increases until it is phased out entirely at about a home value of $400,000. Other property
classes primarily commercial have increased slightly which has mitigated the overall decrease in market
values
.
2016 BUDGET
38
CITY OF HOPKINS
Changes in property values
The chart at the left shows the percentage of
homeowners that saw value changes in their
property. About 22.6% saw decreases in their
property values, however, a much greater
percentage, 77.4% had between .1% - to over
20% increases in values, an excellent sign that
some home values are once again on the
increase.
The City’s levy is allocated against the tax base along with
the levies for the school district, county and miscellaneous
government entities. An average home in Hopkins in 2015
is valued at $225,000. Total taxes of $3,561 on an average
home in Hopkins helps pay for all levels of governmental
services.
The chart to the right shows the components of City of
Hopkins taxes by taxing district.
City Property Tax Levy
CITY
Shown to the left is the annual cost of taxes
on a home valued at $225,000 both on a
constant basis and with the change in value over
the years. The increase in 2011 is primarily due
to the change in the fiscal disparities program as
Hopkins became a net contributor following
several years as a net recipient. The fiscal
disparities program shares commercial growth
across the Minneapolis/St. Paul metropolitan
area with cities having little or no growth getting
more from the pool than cities that have had
commercial growth. Due to Hopkins’ $40 million
commercial development project and being one
of the few cities with any significant commercial
activity we became a net contributor to the
program. This shifted a portion of our tax base into the pool resulting in higher taxes for Hopkins
residents. Taxes continued to rise in 2012 and 2013 as a result of the fiscal disparities program before
leveling off in 2014. Taxes will increase in 2016 due to new debt levies and an increase in the levy for the
Arts Center.
2016 BUDGET
39
CITY OF HOPKINS
This residential property owner in Hopkins will experience a modest $46 increase in City property taxes in
2016. The total City taxes on a $225,000 home would be $1,415 in 2016 as compared to $1,369 in 2015.
This is a direct result of adding tax base due to new development.
Shown below is a summary of annual costs an average homeowner would expect to pay living in
Hopkins. Water and sewer rates were not increased for 2016 as the City is in the process of evaluating
rates in preparation for implementing a tiered rate structure in mid-2016. Refuse rates are analyzed each
year and if necessary are only increased every couple of years and were increased by $1for 2016, along
with a $0.50 recycling rate increase. The storm sewer rate is not expected to increase in the near future.
rd
Hopkins utility rates continue to rank in the lower 1/3 of the Minneapolis/St. Paul metropolitan area.
2016 Annual Property Tax Cost (average home)
Annual Service Cost
Council$8.91
Administrative Services$59.48
City of Hopkins Average Annual Service Costs
Finance$29.35
on an Average Home.
Legal$2.80
20162015
Unallocated $9.11
City Property Taxes$1,415.00$1,369.00
Municipal Building$37.30
Water - Consumption
Community Services$80.88
7,500 gallons a month
Police$484.91
$196.20$196.20
$2.18/1,000 gallons
Fire$111.43
Sewer - Consumption
Public Works$271.09
7,500 gallons a month
Recreation$28.30
$387.00$387.00
$4.30 1,000 gallons
Activity Center$34.47
Refuse Collection$262.20$250.20
Planning and Community Development$20.71
Storm Sewer$60.00$60.00
Pavilion$7.27
Arts Center$15.65
Franchise Fees$52.80$52.80
Debt$213.33
Total$2,373.20$2,315.20
Annual Cost for City Services$1,415.00
City Levy – By Purpose
20162015
General Fund$9,676,451$9,224,7294.90%increase
Debt$1,907,878$1,514,84425.95%increase
PERA$35,500$35,500100.00%no increas
e
Pavilion$65,000$65,000100.00%no increas
e
Arts Center$140,000$85,000100.00%increase
Capital$125,000$53,000135.85%increase
Total Levy$11,949,829$10,978,0738.85%increase
In 2016 the City continued its property tax levy for the purpose of funding the debt for the construction of
the new fire station, replacing the public works storage facility and remodeling the police station. In 2016
levy limits were once again eliminated.
City tax capacity rates of 65.672% result in payments of $1,415 annually or approximately $118 per
month for the average homeowner. Net property tax costs by program, was developed by crediting
related revenues against appropriate programs expenditures.
2016 BUDGET
40
CITY OF HOPKINS
Net annual property tax costs for program budgets
Streets & Park Maintenance
Debt
Police Protection
$271.09
$213.33
$484.91
Fire ProtectionAssessing, Inspections &
Council & Administration
$111.43City Clerk
$109.65
$80.88
Recreation
Building Maintenance
Planning & Zoning
$62.77
$37.30
$20.71
Pavilion
Arts Center
$7.27
$15.65
The City’s overall net levy increase is 8.85%. The general fund levy increased in 2016 by 4.9% or
$451,722. A $35,500 special levy for pension increases that was eliminated in 2014 was reinstated for
2015 and continues for 2016. The debt levy was increased due to a street improvement levy and for park
and parking lot improvements. The debt levy increase was 25.95% or $393,034. The capital levy was
increased back to $125,000 after being reduced in 2015 to $53,000 to provide for needed capital
improvements. A levy for the Pavilion and Arts Center that was added in 2015 continues in 2016. These
levies were implemented to provide operational funds for these two facilities that were not cash flowing.
The total levy increase for 2016 is $971,756. Despite the significant increase the tax rate only increased
by 3%. This is due to new tax base that was added in 2015 from the development projects that were
completed.
Fire Chief Dale Specken and Mayor
Molly Cummings receive a Fire
Prevention Safety Grant in recognition
of the City’s commitment to protecting
our community.
2016 BUDGET
41
CITY OF HOPKINS
Shown to the left are the
PRINCIPAL TAXPAYERS
main taxpayers in the City of
Percentage
Hopkins and their
Taxof Total Tax
percentage of total tax
TaxpayerType of BusinessCapacityCapacity
capacity. The largest
taxpayer comprises 7.6% of
Colfin Midwest NNN Inv LLCReal Estate$1,636,8207.60%
total tax capacity and the
Super ValuGrocery Warehouses969,8904.50%
next largest taxpayer
Hines Reit Mpls Ind, LLCManagement Services845,5903.93%
comprises 4.5%. The city
Greenfield ApartmentsApartments365,4381.70%
has a diverse and stable tax
Duke Realty LTD PartnershipOffice/Warehouses243,9901.13%
base, which provides the
city with assurance that tax
Ramsgate ApartmentsApartments233,4751.08%
revenues will remain stable
Southwest Real Estate, Inc.Apartments225,4031.05%
against the loss of a
Hopkins Real Estate LLCCar Dealership210,2500.98%
significant taxpayer.
Westside Property OwnersApartments199,2500.93%
City Center Ventures LLCFitness Center170,3100.91%
City's Total Tax Capacity$21,540,415
PRINCIPAL EMPLOYERS
Percentage
of Total
TaxpayerType of BusinessEmployeesEmployment
CargillFood, agricultural, financial and industri4,00026.274%
SuperValuGrocery distributor7074.644%
ISD 270 HopkinsSchool4252.792%
ThermotechPlastic mold manufacturer4002.627%
US Post OfficePost Office3142.063%
Oak Ridge Country ClubCounty/Golf Club2121.393%
Augustana Chapel View Care CenterHealth Care Services2101.379%
US BankFinancial Institution1851.215%
City of HopkinsMunicipal Government1320.867%
Walser Chrysler Dodge Jeep RamAutomotive Dealership1000.657%
Major employers in Hopkins include Cargill an international producer and marketer of food, agricultural,
financial and industrial products, followed by Super Valu, a grocery distribution warehouse facility and ISD
270 Hopkins. While these three organizations employ almost 31% of the workforce in Hopkins the City
has a diverse group of employers who have had a long-term presence in the City.
Changes in Fund Balance
Major Funds
Fund balance is defined as the difference between a fund’s assets and liabilities. Adequate fund balance
is necessary to have funds for emergency or unexpected events, to enhance the City’s financial position
and bond ratings, to provide cash for operations prior to receipt of tax revenues and to maximize
investment earnings.
Working capital balance, defined as current assets less current liabilities is carefully monitored to ensure
enough financial flexibility to meet both short and long-term goals for each fund.
2016 BUDGET
42
CITY OF HOPKINS
Estimated
YE 2015
Fund
Balance/% Change$ ChangeReason for
WorkingEndingin Fundin FundGreater than
Fund NameCapital*RevenuesExpendituresBalanceBalanceBalance10% Variance
Major Funds
General Fund$5,787,703$11,875,730$11,875,730$5,787,7030.00%$0
Economic 4,394,619356,113176,6004,574,1324.08%179,513
Development
Special Revenue
Fund
Art Center(1,158,334)787,108946,714(1,317,940)-13.78%(159,606)Capital projects are
scheduled for 2016. The
Financial Managementy
Plan provides for the
elimination of the
negative fund balance
over a 10-year period.
Permanent 564,8263,603,8423,898,728269,940-52.21%(294,886)Street reconstruction
Improvement projects for 2016 are
Revolving Fundscheduled. Bonds will be
sold to finance this
project.
Housing Improv 687,622407,756327,217768,16111.71%80,539Debt service revenues
Refunding Bonds of from taxes are greater
2009B Debt than expected. Funds
Service Fundwill be used to eventually
call the bonds.
Water Enterprise 164,2531,553,5001,542,761174,9926.54%10,739Bonds are scheduled to
Fund *be sold in 2016 for the
2016 street & utility
project.
Sewer Enterprise 398,9942,277,2002,436,244239,950-39.86%(159,044)Bonds are scheduled to
Fund *be sold in 2016 for the
2016 street & utility
project.
Storm Sewer (84,215)804,000627,49692,289209.59%176,504Reveneus in 2016 will be
Enterprise Fund *used to finance projects
in 2015 that caused this
funds deficit.
The general fund added approximately $305,640 to its fund balance in 2015. This was accomplished by
all departments managing their budgets conservatively, reducing or eliminating expenses when
appropriate and eliminating non-essential capital items. In addition, the recovering economy brought in
inspection permit fees and charges that exceeded the budget and added to the fund balance. The 2016
budget was adopted with 2% wage increase including the addition of two full-time firefighters and a
continuation of conservative budgeting. This is done to keep the levy increase at a minimum recognizing
that the economic challenges faced by our taxpayers continue. The general fund is on target with its fund
balance goal of 42% of prior year’s expenditures and is at 51% of expenditures. This has been
accomplished by the reductions identified above and all department managers being particularly
conscious of their budgets. Staff continues to work to address how to improve the financial position so
that we maintain our fund balance goal. This may involve new or revised revenue options, expenditure
adjustments or a combination of all these options.
The Economic Development Fund’s 2015 tax revenue collections were over budget as excess tax
increment revenues were received. These are revenues over and above what is required in the tax
2016 BUDGET
43
CITY OF HOPKINS
increment plans and therefore are reported in the Economic Development fund to be used for future
development. The Economic Development fund provides the funding to assist in development efforts in
Hopkins. It has a strong fund balance with available resources to assist potential development efforts.
The main source of income is a development tax levy which has increased each year. There is a
significant fund balance in this fund that is available for economic development but the long term goal is
to ensure that revenues are adequate for planned expenditures. The 2016 budget will add about
$179,000 to fund balance as a continued effort to provide funding for future development incentives.
The Art Center has yet to meet its fund balance goals due to the amount of debt as a result of building the
facility in the mid-1990’s. The Art Center has long-term lease arrangements with a theater company, the
school district and an arts group that fund operations. It also receives supporting transfers from the
Communication fund. In 2013 staffing was restructured to minimize expenses and is continually
evaluated to ensure budget goals are met while meeting the needs of the users. The Arts Center is has
been evaluating past programming and is looking at trying new performance and artist options that will
appeal to a wide audience. The Art Center funding issues were addressed in the Financial Management
Plan that was adopted for 2014 and calls for an annual levy starting in 2015 to eliminate the negative fund
balance. It is anticipated that the negative fund balance will be eliminated in 10 to 11 years.
The Permanent Improvement Revolving Fund will decrease its fund balance in 2016 as bond funds from
2015 are used to complete the 2015 street improvement projects. It is anticipated that we will again be
selling bonds in 2016 for the 2016 street improvement project.
The Housing Improvement Refunding Bonds of 2009B meets its fund balance requirements as set forth in
the debt covenant.
The Water Enterprise Fund’s working capital remains positive due to the sale of bonds for the water
portion of the street improvement project in 2015. The increases implemented pursuant to the Utility
Master Plan that was approved in 2007 continue to 2015. We are currently working on a revision of the
comprehensive rate study as part of the long-range Financial Management Plan with assistance from our
financial advisor and are looking at implementing tiered rates in mid-2016 as a means to encourage water
conservation. As the development of multi-family housing has increased so has our water consumption.
The Sewer Enterprise Fund’s working capital will move into a negative position as planned projects
exceed available funds. As a result the City will need to sell bonds to finance those projects. The
increases implemented pursuant to the Utility Master Plan that was approved in 2007 continued to 2015.
The plan calls for annual incremental increases in sewer rates to adequately provide for operations, and
capital projects, however fees paid to the Metropolitan Council for wastewater treatment costs have risen
faster than projected. We are currently working on a revision of the comprehensive rate study as part of
the long-range Financial Management Plan with assistance from our financial advisor and are looking at
modifying the rate structure in 2016.
The Storm Sewer Enterprise Fund’s working capital will increase in 2015 as scheduled projects are less
than in past years. The Storm Sewer Fund will also be included in the comprehensive rate study as part
of the long-range Financial Management Plan to be done in 2016 with assistance from our financial
advisor.
Downtown Hopkins at night
2016 BUDGET
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CITY OF HOPKINS
Non-Major Funds
Estimated
YE 2014
Fund
Balance/% Change$ ChangeReason for
WorkingEndingin Fundin FundGreater than
Fund NameCapital*RevenuesExpendituresBalanceBalanceBalance10% Variance
Non-Major Funds
Special Revenue Funds
Chemical 1,30060,00060,0001,3000.00%0
Assessment
Parking120,845138,000359,600(100,755)-183.38%(221,600)Ramp repairs are
scheduled for 2016 that
will use fund balance.
Future revenues are
expected to cover this
temporary fund deficit.
Communications521,788257,000223,773555,0156.37%33,227
Depot Coffee 2,475349,100338,14213,433442.75%10,958Coffee shop operations
Housewere evaluated and
changes made so that
this fund can build fund
equity for future projects.
Tax Increment 3,372,6822,759,1521,789,6044,342,23028.75%969,548Funds collected are
Funds replenishing negative fund
(aggregate)balance as the districts
tax collections increase
Debt Service 4,072,7384,205,6834,059,7754,218,6463.58%145,908
Funds (aggregate)
Enterprise
Refuse *856,584981,167884,973952,77811.23%96,194Revenues are being used
to provide for future
capital expenditures
Pavilion *50,759384,600507,477(72,118)242.08%(122,877)Bonds will be sold to
cover capital
expenditures for this
facility.
The Chemical Assessment fund is part of the State Chemical Assessment Team program where seven
teams are placed around the state to respond to hazardous waste calls. Hopkins has one of the teams
that is supported by the Fire Department and fully funded by the state. The expenditures are reimbursed
in full by the state, however some costs remain unreimbursed. In 2015 a portion of those unreimbursed
costs were absorbed by the General Fund Fire Department budget
The Parking fund, fund balance will decrease in 2016 as for the parking ramp masonry repair project.
Parking permit fees were increased in 2016 to ensure revenues were adequate for the operation of the
parking ramp and the various city lots. The city will need to increase parking fees by approximately 10%
every other year to provide adequate funds to maintain the parking lots and cover operations.
The Communication fund continues to support the advertising and promotion of the Art Center by
transferring $86,920 annually to the Arts Center. The city has a part-time web and newsletter editor
position which is funded with cable TV franchise fees. The council and staff continue to work at relieving
the Art Center promotional activity expense burden from the communication fund. Currently this fund
exceeds its fund balance goals.
2016 BUDGET
45
CITY OF HOPKINS
The Depot Coffee House is a chemical free environment for area teens that provides specific
programming of interest to them. The Depot Coffee House Youth Project is being supported by the
General Fund with a $15,000 transfer as well as the Hopkins-Minnetonka Joint Recreation program
($15,000) and Three Rivers Park District ($15,000). The coffee shop portion of the Youth Center is a
successful venture of the Depot and provides funding for the Youth Project. This funding has helped
replaced grant funding that has dried up. The teens are excited to be involved in all aspects of the coffee
business while learning vital business skills. In conjunction with the coffee business we offer rental of the
facility when not used by the youth and we anticipate increased revenues from that source that will
supplement the budget. Higher than expected revenues along with staffing changes in 2015 resulted in
the elimination of the deficit from 2014. With the changes made we expect that the coffee shop will
continue to provide support for the youth programming and provide adequate funds for cash flow.
Tax Increment fund balance may be used to retire tax increment debt early. Currently most tax increment
funds meet their combined fund balance goals.
Debt Service fund balance may be used to retire general obligation debt. All debt service funds meet
their debt service needs.
The Refuse Enterprise Fund has several programs that are subsidized by the refuse rates. The City has
explored charging separate fees for these services but has met with resistance from the public. Staff
continues to explore options for having these programs generate at least some revenue. Refuse rates
were increased in 2016 by $1 as well as the recycling rates which were increased by $0.50. Working
capital continues to be adequate for this operation.
The Pavilion Ice Arena will show a net loss in 2015 due to needed building projects; staff continues to
actively marketing the facility to various groups to increase off season rental income and eliminate the
negative cash position. These efforts are paying off as rental bookings are again up for 2015 and the
facility is seeing repeat bookings. The facility has debt from equipment certificates sold in 2012 that was
used to purchase a new ice machine in 2013. With the facility aging the City looked at long-term capital
needs and has started to plan for their financing. The Pavilion is also part of the overall long-range
Financial Management Plan that was completed for 2014.
Debt Overview
The City of Hopkins has been conservative in its debt issuance practices and holds Standard and Poor’s’
AA+ debt ratings. In January 2014 the city was very pleased to receive a bond rating upgrade by
Standard and Poor’s from AA to AA+. This rating was upheld for each of the four bonds issued in 2015.
Standard and Poor’s stated that this is based on the city’s maintenance of very strong reserves and
“good” Financial Management Assessment. The City’s total outstanding debt on December 31, 2015, was
$44,010,000. After reducing the outstanding debt by the amount supported by utilities and special fee the
per capita debt at December 31, 2015 is $1,159.
The total debt principal and interest due in 2016 is $4,387,993, of which $1,907,878 is raised through
direct tax levy. The remaining principal and interest is paid with refunding bonds, direct fees, utility fees,
tax increments, and special assessments. As depicted in the graph on the following page debt service
requirements continue to decline steadily throughout the remaining terms of the bonds. The requirements
drop to $1,229,150 in 2030 and to $195,250 in 2032 before the final issue matures in 2036. The ability to
retire 74% of the City’s debt in the next ten years is a major strength. The City is planning on issuing GO
Improvement Bonds for the 2016 street improvements in 2016. The actual amount to be bonded is
estimated at $4,000,000 and will include as revenue sources a tax levy, utility revenues, and special
assessments. Budget impact of the new debt has been factored into the utility funds budgets and the tax
levy portion has been factored into the long-range Financial Management Plan. Part of the Financial
Management Plan is to minimize tax increases to the taxpayers. Debt that is needed for future projects is
part of that plan.
2016 BUDGET
46
CITY OF HOPKINS
The graph below illustrates the retirement of debt (principal and interest) in years 2016 through 2036
Minnesota State law limits
the amount of G.O. debt for
any municipality to 3% of
market value, estimated to
be $1,605,591,863 in 2015.
This limitation provides
reasonable assurance of
the municipality’s ability to
pay. The legal debt limit
for Hopkins is $48,167,755;
projected debt subject to
the legal limit for Hopkins is
$21,990,000 or 46% of
total debt limit allowed.
OUTSTANDING DEBT AND PURPOSE
2015AGO Tax Abatement BondsCottageville Park and Parking Lot
Improvements$2,940,000
2015BGO Street Reconstruction BondsStreet Improvements$4,100,000
2015CGO Tax Increment Revenue Refunding Refunding of 2008 HRA Tax Increment
BondsRevenue Bonds$4,340,000
2015DGO Tax Increment Revenue Refunding Refunding of 2007 HRA Tax Increment
BondsRevenue Bonds$7,355,000
2014AGO Improvement BondsStreet Improvements$1,895,000
2014BGO Refunding Bonds Refund the 2007A and 2007B Bonds6,345,000$
2013AGO Improvement BondsStreet Improvements$3,440,000
2012AGO Capital Improvement Plan BondsPolice Station Expansion and Remodeling1,430,000$
2012BGO BondsStreet Improvements$3,935,000
2012BGO BondsEquipment Purchases$ 725,000
2010AGO Improvement BondsStreet Improvements$2,070,000
2010BGO Refunding BondsCounty Road 3 Improvements Phase II
(2002B), Street Improvements (2002A),
Sewer (2003A)$1,910,000
2009AGO Revenue BondsWater & Sewer Improvements and
Refunding of 2000 Water and 1999C
Storm Sewer Bonds$1,315,000
2009BGO Taxable Housing Improvement Refunding 1999A & 1999B Housing
RefundingImprovement Bonds$1,685,000
2005AGO Tax Increment RefundingOaks of Mainstreet Redevelopment$ 110,000
2005BTaxable General ObligationWestbrooke Patio Homes Improvements415,000$
Total Outstanding Debt December 31, 2015$44,010,000
2016 BUDGET
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CITY OF HOPKINS
SCHEDULE OF DEBT SERVICE REQUIREMENTS – ALL FUNDS
TotalTax Increment BondsSpecial Assmnt BondsRevenue Bonds
PrincipalInterestPrincipalInterestPrincipalInterestPrincipalInterest
20163,456,000 931,993 695,000 198,760 194,703 380,000 117,794
595,000
20173,465,000 923,277 715,000 282,190 183,409 385,000 108,969
600,000
20183,555,000 848,244 740,000 267,828 171,428 395,000 99,494
620,000
20193,440,000 671,093 780,000 252,428 158,646 405,000 89,563
635,000
20203,520,000 691,931 810,000 235,968 145,188 410,000 78,951
645,000
20213,630,000 607,751 855,000 218,405 130,460 425,000 67,561
660,000
20223,380,000 527,027 890,000 199,703 114,840 425,000 55,781
645,000
20233,385,000 450,939 940,000 178,733 98,965 430,000 43,729
665,000
20242,215,000 386,066 785,000 158,738 82,485 345,000 32,696
680,000
20252,445,000 330,747 975,000 138,744 65,360 355,000 22,696
700,000
20262,370,000 273,112 1,020,000 115,044 47,505 205,000 15,546
720,000
20272,245,000 217,9171,065,000 89,400 520,000 32,284 225,000 11,106
20282,320,000 161,584 1,115,000 61,694 535,000 19,506 225,000 6,045
20292,045,000 104,141 1,165,000 31,281 290,000 8,766 135,000 1,688
20301,170,000 59,150 555,000 7,631 150,000 2,344
- -
2031480,000 35,000 -
- - - - -
2032170,000 25,250
2033170,000 20,150
2034180,000 14,720
2035180,000 8,960
2036190,000 3,040
$ 7,292,09244,011,000$ $ 2,436,54413,105,000$ 8,660,000$ 1,455,888$ 4,745,000$ 751,619$
Housing Fee BondsG.O Bonds
PrincipalInterestPrincipalInterest
2016675,000 76,247 1,111,000 344,490
2017265,000 57,566 1,500,000 291,143
2018270,000 46,728 1,530,000 262,768
2019285,000 34,720 1,335,000 135,736
2020295,000 21,665 1,360,000 210,160
2021310,000 1,380,0007,440 183,885
2022 - 1,420,000- 156,704
2023 - 1,350,000- 129,513
2024 - 405,000- 112,148
2025 - 415,000- 103,948
2026 - 425,000- 95,018
2027 - 435,000- 85,126
2028 - 445,000- 74,339
Certificate from our last bond rating
2029 - 455,000- 62,406
upgrade in 2014 which was to AA+.
2030 - 465,000- 49,175
2031 - 480,000- 35,000
170,000 25,250
170,000 20,150
180,000 14,720
180,000 8,960
190,000 3,040
$2,100,000$ 244,366$ 2,403,67615,401,000$
2016 BUDGET
48
CITY OF HOPKINS
The following is a schedule of the City’s debt by major and non-major funds. Enterprise Fund debt
consists of water, sewer, storm sewer debt and Pavilion. Debt Service Fund debt includes, tax increment
debt, special assessment debt, and capital projects debt. Water, sewer, storm sewer enterprise fund debt
are major funds, the Pavilion is a non-major fund.
SCHEDULE OF DEBT SERVICE REQUIREMENTS – MAJOR AND NON-MAJOR FUNDS
Major Enterprise Fund Bonds
Total - All FundsSewer Fund BondsStorm Sewer BondsNonmajor EnterpriseTotal Enterprise Funds
Water Fund Bonds
PrincipalInterestPrincipalInterestPrincipalInterestPrincipalInterestPrincipalInterestPrincipalInterest
20163,456,000 931,993 145,000 50,310 105,000 38,643 110,000 26,241 20,000 2,600 380,000 117,794
20173,465,000 923,277 145,000 46,785 105,000 35,730 115,000 24,254 20,000 2,200 385,000 108,969
20183,555,000 848,244 155,000 42,997 105,000 32,656 115,000 22,041 20,000 1,800 395,000
99,494
20193,440,000 671,093 155,000 38,073 110,000 29,493 120,000 20,00020,597 405,0001,400
89,563
20203,520,000 691,931 155,000 35,010 110,000 26,068 125,000 20,00016,873 410,0001,000
78,951
20213,630,000 607,751 165,000 30,710 115,000 22,368 125,000 20,00013,883 425,000600
67,561
20223,380,000 527,027 165,000 26,160 115,000 18,568 125,000 20,00010,853 425,000200
55,781
20233,385,000 450,939 175,000 21,510 125,000 14,618 130,000 430,0004
3,729
7,601 --
20242,215,000 386,066 175,000 16,710 125,000 10,518 45,000 345,000
5,468 -- 32,696
20252,445,000 330,747 180,000 11,810 130,000 15,318 45,000 (4,432) 355,000
-- 22,696
20262,370,000 273,112 8,160 45,000 205,000
115,000 45,000 3,718 3,668 -- 15,546
20272,245,000 217,917 5,735 55,000 225,000
120,000 50,000 2,736 2,635 -- 11,106
20282,320,000 161,584 3,043 55,000 225,000 6,045
120,000 50,000 1,603 1,400 --
20292,045,000 104,141 65,000 40,000813 30,000500 135,000 1,688
376 --
20301,170,000 59,150
- - - - - - - - - -
2031480,000
35,000 - - - - - - - - -
-
2032170,000
25,250 - - - - - - - - -
-
2033170,000
20,150 - - - - - - - - -
-
2034180,000
14,720 - - - - - - - - -
-
2035180,000 8,960
- - - - - - - - - -
2036190,000 3,040
- - - - - - - - - -
$ 7,292,09244,011,000$ 2,035,000$ 337,825$ 1,330,000$ 252,531$ 1,240,000$ 151,462$ 140,000$ 9,800$ 4,745,000$ 751,619$
Major FundNon-Major Funds - Aggregate
Hsg Imprv Rfdg Bds of 2009BDebt Service Fund BondsTotal Debt Service Fund
PrincipalInterestPrincipalInterestPrincipalInterest
2016260,000 67,218 2,816,000 746,981 3,076,000 814,199
2017265,000 57,566 2,815,000 756,741 3,080,000 814,308
2018270,000 46,728 2,890,000 702,023 3,160,000 748,750
2019285,000 34,720 2,750,000 546,810 3,035,000 581,530
2020295,000 21,665 2,815,000 591,315 3,110,000 612,980
2021310,000 2,895,0007,440 532,750 3,205,000 540,190
2022 - 2,955,000- 471,246 2,955,000 471,246
2023 - 2,955,000- 407,210 2,955,000 407,210
2024 - 1,870,000- 353,370 1,870,000 353,370
2025 - 2,090,000- 308,051 2,090,000 308,051
2026 - 2,165,000- 257,566 2,165,000 257,566
2027 - 2,020,000- 206,811 2,020,000 206,811
2028 - 2,095,000- 155,539 2,095,000 155,539
2029 - 1,910,000- 102,453 1,910,000 102,453
2030 - 1,170,000- 1,170,00059,150 59,150
2031 - 480,000- 35,000 480,000 35,000
2032 - 170,000- 25,250 170,000 25,250
2033 - 170,000- 20,150 170,000 20,150
2034 - 180,000- 14,720 180,000 14,720
2035 - 180,000- 8,960 180,000 8,960
2036 - 190,000- 3,040 190,000 3,040
$ 1,685,000$ 235,336$ 37,581,000$ 6,305,136$ 6,540,47339,266,000$
2016 BUDGET
49
CITY OF HOPKINS
Through the visioning process the City has discovered that there are many community needs that the City
of Hopkins must meet. The future debt capacity will allow the City to issue debt to provide for our
community’s needs and desires while keeping property taxes reasonable.
Principal and interest payments for the City are projected to stay fairly level over the next
several years before dropping in 2024 and again in 2031.
CAPITAL EXPENDITURES
Capital Improvement Plan
The Capital Improvement Plan (CIP) is a five-year schedule or plan for capital improvement expenditures
in excess of $10,000 and having a useful life of five or more years. The Capital Improvement Plan
process begins with departments editing and updating existing plans from previous years and adding or
deleting projects. Once this is completed, finance does an analysis of funding requirements and any
related prioritization is done by the city manager. The analysis includes a review of projected working
capital amounts available for the projects, any operating cost adjustments as a result of the improvement
and the impact of future funding needs is determined. The mayor and council then use the compiled
information in the CIP along with the results of public discussion, to determine which projects are to
proceed and exactly how they will be funded. Once the CIP is approved the projects for the following
year are placed in the appropriate budget. The complete CIP is posted on the city’s website and includes
details of each project, the funding sources and a city map showing the street projects for the next five
years color coded by project year.
2016 BUDGET
50
CITY OF HOPKINS
2016 Capital Improvement Projects
Building Improvements – The Hopkins Center for the Arts built in 1997 has been upgrading and
enhancing the facility that is approaching 20 years old. In 2016 we will be making restroom
improvements, replacing the sound curtain in the Jaycee studio, making improvements to the theater
along with various other minor building projects. There are no budgetary savings that result from these
projects, however by enhancing the facility the goal is to increase rentals and gallery showings.
The Activity Center, a facility for senior programming will be refurbishing the multipurpose gymnasium that
is used for many programming activities and is rented to outside organizations for their functions. There
are also other minor improvements to the various rooms used by the public along with improving the
sound system used for events. While there is no substantial operational savings that result from these
projects, we expect to see rental income increase as the gymnasium becomes more attractive to outside
organizations looking for functional rental space.
The Council Chambers continues with its technology improvements in 2016 to upgrade the document
camera with a high resolution camera which is used by staff and the public in presentations. There are
no operational savings to this project; however it will increase the efficiencies of those making
presentations as the quality of the presentation will be improved.
The Pavilion Ice Arena built in 1990 is scheduled to replace the indoor turf used for various sporting and
youth programs. The current turf has exceeded its useful life and has increased maintenance costs. We
expect to see an approximate 5% savings on maintenance from the replacement of the indoor turf. The
Pavilion will also be replacing the exterior monument sign on Excelsior Boulevard with an electronic
changeable sign. This will allow for increased visibility and promotion of the Pavilion along this major
artery through Hopkins.
The Public Works Building will have the garage upgraded and new gate operators installed. The garage
area needs to be brought up to new requirements for above and below ground hoists, the ventilation
system needs to be brought up to current standards and to prevent fumes from entering the office areas
and finally the floor drain system is in poor condition. In 2015 the site evaluation was completed, plans
and specs were drawn up and cost estimates obtained. The work will be done in 2016. The wash bay
roof was installed in 1995 has had numerous leaks and has reached the end of its life span. These
repairs, repairs, replacements will ensure there is no disruption of service thereby jeopardizing our service
to taxpayers.
Parks – Several parks will see needed improvements in 2016. Valley Park will get new playground
equipment, the warming house will be rehabilitated and the lighting replaced. The play equipment has
exceeded its useful life and needs to be replaced. The 40+ year old warming house is in need of
upgrades as is the lighting in this park. Oakes Park will get a new warming house and picnic shelter to
replace aging structures. Cottageville Park will get a new Pavilion and various parks will have drinking
fountains installed. The park projects are needed to protect the City’s investment, prolong the life of park
and improve play conditions. As a result of replacing aging structures we expect to see maintenance
costs reduced about 7-8%.
Shady Oak Beach, a facility shared with the City of Minnetonka will get improvements to the landscaping
and replacement of aging patio furniture. The City of Hopkin’s share of project cost is 33%. Replacing
aged landscaping and old patio furniture will improve the appearance of the park and make it a more
inviting facility for users.
Pedestrian and Bike Trail Improvements – The City recently adopted a plan to increase pedestrian and
bicycle access and safety. As part of that plan a number of bike lanes will be painted along with
constructing trails and sidewalks. There are no operational or budgetary savings from this project but is
done as the City’s commitment to healthy living for Hopkins area residents.
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Street & Pavement Management – A funding and implementation plan for repair and maintenance of
Hopkins roadways exists. Needs are identified and funded through State Aids, special assessments,
utilities, tax increments and annual levies. This program identifies the most opportune time to repair
streets. In 2016 the City anticipates spending approximately $10,678,000 on street improvements that
also include water, sewer and storm sewer infrastructure improvements. The largest projects are the
2016 street reconstruction project at $4.76 million, and a parking ramp at $4 million. Also scheduled are
pedestrian improvements to Blake Road and repairs to the retaining wall and center median pavers on
Excelsior Boulevard. A proactive pavement management and infrastructure improvement program aids in
keeping public works maintenance costs to a reasonable level and as a result of the city’s program,
maintenance costs have remained relatively stable over the last five years. Planned street reconstruction
costs will annually save the city an estimated $25,000 in sealcoating and crack seal expenses.
Utilities – Included in the CIP for 2016 is annual storm drainage maintenance in the form of concrete alley
repairs, along with upgrade of water, sewer and storm sewer lines done in conjunction with residential
street improvements. Operational impacts are reduced maintenance costs within the utility funds
estimated at $5-10,000 annually.
Water Tower Maintenance Plan – The city entered into a 10-year maintenance plan for the city’s two
water towers. In 2016 both the Blake and Moline water towers will be inspected, repaired if necessary
and painted. These improvements will ensure the long-term stability of the water towers. Operational
impacts are estimated to be a savings of 5-8% in maintenance costs.
Oakes Park warming house scheduled for
rehabilitation.
Valley Park warming house
and playground equipment
scheduled for rehabilitation
and replacement.
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CITY OF HOPKINS
CAPITAL IMPROVEMENT PROJECTS FOR 2016
Project Title
InvestmentProject Description
Hopkins Activity Center$67,000Multipurpose gym improvements
Hopkins Activity Center$23,547Various rooms - tables, chairs and sound system
Hopkins Art Center$84,100Restroom improvements, theater improvements, Jaycee
studio improvements, tables, chairs, landscaping
In Communication Fund$12,500Council chambers technology improvements
Fire Department$28,000Replace carpet in classroom/meeting room
Pavilion Ice Arena$95,000Indoor turf replacement
Pavilion Ice Arena$30,000Exterior Sign
Public Works Building$690,000Public Works garage upgrades, gate operator
replacement
Parks - Valley Park$430,000Play equipment, warming house, lighting
Parks - Oakes Park$355,000Warming house and picnic shelter
Parks - Cottageville Park$420,000Pavilion
Parks - Various$60,000Drinking fountains
Recreation$40,000Shady Oak Beach Improvements
Residential Street Improvements$4,767,0002016 Street reconstruction project
Citywide concrete alley's$96,000Throughout the city - concrete alley repairs and storm
drainage improvements
Railroad Quiet Zone$25,000Plan and design of railroad quiet zone.
Pedestrian & Bike Improvements$25,000Painting bike lanes, constructing trails and sidewalks
Blake Road Corridor Improvements$350,000Pedestrian improvements to Blake Road
Street Overlay Improvements$250,000Street overlay improvements to various streets as
identified in pavement management plan.
Street Sign Management$20,000Replacement of aged regulatory and warning signs
Parking Lot Repairs$30,000Repair parking lot 600 sidewalk & curb
Parking Facility$4,000,0008th Avenue Parking Ramp
Streets$640,000Excelsior Blvd retaining wall and median paver repairs
Transportation$500,0008th Avenue Artery project
Storm Drainage$211,000St. Louis Park emergency connection
Water Tower Maintenance$990,000Blake & Moline water tower maintenance & painting
TOTAL$14,239,147
The projects described on the previous page are planned for 2016. The complete Capital Improvement
Plan (CIP) is five years. Both of the CIP and Equipment Replacement Plan (ERP) described on the
following page assist the City with budgeting.
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Equipment Replacement Plan
2016 Equipment Replacement
In addition to the CIP, the City also completes an Equipment Replacement Plan (ERP). The ERP is a
twenty-year forecast and a five-year plan of equipment needs within the City. In is intended to inform the
Council and citizens of the major equipment needs on the horizon. The first year of the plan becomes an
adopted equipment budget and relates to the operating budget of the equipment replacement fund, which
is approved on an annual basis. The remaining nineteen years represent an estimate of equipment
needs and funding capabilities of the City. Funding requirements vary from year to year. In order to
maintain a fairly consistent levy each year, the twenty-year schedule is projected with a 3% inflation factor
for operating expenses and a yearly average dollar capital expenditure of $992,400. Revenues for the
ERP are derived from charges to the departments that use the equipment and are based on the
equipment needs of the various departments over the twenty-year period.
The following items are in the 2016 ERP and have been approved for purchase in 2016.
Project TitleProject Description
Investment
Technology Upgrades$66,000Replacement and/or upgrades of staff computers, printers
and scanners, network servers
Activity Center$5,000Floor scrubber
Arts Center$3,700Video camera updates
Community Services$10,000Document management scanner
Fire - Aerial Truck$54,217Lease payment on portion of aerial truck financed in 2008
Fire - Vehicles$19,606Three leased vehicles and outfitting of those vehicles
Fire - Equipment$34,900Replaced air compressor
Fire - Radios$294,075Replace portable and mobile radio equipment
Police Patrol Vehicles $90,000Marked patrol cars used by patrol officers to respond to calls,
enforce traffic laws and perform general patrol duties
Police - Parking Vehicle$36,500Replace parking enforcement officer's vehicle
Police Administrative Vehicle$21,794Police administrative and detective vehicle - Annual lease and
cost of outfitting the vehicle with needed equipment.
Police - SWAT$50,000Vehicle for SWAT Team
Police - Drug Task Force $16,074Drug Task Force vehicle - Annual lease and cost of outfitting
Vehiclethe vehicle with needed equipment.
Police - Portable & Mobile $236,300Replacement of portable and mobile radios.
Public Works - Building $32,0004x4 3/4 ton pick-up truck used by building maintenance staff
Maintenance
Public Works - Forestry$20,000Riding mower used by parks division
Public Works - Forestry$32,2003/4 ton pickup truck used by forestry department
Public Works - Streets$30,4004x4 3/4 ton pick-up truck with plow used by street department
Public Works - Streets$150,000Water truck used by streets and parks departments
Public Works - Streets$41,900Skid steer loader
Public Works - Streets$13,400Sign machine used by traffic division
Public Works - Streets$12,000Planer used by street department for pavement repairs
Public Works - Sewer$33,6003/4 ton truck used by sewer department
Public Works - Water$35,0003/4 ton truck used by water department
TOTAL
$1,338,666
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2016 Other Budgeted Capital Expenditures
Along with the Capital Improvement and Equipment Replacement Plans the city has the following capital
items budgeted in the operating budgets of the General and Special Revenue Funds. The first year an
item is requested it must be funded within the department making the request. Once the item has been
funded it will be placed in the ERP for future replacement. All construction related capital items are
always placed in the CIP regardless of the funding source. Items with a value of $5,000 or greater are
defined as capital expenditures within the General and Special Revenue Funds. Items with a value of
$5,000 or more will be placed in the ERP for future replacement once funded by the department making
the request. The exception is capital items in the Chemical Assessment Team Special Revenue Fund,
which is fully funded by State of Minnesota HazMat grant dollars.
The following capital items have been budgeted in the General and Special Revenue Funds for 2015.
PROJECT TITLE
General Fund
Public Works$7,300Diagnostic equipment upgrade and rototiller used for
community gardens
Special Revenue Funds
Parking$250,000Masonry repairs, barrier cable replacement and other
repairs based on 2013 conditions report
TOTAL$257,300
Total budgeted capital items from all funding sources totals $15,835,113 for 2016.
Items in the City’s Equipment
Replacement Plan include police,
fire vehicles.
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CITY OF HOPKINS
GENERAL FUND BUDGET PROJECTIONS
ApprovedProjected
201520162017201820192020
ProjectedBudgetBudgetBudgetBudgetBudget
urrent Revenues
Property Tax9,113,565$ 9,796,951$ 9,798,702$ 9,935,961$ 10,005,239$ 10,104,939$
Intergovernmental Revenues1,043,085 891,954 890,000 900,000 950,000 1,000,000
License, Permits and Fines706,791 575,775 675,000 700,000 720,000 740,000
Charges for Current Services285,911 188,900 250,000 260,000 260,000 265,000
Other Revenue84,420 132,150 100,000 55,000 50,000 55,000
Franchise Fee300,390 290,000 300,000 310,000 325,000 325,000
11,875,73011,534,162 12,013,702 12,160,961 12,310,239 12,489,939
Total Revenues
urrent Expenses
Salaries and Employee Bene 9,179,6708,787,651 9,271,467 9,364,181 9,457,823 9,552,401
f
Materials, Supplies and Servic 2,673,7602,425,249 2,727,235 2,781,780 2,837,416 2,922,538
Capital outlay 5,622 7,300 - - - -
Transfer Out 10,000 15,000 15,000 15,000 15,000 15,000
11,875,73011,228,522 12,013,702 12,160,961 12,310,239 12,489,939
Total Expenditures
Change in Fund Balance305,640 - - - - -
Fund Balance5,680,619$ 5,680,619$ 5,680,619$ $ 5,680,619$ 5,680,619$ 5,680,619
General Fund
Property tax revenue is the amount needed to fill the gap between budgeted revenues and
appropriations. The average increase in levy for the general fund for years 2016 through 2020 is
projected to be 2-3.0% which the City Council feels is responsible given the current economic situation.
This projection reflects an appropriation increase of 4.66% for 2016 and an average increase for years
2017-2020 of 1.7%. The actual amount for any particular year may be reduced through appropriation
cuts or new revenue sources. The city’s reliance on support from the state has significantly decreased
over the years as the state faced its budget challenges and reduced local support. At one time taxes were
less than 70% of total revenues. They now comprise 82%. The city no longer relies on state support
when budgeting due to its uncertainty.
Tax base growth is used as a guide in keeping the property tax increase to a reasonable level. Due to
recent economic development we expect the market value will start showing additional growth for tax year
2017. The city continues to work with developers on several redevelopment projects that will contribute
to the increase in the tax base despite what current market trends indicate. Therefore Hopkins tax base
will most likely see an overall increase in the next few years.
Franchise fees – The City implemented an electric and gas utility franchise fee in 2004 to help offset the
amount of tax levy needed to fund general operations. The franchise fee has an optional sunset clause
after two years but has been renewed for two additional years in 2007, 2009, 2011 and for five years in
2013. The franchise fee is set to expire December 31, 2018 and staff most likely will recommend its
renewal as this source of income has become an important component of the budget. While the
franchise fee is reviewed annually the City Council along with staff continues to analyze its usefulness.
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CITY OF HOPKINS
Intergovernmental revenue received by the City include police and fire aid, which is used to offset pension
costs of the police and fire departments and municipal state aid for streets. The City of Hopkins receives
less than 8% of its budget from state grants and programs. The revenue we do receive is derived from
fees on services to the public – police & fire aid is from fees on insurance policies purchased by
individuals and companies, municipal state aid is derived from gas tax. Both these sources remain
stable. The State of Minnesota also provides Hopkins with about $400,000 in Local Government Aid.
This funding source previously received up until 2003 before it was eliminated was reinstated at a much
lower level in 2014 and continues into 2016.
Licenses, permits and fines include building permits are dependant on new construction and remodeling
projects. Based on projected new construction projects, historical information and economic conditions
revenues are expected to increase slightly for 2016 from the 2015 budget with revenues continuing to
show small increases in the following years as. Fine revenue continues to be stable with slight increases
due to implementation of license violation and administrative citations. The additional revenues received
in 2015 were from commercial re-development projects. Unless a developer’s commercial project has
funding it is the City’s practice to not budget for those amounts.
Various programs throughout the City generate charges for services and a significant portion of this line
item is plan review, housing inspection fees and vacant property registrations. Charges are usually
increased by an inflationary rate but due to projected development and the resulting plan review fees we
expect to see a slight increase for the 2016 budget. Future projections are to forecast an increase of 1%
annually.
The general fund, which accounts for one third of the City's operating expenses, has a revenue budget of
$11,875,730 and an appropriation budget of the same. The increase in appropriations over 2015 is
$529,014 or 4.66%. The budget was prepared with the intention of meeting the budget goals, while
assuring efficiency and effectiveness in all positions.
For 2016, the budget was prepared with 2.27 new FTE staffing; two new full-time firefighters and a .27
time police evidence and property room manager; a 2% wage increase for all employee groups, two small
general fund capital items, and small inflationary increases in street maintenance expenses for road
repairs and other general departmental expenses. The enhanced medical response program
implemented in 2007 will continue into 2016 as the program has allowed for greater efficiencies in the
police department and increased service to the public. Other budget considerations for 2016 are the cost
of employee health insurance and state mandated increases in employee pension funds along with
normal inflationary increases. The council attempts to balance maintaining the current level of services
while meeting the increasing needs of the public.
An emphasis remained on holding the line on the cost of current government services, while recognizing
the increased cost of providing those services. Departments were requested to provide financial
information by programs within a department and the council spent considerable time reviewing that
information before adopting the budget.
The council and staff implemented a long-rage financial management plan for 2014 that provides funding
for future needs. The plan includes staffing, operational and capital needs and sets forth funding
mechanism to meet those expenditures. This plan played a key role in developing the 2016 budget for all
city funds. Staff also continues to explore ways to contain costs and develop new revenue sources so
that we can maintain the quality of life Hopkins residents have come to expect.
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The chart to the left shows
2015 actual expenditures
along with the 2016
approved budget and
projected budgets from
2017 through 2020.
The general fund tax levy rises in proportion to general fund expenditures. Currently
Hopkins relies on its property taxes as its major source of revenue. In fact property
taxes account for 82% of General Fund revenues.
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CITY OF HOPKINS
General Fund Appropriation Budget Comparisons – By Department
Budget
2014201420152016$ Amount
ActualActualBudgetBudgetChangeChange
Council $ 71,519 $ 82,266 $ 70,417 $ 79,708 $ 9,291 13.19%
Administrative Services 517,507 523,849 527,051 531,969 4,918 0.93%
Finance 258,994 359,990 256,081 276,993 20,912 8.17%
Legal 171,685 156,835 145,000 150,000 5,000 3.45%
Municipal Building 304,697 319,352 324,246 333,611 9,365 2.89%
Community Services 1,013,372 1,025,383 1,030,737 1,089,843 59,106 5.73%
Police 4,396,663 4,515,389 4,511,890 4,737,734 225,844 5.01%
Fire 1,084,506 1,038,292 985,987 1,105,110 119,123 12.08%
Public Works 2,422,216 2,332,905 2,503,936 2,580,621 76,685 3.06%
Recreation 585,914 604,955 589,560 632,894 43,334 7.35%
Planning & Economic Dev. 123,993 134,289 135,162 153,872 18,710 13.84%
Community Development 87,124 90,387 91,449 121,875 30,426 33.27%
Unallocated 25,338 44,630 175,200 81,500 (93,700)-53.48%
TOTAL $11,063,528 $11,228,522 $11,346,716 $11,875,730 $ 529,014 4.66%
2016 Mayor & Council
Katy Campbell, Jason Gadd, Mayor Molly Cummings, Kristi Halverson, Aaron Kuznia
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CITY OF HOPKINS
Budget Projections – Other Major Funds
The City also prepares budget projections for its budgeted major funds which include the following:
Special Revenue Funds – Economic Development, Arts Center
Debt Service Fund – Taxable Housing Bonds of 2009B
Enterprise Funds – Water, Sewer, Storm Sewer
conomic Development Fund
ApprovedProjected
201520162017201820192020
ActualBudgetBudgetBudgetBudgetBudget
urrent Revenues
Property Tax439,918$ 296,813$ 302,749$ 308,804$ 314,980$ 321,280$
Intergovernmental Revenues171,875 - - - - -
Other Revenue86,462 59,300 15,500 15,500 15,500 15,500
356,113698,255 318,249 324,304 330,480 336,780
Total Revenues
urrent Expenses
Salaries and Employee Benefits192,976 146,344 150,003 153,753 157,596 161,536
Materials, Supplies and Services329,373 30,256 30,559 30,864 31,173 31,485
176,600522,349 180,561 184,617 188,769 193,021
Total Expenditures
Change in Fund Balance175,906 179,513 137,688 139,687 141,711 143,759
Fund Balance4,129,138$ 4,308,651$ 4,446,339$ 4,586,027$ 4,727,738$ 4,871,497$
The main source of revenue for the Economic Development Fund is a special development tax levy
based on a percentage of the market value. As the market value fluctuates so does the amount of the
levy. Funds are used for development efforts by the City and to provide assistance to developers.
Intergovernmental revenues in the form of grants from the County or Metropolitan Council are applied for
when there are specific needs by a developer for site remediation in order to make a project viable. In the
past the City has been successful at obtaining these grants on behalf of developers which has assisted in
a number of recent projects which in turn adds to the tax base.
The Gallery Flats apartments are
a recent development project that
brought 163 luxury apartments to
the housing market in 2014 and
has added significant value to the
tax base.
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Arts Center
ApprovedProjected
201520162017201820192020
ActualBudgetBudgetBudgetBudgetBudget
Current Revenues
Property Tax83,587$ 140,000$ 200,000$ 260,000$ 260,000$ 260,000$
Intergovernmental Revenues37,337 35,967 75,000 80,000 85,000 90,000
Charges for Current Services501,835 489,921 499,719 509,714 519,908 530,306
Other Revenue67,713 34,300 24,000 25,000 26,000 27,000
Transfers In86,920 86,920 86,920 86,920 86,920 86,920
777,392 787,108 885,639 961,634 977,828 994,226
Total Revenues
Current Expenses
Salaries and Employee Benefits399,826 430,057 438,658 447,431 456,380 465,508
Materials, Supplies and Services353,820 409,857 413,956 418,095 422,276 426,499
Capital Outlay 10,169 106,800 55,925 320,000 69,100 -
763,815 946,714 908,539 1,185,526 947,756 892,006
Total Expenditures
Change in Fund Balance 13,577 (159,606) (22,899) (223,893) 30,072 102,220
Fund Balance$ (1,327,267)(1,167,661)$ (1,350,166)$ (1,574,059)$ (1,543,987)$ (1,441,767)$
The Hopkins Center for the Arts “Arts Center” was built in 1997 with funds from the City, the State of
Minnesota as well as contributions from corporations, foundations, local civic organizations, businesses
and individuals. The Arts Center is owned by the City of Hopkins and has a major tenant in Stages
Theater Company (children’s theater) and Hopkins School District 270. While ticket sales and lease rent
provide a significant income stream it has not always been sufficient to meet expenditures and as a result
the fund has a large deficit. Over the last five years various changes in operations has resulted in some
success at reducing the deficit, however it has not been sufficient to totally eliminate the negative
position. As part of the City’s long-range financial management plan staff and council emphasized that
the negative position must be eliminated. While not ruling out donations and naming rights to the theater,
with the state of the economy we need to address the deficit now. As a result the City implemented a tax
levy for 2015 that will eliminate the negative fund balance over the next ten years. In addition, Arts
Center staff has been reorganized and additional efforts have been made to rent and lease the various
available spaces to the extent possible. Arts staff has also been successful at obtaining grants for
programming from the MN Arts Boards which help underwrite the cost of hiring performance artists.
Expenditures are expected to increase 1-2% a year to keep up with inflation. In addition to operational
expenditures the Arts Center due to its age has several capital needs over the next couple of years that
add to its budget challenges. The Arts Center has a partner in their fund raising efforts through the
Friends of the Hopkins Center for the Arts, a 501(c)3 nonprofit that raises funds to support arts
programming at the Center, coordinates volunteer efforts
and fosters public awareness of the Center.
In 2015 the Hopkins Center for the Arts
received a generous $40,000 donation
from the Hopkins Masons. Shown with
Co-Executive Directors Lynn Anderson
and Susan Hanna-Bibus are members of
the Mason’s.
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CITY OF HOPKINS
Taxable Housing Bonds of 2009B
ApprovedProjected
201520162017201820192020
ActualBudgetBudgetBudgetBudgetBudget
Current Revenues
Special Assessments399,256$ 399,257$ 385,000$ 380,000$ 375,000$ 370,000$
Other Revenue7,847 8,493 1,300 1,300 1,300 1,300
407,750407,103 386,300 381,300 376,300 371,300
Total Revenues
Current Expenses
Materials, Supplies and Services1,977 1,800 1,800 1,800 1,800 1,800
Debt Service Payments323,540 325,400 326,320 328,020 323,370 317,530
327,200325,517 328,120 329,820 325,170 319,330
Total Expenditures
Change in Fund Balance81,586 80,550 58,180 51,480 51,130 51,970
Fund Balance988,693$ 1,069,243$ 1,127,423$ 1,178,903$ 1,230,033$ 1,282,003$
Collections of special assessments for the Taxable Housing Bonds of 2009B are expected to exceed the
debt service requirements of the bonds. Bonds for this project were originally sold in 1997 and were
refunded in 2009 at a significant savings. Special assessments collected on two condominium projects
pay for the debt service that funded private improvements on those properties. The special assessments
cannot be prepaid so at the end of the debt service period any excess funds will be returned to the
homeowners association for additional improvements to the property pursuant to the agreement.
Water Fund
ApprovedProjected
201520162017201820192020
ActualBudgetBudgetBudgetBudgetBudget
Current Revenues
Utility Charges$ 1,325,096$ 1,395,200$ 1,451,008$ 1,509,048$ 1,569,410$ 1,632,187
Other Revenue 191,146 158,300 160,000 165,000 170,000 175,000
1,516,242 1,553,500 1,611,008 1,674,048 1,739,410 1,807,187
Total Revenues
Current Expenses
Salaries and Employee Benefits523,890 345,597 355,965 366,644 377,643 388,972
Materials, Supplies and Services858,101 956,677 975,811 995,327 1,015,233 1,035,538
Depreciation 241,737 250,000 250,000 250,000 250,000 250,000
Debt Service Payments 74,755 95,487 50,310 46,785 42,997 39,072
Transfer Out 45,000 45,000 45,000 45,000 45,000 45,000
1,743,483 1,692,761 1,677,085 1,703,756 1,730,873 1,758,582
Total Expenditures
Net Income (227,241) (139,261) (66,077) (29,707) 8,537 48,604
The water fund has several planned maintenance projects planned for 2016 that will draw on reserves. In
the budget is the water tower maintenance program for both water towers. Rates were not increased as
we work on evaluating a tiered rate structure to be implemented in 2016. The goal of the new rate
structure is to encourage conservation due to increased water consumption caused by new multi-family
development. Maintenance costs are projected to increase about 2% over the next 4 years. Budgeted
transfers are for the water funds share of the public works facility debt as the water department
headquarters are located in that facility.
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CITY OF HOPKINS
Sewer Fund
ApprovedProjected
201520162017201820192020
ActualBudgetBudgetBudgetBudgetBudget
Current Revenues
Utility Charges$ 2,172,277$ 2,276,200$ 2,390,010$ 2,509,511$ 2,634,986$ 2,766,735
Other Revenue 2,565 1,000 1,200 1,200 1,200 1,200
2,174,842 2,277,200 2,391,210 2,510,711 2,636,186 2,767,935
Total Revenues
Current Expenses
Salaries and Employee Benefits286,572 359,616 366,808 374,144 381,627 389,260
Materials, Supplies and Services1,573,639 1,959,838 1,979,436 1,999,231 2,019,223 2,039,415
Depreciation 174,826 170,000 172,000 172,000 172,000 172,000
Debt Service Payments 41,618 66,790 38,642 35,730 32,655 29,492
Transfer Out 50,000 50,000 50,000 50,000 50,000 50,000
2,126,655 2,606,244 2,606,887 2,631,105 2,655,505 2,680,167
Total Expenditures
Net Income 48,187 (329,044) (215,677) (120,395) (19,319) 87,768
Sewer treatment costs to the Metropolitan Council, a regional sewer treatment system are 55% of the
expenditures of the sewer fund. The Met Council charges municipalities a percentage of their annual
budget based on individual cities water flow. This charge can fluctuate based on water used in Hopkins
versus the entire region although our percentage has stayed constant the last few years. The variable
factor is the Met Council budget. Sanitary sewer charges to customers were not increased in 2016 and
as the City is in the middle of a rate study with scheduled implementation for mid-2016. In 2016
scheduled maintenance includes sewer lining, manhole repairs and televising the main sewer lines at an
estimated cost of $50,000. Budgeted transfers are for the sewer funds share of the public works facility
debt as the sewer department headquarters are located in that facility.
Storm Sewer Fund
ApprovedProjected
201520162017201820192020
ActualBudgetBudgetBudgetBudgetBudget
Current Revenues
Utility Charges$ 805,542$ 802,000$ 802,000$ 802,000$ 802,000$ 802,000
Other Revenue 8,385 2,000 1,200 1,200 1,200 1,200
813,927 804,000 803,200 803,200 803,200 803,200
Total Revenues
Current Expenses
Salaries and Employee Benefits50,059 65,571 66,882 68,220 69,584 70,976
Materials, Supplies and Services70,280 114,511 116,801 119,137 121,520 123,950
Depreciation 230,152 227,000 227,000 227,000 227,000 227,000
Debt Service Payments 44,634 72,414 40,874 38,886 36,674 34,230
Transfer Out 25,000 25,000 25,000 25,000 25,000 25,000
420,125 504,496 476,558 478,243 479,778 481,157
Total Expenditures
Net Income 393,802 299,504 326,642 324,957 323,422 322,043
The storm sewer fund has not had to raise rates since 2009 due to its strong financial position and there
are currently no plans to raise them in the near future. Expenditures continue to be stable with no
significant maintenance projects planned for 2016. Budgeted transfers are for the storm sewer funds
share of the public works facility debt as the storm sewer department headquarters are located in that
facility. The City plans on doing a rate study in 2016 or all enterprise funds as part of our long-range
financial planning and the storm sewer will be included despite its strong financial position.
2016 BUDGET
63
CITY OF HOPKINS
General Fund
Revenue & Expenditures
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
Property Taxes8,785,782$ 9,797,151$ 5.26%
$ $ 8,953,481$ 9,113,5659,307,729
5.79%
Intergovernmental 747,832 956,514 1 ,043,085 843,112 8 91,954
Licenses, Permits and Fines0.98%
878,634 780,586 706,791 569,975 5 75,575
Interest Earnings
9,468 4 3,849 4 7,932 1 5,000 20,00033.33%
Charges for Services-9.75%
354,743 295,066 285,911 209,300 1 88,900
Franchise Fees
293,349 300,789 300,390 290,000 2 90,000
Miscellaneous0.49%
4 1,812 2 5,000 3 6,448 111,600 1 12,150
Transfer In - Operating
- - - - -
Total Revenues11,111,620 11,875,730 4.66%
11,355,284 11,534,12211,346,716
Expenditures
Salaries, Wages and Benefits
Salaries and Wages3.46%
6 ,186,170 6 ,300,801 6 ,403,425 6 ,410,174 6,631,655
Fringe Benefits9.51%
2 ,216,263 2 ,283,130 2 ,384,226 2 ,326,690 2,548,015
Materials, Supplies and Services
9.51%
Professional & Technical Services 884,842 928,539 1 ,024,164 916,625 1,003,825
Utilities and Maintenance1.06%
778,504 824,897 712,335 832,367 8 41,190
Operations-14.78%
336,268 358,119 443,911 580,410 4 94,651
City Support Services1.21%
173,614 171,244 148,886 170,277 1 72,338
Supplies and Materials 725,0182.91%
904,900 839,475 720,984 704,535
Capital Outlay
Buildings & Improvements
- -
- - -
Vehicles
- - - - -
Office Furniture and Equipment -
- - - -
Equipment
1 1,031 - 5,622 9,500 7 ,300-23.16%
Equipment Allocation8.24%
314,622 341,181 342,998 373,946 4 04,767
Total Expenditures11,806,213 12,828,759 4.09%
12,047,386 12,186,55112,324,524
Transfer Out
3 3,580 1 0,000 1 0,000 1 0,000 15,00050.00%
Reimbursed Expenditures (991,527) (993,858) (968,029) (987,808)-2.00%
(968,029)
Net Total Expenditures10,848,267 11,875,730 4.66%
11,063,528 11,228,52211,346,716
Excess (deficiency) of Rev. over Exp. 263,354 291,756 305,600 - -
Ending Fund Balance
5 ,101,149 5 ,388,864 5 ,682,620 5 ,388,864 5,682,620
2016 BUDGET
64
CITY OF HOPKINS
UNALLOCATED
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
Property Taxes$8,784,635$8,952,881$9,113,014$9,307,729$9,796,9515.26%
Intergovernmental Revenue21,152310,431409,112409,112434,4546.19%
15,00020,00033.33%
Interest earnings (16,569) 43,849 47,931
Franchise Fees293,349300,789300,390290,000290,000
Miscellaneous1,5673595,839250250
Total Revenues9,084,1349,608,3099,876,28610,022,09110,541,6555.18%
Expenditures
Materials, Supplies and Services
Operations116,79166,500-43.06%
10,70015,338 11,685
Operating Transfers
Transfer from other funds - - - - -
Transfer to other funds33,58010,00010,00010,00015,00050.00%
Total Expenditures44,28025,33821,685126,79181,500-35.72%
Indirectly Funded Amount9,039,8549,582,9719,854,6019,895,30010,460,1555.71%
2016 BUDGET
65
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Unallocated
PROGRAM SUMMARY
The purpose of the unallocated program of the General Fund is to provide budget for unforeseen or unusual
expenditures that may occur in a given year. The revenues recorded here are revenues that are not directly
associated with another program within the city.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Monitor tax collections
2. Evaluate franchise fee structure
3. Maximize investment earnings
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Property Taxes $9,113,014 $9,307,729 $ 9,796,951 5.26%
Intergovernmental 409,112 409,112 434,454 6.19%
Interest Earnings 47,931 15,000 20,000 33.33%
Franchise Fee 330,930 290,000 290,000 0.00%
Miscellaneous 5,839 250 250 0.00%
Total Revenues 9,906,826 10,022,091 10,541,655 5.18%
EXPENDITURES:
Materials, Supplies & Services 11,685 165,200 66,500 -59.75%
Operating Transfer 10,000 10,000 15,000 50.00%
Total Expenditures 21,685 175,200 81,500 -53.48%
NET TAX AND GENERAL
REVENUE SUPPORTED $9,885,141 $9,846,891 $10,460,155 1.80%
2016 BUDGET
66
CITY OF HOPKINS
CITY COUNCIL BUDGET
Revenues and Expenditures
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Expenditures
Salaries, Wages and Benefits
Salaries and Wages $23,46223,738 $25,50731.15%
$
$ 24,400$ 32,000
Fringe Benefits1,8851,8802,3461,8672,44831.12%
Materials, Supplies and Services
Professional & Technical Services9627511020031055.00%
Operations41,65644,59052,32941,50043,0003.61%
City Support Services - - - - ---
Supplies and Materials1,7371,0301,9752,4501,950-20.41%
Total Expenditures69,11271,23782,26670,41779,70813.19%
Indirectly Funded Amount69,11271,23782,26670,41779,70813.19%
The City Council Department accounts for the expenses of the
mayor and council.
2016 BUDGET
67
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM
: Council Administration
PROGRAM SUMMARY
The Council Administration program of the Council Department establishes city policies, goals and objectives. It
approves the budget and monitors the activities of the City Manager and City Attorney. The council also appoints
members to boards and commissions. The City Council holds regular meetings and work sessions, receives input
from staff, citizens and other interested parties. The Council controls policy through changes in the City Code and
Legislative Policies. They control spending through their review and approval of the City budget and various
contracts.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
Work across all city departments and the community to implement the current Goals and Strategic Plan: (1)
Enhance our Small-town Feel, (2) Promote Smart Urban Design and Walkability, and (3) Take it to Them (citizen
engagement)
1. Promote city marketing efforts through the “Think Hopkins” campaign
2. Conduct 2016 Citizen’s Academy and Alumni event
3. Publish 2015 City Annual Report
4. Conduct 2016 State of the City event
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Salaries/Wages/Benefits25,342$ 0.00%
$ $ 2 6,26726,267
Materials, Supplies & Services45,895$ 1.25%
$ $ 4 3,60544,150
71,237$
$ $ 6 9,87270,417
NET TAX AND GENERAL
0.78%
REVENUE SUPPORTED71,237$
$ $ 6 9,87270,417
PERSONNEL:
Number of FTE positionsMayor and Mayor and 4 Council
Citizen’s Academy Class
2016 BUDGET
68
CITY OF HOPKINS
ADMINISTRATIVE SERVICES BUDGET
Revenues and Expenditures
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Expenditures
Salaries, Wages and Benefits
-3.73%
Salaries and Wages$ 390,759$ 4 02,682$ 4 29,997$ 4 06,395$ 3 91,225
-0.17%
Fringe Benefits 157,346 1 52,468 1 44,464 1 62,123 1 61,849
Materials, Supplies and Services
Professional & Technical Services 7,479 2 9,571 1 5,865 1 4,740 3 0,190104.82%
13.07%
Utilities and Maintenance 13,730 1 1,979 1 6,438 1 2,824 1 4,500
0.50%
Operations 27,050 1 7,102 1 4,301 2 9,865 3 0,015
City Support Services 1,622 1 ,707 1 ,805 1 ,971 2 ,23013.14%
1.45%
Supplies and Materials 7,071 5 ,457 4 ,979 5 ,875 5 ,960
0.34%
Total Expenditures 605,057 6 20,967 6 27,849 6 33,793 6 35,969
Reimbursed Expenditures (104,000) (104,000) (104,000) (104,000) (104,000)
0.41%
Net Total Expenditures 501,057 5 16,967 5 23,849 5 29,793 5 31,969
0.41%
Indirectly Funded Amount 501,057 5 16,967 5 23,849 5 29,793 5 31,969
The Administrative Services Department is made up of four programs. They are
Administration, Personnel, Wellness and Information Technology Services
2016 BUDGET
69
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM
: Administrative Services – Administration
PROGRAM SUMMARY
The Administration program of the Administrative Services Department provides leadership and support to all city
programs and operations. Administration controls and directs the City’s affairs. It responds to citizen concerns and
participates in affiliated organizations.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN
FY 2015FY 2016
2016:
FY 2015ApprovedApprovedPercent
1. Enhance the agenda and report program that
BudgetBudgetChange
Actual
keeps the Council and public informed through EXPENDITURES:
Salaries/Wages/Benefits $265,128 $250,040 $226,429 -9.44%
meetings and correspondence.
Materials, Supplies & Services 18,139 25,531 25,443 -0.34%
2. Continue the coordinate the future planning of the
City through the Capital Improvements Plan (CIP)
Reimbursed Expenditures (66,000) (66,000) (66,000)0.00%
program.
$217,267 $209,571 $185,872
3. Continue to operate and enhance the employee
NET TAX AND GENERAL
wellness program.
-11.31%
REVENUE SUPPORTED $217,267 $209,571 $185,872
4. Enhance Leadership and Training for City Council
and Staff.
PERSONNEL:
5. Prepare a legislative agenda, monitor
Number of FTE positions2.052.051.60
legislative issues, and lobby on issues
affecting the City
PROGRAM:
Administrative Services – Personnel
PROGRAM SUMMARY
Personnel provides human resource support for departments and employees. This includes coordination of staff
recruitment, coordination of employee benefit programs and conducting employee relations’ activities for all City
employees. Another aspect of this program is ensuring compliance with state, federal and local laws regarding
employment.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Successfully replace retiring employees.
2. Assist the City Manager with staff development opportunities
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Salaries/Wages/Benefits $ 53,452 $ 54,637 $ 56,461 3.34%
Materials, Supplies & Services 5,317 3,412 18,647 446.51%
Reimbursed Expenditures (16,000) (16,000) (16,000)0.00%
$ 42,769 $ 42,049 $ 59,108
NET TAX AND GENERAL
REVENUE SUPPORTED $ 42,769 $ 42,049 $ 59,108 40.57%
PERSONNEL:
Number of FTE positions0.40.40.4
2016 BUDGET
70
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Administrative Services – Wellness
PROGRAM SUMMARY
FY 2015FY 2016
The Wellness program of the Administrative
FY 2015ApprovedApprovedPercent
Services Department provides support and
BudgetBudgetChange
Actual
activities to encourage overall general good
EXPENDITURES:
health of city employees.
Materials, Supplies & Services 2,501 2,000 2,000 0.00%
MAJOR OBJECTIVES TO BE
NET TAX AND GENERAL
ACCOMPLISHED IN 2016:
REVENUE SUPPORTED $ 2,501 $ 2,000 $ 2,000 0.00%
Goal 2, Strategy 3 – Healthy City Initiatives:
1. Continue to provide healthy guidance to
PERSONNEL:
employees.
Number of FTE positions000
2.
Provide at least one low cost wellness event
six times a year.
PROGRAM:
Administrative Services - Information Services
PROGRAM SUMMARY
The Information Services program of the Administrative Services Department provides all network hardware and
software support for the City. It also provides individual city employees with hardware and software support. The
internal web site is designed and maintained through this program.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Replace Incode with Springbook software.
2. Roll out Bit9 Application whitelisting to every desktop / server.
3. Expand passive vulnerability scanning to every major network junction.
4. Finish migration to Windows 7.
5. Continue to update and improve network security, efficiency, and reliability.
6. Roll out Appassure backup software to PD network / Move all city servers to Appassure.
7. Update IT business continuity/disaster recovery plan to take advantage of virtualization technologies.
8. Certify the city 100% PCI complaint.
9. Finish migration to new file servers on PD and City networks.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Salaries/Wages/Benefits $255,881 $261,099 $270,184 3.48%
Materials, Supplies & Services 27,431 34,312 36,805 7.27%
Reimbursed Expenditures (22,000) (22,000) (22,000)0.00%
$261,312 $273,411 $284,989
NET TAX AND GENERAL
4.23%
REVENUE SUPPORTED $261,312 $273,411 $284,989
PERSONNEL:
Number of FTE positions2.552.553.0
2016 BUDGET
71
CITY OF HOPKINS
FINANCE BUDGET
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
Miscellaneous$21,409$21,536$17,643$14,950$14,550-2.68%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages280,177286,613287,326299,996286,399-4.53%
Fringe Benefits88,99692,65897,69499,839106,8377.01%
Materials, Supplies and Services
Professional & Technical Services62,23854,847149,15644,03050,03513.64%
Utilities and Maintenance23,61324,76024,23923,30023,300
Operations12,3768,56812,52711,77513,73016.60%
City Support Services3673903563913940.77%
Supplies and Materials6,03114,33820,55010,8108,110-24.98%
Capital Outlay
Equipment Allocation8175,7669501,0411,21716.91%
Total Expenditures474,615487,940592,798491,182490,022-0.24%
Reimbursed Expenditures (232,808)(229,776) (213,029)(232,808)-8.50%
(234,158)
Net Total Expenditures240,457258,164359,990258,374276,9937.21%
Indirectly Funded Amount219,049236,627342,347243,424262,4437.81%
The Finance department consists of six programs. They are budgeting,
Debt Management, General Accounting, Payroll, Tax Increment Financing Reporting,
and Utility Billing.
2016 BUDGET
72
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Finance – Debt
PROGRAM SUMMARY
The Debt program of the Finance Department issues, records and maintains debt for the City of Hopkins and the
Hopkins Housing and Redevelopment Authority. Debt is issued in accordance with state statute and city charter.
Debt is maintained at a manageable level for the city.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Maintain the current bond rating of AA+ through conservative financial management and accurate reporting of
financial and economic conditions of the city.
2. Project future debt needs and ability.
3. Prepare documents and work with financial advisors for 2016 bond issue(s).
4. Analyze possibilities of debt refunding(s).
5.
Prepare annual debt reporting for county as required by state statutes
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
BudgetBudgetChange
Actual
EXPENDITURES:
Salaries/Wages/Benefits $ 12,925 $ 13,278 $ 13,436 1.19%
Materials, Supplies & Services 1,655 1,675 1,679 0.24%
Reimbursed Expenditures (14,896) (14,897) (15,115)1.46%
$ (316) $ 56 $ -
NET TAX AND GENERAL
--
REVENUE SUPPORTED $ (316) $ 56 $ -
PERSONNEL:
Number of FTE positions0.10.10.1
In January 2014 the City was
AA+
upgraded to a credit rating
by Standard & Poor’s. A
certificate recognizing this
achievement was presented to the
City by the City’s financial
advisors. The AA+ rating was
reaffirmed for each of the bond
issues sold in 2015.
2016 BUDGET
73
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Finance – Accounting
PROGRAM SUMMARY
The Accounting program of the Finance Department provides financial management for the City and the Housing
and Redevelopment Authority. It provides support services to other departments in the City through initiating fiscal
plans, implementation and control of those plans, accounting and analysis of transactions. Accounting manages
the city’s day-to-day accounting transactions, including accounts receivable, accounts payable, cash receipts and
general accounting. The program prepares monthly and quarterly financial statements and compiles the year-end
comprehensive financial report.
FY 2015FY 2016
MAJOR OBJECTIVES TO BE
FY 2015ApprovedApprovedPercent
ACCOMPLISHED IN 2016:
ActualBudgetBudgetChange
1. Submit CAFR for the GFOA award
REVENUES:
program.
Miscellaneous $ 7,108 $ 5,550 $ 5,550 0.00%
2. Provide accurate and timely month-end and
quarterly financial reports.
EXPENDITURES:
3. Update the Financial Management Plan
Salaries/Wages/Benefits $212,545 $208,616 $194,610 -6.71%
Materials, Supplies & Services 96,726 53,387 55,209 3.41%
4. Prepare 20-year Capital Improvement Plan.
Reimbursed Expenditures (64,000) (64,000) (64,000)0.00%
5. Prepare 20-year Equipment Replacement
$245,271 $198,003 $185,819 -6.15%
Plan
6. Update actuarial study on OPEB
NET TAX AND GENERAL
obligations.
-6.33%
REVENUE SUPPORTED $238,163 $192,453 $180,269
7. Update CAFR on city website.
8. Complete the implementation of new
PERSONNEL:
finance software
Number of FTE positions2.02.01.95
PROGRAM:
Finance – Payroll
PROGRAM SUMMARY
The Payroll program of the Finance Department completes the biweekly payroll, maintains all payroll records and
completes the payroll quarterly reports. It also provides support services to employees regarding payroll issues.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Assist employees with payroll and benefit issues/questions.
2. Provide accurate and timely payroll and reports.
3. Work with insurance company to manage insurance programs.
4. Prepare benefit open enrollment
FY 2015FY 2016
information and assist employees with
FY 2015ApprovedApprovedPercent
questions regarding their benefit options.
ActualBudgetBudgetChange
5. Provide employee benefit orientations for
EXPENDITURES:
new hires
Salaries/Wages/Benefits $ 81,224 $ 63,067 $ 95,789 51.88%
6. Implement online employee timekeeping.
Materials, Supplies & Services 7,867 5,071 6,385 25.91%
Reimbursed Expenditures (20,000) (20,000) (20,000)0.00%
$ 69,091 $ 48,138 $ 82,174
NET TAX AND GENERAL
70.71%
REVENUE SUPPORTED $ 69,091 $ 48,138 $ 82,174
PERSONNEL:
Number of FTE positions0.750.751.0
2016 BUDGET
74
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Finance – TIF Administration
PROGRAM SUMMARY
FY 2015FY 2016
The Tax Increment Financing Administration
FY 2015ApprovedApprovedPercent
program of the Finance Department records and
ActualBudgetBudgetChange
reports tax increment program activities. It is
EXPENDITURES:
charged with the responsibility of ensuring
Salaries/Wages/Benefits $ 12,925 $ 13,033 $ 13,436 3.09%
compliance with state statutes and guidelines.
Materials, Supplies & Services 7,566 3,500 3,504 0.11%
Reimbursed Expenditures (16,533) (16,533) (16,940)2.46%
MAJOR OBJECTIVES TO BE ACCOMPLISHED
$ 3,958 $ - $ -
IN 2016:
NET TAX AND GENERAL
--
REVENUE SUPPORTED $ 3,958 $ - $ -
1. Continue analysis of Tax Increment Financing
funds.
PERSONNEL:
2. Assist with implementation of new TIF districts.
Number of FTE positions0.10.10.1
3. Prepare annual Office of the State Auditor
reports.
PROGRAM:
Finance – Utility Billing
PROGRAM SUMMARY
The Utility Billing program of the Finance Department prepares and issues monthly utility bills for collection of utility
service fees from its customers.Utility records are maintained and updated within this program.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Implement E-commerce for utility customers
2. Assist customers with utility billing issues and questions – change of service, change of ownership, etc.
3. Promote automatic payment options to increase usage of automatic payment.
4.
Complete implementation of the new Utility Billing software.
5.
Complete process for outsourcing printing of utility bills
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Charges for service $ 10,520 $ 9,400 $ 9,000 -4.26%
EXPENDITURES:
Salaries/Wages/Benefits $ 65,401 $ 99,064 $ 75,965 -23.32%
Materials, Supplies & Services 93,964 27,714 30,009 8.28%
Reimbursed Expenditures (117,378) (117,378) (96,974)-17.38%
$ 41,987 $ 9,400 $ 9,000 -4.26%
NET TAX AND GENERAL
--
REVENUE SUPPORTED $ 31,467 $ - $ -
PERSONNEL:
Number of FTE positions1.651.650.85
2016 BUDGET
75
CITY OF HOPKINS
LEGAL BUDGET
Revenues and Expenditures
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
Court Fines$ 125,559$ 132,328$ 144,676$ 120,000$ 125,0004.17%
Expenditures
Materials, Supplies and Services
Professional & Technical Services142,989171,685156,835145,000150,0003.45%
Operations - - - - -
Total Expenditures142,989171,685156,835145,000150,0003.45%
Indirectly Funded Amount17,43139,35712,15925,00025,000
The Legal Department is made up of two programs. They are Legal
Counsel and Prosecution.
2016 BUDGET
76
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Legal
PROGRAM SUMMARY
The Legal department represents the City in court, at City Council meetings and direct contact with staff and the
general public. The firm of Kennedy & Graven is retained on a fee per hour basis. They respond to legal summons
and/or initiate action on behalf of the City. Written and oral inquiries are made by staff, council, citizens and other
interested parties. The city engages other law firms when necessary.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Prosecute the rights of the City.
2. Prosecute violators of the law.
3. Obtain quality legal representation for the City
4. Assist City staff with development projects
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Court Fines $ 144,676 $ 120,000 $125,000 4.17%
EXPENDITURES:
Materials, Supplies & Services $ 156,835 $ 145,000 $150,000 3.45%
NET TAX AND GENERAL
0.00%
REVENUE SUPPORTED $ 12,159 $ 25,000 $ 25,000
PERSONNEL:
The City contracts with a legal firm to represent the City.
2016 BUDGET
77
CITY OF HOPKINS
MUNICIPAL BUILDINGS
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Expenditures
Salaries, Wages and Benefits
Salaries and Wages93,579100,73396,996101,444101,6070.16%
Fringe Benefits40,97742,97043,27252,80053,4671.26%
Materials, Supplies and Services
Professional & Technical Services32,30337,94840,86543,00040,500-5.81%
Utilities and Maintenance118,672119,822120,293125,700132,1705.15%
Operations1,1882,7052,6852,3002,300
City Support Services16,83618,32014,17415,49218,37718.62%
Supplies and Materials11,07913,29914,40016,57017,1903.74%
Capital Outlay
Buildings & Structures -----
Office Furniture and Equipment-----
Total Expenditures314,634335,797332,685357,306365,6112.32%
Reimbursed Expenditures(31,999)(32,000)
(13,333) (32,000)(32,000)
Net Total Expenditures282,635303,797319,352325,306333,6112.55%
Indirectly Funded Amount282,635303,797319,352325,306333,6112.55%
The Municipal Building Department consists of building maintenace.
2016 BUDGET
78
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Municipal Building – Maintenance
PROGRAM SUMMARY
The Building Maintenance Department of Public Works is responsible for the maintenance and repair of all City
Buildings. The Municipal Budget covers City Hall and the Police Department. In house maintenance personnel and
contractual custodial services maintain these buildings and equipment.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Continuation of Green Initiatives within City Hall.
2. Explore lobby upgrade.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Salaries/Wages/Benefits $ 140,268 $ 154,244 $155,074 0.54%
Materials, Supplies & Services 192,417 203,062 210,537 3.68%
Reimbursed Expenditures (32,000) (32,000) (32,000)0.00%
$ 300,685 $ 325,306 $333,611 2.55%
NET TAX AND GENERAL
2.55%
REVENUE SUPPORTED $ 300,685 $ 325,306 $333,611
PERSONNEL:
Number of FTE positions1.451.451.45
thst
City Hall at 11 Ave and 1 St
2016 BUDGET
79
CITY OF HOPKINS
COMMUNITY SERVICES SUMMARY BUDGET
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
Licenses$11,777$13,292$14,941$12,000$12,000
Permits423,470588,076481,338350,010351,0100.29%
Current Services46,2574,92031,80123,3503,550-84.80%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages574,522616,753632,989634,203637,5970.54%
Fringe Benefits177,296189,964202,191190,813201,9675.85%
Materials, Supplies and Services
Professional & Technical Services159,220175,981172,119163,705198,93021.52%
Utilities and Maintenance10,74711,5258,34813,72314,0502.38%
Operations23,49124,28323,22634,93536,3253.98%
City Support Services42,08140,36136,11040,19842,1944.97%
Supplies and Materials8,6138,5987,87110,31015,47550.10%
Capital Outlay
Office Furniture and Equipment - - - - -
Equipment Allocation6,8656,9073,5293,8504,30511.82%
Total Expenditures########1,074,3721,086,3831,091,7371,150,8435.41%
Reimbursed Expenditures ( 60,480) (61,000) (61,000) (61,000) (61,000)
Net Total Expenditures942,3561,013,3721,025,3831,030,7371,089,8435.73%
Indirectly Funded Amount460,852407,085497,303645,377723,28312.07%
The Community Service department is made up of four main programs. They ar
e
Reception, Assessing, Inspections, and City Clerk.
2016 BUDGET
80
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Community Services – Receptionist
PROGRAM SUMMARY
The Receptionist program of the Community Services Department answers calls at main switchboard and route
calls to various departments. Directs walk-in customers to the appropriate department. Sales of dog licenses and
parking permits occur in this program. Receipts are
FY 2015FY 2016
accepted for payment of building permits and utility
FY 2015ApprovedApprovedPercent
bills. The program also provides clerical and
ActualBudgetBudgetChange
secretarial services to other departments.
EXPENDITURES:
Salaries/Wages/Benefits48,754$ 47,731$ 40,973$ -14.16%
Materials, Supplies & Services1,485
1 ,226 1 ,115-9.05%
OBJECTIVES TO BE ACCOMPLISHED IN 2016:
$ 50,239 $ 48,957 $ 42,088
NET TAX AND GENERAL
Goal 1, Strategy 3- Provide Accessible and Friendly
-14.03%
REVENUE SUPPORTED $ 50,239 $ 48,957 $ 42,088
City Services:
1. Continue to provide excellent customer service
PERSONNEL:
Number of FTE positions1.451.450.5
PROGRAM:
Community Services – Assessing
PROGRAM SUMMARY
The Assessing Department assists property owners with Homestead classification and works with Hennepin
County on property valuations. The department also prepares special assessment rolls and responds to property
owner concerns and questions.
OBJECTIVES TO BE ACCOMPLISHED IN 2016:
Goal 1, Strategy 3- Provide Accessible and Friendly City Services:
1. Prepare special assessment rolls for certification on taxes.
2. Assist property owners with property related issues.
3. Maintain the Property and Contact Information in the computer system.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Charges for service $ 2,565 $ 2,000 $ 2,000 0.00%
EXPENDITURES:
Salaries/Wages/Benefits $ 91,089 $ 90,578 $ 94,233 4.04%
Materials, Supplies & Services 132,517 128,759 136,384 5.92%
Reimbursed Expenditures (24,000) (24,000) (24,000)0.00%
$ 199,606 $ 195,337 $206,617 5.77%
NET TAX AND GENERAL
5.83%
REVENUE SUPPORTED $ 197,041 $ 193,337 $204,617
The Special Assessment Clerk is
PERSONNEL:
available to assist with property
Number of FTE positions1.051.051.05
tax and assessing related
ti
2016 BUDGET
81
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Community Services – City Clerk
PROGRAM SUMMARY
The City updates the City Code as new ordinances are passed, takes minutes at the City Council meetings and
transcribes them using a computer. Business licenses applications are reviewed prior to issuance. The City Clerk
is also the purchasing officer of the city.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
MAJOR OBJECTIVES TO BE
ActualBudgetBudgetChange
ACCOMPLISHED IN 2016:
REVENUES:
Goal 2, Strategy 2 – Go Green
Licenses $ 8,047 $ 6,000 $ 6,000 0.00%
1. Purchase “green” or recycled products
when available if the pricing is competitive
EXPENDITURES:
and product meets quality standards.
Salaries/Wages/Benefits $ 82,393 $ 78,476 $ 68,220 -13.07%
2. Ensure that the City Document Archives
Materials, Supplies & Services 25,844 26,096 32,554 24.75%
section of the City’s website contains the
Reimbursed Expenditures (37,000) (37,000) (37,000)0.00%
most up to date information in all areas
$ 71,237 $ 67,572 $ 63,774 -5.62%
listed.
3. Review and update where needed
NET TAX AND GENERAL
applications and forms that are available
REVENUE SUPPORTED $ 63,190 $ 61,572 $ 57,774 -6.17%
on the Web site.
PERSONNEL:
Number of FTE positions0.750.750.65
PROGRAM:
Community Services – Elections
PROGRAM SUMMARY
The Elections program of the Community Services Department provides supervision of
elections, registers voters, and certifies election results. All state and federal legislation
is reviewed, judges are trained, and equipment and polling places are prepared. After
elections ballots are counted and the results certified to the County and State of
Minnesota. Throughout the year citizens are registered to vote.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Recruit and train additional
FY 2015FY 2016
Election Judges for the 2016
FY 2015ApprovedApprovedPercent
Local Election. Offer some part-
BudgetBudgetChange
Actual
time positions as requested by
REVENUES:
several current Election Judges
Charges for service $ 25,250 $ 20,000 $ - ---
who may be unable to complete a
15 or 16 hour day.
EXPENDITURES:
2. Work with Hennepin County City
Salaries/Wages/Benefits $ 38,440 $ 37,180 $ 41,351 11.22%
to review voting equipment and
Materials, Supplies & Services 7,986 15,042 42,143 180.17%
the possible replacement.
$ 46,426 $ 52,222 $ 83,494 59.88%
3. Work to better organize
information and supplies for
NET TAX AND GENERAL
159.12%
REVENUE SUPPORTED $ 21,176 $ 32,222 $ 83,494
Election Judges use on Election
Day.
PERSONNEL:
Number of FTE positions0.350.350.35
2016 BUDGET
82
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Community Services – Building Code Inspection
PROGRAM SUMMARY
The Building Code Inspection program of the Community Services Department inspects all new or remodeled
buildings to insure they meet the minimum requirements of the state building code. The process begins with easily
accessible customer service at the inspections counter and continues with plan review; permit issuance, inspection
of construction phases and an issuance of a certificate of occupancy.
FY 2015FY 2016
MAJOR OBJECTIVES TO BE
FY 2015ApprovedApprovedPercent
ACCOMPLISHED IN 2016:
ActualBudgetBudgetChange
Goal 1, Strategy 3- Provide Accessible and
REVENUES:
Friendly City Services:
License, Permits, Charges $ 210,829 $ 150,460 $150,460 0.00%
1. Work on closing out aging permits from
the past years.
EXPENDITURES:
2. Start Saving all permits to Laserfiche
Salaries/Wages/Benefits $ 194,887 $ 196,083 $203,444 3.75%
3. Get Emergency Inspection Packets
Materials, Supplies & Services 73,930 77,149 79,866 3.52%
together in case of natural disaster.
$ 268,817 $ 273,232 $283,310 3.69%
4. Update handouts and website on New
MN State Bld. Code
NET TAX AND GENERAL
5. Get ready for Springbrook Software
REVENUE SUPPORTED $ 57,988 $ 122,772 $132,850 8.21%
6. Continue training on 2015 MN State
Building Code
PERSONNEL:
Number of FTE positions2.052.052.05
PROGRAM:
Community Services – Fire Code Inspection
PROGRAM SUMMARY
The Fire Code Inspection program of the Community Services Department inspects existing buildings from time to
time to insure they are maintained safe in accordance with the minimum safety standards provided in the state fire
code. A percentage of commercial and large multiple residential buildings are inspected yearly for fire code
violations to insure these structures are maintained safe for their occupants. The focus is on more hazardous
occupancies.
FY 2015FY 2016
MAJOR OBJECTIVES TO BE
FY 2015ApprovedApprovedPercent
ACCOMPLISHED IN 2016:
ActualBudgetBudgetChange
1. Continue the fire prevention
REVENUES:
inspection program.
Permits $ 7,236 $ 4,000 $ 4,000 0.00%
2. Implement new fire code
--
software.
EXPENDITURES:
Salaries/Wages/Benefits $ 39,740 $ 38,892 $ 40,468 4.05%
Materials, Supplies & Services 326 353 402 13.88%
$ 40,066 $ 39,245 $ 40,870 4.14%
NET TAX AND GENERAL
4.61%
REVENUE SUPPORTED $ 32,830 $ 35,245 $ 36,870
PERSONNEL:
Number of FTE positions0.350.350.35
2016 BUDGET
83
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Community Services – Heating and Plumbing Code Inspection
PROGRAM SUMMARY
The Heating and Plumbing Code Inspection
FY 2015FY 2016
program of the Community Services Department
FY 2015ApprovedApprovedPercent
inspects new and remodeled buildings for heating
ActualBudgetBudgetChange
and plumbing compliance. The process begins with
REVENUES:
easily accessible customer service at the
Permits $ 81,023 $ 53,000 $ 53,000 0.00%
inspections counter and continues with plan review;
permit issuance, inspection of construction phases.
EXPENDITURES:
Salaries/Wages/Benefits $ 93,021 $ 90,019 $ 92,564 2.83%
Become familiar with new gas, mechanical and
Materials, Supplies & Services 2,159 4,058 4,402 8.48%
energy code.
$ 95,180 $ 94,077 $ 96,966 3.07%
MAJOR OBJECTIVES TO BE ACCOMPLISHED
NET TAX AND GENERAL
IN 2016:
REVENUE SUPPORTED $ 14,157 $ 41,077 $ 43,966 7.03%
1. Close out open permits from 2006-2012.
2. Continue to learn and get trained in 2015
PERSONNEL:
energy, mechanical and fuel gas codes
Number of FTE positions1.01.01.0
3. Software conversion
PROGRAM:
Community Services – Housing Inspection
PROGRAM SUMMARY
The Housing Inspection program of the Community Services Department inspects all existing buildings from time to
time to insure they are maintained safe in accordance with city housing code. Rental properties are inspected
every five years to identify hazards to the occupants and to insure buildings are well maintained and to improve on
the city’s housing stock. Homes being sold in the community must be evaluated. A listing of certified evaluators for
the Truth in Housing program are maintained. Home sales are monitored to insure compliance.
AJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
M
Goal 1, Strategy 3- Provide Accessible and Friendly City Services:
1. InCode Conversion
2. Update Truth In Housing guidelines.
3. Retain all new rental inspection results on Laserfiche
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
License, permits, charges $ 149,083 $ 131,550 $132,750 0.91%
EXPENDITURES:
Salaries/Wages/Benefits $ 165,583 $ 163,969 $172,918 5.46%
Materials, Supplies & Services 6,498 7,675 7,935 3.39%
$ 172,081 $ 171,644 $180,853 5.37%
NET TAX AND GENERAL
19.98%
REVENUE SUPPORTED $ 22,998 $ 40,094 $ 48,103
PERSONNEL:
Number of FTE positions1.821.821.82
2016 BUDGET
84
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Community Services – Miscellaneous Community Inspection
PROGRAM SUMMARY
The Miscellaneous Community Inspection program of the Community Services Department responds to general
nuisance complaints from Hopkins citizens. Track responses to citizens and results of the complaint.
FY 2015FY 2016
MAJOR OBJECTIVES TO BE
FY 2015ApprovedApprovedPercent
ACCOMPLISHED IN 2016:
ActualBudgetBudgetChange
Goal 1, Strategy 3- Provide Accessible and
REVENUES:
Friendly City Services:
Citations, charges for service $ 31,575 $ 8,350 $ 8,350 0.00%
1. Continue with spring and fall sweeps and
EXPENDITURES:
respond to citizen complaints in a prompt
Salaries/Wages/Benefits $ 80,196 $ 79,998 $ 83,208 4.01%
and courteous manner.
Materials, Supplies & Services 455 3,678 3,793 3.13%
2. Send out newsletter in spring regarding
$ 80,651 $ 83,676 $ 87,001 3.97%
sweeps potential violations.
3. Convert Incode software. Learn
NET TAX AND GENERAL
Springbrook software.
REVENUE SUPPORTED $ 49,076 $ 75,326 $ 78,651 4.41%
PERSONNEL:
Number of FTE positions0.860.860.86
PROGRAM:
Community Services – Vacant Property Management
PROGRAM SUMMARY
The Vacant Property Management program of the Community Services Department
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Continue to educate mortgage banks, property managers, realtors and vacant property owners on why we
want them to register their property.
2. Send out enforcement letters and billings in a timely manner
3. InCode Conversion
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Property Registrations $ 11,000 $ 10,000 $ 10,000 0.00%
EXPENDITURES:
Salaries/Wages/Benefits $ 2,077 $ 2,108 $ 2,185 3.65%
Materials, Supplies & Services - 2,685 2,685 0.00%
$ 2,077 $ 4,793 $ 4,870 1.61%
NET TAX AND GENERAL
-1.48%
REVENUE SUPPORTED $ (8,923) $ (5,207) $ (5,130)
PERSONNEL:
Number of FTE positions0.020.020.02
2016 BUDGET
85
CITY OF HOPKINS
POLICE BUDGET
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
Intergovernmental$349,968$334,859$366,288$204,000$219,0007.35%
Licenses92,41796,73177,94596,00095,600-0.42%
Court Fines/Forfeitures92,36971,69349,09850,50051,0000.99%
Penalties6853154901,000500
Current Service38,48029,26722,78733,00033,000
Miscellaneous14,7172,6204,2841,5002,00033.33%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages3,016,4072,783,2772,830,8742,864,2042,961,0213.38%
Fringe Benefits985,8471,055,0811,102,1041,069,3711,158,7858.36%
Materials, Supplies and Services
Professional & Technical Services210,15869,988108,69899,290102,2903.02%
Utilities and Maintenance110,27994,713103,378118,370118,370
Operations84,10094,71776,50590,31793,1373.12%
City Support Services127,174113,987122,015132,549146,41610.46%
Supplies and Materials209,706174,111171,814157,715157,715
Capital Outlay
Office Furniture and Equipment -----
Equipment-----
Total Expenditures4,743,6714,385,8754,515,3894,531,8164,737,7344.54%
Indirectly Funded Amount4,155,0363,850,3913,994,4974,145,8164,336,6344.60%
2016 BUDGET
86
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Police – Administration
PROGRAM SUMMARY
To be recognized as a progressive law enforcement agency, striving to enhance the quality of life for all citizens.
We seek to collaborate with all stakeholders to continually improve our community. Hopkins Police Department will
recruit, hire, and retain the most qualified personnel to fulfill this vision.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. To provide effective, efficient, and professional police services to the community.
2. Continue to produce the highest ethical standards and transparent police department.
3. Create trust and partnerships with our multi-cultural community.
4. Promote a proactive, problem-solving culture that focuses on crime prevention.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Salaries/Wages/Benefits311,669$ 316,669$ 325,518$ 2.79%
Materials, Supplies & Services98,573$ 120,377$ 121,686$ 1.09%
$ 410,242 $ 437,046 $ 447,204
NET TAX AND GENERAL
2.32%
REVENUE SUPPORTED $ 410,242 $ 437,046 $ 447,204
PERSONNEL:
Number of FTE positions2.152.152.15
2016 BUDGET
87
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Police –Patrol
PROGRAM SUMMARY
To provide public safety by reducing crime, enhancing the quality of life for all citizens, while working collaboratively
with all stakeholders in the community.
FY 2015FY 2016
MAJOR OBJECTIVES TO BE
FY 2015ApprovedApprovedPercent
ACCOMPLISHED IN 2016:
ActualBudgetBudgetChange
1. Provide the highest level of professional
REVENUES:
Licenses $ 7,990 $ 10,000 $ 10,000 0.00%
customer service to the public with each
Intergovernmental Revenue 340,163 204,000 219,000 7.35%
and every contact.
Fines & Forfeits 49,588 51,500 51,500 0.00%
2. Create trust and partnerships with our
Charges for Service 10,257 15,000 15,000 0.00%
multi-cultural community.
Misecllaneous 3,727 1,000 1,500 50.00%
3. Provide proactive criminal enforcement
through intelligence-lead policing efforts.
$ 411,725 $ 281,500 $ 297,000 5.51%
4. Committed to identifying and solving
EXPENDITURES:
problems through building positive
Salaries/Wages/Benefits $2,781,031 $2,603,370 $2,854,082 9.63%
community partnerships
Materials, Supplies & Services 301,985 282,415 290,275 2.78%
$3,083,016 $2,885,785 $3,144,357 8.96%
NET TAX AND GENERAL
9.33%
REVENUE SUPPORTED $2,671,291 $2,604,285 $2,847,357
PERSONNEL:
Number of FTE positions23.623.625.775
PROGRAM:
Police – SWAT Team
PROGRAM SUMMARY
The Special Weapons and Tactics team (SWAT) of the Hopkins Police Department will provide tactical and rescue
operations in high-risk situations, and will receive the highest level of training possible.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Committed to the highest level of training standards and performance standards.
2. Build upon strong working relationships with other consortium SWAT members and partners.
3. Continue to be a leader in the consortium of SWAT teams.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Salaries/Wages/Benefits46,385$ 55,273$ 57,810$ 4.59%
Materials, Supplies & Services21,500$ 21,358$ 21,461$ 0.48%
$ 67,885 $ 76,631 $ 79,271
NET TAX AND GENERAL
REVENUE SUPPORTED $ 67,885 $ 76,631 $ 79,271
3.45%
PERSONNEL:
Number of FTE positions0.450.450.5
2016 BUDGET
88
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Police – Reserves
PROGRAM SUMMARY
The Hopkins Police Reserve Unit provides civilian volunteers with exceptional training to assist the police
department with civic events, community-
FY 2015FY 2016
building and outreach efforts.
FY 2015ApprovedApprovedPercent
BudgetBudgetChange
Actual
MAJOR OBJECTIVES TO BE
EXPENDITURES:
ACCOMPLISHED IN 2016:
Salaries/Wages/Benefits6,759$ 74.09%12,458
1. Continue to recruit individuals with
$ $ 7 ,156
$ -5.39%8,016
diverse backgrounds.
Materials, Supplies & Services$ 6 38$ 8 ,473
$ 7,397 $ 15,629 $ 20,474
2. Continue to supplement uniformed
patrol with calls for service and NET TAX AND GENERAL
problem-solving efforts.REVENUE SUPPORTED $ 7,397 $ 15,629 $ 20,474 31.00%
3. Provide leadership training for Reserve
Command Staff.
PERSONNEL:
4. Utilize Reserve personnel whenever
Number of FTE positions0.050.050.1
feasible to alleviate uniformed patrol
calls for service.
PROGRAM:
Police – Investigations
PROGRAM SUMMARY
The Investigations Division of the Police Department conducts thorough criminal investigations on all criminal
activity that has occurred in Hopkins, while working with other police agencies to identify suspects and work
collaboratively.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Continue professional development by training officers in the Investigations Division of the Hopkins Police
Department.
2. Continue to problem solve and reduce crime through crime analysis and intelligence-lead policing.
3. Work in partnership with other law enforcement agencies to identify crime trends and patterns on a local and
regional level.
4. Continue to work in partnership with all divisions within the Police Department.
5. Continue to work in partnership
FY 2015FY 2016
with the County Attorney’s
FY 2015ApprovedApprovedPercent
Office to successfully prosecute
ActualBudgetBudgetChange
individuals involved in criminal
REVENUES:
behavior.
Licenses $ 61,155 $ 76,000 $ 75,600 -0.53%
EXPENDITURES:
Salaries/Wages/Benefits $ 458,015 $ 477,851 $ 376,055 -21.30%
Materials, Supplies & Services 52,380 87,078 89,350 2.61%
$ 510,395 $ 564,929 $ 465,405 -17.62%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 449,240 $ 488,929 $ 389,805 -20.27%
PERSONNEL:
Number of FTE positions3.93.92.95
2016 BUDGET
89
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Police – Southwest Hennepin Drug Task Force
PROGRAM SUMMARY
The Southwest Hennepin Drug Task Force is a multi-jurisdictional unit that conducts investigations of illegal drug
activity by developing suspect information from citizens, utilizing confidential informants, search warrants,
surveillance, and other covert activities.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Continue to work jointly with the Criminal Investigations Unit and Focus Unit to identify suspects engaged in
criminal activity.
2. Work with all divisions of the Police Department and communicate current crime trends and/or possible
suspects residing in the City.
3. Continue to work nuisance property and crime free multi-housing issues with the Police Services Liaison to
remove problem tenants from units who continue to use illegal drugs.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Salaries/Wages/Benefits $ 4,670 $ 114,766 $ 123,396 7.52%
Materials, Supplies & Services 5,139 5,534 5,991 8.26%
$ 9,809 $ 120,300 $ 129,387 7.55%
NET TAX AND GENERAL
7.55%
REVENUE SUPPORTED $ 9,809 $ 120,300 $ 129,387
PERSONNEL:
Number of FTE positions111
2016 BUDGET
90
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Police – Crime Prevention Specialist
PROGRAM SUMMARY
The Police Services Liaison is responsible for presenting and coordinating outreach and crime prevention
programs including Neighborhood Watch, National Night Out, Crime-free Multi-housing and classroom instruction
of Project Alert. In addition, the Police Services Liaison administers the alarm program, nuisance property
program, review and revisions of various ordinances and grant research, application and administration and is the
staff liaison to SCIP, One Voice, HBCA, Rental Community Engagement Program and other committees.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Increase participation in Crime Free Multi-Housing program & Neighborhood Watch.
2. Partner with businesses and neighborhoods to reduce crime.
3. Coordinate information sharing with Police/city staff regarding graffiti, nuisance property and other quality of
life issues.
4. Coordinate efforts with Joint Community Police Partnership (JCPP) Community Liaison.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Licenses $ 3,800 $ 5,000 $ 5,000 0.00%
Intergovernmental Revenue 26,125 - -
Miscellaneous 556 - -
Donations - 500 500 0.00%
$ 30,481 $ 5,500 $ 5,500 0.00%
EXPENDITURES:
Salaries/Wages/Benefits $ 76,463 $ 96,088 $ 98,928 2.96%
Materials, Supplies & Services 17,687 14,742 14,794 0.35%
$ 94,150 $ 110,830 $ 113,722 2.61%
NET TAX AND GENERAL
National Night Out
REVENUE SUPPORTED $ 63,669 $ 105,330 $ 108,222 2.75%
PERSONNEL:
Number of FTE positions0.850.850.85
New American Academy Cops ‘n Kids Fishing
2016 BUDGET
91
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Police – Support Services
PROGRAM SUMMARY
This division of the Police Department provides the public, police personnel and other law enforcement agencies
with police data requested by mail, telephone and in person. Support Services personnel strives for excellence in
quality and accuracy of all police data while managing our Records Management System (RMS), entering,
modifying, and quality checking all police records. This division generates state and federal mandated reports,
transcribes and processes reports and correspondence and maintains records in accordance with state and local
guidelines.
MAJOR OBJECTIVES TO BE
FY 2015FY 2016
ACCOMPLISHED IN 2016:
FY 2015ApprovedApprovedPercent
1. Continue to learn new RMS system
ActualBudgetBudgetChange
(LETG) while seeking to refine
REVENUES:
processes for better efficiency of
Licenses $ 5,000 $ 5,000 $ 5,000 0.00%
records maintenance.
Charges for Service 12,530 18,000 18,000 0.00%
2. Train on new RMS reporting
$ 17,530 $ 23,000 $ 23,000 0.00%
software to develop reports to
EXPENDITURES:
provide more data to the public.
Salaries/Wages/Benefits$ 247,986$ 262,402$ 3.49%271,559
3. Continue to provide weekly crime
Materials, Supplies & Services3,732 6,606 12.20%7,412
statistics and learning additional
$ 251,718 $ 269,008 $ 278,971
crime analysis software and
NET TAX AND GENERAL
mapping tools
4.05%
REVENUE SUPPORTED $ 234,188 $ 246,008 $ 255,971
PERSONNEL:
Number of FTE positions3.453.453.5
PROGRAM:
Police – Systems Management
PROGRAM SUMMARY
The Systems Management program of the Police Department is under the supervision of the city’s IT department
who oversees the maintenance of all police computer system networks, and state communications interfaces.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Work to integrate the police department network with the city’s network.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Materials, Supplies & Services47,859$ 51,658$ 58,943$ 14.10%
NET TAX AND GENERAL
REVENUE SUPPORTED47,859$ 51,658$ 58,943$
14.10%
PERSONNEL:
Number of FTE positions000
2016 BUDGET
92
CITY OF HOPKINS
FIRE BUDGET
Revenues and Expenditures
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
Licenses & Permits$830$1,880$2,410$3,500$3,500
State Aid94,84393,488102,65795,00095,000
Federal Grant164,29068,859 - - -
County Grant - - - - -
Administrative Citations -500900100100
Current Service7,5936,58011,9343,0003,000
Donations1002,400 - - -
Miscellaneous4,0463,696 - -3,500
271,702177,403117,901101,600105,1003.44%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages401,146391,544362,214373,132437,55917.27%
Fringe Benefits189,188189,093200,521194,802236,80821.56%
Materials, Supplies and Services
Professional & Technical Services49,71148,53434,54635,95039,4509.74%
Utilities and Maintenance67,29583,75372,34959,00057,600-2.37%
Operations69,48772,619121,51764,92566,1001.81%
City Support Services124,866135,919142,717155,695161,9454.01%
Supplies and Materials228,319161,787104,428102,845105,6482.73%
Capital Outlay
Equipment - - - - -
Total Expenditures1,130,0121,083,2511,038,292986,3491,105,11012.04%
Indirectly Funded Amount858,310905,848920,391884,7491,000,01013.03%
The Fire Department is made up of two programs. They are Fire Prevention/Suppression
and Emergency Preparedness.
2016 BUDGET
93
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Fire – Fire Department
PROGRAM SUMMARY
The Fire Department includes Emergency Medical Services (EMS), Fire Prevention/Suppression programs. The
EMS program supports the Police Department in managing responses to medical emergencies. The Fire
Department responds to all life threatening situations and when there are no police officers available to respond.
Fire suppression is the response to all fires, hazardous materials, special hazards and special rescue incidents in
the city and fire prevention is the enforcement of the fire code, and the review and inspection of new construction.
It also provides for public education and files reports with the State Fire Marshall on department activity, property
loss or death due to fire emergencies.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Develop Long Term Strategic and Marketing plan for the department.
2. Recruitment and Retention of members.
3. Create a Marketing and Recruitment Video.
4. Add two full time firefighters to staffing.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Licenses & Fines $ 3,310 $ 3,600 $ 3,600 0.00%
Intergovernmental Revenue 102,657 95,000 95,000 0.00%
Charges for Service 11,934 3,000 3,000 0.00%
Donations - - - 0.00%
$ 117,901 $ 101,600 $ 101,600 0.00%
EXPENDITURES:
Salaries/Wages/Benefits $ 562,735 $ 567,572 $ 674,367 18.82%
Materials, Supplies & Services 475,557 418,415 430,743 2.95%
$1,038,292 $ 985,987 $1,105,110 12.08%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 920,391 $ 884,387 $1,003,510 13.47%
PERSONNEL:
Number of FTE positions1.251.253.25
Volunteer Firefighters353533
2016 BUDGET
94
CITY OF HOPKINS
PUBLIC WORKS BUDGET
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
Licenses and Permits$18,970$5,435$23,660$9,415$9,415
Intergovernmental139,154145,245165,027135,000140,0003.70%
Charges for Services5,3969,2837,6432,1002,2507.14%
Other Miscellaneous5,6124,7255,6094,6004,600
Sales of Fixed Assets - - - - -
Expenditures
Salaries, Wages and Benefits
Salaries and Wages1,263,6762.04%
1 ,199,562 1,252,718 1,257,985 1,283,681
Fringe Benefits470,8641.04%
4 66,575 472,094 504,747 510,004
Materials, Supplies and Services
242,6334.34%
Professional & Technical Services 2 02,645 300,162 341,100 355,900
Utilities and Maintenance415,450-0.05%
4 20,514 331,630 419,900 419,700
Operations4,15513.76%
8 06 2,940 11,630 13,230
City Support Services159,2882.63%
1 40,557 159,648 174,583 179,171
Supplies and Materials393,4143.92%
3 94,693 346,091 336,435 349,635
Capital Outlay
Buildings & Improvements-
- - - -
Equipment-
1 1,031 5,622 9,500 7,300-23.16%
Total Expenditures2,949,4802.05%
2 ,836,382 2,870,905 3,055,880 3,118,621
Reimbursed Expenditures(545,139)(531,857)
(538,000) (538,000) (538,000)
Net Total Expenditures2,417,6232.49%
2 ,291,243 2,332,905 2,517,880 2,580,621
Indirectly Funded Amount2,252,9352.43%
2 ,122,111 2,130,966 2,366,765 2,424,356
The Public Works Department is made up of eight programs. They are Buildings,
Equipment Services, Administration, Engineering, Streets, Snow Removal, Parks
and Tree Service.
2016 BUDGET
95
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Public Works – Buildings
PROGRAM SUMMARY
The Building Maintenance Department of Public Works is responsible for the maintenance and repair of all City
Buildings. The public works buildings budget
FY 2015FY 2016
covers the entire public works complex. The
FY 2015ApprovedApprovedPercent
buildings and equipment are maintained by in
ActualBudgetBudgetChange
house maintenance personnel and the custodial
EXPENDITURES:
duties by a contract cleaner.
Salaries/Wages/Benefits $ 37,601 $ 38,547 $ 38,687 0.36%
Materials, Supplies & Services 83,865 70,943 75,622 6.60%
MAJOR OBJECTIVES TO BE
Reimbursed Expenditures (70,000) (70,000) (70,000)0.00%
ACCOMPLISHED IN 2016:
$ 51,466 $ 39,490 $ 44,309
NET TAX AND GENERAL
1. Maintain PW building to assure a safe and
REVENUE SUPPORTED $ 51,466 $ 39,490 $ 44,309 12.20%
comfortable environment for all City
employees at the lowest cost to the
PERSONNEL:
taxpayer.
Number of FTE positions0.40.40.4
PROGRAM:
Public Works – Equipment Services
PROGRAM SUMMARY
The Equipment Services program of the Public Works Department provides maintenance and repair of all City
vehicles and equipment. Equipment Services is responsible for writing specifications and the purchasing of City
Vehicles. It also is in charge of the disposal of surplus vehicles and equipment. It is the goal of Equipment Services
to provide a quality and cost effective service to all cities departments for all their equipment needs.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Continue aggressive maintenance and repair of all city equipment.
2. Purchase riding lawn mower, grass seed applicator (overseeder), and a ¾ ton truck with plow as provided in
the City’s Equipment Replacement Plan.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Charges for service $ 95 $ 150 $ 150 0.00%
EXPENDITURES:
Salaries/Wages/Benefits $213,116 $229,192 $221,887 -3.19%
Materials, Supplies & Services 35,007 21,819 25,030 14.72%
Reimbursed Expenditures (107,791) (143,000) (143,000)0.00%
Capital Expenditures - 4,000 4,200 0.00%
$140,332 $112,011 $108,117 -3.48%
NET TAX AND GENERAL
-3.48%
REVENUE SUPPORTED $140,237 $111,861 $107,967
PERSONNEL:
Number of FTE positions2.352.352.35
2016 BUDGET
96
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Public Works – Administration
PROGRAM SUMMARY
The Administration program of the Public Works Department provides administrative direction, control and support
by the Public Works Director, reception and clerical for the following Public Works Department divisions:
Engineering Services; Building Services; Equipment Services; Parks/Forestry & Streets/Traffic; Water and Sewer
Utilities and Solid Waste Management.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Southwest Transitway (LRT)
FY 2015FY 2016
planning: protect city interests
FY 2015ApprovedApprovedPercent
and position Hopkins for Federal
ActualBudgetBudgetChange
funding to mitigate LRT station
EXPENDITURES:
impacts
Salaries/Wages/Benefits $174,512 $175,569 $185,836 5.85%
2. Continue to analyze and respond
Materials, Supplies & Services 19,798 18,423 19,309 4.81%
to opportunities to save energy
Reimbursed Expenditures (148,000) (148,000) (148,000)0.00%
and be more environmentally
conscious while improving
$ 46,310 $ 45,992 $ 57,145
service quality and efficiency.
NET TAX AND GENERAL
3. Complete aggressive 2016
24.25%
REVENUE SUPPORTED $ 46,310 $ 45,992 $ 57,145
program of street, utility,
municipal building and park
PERSONNEL:
system improvements.
Number of FTE positions1.351.351.4
4. Complete Cottageville Park
master planning work and design
of associated storm water drainage improvements
PROGRAM:
Public Works – Engineering
PROGRAM SUMMARY
The Engineering Division of the Public Works Department provides engineering services for the City. The
Engineering Division provides drafting, surveying, layout, design and other engineering services for the City, as well
as maintenance and updating of base maps, as-builts, and other miscellaneous map updating projects. This
division also acts as the primary liaison to
FY 2015FY 2016
consultants involved with construction projects.
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
MAJOR OBJECTIVES TO BE
REVENUES:
ACCOMPLISHED IN 2016:
Licenses $ 22,210 $ 8,000 $ 8,000 0.00%
1. Continue to develop utility maps in digitized
Charges for Service 120 100 100 0.00%
format and apply to GIS program.
$ 22,330 $ 8,100 $ 8,100 0.00%
2. Continue field survey and inventory of
EXPENDITURES:
utility system for GIS application.
Salaries/Wages/Benefits $156,557 $177,146 $172,577 -2.58%
3. Oversee implementation of the City’s
Materials, Supplies & Services $ 32,461 $ 33,086 $ 33,870
Capital Improvement Plan.
Reimbursed Expenditures (65,000) (65,000) (65,000)0.00%
$124,018 $145,232 $141,447 -2.61%
NET TAX AND GENERAL
-2.76%
REVENUE SUPPORTED $101,688 $137,132 $133,347
PERSONNEL:
Number of FTE positions1.61.61.6
2016 BUDGET
97
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Public Works – Streets and Alleys
PROGRAM SUMMARY
The Streets Division of the Public Works Department provides maintenance of 55 miles of streets, 30 miles of
alleys and 10 parking lots (including parking ramp) within the City for convenient day-to-day use. Also provides
street lighting, traffic signs and signals, sidewalk repair, and special event support. Maintenance includes activities
such as sweeping, patching, seal coating and curb repair. Major maintenance is scheduled on a 6 year,
maintenance district rotation basis. Routine mill/patching/paving is accomplished throughout the City during the
summer season.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Street maintenance utilizing pavement management support information that includes prep seal coat areas
and contractual crack sealing.
2. Spring sweeping as weather permits, Mainstreet sweeping every three weeks, residential sweeping (spring,
summer and once in the fall).
3. Continued maintenance of storm water drainage systems.
4. Inspect and repair all defective sidewalks in district
5. Preventative patching, repairs to bituminous roadways.
6. Maintain sign and signal change outs, inventory signs, upgrade traffic controls and signals as required.
7. Mainstreet maintenance including flags, refuse, decorations and banners, and streetlight painting.
8. Provide traffic control and logistical services for special events such as Raspberry Festival, Mainstreet Days,
National Night Out, etc., to support the City goal of promoting and enhancing city events.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Licenses $ 1,450 $ 1,415 $ 1,415 0.00%
Intergovernmental Revenue 165,027 135,000 140,000 3.70%
Charges for Service 1,861 500 500 0.00%
$168,338 $136,915 $141,915 3.65%
EXPENDITURES:
Salaries/Wages/Benefits $474,010 $377,994 $384,656 1.76%
Materials, Supplies & Services $525,800 $666,385 $671,570 0.78%
Reimbursed Expenditures (112,000) (112,000) (112,000)0.00%
$887,810 $932,379 $944,226 1.27%
NET TAX AND GENERAL
REVENUE SUPPORTED $719,472 $795,464 $802,311
0.86%
PERSONNEL:
Number of FTE positions4.064.063.96
2016 BUDGET
98
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Public Works – Snow & Ice Removal
PROGRAM SUMMARY
The Snow & Ice Removal program of the Public Works Department provides snow and ice control services of 55
miles of streets, 33 miles of alleys and 9 parking lots (including parking ramp) and economic development
properties within the city for convenient day-to-day use, and to provide safe travel and parking conditions.
MAJOR OBJECTIVES TO BE ACCOMPLISHED
FY 2015FY 2016
IN 2016:
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
1. Complete plowing/ice treatment operations
REVENUES:
of all city streets, alleys, parking lots and
Charges for service $ 622 $ - $ - #DIV/0!
parking ramp within 10 hours.
2. Complete snow removal operations in
EXPENDITURES:
downtown areas/ramp/parking lots in
Salaries/Wages/Benefits $ 59,930 $141,158 $139,279 -1.33%
efficient manner to meet parking/traffic flow
Materials, Supplies & Services 48,654 78,669 82,717 5.15%
demands.
Capital Outlay - - - 0.00%
3. Increase snow/ice maintenance activities on
$108,584 $219,827 $221,996 0.99%
residential streets.
4. Utilize snow emergency policy to maximize
NET TAX AND GENERAL
safety and snow removal efforts, while
0.99%
REVENUE SUPPORTED $107,962 $219,827 $221,996
minimizing resident conflicts.
PERSONNEL:
Number of FTE positions1.181.181.26
PROGRAM:
Public Works – Park Maintenance & Improvements
PROGRAM SUMMARY
The Parks division of the Public Works Department provides for the maintenance of developed parks and grounds
adjacent to public buildings and right-of-ways, including: seeding, fertilizing and mowing of grass, tree & plantings
maintenance, maintenance of all athletic fields and general playgrounds and maintenance of Shady Oak Beach.
Maintenance of Co. Rd 3 median flowers and irrigation is provided. Maintenance of picnic facilities and trails, trash
and rubbish removal from parks is also included. Open skating and hockey areas are included. Open skating and
hockey areas are provided from December through February for outdoor recreational purposes.
FY 2015FY 2016
MAJOR OBJECTIVES TO BE
FY 2015ApprovedApprovedPercent
ACCOMPLISHED IN 2016:
ActualBudgetBudgetChange
1. Continue grounds maintenance of
REVENUES:
all parks including Shady Oak
Charges for service $ 5,315 $ 1,500 $ 1,500 0.00%
Beach, plus City Hall, 4 well
Miscellaneous 4,645 4,600 4,600 0.00%
houses, Public Works garage and
$ 9,960 $ 6,100 $ 6,100 0.00%
all other City owned right-of-way.
EXPENDITURES:
2. Provide open skating and hockey
Salaries/Wages/Benefits $493,057 $465,759 $490,876 5.39%
at the following parks: Valley,
Materials, Supplies & Services 297,719 294,520 295,171 0.22%
Harley Hopkins, Oakes, Central,
Capital Outlay 5,622 5,500 3,100 -43.64%
Interlachen, open skating only at
$796,398 $765,779 $789,147 3.05%
Hilltop and Burnes.
NET TAX AND GENERAL
REVENUE SUPPORTED $786,438 $759,679 $783,047 3.08%
PERSONNEL:
Number of FTE positions5.245.245.12
2016 BUDGET
99
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Public Works – Forestry
PROGRAM SUMMARY
The Forestry Division of the Public Works Department provides for the maintenance of all trees. Through the
utilization of arboricultural practices, all trees on public property will be maintained in an acceptable condition or
removed as necessary to allow for a healthy environment for the urban forest along with providing safe passage for
pedestrian and vehicular traffic. Through utilization of tree inspectors residents will be consulted on tree related
problems and advised to the solutions. Reforestation of the urban forest is also an activity of this division.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Trim 12% of trees on city boulevards.
2. Replace trees on city property that were lost in 2016
3. Remove all diseased, dead, dying trees on public property.
4. Manage an effective data base record keeping system that tracks forestry activities to better manage and
maintain public trees.
5. Provide for prompt customer service on requests for trimming and tree consultation
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Charges for service $ 595 $ - $ - 0.00%
EXPENDITURES:
Salaries/Wages/Benefits116,029$ 154,731$ 159,887$ 3.33%
Materials, Supplies & Services117,165$ 99,803$ 114,347$ 14.57%
$233,194 $254,534 $274,234
NET TAX AND GENERAL
REVENUE SUPPORTED $232,599 $254,534 $274,234 7.74%
PERSONNEL:
Number of FTE positions1.911.911.89
Tree trimming by staff
Trees damaged by disease and
marked for removal.
2016 BUDGET
100
CITY OF HOPKINS
RECREATION BUDGET
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Expenditures
Salaries, Wages and Benefits
Salaries and Wages36,77156,32054,06960,97177,66927.39%
Fringe Benefits5,0587,5327,1406,1027,68225.89%
Materials, Supplies and Services
Operations157,347158,543164,309164,509167,5051.82%
Supplies and Materials -350650300250-16.67%
Capital Outlay
Improvements Other than Bldg - - - - -
Transfer Out - - - - -
Total Expenditures199,176222,745226,169231,882253,1069.15%
Indirectly Funded Amount199,176222,745226,169231,882253,1069.15%
The Recreation Department is made up of five main porgrams. They are Playground,
Ice Rink, Park Services, Joint Recreation and Skate Park.
2016 BUDGET
101
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Recreation – Playgrounds
PROGRAM SUMMARY
The popular summer playground program is provided to children at 11 locations throughout the cities of Hopkins
and Minnetonka. Activities include outdoor games, arts and crafts, a tiny tots program, and a summer adventure
club. The summer concludes with a carnival attended by children from all the playground sites.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. To develop, promote and provide quality recreational opportunities in anticipation of and in response to the
needs and interests of the Hopkins-Minnetonka community.
2. To develop staff related goals designed to build self-esteem in children participating in the program
3. Add an additional program site at Valley Park to meet the needs of the neighborhood.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Salaries/Wages/Benefits26,964$ 216,756$ 22,110$ -89.80%
NET TAX AND GENERAL
-89.80%
REVENUE SUPPORTED26,964$ 216,756$ 22,110$
PERSONNEL:
Number of Part-time positions222222
PROGRAM:
Recreation – Ice Rink Program
PROGRAM SUMMARY
Supervised outdoor ice rinks are provided at 13 locations throughout the cities of Hopkins and Minnetonka. Each
site is staffed with rink attendants from mid-December thru mid-February dependant on weather conditions. Ice
rinks are available for general skating, hockey and broomball. Approximately 30 staff are hired and trained to
supervise the outdoor ice rink program.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. To provide quality customer service and facilities to ice rink users.
2. To ensure that all locations are adequately staffed for each scheduled day of operation
3. To hire and train a staff that is dedicated to providing quality customer service
4. To provide additional opportunities for skating by extending rink hours at all sites.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Salaries/Wages/Benefits11,249$ 115.91%
$ $ 14,39531,080
NET TAX AND GENERAL
115.91%
REVENUE SUPPORTED11,249$
$ $ 14,39531,080
PERSONNEL:
Number of Part-time positions303030
2016 BUDGET
102
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Recreation – Park Service
PROGRAM SUMMARY
The Recreation Department hires and trains attendants to supervise park services at Burnes, Oakes and Valley
Parks. Attendants manage picnic reservations, maintain restroom facilities, provide recreational equipment and
keep overall site clean for park users.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. To provide quality customer service and facilities to park users.
2. To ensure that facilities are open and prepared for each scheduled permitted use
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Salaries/Wages/Benefits17,869$ 25,780$ 26,840$ 4.11%
NET TAX AND GENERAL
4.11%
REVENUE SUPPORTED17,869$ 25,780$ 26,840$
PERSONNEL:
Number of Part-time positions888
PROGRAM:
Recreation – Joint Recreation
PROGRAM SUMMARY
Programs for all ages are provided through the Joint Recreation division. Youth classes are offered in over 15
areas of interest including tennis, golf, swimming, ball skills, and arts & crafts. Youth sports leagues are offered in
basketball and soccer. Adult classes are offered in several areas of interest, and team sports are offered in soccer,
softball, basketball, volleyball, hockey, broomball and football. In addition, the joint recreation division oversees the
operation of Shady Oak Beach, attended by over 30,000 people each summer.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Transition to internal scheduling and staffing of inclusion services for participants with special needs.
2. Continue to develop partnerships in order to expand youth programming opportunities.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Materials, Supplies & Services161,110$ 162,000$ 165,300$ 2.04%
NET TAX AND GENERAL
2.04%
REVENUE SUPPORTED161,110$ 162,000$ 165,300$
PERSONNEL:
Number of Part-time positions909090
2016 BUDGET
103
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Recreation – Overpass Skate Park
PROGRAM SUMMARY
The Overpass program provides skate boarders, bikers, and inline skate athletes, 10 years of age or older, with a
safe, fun, and challenging place to gather and practice their sport. The Overpass creates a healthy recreational
opportunity primarily for youth, and young adults. The Overpass is a seasonal operation, and one of only a few tier
II aggressive skate parks in the state of Minnesota. This unique park attracts a regional population in addition to
serving the residents of Hopkins.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
rd
1. To operate the park under a contractual operating agreement with 3 Lair Skate Parks.
2. To operate the park with favorable fees for resident and community partners.
3. To increase the number of Hopkins resident users and partner community (Minnetonka and St. Louis Park)
resident users.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Salaries/Wages/Benefits5,128$ 5,222$ 5,321$ 1.90%
Materials, Supplies & Services3,849$ 2,322$ 2,455$ 5.73%
$ 8,977 $ 7,544 $ 7,776
NET TAX AND GENERAL
3.08%
REVENUE SUPPORTED $ 8,977 $ 7,544 $ 7,776
PERSONNEL:
Number of FTE positions0.050.050.05
2016 BUDGET
104
CITY OF HOPKINS
ACTIVITY CENTER BUDGET
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
Charges for Services$76,154$95,338$104,678$62,000$62,000
Contributions14,3828,92314,4178,5009,50011.76%
Total Revenues90,536104,261119,09570,50071,5001.42%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages197,852177,001190,807179,490190,6116.20%
Fringe Benefits70,74365,21468,03769,50673,5305.79%
Materials, Supplies and Services
Professional & Technical Services31,46952,64558,01632,70030,700-6.12%
Utilities and Maintenance33,68130,26723,23830,75032,2504.88%
Operations12,31410,83210,75512,45012,5500.80%
City Support Services12,27513,35710,16511,15013,97725.35%
Supplies and Materials18,85313,48617,76823,57026,17011.03%
Capital Outlay
Buildings & Structures - - - - -
Office Furniture and Equipment - - - - -
Other Equipment - - - - -
Total Expenditures377,187362,802378,786359,616379,7885.61%
Indirectly Funded Amount286,652258,540259,691289,116308,2886.63%
The Activity Center Department is made up of two programs. They are
Community Use and Maintenance. Due to budget constraints, the center
is closed on Fridays unless there is a special event.
2016 BUDGET
105
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Activity Center – Programming
PROGRAM SUMMARY
The Activity Center Community Use program provides a facility for residents to use for active or passive activities.
Staff coordinates all users of the Activity Center. The Hopkins Activity Center also implements and coordinates the
Senior Adult Program, which is geared towards the over 50 Hopkins population.
FY 2015FY 2016
MAJOR OBJECTIVES TO BE
FY 2015ApprovedApprovedPercent
ACCOMPLISHED IN 2016:
BudgetBudgetChange
Actual
1. Facility enhancements: Gymnasium
REVENUES:
2. Update our registration system so
Rent $ 26,106 $ 26,000 $ 26,000 0.00%
that all registration and payments
Charges for Service 66,103 25,000 25,000 0.00%
can be made online
3. Market the Hopkins Activity Center Miscellaneous 26,886 19,500 20,500 5.13%
to the over 50 Hopkins population,
$119,095 $ 70,500 $ 71,500 1.42%
especially through electronic media.
EXPENDITURES:
4. Work with the Hopkins festivals and
Salaries/Wages/Benefits $240,293 $229,723 $244,848 6.58%
special events committees to
Materials, Supplies & Services 87,689 70,388 70,290 -0.14%
promote events for the over 50
$327,982 $300,111 $315,138 5.01%
population.
NET TAX AND GENERAL
REVENUE SUPPORTED $208,887 $229,611 $243,638
6.11%
PERSONNEL:
Number of FTE positions3.03.03.0
PROGRAM:
Activity Center – Maintenance
PROGRAM SUMMARY
The Building Maintenance Department of Public Works is responsible for the maintenance and repair of all City
Buildings. The Activity Center maintenance budget covers the Hopkins Activity Center. In house maintenance
personnel and part time cleaning personnel maintain this building.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Enhancement of the gymnasium.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Salaries/Wages/Benefits18,551$ 19,273
$ $ 1 9,2930.10%
Materials, Supplies & Services$ 3 2,253$ 4 0,232$ 4 5,35712.74%
$ 50,804 $ 59,505 $ 64,650
NET TAX AND GENERAL
REVENUE SUPPORTED $ 50,804 $ 59,505 $ 64,650 8.65%
PERSONNEL:
Number of FTE positions0.20.20.25
2016 BUDGET
106
CITY OF HOPKINS
PLANNING BUDGET
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
Permits and Licenses$ 1,970$ 1,450$ 1,280$ 1,000$ 1,000
Charges for Services2,6003,2006,3502,0002,50025.00%
Total Revenues4,5704,6507,6303,0003,50016.67%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages96,52497,937103,418103,090105,6652.50%
Fringe Benefits37,73334,90036,30136,89443,85318.86%
Materials, Supplies and Services
Professional & Technical Services2,9073725782,25010,250355.56%
Utilities and Maintenance135586127450450
Operations8,1507,7178,69010,73510,735
City Support Services7257513,6008459198.76%
Supplies and Materials2,4741,6031,5762,0002,000
Total Expenditures148,648143,865154,289156,264173,87211.27%
Reimbursed Expenditures ( 20,000) ( 20,000) ( 20,000) ( 20,000) ( 20,000)
Net Total Expenditures128,648123,865134,289136,264153,87212.92%
Indirectly Funded Amount124,078119,215126,659133,264150,37212.84%
The Planning and Economic Development Department is made up of thee programs. They are Zoning
Activities & Enforcement, Sign & Fence Permits and Miscellaneous Planning.
2016 BUDGET
107
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Planning & Community Development – Zoning Activities, Planning & Enforcement
PROGRAM SUMMARY
The Zoning Activities & Enforcement Program of the Planning & Economic Development Department provides
administration and enforcement of locally approved Zoning Ordinance and Comprehensive Plan. Provides
administration and inspection of signs and fences and prepares various planning documents and reports necessary
to ensure orderly development/redevelopment of City.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Continue to examine if properties should be re-zoned to Mixed-Use
2. Research and develop a policy to ensure that new developments have a bike and pedestrian-friendly design
3. Process sign & fence permit requests in a timely and expedient manner
4. Provide staff assistance to Planning Commission
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Licenses & Permits $ 7,630 $ 3,000 $ 3,000 0.00%
EXPENDITURES:
Salaries/Wages/Benefits $139,719 $139,984 $149,518 6.81%
Materials, Supplies & Services 14,571 16,280 24,354 49.59%
Reimbursed Expenditures (20,000) (20,000) (20,000)0.00%
$134,290 $136,264 $153,872
NET TAX AND GENERAL
13.21%
REVENUE SUPPORTED $126,660 $133,264 $150,872
PERSONNEL:
Number of FTE positions1.351.351.35
2016 BUDGET
108
CITY OF HOPKINS
COMMUNITY DEVELOPMENT BUDGET
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
-4.87%
Miscellaneous$ -$ -$ -$ 9 1,450$ 8 7,000
Expenditures
Salaries, Wages and Benefits
Salaries and Wages32.88%
6 4,902 6 0,441 6 3,403 6 3,732 8 4,684
Fringe Benefits 22,35622,044 32,72223,021 42.14%
1 2,982
Materials, Supplies and Services
Professional & Technical Services 4 5 3 ,232 1 ,786 6 00 8 0033.33%
Operations
1 ,736 9 93 1 39 2 ,675 2 ,515-5.98%
City Support Services
1 ,173 1 ,242 1 ,417 1 ,277 3 04-76.19%
Supplies and Materials
8 21 6 69 1 ,285 8 40 8 501.19%
Total Expenditures121,875 32.26%
8 1,658 8 8,621 9 0,387 9 2,145
Indirectly Funded Amount
$ 8 1,658$ 8 8,621$ 9 0,387$ 6 95$ 3 4,8754917.99%
The Community Development budget accounts for expendiutres used to promote and enhance
the community of Hopkins.
2016 BUDGET
109
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Community Development
PROGRAM SUMMARY
Promotion and development of housing programs and activities for City property owners and residents. Staff
st
Time Home Buyer Mortgage Program, Image Awards, Housing
support of housing programs such as 1
Improvement Areas and Livable Communities Program. Assist in implementation of the Engaging Raspberry
Renters project.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Continue promotion and support of various housing programs and initiatives. Investigate funding for SW LRT
station area (and other key parcels) redevelopment, including Hennepin County Transit Orientated
Development (TOD) program and Met Council Livable Communities Demonstration Account.
2. Continue to provide staff support to HAMA, SW LRT TIC, SCIP and other collaborative efforts.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Miscellaneous $ - $ 91,450 $ 87,000 -4.87%
EXPENDITURES:
Salaries/Wages/Benefits $ 85,759 $ 86,753 $117,406 35.33%
Materials, Supplies & Services 4,629 5,392 4,469 -17.12%
$ 90,388 $ 92,145 $121,875
NET TAX AND GENERAL
4917.99%
REVENUE SUPPORTED $ 90,388 $ 695 $ 34,875
PERSONNEL:
Number of FTE positions0.850.851.5
2016 BUDGET
110
CITY OF HOPKINS
STATE CHEMICAL ASSESSMENT BUDGET
Revenues and Expenditures
Projected
Special Revenue Fund 204
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
Intergovernmental $ 61,44333.33%
$ 59,882$ 72,090$ 45,000$ 60,000
Miscellaneous - - 4,901 - - --
Refunds & Reimbursements
10,309 4,067 740 - - --
Total Revenues33.33%
71,752 63,949 77,731 45,000 60,000
Expenditures
Salaries, Wages and Benefits
Salaries and Wages
33,643 23,547 36,412 37,171 37,171
Materials, Supplies and Services
Professional & Technical Services 2,354 1,980 2,717 2,000 2,000
Utilities and Maintenance
- 4,892 4,098 - - --
Operations--
20,935 16,214 15,278 - 3,000
Leases--
- - 8,726 - 10,500
City Support Services
2,922 2,800 3,340 3,620 2,718-24.92%
Supplies and Materials
11,917 25,878 26,998 2,209 4,611108.74%
Capital Outlay
Computers
- - - - -
Other Equipment
- - - - - --
Total Expenditures33.33%
71,771 75,313 97,568 45,000 60,000
Excess (deficiency) of revenue over
expenditures
(19) (11,364) ( 19,838) ( 0) ( 0)
The State Chemical Assessment is supported by state aid for the purpose of chemical assessment training and activity
for the State of Minnesota.
2016 BUDGET
111
CITY OF HOPKINS
FUND 203 – CHEMICAL ASSESSMENT TEAM FUND
PROGRAM:
State Chemical Assessment Team
PROGRAM SUMMARY
The State Chemical Assessment Team program provides emergency response for assessment of chemical
hazards for the State of Minnesota and maintenance of state owned equipment for emergency response and
training of personnel. Responding as requested by the State Duty Officer to the counties of Hennepin, Scott,
Carver, McLeod and Renville. The State of Minnesota will reimburse the City for up to $60,000 per year for the
training of personnel, maintenance of equipment, and purchase of supplies and equipment.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. To continue to train to members on all aspects of chemical response.
2. To restructure and redefine chemical assessment team to meet the needs of the state, city and team members
needs.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Intergovernmental Revenue $ 77,731 $ 45,000 $ 60,000 33.33%
EXPENDITURES:
Salaries/Wages/Benefits $ 36,412 $ 37,171 $ 37,171 0.00%
Materials, Supplies & Services 61,157 7,829 22,829 191.60%
$ 97,569 $ 45,000 $ 60,000
NET TAX AND GENERAL
--
REVENUE SUPPORTED $ 19,838 $ - $ -
PERSONNEL:
Number of FTE positions000
2016 BUDGET
112
CITY OF HOPKINS
ECONOMIC AND COMMUNITY DEVELOPMENT BUDGET
Revenues and Expenditures
Special Revenue Fund 205
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
Property Taxes$272,572 $296,813 -32.53%
$ 222,802$ 535,083$ 439,918
Intergovernmental
7,500 49,995 171,875 - -
Interest earnings-53.00%
18,080 44,883 40,422 4,000 19,000
Miscellaneous
31,119 20,747 46,040 11,500 40,300
Total Revenues
279,501 650,707 698,255 288,072 356,113
Expenditures
Salaries, Wages and Benefits
Salaries and Wages 109,806134,299-18.24%
125,379 135,817 147,151
Fringe Benefits-18.74%
46,077 42,980 45,825 44,967 36,538
Materials, Supplies and Services
-47.16%
Professional & Technical Services 66,416 26,765 80,769 67,850 35,850
Utilities and Maintenance
1,029 772 735 1,170 1,170
Operations4.29%
10,412 108,431 24,811 7,000 7,300
City Support Services-3.46%
26,475 25,806 22,819 24,897 24,036
Supplies and Materials
1,417 955 1,610 1,900 1,900
Grant Expenditures
- - 138,629 - -
Operating Transfer In (Out)
61,000 61,000 - - -
338,205 402,524 462,349 282,083 216,600
Capital Outla
y
Land Acquisition
- - - - -
Other Improvements
- - - - -
Total Expenditures 216,600282,083 -23.21%
338,205 402,524 462,349
Reimbursed Expenditures (40,000) (36,667)
(40,000) (40,000) (40,000)
Net Total Expenditures 176,600242,083 -27.05%
298,205 362,524 425,682
Excess (deficiency) of Revenues ove
r
Expenditures290.34%
(18,703) 288,183 272,573 45,989 179,513
The Economic Development Fund was established to fund development and redeveloment opportunities. Sources are derived
from loans, grants and tax levy.
2016 BUDGET
113
CITY OF HOPKINS
FUND 204 – ECONOMIC DEVELOPMENT FUND
PROGRAM:
Project Development and Coordination
PROGRAM SUMMARY
FY 2015FY 2016
Undertake development activities not directly
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
funded by specific project budgets. Meet with
REVENUES:
developers, property owners and business
Property Taxes $ 439,918 $ 272,572 $ 296,813 8.89%
tenants to review possible
Intergovernmental Revenue 11,875 - - 0.00%
redevelopment/development activities. Recruit
Interest 40,422 4,000 19,000 375.00%
desirable businesses to locate in Hopkins.
Miscellaneous 20,766 11,000 40,000 263.64%
Explore developer incentives aimed at
$ 512,981 $ 287,572 $ 355,813 23.73%
promoting sustainability and active living.
EXPENDITURES:
Salaries/Wages/Benefits $ 80,355 $ 71,645 $ 46,591 -34.97%
MAJOR OBJECTIVES TO BE
Materials, Supplies & Services 65,348 33,217 33,065 -0.46%
ACCOMPLISHED IN 2016:
Transfer Out 61,000 - - 0.00%
1. Monitor income/expenditure of Economic
$ 206,703 $ 104,862 $ 79,656 -24.04%
Development fund.
NET TAX AND GENERAL
2. Prepare program budget.
51.14%
REVENUE SUPPORTED $(306,278) $(182,710) $(276,157)
3. Facilitate redevelopment projects as
directed by the City Council.
PERSONNEL:
Number of FTE positions0.650.650.4
PROGRAM:
Tax Increment Financing Program
PROGRAM SUMMARY
Undertake miscellaneous development activities funded through tax increment districts. Administer all districts.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Ensure districts are meeting legal and statutory requirements.
2. Continue to monitor all districts.
3. Coordinate development activities within districts.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Salaries/Wages/Benefits $ 60,286 $ 58,961 $ 49,717 -15.68%
Materials, Supplies & Services 9,949 11,214 10,951 -2.35%
Reimbursed Expenditures (40,000) (40,000) (40,000)0.00%
$ 30,235 $ 30,175 $ 20,668
NET TAX AND GENERAL
-31.51%
REVENUE SUPPORTED $ 30,235 $ 30,175 $ 20,668
PERSONNEL:
Number of FTE positions0.50.50.4
2016 BUDGET
114
CITY OF HOPKINS
FUND 204 – ECONOMIC DEVELOPMENT FUND
PROGRAM:
Community Development Activity
PROGRAM SUMMARY
Promote the City of Hopkins by building on assets, including the small town feel, walkability and Hopkins as a
destination. Explore ways to enhance the sense of place through public art and directional signage.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Work towards the Council-approved goals and objectives.
2. Continue liaison role for City between both HBCA and Twin West Chamber.
3.
Work with Marketing Task Force to
FY 2015FY 2016
implement year four of the Think Hopkins
FY 2015ApprovedApprovedPercent
marketing plan.
BudgetBudgetChange
Actual
REVENUES:
4.
Facilitate year four of Hopkins Artstreet.
Interest $ - $ - $ - 0.00%
Intergovernmental revenue 160,000 - - 0.00%
Miscellaneous 274 500 300 -40.00%
$ 160,274 $ 500 $ 300 -40.00%
EXPENDITURES:
Salaries/Wages/Benefits $ 52,355 $ 48,660 $ 50,036 2.83%
Materials, Supplies & Services 159,951 23,386 26,240 12.20%
$ 212,306 $ 72,046 $ 76,276 5.87%
NET TAX AND GENERAL
6.19%
REVENUE SUPPORTED $ 52,032 $ 71,546 $ 75,976
PERSONNEL:
Number of FTE positions0.250.450.45
th
PROGRAM:
8 Avenue Development
PROGRAM SUMMARY
thth
and Excelsior, the City of Hopkins will work towards transforming 8
In preparation for the SW LRT station at 8
Avenue in to a gateway to the downtown through redevelopment of existing property and the redesign of the
roadway.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
th
1. Begin the design process for the 8 Avenue streetscape project.
2. Work with the developer to complete the redevelopment of the Johnson Building property.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Miscellanoues $ 25,000 $ - $ - #DIV/0!
EXPENDITURES:
Materials, Supplies & Services 34,125 35,000 - -100.00%
Land Acquisition - - - --
$ 34,125 $ 35,000 $ -
NET TAX AND GENERAL
REVENUE SUPPORTED $ 34,125 $ 35,000 $ - -100.00%
PERSONNEL:
Number of FTE positions000
2016 BUDGET
115
CITY OF HOPKINS
TIF DISTRICT 1-2 BUDGET
Revenues and Expenditures
Special Revenue Fund 212
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
Tax Increment$ 58,172$ 58,173$ 5 8,173$ 5 8,000$ 5 8,000
Interest
(211) 1,124 1 ,757 1 00 5 00400.00%
Transfers In
- - - - -
Expenditures
Materials, Supplies and Services
Professional & Technical Services 595 599 5 96 1 ,000 1 ,000
Operations
13,880 13,155 1 2,538 2 ,000 1 2,236511.80%
Total Expenditures
14,475 13,754 1 3,135 3 ,000 1 3,236341.20%
Transfers out for debt
- - - - -
Total Expenditures
14,475 13,754 1 3,135 3 ,000 1 3,236341.20%
Excess (deficiency) of Revenues
over Expenditures
43,486 45,543 4 6,795 5 5,100 4 5,264-17.85%
The Tax Increment District 1-2 Fund is the redevelopment of former Suburban Chevrolet property. The tax increment
district is located in the Central Business District. The fund records the use of tax increment receipts.
2016 BUDGET
116
CITY OF HOPKINS
FUND 211 – TAX INCREMENT DISTRICT 2-1 FUND
PROGRAM:
Redevelopment within Central Business District
PROGRAM SUMMARY
Redevelopment activity of property in the Central Business District (CBD), north and south of Mainstreet between
thth
and 12 Avenues.
11
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Assist in preparation of program budget and other required documentation.
2. Prepare required State Auditor Annual Reports.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Tax Increments $ 58,173 $ 58,000 $ 58,000 0.00%
Interest 1,757 100 500 400.00%
$ 59,930 $ 58,100 $ 58,500 0.69%
EXPENDITURES:
Materials, Supplies & Services $ 13,135 $ 3,000 $ 13,236 341.20%
NET TAX AND GENERAL
-17.85%
REVENUE SUPPORTED $ (46,795) $ (55,100) $ (45,264)
PERSONNEL:
Number of FTE positions000
2016 BUDGET
117
CITY OF HOPKINS
PARKING BUDGET
Revenues and Expenditures
Special Revenue Fund 215
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
Court Fines$22,207 $17,474 $15,767 $22,000 $22,000
Leased Parking70,167 87,291 119,577 74,000 115,000 55.41%
Interest Earned(644) 2,169 2,476 500 1,000 100.00%
otaevenues,,,,,.
TlR91729106934137820965001380004301%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages38,948 38,737 40,557 42,690 42,746 0.13%
Fringe Benefits5,664 6,168 7,039 7,369 18,683 153.54%
Materials, Supplies and Services
Professional & Technical Services40,735 15,893 7,890 4,150 6,150 48.19%
Utilities and Maintenance25,114 21,213 31,384 14,780 14,525 -1.73%
Operations858 325 325 750 750
City Support Services18,793 20,796 17,499 19,115 21,196 10.89%
Supplies and Materials9,120 3,523 645 5,550 5,550
Capital Outlay
Other Improvements- - 95,875 45,000
250,000455.56%
Total Expenditures139,232106,655201,214139,404359,600 157.96%
Excess (deficiency) of Revenues
over Expenditures(47,502) (63,394)279(42,904)(221,600)416.50%
The Parking Fund records the receipt of parking permits and parking fines. The revenues are used to offset the
maintenance cost of the parking lots and parking ramp and to fund the parking enforcement officer.
2016 BUDGET
118
CITY OF HOPKINS
FUND 214 – PARKING FUND
PROGRAM:
Parking Enforcement
PROGRAM SUMMARY
FY 2015FY 2016
Manage and enforce parking rules and
FY 2015ApprovedApprovedPercent
regulations. Ensure that parking is available for
ActualBudgetBudgetChange
customers and parking rules are followed.
REVENUES:
Fines & Forfeits $ 15,767 $ 22,000 $ 22,000 0.00%
MAJOR OBJECTIVES TO BE
ACCOMPLISHED IN 2016:
EXPENDITURES:
1. Monitor the effects of current parking
Salaries/Wages/Benefits $ 45,572 $ 46,607 $ 57,971 24.38%
enforcement efforts and recommend
Materials, Supplies & Services 8,946 15,943 17,222 8.02%
changes as needed.
$ 54,518 $ 62,550 $ 75,193
2. Continue to accurately account for fine
NET TAX AND GENERAL
revenues that result from parking
31.18%
REVENUE SUPPORTED $ 38,751 $ 40,550 $ 53,193
enforcement.
PERSONNEL:
Number of FTE positions0.720.720.72
PROGRAM:
Parking Operations
PROGRAM SUMMARY
Implement and manage parking recommendations by the City Council and the Parking Committee and follow-up on
any questions by the general public. Provide information to the Parking Committee and the City Council on items
of operation. Manage the parking as to provide the most convenient parking for customers.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Update parking brochure.
2. Promote marketing plan for permit parking and municipal ramp.
3. Review funding options for future maintenance of public lots.
4. Maintain and improve public parking lots as needed.
5.
Work with Public Works Department to complete analysis of public parking lots
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
BudgetBudgetChange
Actual
REVENUES:
Leases $ 119,577 $ 74,000 $ 115,000 55.41%
Interest 2,476 500 1,000 100.00%
$ 122,053 $ 74,500 $ 116,000 55.70%
EXPENDITURES:
Salaries/Wages/Benefits $ 2,024 $ 3,452 $ 3,458 0.17%
Materials, Supplies & Services 684 1,740 1,706 -1.95%
$ 2,708 $ 5,192 $ 5,164 -0.54%
NET TAX AND GENERAL
59.92%
REVENUE SUPPORTED $(119,345) $ (69,308) $(110,836)
PERSONNEL:
Number of FTE positions0.010.010.01
2016 BUDGET
119
CITY OF HOPKINS
FUND 214 – PARKING FUND
PROGRAM:
Parking Ramp
PROGRAM SUMMARY
Proper handling of all matters related to the operation and administration of the leased parking system for the ramp.
Implement recommendations by the City Council and the Parking Committee and follow-up on any questions by the
general public. Provide information to the Parking Committee and the City Council on items of operation. Manage
the parking as to provide the most convenient parking for customers.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Review funding options for future maintenance of parking ramp.
2. Maintain and improve parking ramp as needed.
3. Complete masonry repairs, barrier cable replacement and other repairs based on 2013 conditions appraisal.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Materials, Supplies & Services 48,112 26,662 29,243 9.68%
Capital Expenditures 95,875 45,000 250,000 --
$ 143,987 $ 71,662 $ 279,243
NET TAX AND GENERAL
289.67%
REVENUE SUPPORTED $ 143,987 $ 71,662 $ 279,243
Capital Outlay/Construction$95,875 $45,000 $250,000 455.56%
PERSONNEL:
Number of FTE positions000
2016 BUDGET
120
CITY OF HOPKINS
COMMUNICATIONS BUDGET
Revenues and Expenditures
Special Revenue Fund 218
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenue
s
Franchise Fees$252,707 $261,104 $266,366 $248,000 $255,000 2.82%
Charges for Services - - - - -
Proceeds from Sale of Assets - - - - -
Interest Earned
(932) 4,845 6,207 2,000 2,000
Total Revenue251,775265,949
272,5732 50,0002 57,0002.80%
Exenditure
ps
Salaries, Waes and Benefit
gs
Salaries and Wages31,061 59,00359,5192.46%
2 5,567 60,985
Fringe Benefits14,1083.08%
7,651 8,070 1 3,112 14,542
Materials, Sulies and Services
pp
31,722 7,9846.94%
Professional & Technical Services 5 4,026 8,650 9,250
Utilities and Maintenance
4,892 5 11 2 1,658 2,650 1,650-37.74%
Operations17,389 19,72821,7500.23%
2 1,282 21,800
City Support Services13,136 10,98711,9864.09%
1 2,902 12,476
Supplies and Materials
1,057 4 80 313 9 00 6 50-27.78%
Caital Outla
py
Office Furniture and Equipment35,000
- - 8,558 12,500-64.29%
Transfer Ou 86,92086,920 86,920 86,920
t
8 6,920
Total Exenditures214,297189,289 220,773 -8.58%
p
228,264241,483
Excess (deficiency) of Revenues
over Expenditures76,659 44,309 325.35%36,227
3 7,478 8,517
The Communication Fund (formerly known as the Cable fund) records the City's share of a five city joint venture
cable TV franchise administered under the Southwest Suburban Cable Commission.
2016 BUDGET
121
CITY OF HOPKINS
FUND 217 – COMMUNICATIONS FUND
PROGRAM:
Communication
PROGRAM SUMMARY
Provide two-way communication between the City and its residents, employees and businesses; its civic, service,
and fraternal organizations; and other communities and government agencies. Written, verbal and visual
communication tools.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
Communications:
1. Promote City events, large and small.
2. Support the production of three promotional videos.
Newsletters:
3. City Goal 3: Take it to Them - Engage the Rental Community of Hopkins.
4. Increase newsletter distribution to rental properties.
Web and Messaging:
5. City Goal 1, Explore improved service delivery through e-commerce:
6. Increase interactivity on web site through one or more of the following:
Ability to make payments via the web
Customer Response system
Ability to fill out forms on the website
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Franchise Fees $ 266,367 $248,000 $ 255,000 2.82%
Interest 6,207 2,000 2,000 0.00%
$ 272,574 $250,000 $ 257,000 2.80%
EXPENDITURES:
Salaries/Wages/Benefits $ 72,115 $ 73,627 $ 75,527 2.58%
Materials, Supplies & Services 60,671 48,936 48,826 -0.22%
Capital Expenditures 8,558 35,000 12,500 -64.29%
Transfer Out 86,920 86,920 86,920 0.00%
$ 228,264 $244,483 $ 223,773 -8.47%
NET TAX AND GENERAL
502.27%
REVENUE SUPPORTED $ (44,310) $ (5,517) $ (33,227)
PERSONNEL:
Number of FTE positions0.250.250.25
2016 BUDGET
122
CITY OF HOPKINS
DEPOT BUDGET
Revenues and Exenditures
p
Special Revenue Fund 220
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
Intergovernmental$15,000 $22,500 $15,000 $15,000 $15,000
Leases and Rentals74,84771,07974,65470,00068,000-2.86%
231,5001.54%
Concessions & Merchandise Sales 224,341 246,114 260,413 228,000
Donations & Contributions6332,0002,000
1,809 702
Private Foundation Grants- 3,000- -16.67%2,500
-
Interest(49)(14)
10 - -
Miscellaneous15,39015,15015,30215,0000.67%
15,100
Transfer In10,00010,00010,00010,00015,00050.00%
Total Revenues340,161 376,057366,662 343,000 349,1001.78%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages168,370153,7095.90%
180,893 164,353 145,150
Fringe Benefits52,69252,74353,83455,42250,219-9.39%
Materials, Supplies and Services
Professional & Technical Services11,00812,6559,0009,000
10,730
Utilities and Maintenance12,86511,99713,56810,60012,05013.68%
Operations6,6334,1697,74712,47511,649-6.62%
City Support Services2,5574,3865,3205,2445,3652.31%
Supplies and Materials101,830105,52695,99997,22096,150-1.10%
Capital Outla
y
Improvements2,7952,386
- - -
Total Expenditures358,750338,1420.90%
374,756 351,552 335,111
Excess (deficiency) of Revenues
over expenditures(18,589)(8,094)7,88910,95838.90%
24,505
The Depot Coffee House Fund accounts for the operations of the Youth Center, a chemical free environment for area teens
to socialize and the operations of the Coffee House which provides a service to the Youth and those on the regional trail
system.
2016 BUDGET
123
CITY OF HOPKINS
FUND 219 – DEPOT FUND
PROGRAM:
Depot Youth Project
PROGRAM SUMMARY:
Depot Mission
To provide a place of community and learning in which student involvement and
youth development are encouraged in a chemically-free environment
Depot Youth Project staffing and programs are funded primarily through admission fees, rentals, gifts and grants.
The Depot programs are intended to offer area youth creativity and leadership opportunities, strengthen youth
involvement in community activities, and nurture their growth and development as citizens through interaction with
peers, the public, and community partners. The Depot Board and The Partners Advisory Team, consisting of
students, community members, community business partners, City, Hopkins School District, Depot Youth
Foundation and Three Rivers Park District representatives, guide and support site and programming decisions..
The facility/grounds serve as a Trailhead for Three Rivers Park District and the coffee house which operates 7 days
a week is an amenity enjoyed by local residents as well as trail riders/walkers.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Sustain welcoming and chemical free venue for community youth and other gatherings.
2. Continue staffing 2 – 3 night a week year -round youth events programming at the Depot.
3. Support additional youth-initiated projects.
4. Provide learning lab for Business/Marketing classes at Hopkins High School.
5. Promote partnerships with the Depot in the community, with area students, and youth allies.
6. Create new youth learning opportunities with Coffee Operations staff.
7. Provide workplace training and employment opportunities for youth.
8. Continue capital upgrades with furnishings
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Intergovernmental $ 80,000 $ 80,000 $ 80,000 0.00%
Charges for Service 10,595 10,000 8,000 -20.00%
Foundation/Corporate Grants - 3,000 2,500 -16.67%
Miscellaneous 17,578 20,000 18,500 -7.50%
Tranfer In 10,000 10,000 15,000 50.00%
$118,173 $123,000 $ 124,000 0.81%
EXPENDITURES:
Salaries/Wages/Benefits $ 79,195 $ 81,019 $ 87,373 7.84%
Materials, Supplies & Services 27,269 34,906 32,289 -7.50%
Capital Expenditures - - - #DIV/0!
$106,464 $115,925 $ 119,662 3.22%
NET TAX AND GENERAL
REVENUE SUPPORTED $ (11,709) $ (7,075) $ (4,338)-38.69%
PERSONNEL:
Number of FTE positions1.51.51.0
2016 BUDGET
124
CITY OF HOPKINS
FUND 219 – DEPOT FUND
PROGRAM:
Depot Coffee Ops
PROGRAM SUMMARY:
The coffee shop is a natural adjunct to the youth programming at the Depot and provides
actual sustenance for youth patrons and the wider community as well as employment and training opportunities for
youth.
.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Continue to provide organic fair-trade coffee drinks, locally sourced snacks and hand-crafted baked goods,
sandwiches, salads, and soups for youth and adult patrons.
2. Provide barista/customer service training and supervision for youth volunteers and employees.
3. Provide learning lab for Marketing/Business students at Hopkins High School.
4. Offer food choices as well as repair and small merchandise items for biking/trail patrons of the Depot.
5. Develop catering menu and business for youth to operate.
6. Develop food service partnership with Hopkins Activity Center.
7. Market the Depot space for rentals.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Charges for Service $257,884 $220,000 $ 225,100 0.00%
EXPENDITURES:
Salaries/Wages/Benefits $138,992 $119,553 $ 116,555 0.00%
Materials, Supplies & Services 106,096 99,633 101,925 0.00%
$245,088 $219,186 $ 218,480 0.00%
NET TAX AND GENERAL
0.00%
REVENUE SUPPORTED $ (12,796) $ (814) $ (6,620)
PERSONNEL:
Number of FTE positions4.254.254.25
2016 BUDGET
125
CITY OF HOPKINS
TIF DISTRICT 2-6 BUDGET
Revenues and Expenditures
Special Revenue Fund 228
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
Tax Increment$ 12,587$ 1 2,587$ 1 2,587$ 1 2,000$ 1 2,000
Interest (49) 8 2 0 1 00 1 0-90.00%
Miscellaneous
6,437 6 ,437 7 ,024 7 ,024 7 ,024
Transfers In
26,204 2 5,302 2 1,870 2 1,870 2 3,318
Total Revenues3.31%
45,180 4 4,334 4 1,501 4 0,994 4 2,352
Expenditures
Materials, Supplies and Services
Professional & Technical Services 471 5 23 5 28 5 50 5 50
Operations
1,800 1 ,500 1 ,375 1 ,500 1 ,500
Interest Expense
9,694 8 ,302 6 ,910 6 ,910 5 ,518-20.14%
Total Expenditures
11,965 1 0,325 8 ,813 8 ,960 7 ,568-15.54%
Transfers out for debt
- - - - -
Total Expenditures
11,965 1 0,325 8 ,813 8 ,960 7 ,568-15.54%
8.58%
Excess of Revenues over Expenditures 33,214 3 4,009 3 2,688 3 2,034 3 4,784
The Tax Increment 2-6 Fund is the handicapped housing development. The funds records the use of tax increment
receipts.
2016 BUDGET
126
CITY OF HOPKINS
FUND 226 – TAX INCREMENT 2-6 FUND
PROGRAM:
SonomaHandicap Housing Project
PROGRAM SUMMARY
th
Avenue and Excelsior Boulevard.
Coordinate redevelopment of northwest corner of 5
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Assist in preparation of program budget and other required documents.
2. Prepare required annual State Auditor report.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Tax Increments $ 12,587 $ 12,000 $ 12,000 0.00%
Miscellaneous $ 7,024 $ 7,024 $ 7,024
Interest 20 100 10 -90.00%
Tranfer In 21,870 21,870 23,318 6.62%
$ 41,501 $ 40,994 $ 42,352 3.31%
EXPENDITURES:
Materials, Supplies & Services $ 8,813 $ 8,960 $ 7,568 -15.54%
NET TAX AND GENERAL
8.58%
REVENUE SUPPORTED $ (32,688) $ (32,034) $ (34,784)
PERSONNEL:
Number of FTE positions000
2016 BUDGET
127
CITY OF HOPKINS
TIF DISTRICT 2-9 BUDGET
Revenues and Expenditures
Special Revenue Fund 230
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
Tax Increment$133,980$119,630$133,405$120,000$120,000
Intergovernmental - Mkt Value Credit - - - - -
6,3091,2001,200
Interest (1,273) 5,293
Transfers In - - - - -
Total Revenues132,707124,923139,714121,200121,200
Expenditures
Materials, Supplies and Services
Professional & Technical Services1,1941,7699181,2001,200
Operations2,9712,6271,8332,6212,000-23.69%
Transfers out for debt117,000116,00037,00036,000 --100.00%
Total Expenditures121,165120,39639,75239,8213,200-91.96%
Excess (deficiency) of Revenues
over Expenditures 45.00%118,000
11,542 4,526 99,962 8 1,379
The Tax Increment District 2-9 is the Oaks of Mainstreet development. This fund records the use of tax increments and
bond proceeds. Residential homes were built and sold to improve the overall area.
2016 BUDGET
128
CITY OF HOPKINS
FUND 229 – TAX INCREMENT 2-9 FUND
PROGRAM:
Redevelopment Area – Oaks of Mainstreet.
PROGRAM SUMMARY
Coordinate redevelopment activity on southeast corner of Shady Oak Road and Mainstreet.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Assist in preparation of program budget and other required documents.
2. Prepare required annual State Auditor report.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Tax Increments $133,405 $120,000 $ 120,000 0.00%
Interest 6,309 1,200 1,200 0.00%
$139,714 $121,200 $ 121,200 0.00%
EXPENDITURES:
Materials, Supplies & Services $ 2,752 $ 3,821 $ 3,200 -16.25%
Transfer Out 37,000 36,000 - -100.00%
$ 39,752 $ 39,821 $ 3,200 -91.96%
NET TAX AND GENERAL
45.00%
REVENUE SUPPORTED $ (99,962) $ (81,379) $(118,000)
PERSONNEL:
Number of FTE positions000
2016 BUDGET
129
CITY OF HOPKINS
TIF DISTRICT 2-11 BUDGET
Revenues and Expenditures
Special Revenue Fund 231
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
Tax Increment$1,794,734$2,403,449$2,597,340$2,400,000$2,400,000
Interest42,1393,00015,000400.00%
( 4,980) 12,347
Miscellaneous - - - - -
Total Revenues1,789,7542,415,7962,639,4792,403,0002,415,0000.50%
Expenditures
Materials, Supplies and Services
Professional & Technical Services15,14013,98317,55711,10012,50012.61%
Operations50,33846,38442,19746,65446,440-0.46%
Debt Service1,575,3141,593,067450,3521,085,0001,335,000
Capital Outlay
TIF projects - - - - -
Transfers out 240,409237,956188,000209,870211,3180.69%
Total Expenditures1,881,2011,891,390698,1071,352,6241,605,25818.68%
Excess (deficiency) of Revenues
over Expenditures 1,050,3761,941,372 809,742 -22.91%
( 91,447) 524,406
The Tax Increment District 2-11 fund is the SuperValu and Super Value North Annex redevelopment. This fund records the use
of tax increments and bond proceeds.
2016 BUDGET
130
CITY OF HOPKINS
FUND 231 – TAX INCREMENT 2-11 FUND
PROGRAM:
Redevelopment Area – North Annex Property
PROGRAM SUMMARY
Coordinate and review development and redevelopment activity.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Assist in preparation of program budget and other required documents.
2. Prepare required annual State Auditor report.
3. Distribute Pay As You Go (PAYG) financing to developer as scheduled.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Tax Increments $ 2,597,340 $ 2,400,000 $2,400,000 0.00%
Interest 42,139 3,000 15,000 400.00%
$ 2,639,479 $ 2,403,000 $2,415,000 0.50%
EXPENDITURES:
Materials, Supplies & Services $ 59,754 $ 57,754 $ 58,940 2.05%
Debt Service - PAYG TIF $ 450,352 $ 1,085,000 $ 211,318 -80.52%
Transfer Out 188,000 209,870 1,335,000 536.11%
$ 698,106 $ 1,352,624 $1,605,258 18.68%
NET TAX AND GENERAL
-22.91%
REVENUE SUPPORTED $(1,941,373) $(1,050,376) $ (809,742)
PERSONNEL:
Number of FTE positions000
Super Valu Development
Excelsior Crossings Development
2016 BUDGET
131
CITY OF HOPKINS
5TH AVENUE FLATS
Revenues and Expenditures
Special Revenue Fund 232
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
Tax Increments$ -$ -$ -$ -$ -
Interest (1,985) (2,126) (2,444) - -
Development Fees
- - - - -
Other Miscellaneous
- - - - -
Transfer In
- - - - -
Total Revenues
(1,985) (2,126) (2,444) - -
Expenditures
Materials, Supplies and Services
Professional & Technical Services 2,285 2,000 1,833 2,000 2,000
Miscellaneous Other Charges
- - - - -
Capital Outlay
TIF Projects
- - - - -
Total Expenditures
2,285 2,000 1,833 2,000 2,000
Excess of Revenues
over Expenditures
$ (4,270)$ (4,126)$ (4,277)$ (2,000)$ (2,000)
5th Avenue Flats is a redevelopment of a block within the downtown district. The fund records the costs and
reimbursement of project expenses.
2016 BUDGET
132
CITY OF HOPKINS
TH
FUND 232 – 5 AVENUE FLATS
th
PROGRAM:
Redevelopment Area –6 & Mainstreet
PROGRAM SUMMARY
Redevelopment of property between Fifth and Sixth Avenues, north of Mainstreet into an apartment development.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Work with developer on project implementation.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Tax Increments $ - $ - $ - 0.00%
Miscellaneous (2,444) - - 0.00%
$ (2,444) $ - $ - 0.00%
EXPENDITURES:
Materials, Supplies & Services $ 2,000 $ 2,000 $ 2,000 0.00%
NET TAX AND GENERAL
0.00%
REVENUE SUPPORTED $ 4,444 $ 2,000 $ 2,000
PERSONNEL:
Number of FTE positions000
2016 BUDGET
133
ProposedFifth
CITY OF HOPKINS
TIF 1-4 MARKETPLACE II
Revenues and Expenditures
Special Revenue Fund 234
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
$122,000 16.19%
Tax Increments$ 3,134$ 103,167$ 119,176$105,000
Interest (9) 22 17 1 00 100
Transfers In
- - - - -
Total Revenues105,100 122,10016.18%
3,125 103,189 119,193
Expenditures
Materials, Supplies and Services
67.61%
Professional & Technical Services 3,761 3,844 8,055 3 ,550 5,950
Miscellaneous
- - 11,023 - -
Interest Expense
- - - - -
Total Expenditures67.61%
3,761 3,844 19,077 3 ,550 5,950
Excess of Revenues
over Expenditures $116,150 14.38%
$ (636)$ 99,346$ 100,116$101,550
The Tax Increment District 1-4 Fund is the redevelopment of several blocks of the downtown business district into a
housing and retail development. This fund records the tax increment revenues.
2016 BUDGET
134
CITY OF HOPKINS
FUND 233 – TAX INCREMENT 1-4 FUND
PROGRAM:
Redevelopment Area –Marketplace & Main
PROGRAM SUMMARY
thth
and 8 Avenues into mixed-use apartment, townhome & retail
Redevelopment of property between 6
development.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Assist in preparation of program budget and other required documents.
2. Prepare required annual State Auditor report.
3. Work with developer on implementation of project.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Tax Increments $ 119,176 $ 105,000 $ 122,000 16.19%
Miscellaneous 17 100 100 0.00%
$ 119,193 $ 105,100 $ 122,100 16.18%
EXPENDITURES:
Materials, Supplies & Services $ 74,146 $ 101,550 $ 120,950 19.10%
NET TAX AND GENERAL
-67.61%
REVENUE SUPPORTED $ (45,047) $ (3,550) $ (1,150)
PERSONNEL:
Number of FTE positions000
2016 BUDGET
135
CITY OF HOPKINS
ARTS CENTER
Revenues and Expenditures
Special Revenue Fund 251
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
64.71%
Current Services$ -$ - $ 8 3,587$ 85,000$ 140,000
Grants-38.15%
63,630 44,220 7 3,353 63,000 38,967
Current Services2.61%
369,822 361,508 3 58,491 375,901 385,721
Charges for Service
- - - - -
Other Revenues-23.14%
194,819 125,365 1 75,042 176,300 135,500
Transfers In
147,920 147,920 8 6,920 86,920 86,920
Total Revenues0.00%
776,191 679,013 7 77,392 787,121 787,108
Operating Expenses
Salaries, Wages and Benefits
Salaries and Wages11.46%
277,799 287,623 3 00,823 295,129 328,947
Fringe Benefits0.11%
83,835 88,609 9 9,003 101,001 101,110
Materials, Supplies and Services
Professional & Technical Services4.75%
177,335 156,376 1 50,676 168,400 176,400
Utilities and Maintenance-5.29%
83,598 79,500 7 9,923 93,650 88,700
Operations-2.18%
96,669 109,772 7 1,109 102,100 99,870
City Support Services-38.39%
8,965 10,064 1 6,175 17,697 10,904
Supplies and Materials18.00%
28,363 23,531 3 5,939 28,800 33,983
Capital Outlay
Equipment
- - 1 0,169 195,310 106,800
Total Expenses1,002,087 946,714-5.53%
756,563 755,475 7 63,815
Excess (deficiency) of Revenues
over Expenditures-25.75%
19,628 (76,462) 13,577 (214,966) (159,606)
The Arts Center accounts for the maintenance, operation, programming and promotion of the Hopkins Center for the Arts
2016 BUDGET
136
CITY OF HOPKINS
FUND 250 – ARTS CENTER FUND
PROGRAM:
Facility Operations and Programming & Promotions
PROGRAM SUMMARY
The goal of this program is to engage and involve residents, attract visitors, and enhance the lives of our citizens
through managing, maintaining, scheduling, programming, promoting and utilizing the Art Center as a focal point for
arts, education and community gathering.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Build relationships in our community and collaborate with tenants, partners, businesses and residents to
meet City Strategic Plan goals and engage a broad segment of the community.
2. Operate within a balanced budget that maximizes revenues and controls expenses, with the goal of
financial sustainability.
3. Increase the fundraising capacity of the Arts Center to address operating and capital needs.
4. Build participation in Center arts activities, including concerts and exhibitions, and explore creative
alternatives for delivering arts programming.
5. Strengthen the identity and enhance the reputation of the Hopkins Center for the Arts.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Taxes $ 83,587 $ 85,000 $ 140,000 64.71%
Intergovernmental 37,337 58,000 35,967 -37.99%
Charges for Service 501,835 533,401 489,921 -8.15%
Foundation/Corporate Grants 36,016 5,000 3,000 -40.00%
Miscellaneous 31,698 18,800 31,300 66.49%
Tranfer In 86,920 86,920 86,920 0.00%
$ 777,393 $ 787,121 $ 787,108 0.00%
EXPENDITURES:
Salaries/Wages/Benefits $ 399,826 $ 396,130 $ 430,057 8.56%
Materials, Supplies & Services 353,820 410,647 409,857 -0.19%
Capital Expenditures 10,169 195,310 106,800
$ 763,815 $ 1,002,087 $ 946,714 -5.53%
NET TAX AND GENERAL
-25.75%
REVENUE SUPPORTED $ (13,578) $ 214,966 $ 159,606
PERSONNEL:
Number of FTE positions3.83.84.6
2016 BUDGET
137
CITY OF HOPKINS
EQUIPMENT REPLACEMENT BUDGET
Revenues and Expenses
Internal Service Fund 603
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
Current Services$317,113$343,792$345,477$376,900$408,4598.37%
Intergovernmental Revenue - -237,120 - -
Interest Earnings2,9319,4416,0235,3005,300
Miscellaneous29,65327,23527,53530,00030,000
Transfers In475,349 - - - -
Total Revenue825,046380,468616,155412,200443,7597.66%
s
Operating Expenses
Materials, Supplies and Services -14,87017,00820,00020,000
Professional & Technical Services2,7162,0002,0002,8002,500-10.71%
Utilities and Maintenance1,08211,17845,52545,23251,55013.97%
City Support Services8,5749,4156,7447,3577,350-0.10%
Total Operating Expenses12,37237,46371,27675,38981,4007.97%
Non-operating expenses472,311476,963484,826478,965487,6291.81%
Total Expenses484,684514,426556,103554,354569,0292.65%
-11.88%
Net Income (Loss) 340,362 ( 133,957) 60,053 (142,154) (125,270)
Capital581,193478,0341,134,325408,7001,128,175
The Equipment Replacement fund is an internal service fund. It accounts for the acquisition of machinery and equipment. User
charges are billed to the various departments.
2016 BUDGET
138
CITY OF HOPKINS
FUND 602 – EQUIPMENT REPLACEMENT FUND
PROGRAM:
Equipment Replacement
PROGRAM SUMMARY
Coordinate and review twenty-year equipment replacement plan on an annual basis. The objective of this fund is
to stabilize the required funding on an annual basis while enabling the fund to purchase scheduled equipment
replacement without issuing bonds.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Update 5-year Equipment Replacement Plan.
2. Analyze future needs.
3. Review revenue structure to accommodate equipment needs as identified in the long-range 20-year plan.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Intergovernmental Revenue$237,120 $0 $0 #DIV/0!
Charges for Service345,477 376,900 408,459 8.37%
Interest6,023 5,300 5,300 0.00%
Miscellaneous27,535 30,000 30,000 0.00%
Transfer In0 0 0 0.00%
616,155 412,200 443,759 7.66%
EXPENDITURES:
Materials, Supplies & Services71,276 75,389 81,400 7.97%
Depreciation475,862 470,000 470,000 0.00%
Debt Service8,964 8,965 17,629 96.64%
556,102 554,354 569,029 2.65%
NET SOURCE (USE)
-11.88%
OF EQUITY$60,053($142,154)($125,270)
Capital Purchases$1,134,325 $408,700 $1,128,175 176.04%
PERSONNEL:
Number of FTE positions000
2016 BUDGET
139
CITY OF HOPKINS
WATER BUDGET
Revenues and Expenses
Enterprise Fund 703
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
Current Services$1,343,056 $1,352,283-8.56%
$ 1,358,246$ 1,526,400$ 1,395,700
Intergovernmental Revenue
- 9,580 - - -
Permits
3,655 4,846 2,467 1,000 2,000100.00%
Interest Earnings
138 3,735 2,631 1,000 1,000
Miscellaneous5.31%
136,421 140,720 1 52,898 1 47,000 1 54,800
Total Revenues1,483,2701,511,163 1,675,4001,516,242 1,553,500 -7.28%
Non-operating Revenue
s
21,855 - 496,275 - -#DIV/0!
Total Revenues1,505,1251,511,163 1,675,4002,012,517 1,553,500 -7.28%
Operating Expenses
Salaries, Wages and Benefits
Salaries and Wages0.14%
280,938 303,986 4 01,427 2 49,659 2 50,013
Fringe Benefits0.99%
112,857 106,536 1 22,463 94,647 95,584
Materials, Supplies and Services
7.89%
Professional & Technical Services 79,140 106,692 1 25,414 1 20,400 1 29,900
Utilities and Maintenance33.36%
296,148 247,943 3 79,449 3 59,700 4 79,700
Operations
8,449 9,611 13,227 19,900 21,90010.05%
City Support Services
209,244 245,992 2 31,161 2 51,827 2 24,927-10.68%
Supplies and Materials14.05%
82,964 111,256 1 08,851 87,900 1 00,250
Depreciation
249,756 226,925 2 41,636 2 50,000 2 50,000
Total Operating Expenses1,319,4941,358,940 1,434,0331,623,627 1,552,274 8.25%
Non-operating expenses2.16%
64,620 114,154 119,755 137,510 1 40,487
Total Expenses1,384,1151,473,094 1,571,5431,743,382 1,692,761 7.71%
Net Income (Loss)
121,011 38,070 2 69,135 1 03,857 (139,261)-234.09%
The Water fund is a utility enterprise. The operations of water pumps, wells and distribution are recorded here.
2016 BUDGET
140
CITY OF HOPKINS
FUND 703 – WATER FUND
PROGRAM:
Pumps & Wells and Water Distribution
PROGRAM SUMMARY
The Pumps & Wells program of the Water Utility Fund provides maintenance to the City’s water well pumping
system so that a continued supply of potable water is furnished to water customers at the most reasonable cost.
Water supply must be maintained at proper levels, as well as bacterial free. Metering devices are also maintained.
The Water Distribution program of the Water Utility Fund provides maintenance to the City’s water system so that a
continued supply of potable water is furnished to water customers at the most reasonable cost. Water supply must
be maintained at proper levels, as well as bacterial free. Metering devices are also maintained.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Produce water supply sufficient to meet the needs of 17,000 people.
2. Flush and check all hydrants annually.
3. Check all wells each day.
4. Test samples each month to ensure safe water supply.
5. Reduce copper levels at taps to comply with Safe Drinking Water Act.
6. Install new effluent and discharge valves at water treatment plan #4.
7. Install dehumidifiers in # 4 Treatment Plant
8. Paint High Service Pump Room
9. Install new check valves at water treatment plan #4
10. Install new valves & hydrants in new construction areas.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
BudgetBudgetChange
Actual
$1,358,096 $1,525,400 $1,395,200 -8.54%
OPERATING REVENUES:
OPERATING EXPENSES:
Salaries/Wages/Benefits523,890 344,306 345,597 0.37%
Materials, Supplies & Services858,101 839,727 956,677 13.93%
Depreciation Expense241,636 250,000 250,000 0.00%
8.25%
Operating Income (Loss)1,623,627 1,434,033 1,552,274
654,421 150,000 158,300 5.53%
NON-OPERATING REVENUES:
(119,755)(137,510)(140,487)2.16%
NON-OPERATING EXPENSES:
234.09%
NET INCOME (LOSS)$269,135 $103,857 ($139,261)
Capital Outlay/Construction$30,070 $256,800 $2,305,000 797.59%
PERSONNEL:
Number of FTE positions3.433.433.7
2016 BUDGET
141
CITY OF HOPKINS
SANITARY SEWER BUDGET
Revenues and Exenses
p
Enterprise Fund 707
ActualActualActualBudgetBudgetPercent
20132014201520152016
Change
Revenues
Current Services$1,995,491 $2,026,839 $2,172,278 $2,207,500 $2,276,200 3.11%
Intergovernmental Revenue -86,445 - - -#DIV/0!
Permits - - - - -#DIV/0!
Interest Earnings33 3,497 2,415 1,000 1,000
Miscellaneous Revenue3,992 650 150 200 - -100.00%
Total Revenues1,999,516 2,117,430 2,174,842 2,208,700 2,277,200 3.10%
Non-operating revenue - -297,004 - -#DIV/0!
Total Revenues1,999,516 2,117,430 2,471,846 2,208,700 2,277,200 3.10%
Operating Expenses
Salaries, Wages and Benefits
Salaries and Wages149,136 163,324 212,388 249,413 262,940 5.42%
Fringe Benefits57,724 66,117 74,183 98,917 96,676 -2.27%
Materials, Supplies and Services
Professional & Technical Services83,620 14,797 38,027 117,100 130,600 11.53%
Utilities and Maintenance70,310 95,617 47,400 150,570 161,300 7.13%
Operations1,230,142 1,293,329 1,327,190 1,321,619 1,458,366 10.35%
City Support Services168,505 173,585 143,573 156,634 174,472 11.39%
Supplies and Materials15,215 17,696 17,450 28,750 35,100 22.09%
Depreciation171,604 158,431 174,826 170,000 170,000
Total Operating Expenses1,946,258 1,982,896 2,035,037 2,293,003 2,489,454 8.57%
Non-operating expenses45,015 96,460 109,557 91,618 116,790 27.47%
Total Expenses1,991,273 2,079,356 2,144,594 2,384,621 2,606,244 9.29%
Net Income (Loss)8,243 38,074 327,252 (175,921) (329,044)87.04%
The Sanitary Sewer fund is a utility enterprise. The operations of the Lift Stations and the Collection/Disposal process is
recorded here.
2016 BUDGET
142
CITY OF HOPKINS
FUND 707 – SEWER FUND
PROGRAM:
Lift Stations, Collection & Disposal
PROGRAM SUMMARY
The Lift Stations program of the Sewer Utility Fund provides maintenance and repairs to the City’s sanitary sewer
lift station system. The system is comprised of 6 sanitary sewer lift stations that pump sewage to the Metro Sewer
System for disposal.
The Collection & Disposal program of the Sewer Utility Fund provides maintenance to the City’s sanitary sewer
system. The system is comprised of sewers, manholes, and lift stations so that sewage may be transported to the
Metro Sewer System for disposal.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Clean 33% of sanitary sewer lines in the City plus monthly checks of manholes in problem areas.
2. Check daily the operation of sanitary sewer lift stations and repair as needed.
3. Inform neighborhoods prior to scheduled sanitary sewer line maintenance.
4. Verify accuracy and implement new utility mapping system.
5. Inform neighborhoods prior to scheduled sanitary sewer line maintenance.
6. Repair or replace manhole cover & casting as needed.
7. Line & repair sewer mains as needed per T.V. reports, also repair of manhole structures.
8. Replace discharge pipe, check valves, guide rails and base elbows at LS 4
9. Emergency generators maintenance program.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
$2,172,277 $2,207,500 $2,276,200 3.11%
OPERATING REVENUES:
OPERATING EXPENSES:
Salaries/Wages/Benefits286,572 348,330 359,616 3.24%
Materials, Supplies & Services1,573,639 1,774,673 1,961,038 10.50%
Depreciation Expense174,826 170,000 170,000 0.00%
8.62%
Operating Income (Loss)2,035,037 2,293,003 2,490,654
299,569 1,200 1,000 -16.67%
NON-OPERATING REVENUES:
(109,557)(91,618)(116,790)27.47%
NON-OPERATING EXPENSES:
87.72%
NET INCOME (LOSS)$327,252 ($175,921)($330,244)
Capital Outlay/Construction$0 $156,800 $815,600 420.15%
PERSONNEL:
Number of FTE positions3.763.763.6
2016 BUDGET
143
CITY OF HOPKINS
REFUSE BUDGET
Revenues and Expenses
Enterprise Fund 717
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
Current Services$893,583$ 908,441$ 915,728$ 909,700$ 965,5676.14%
County Grant24,58424,64527,95625,000 --100.00%
10,7822,5003,00020.00%
Interest Earnings (1,791) 9,314
Miscellaneous20,22013,20112,21912,60012,600
Total Revenues936,596955,602966,685949,800981,1673.30%
Operating Expenses
Salaries, Wages and Benefits
Salaries and Wages194,321187,328201,820250,591256,6192.41%
Fringe Benefits63,41660,74964,57487,09791,4615.01%
Materials, Supplies and Services
Professional & Technical Services122,959118,655120,768125,840135,8407.95%
Utilities and Maintenance45,18959,42325,29630,90046,50050.49%
Operations123,187144,747129,038139,860140,8100.68%
City Support Services150,044117,537123,480134,782123,093-8.67%
Supplies and Materials66,92476,70998,75455,60065,65018.08%
Depreciation53,67347,90952,21456,00056,000
Total Operating Expenses819,713813,057815,943880,670915,9734.01%
Non-operating expenses25,00025,00025,00025,00025,000
Total Expenses844,713838,057840,943905,670940,9733.90%
Net Income (Loss)-8.92%
91,883 117,546 125,742 44,130 40,194
The Refuse fund is a utility enterprise. The operations of bulk collections, yard waste, recycling, brush service and refuse
disposal are recorded here.
2016 BUDGET
144
CITY OF HOPKINS
FUND 717 – REFUSE FUND
PROGRAM:
Bulk Collection
PROGRAM SUMMARY
The Bulk Collection program of the
FY 2015FY 2016
Refuse Utility Fund is a user fee based
FY 2015ApprovedApprovedPercent
service that provides bulk item pickup
ActualBudgetBudgetChange
for larger items. Pick ups are scheduled
on a call-in basis and take place
$18,491 $13,000 $13,000 0.00%
OPERATING REVENUES:
Thursdays throughout the year. A bulk
item drop off event is provided twice per
OPERATING EXPENSES:
year (spring & fall).
Salaries/Wages/Benefits15,199 15,128 16,713 10.48%
Materials, Supplies & Services22,444 23,916 23,363 -2.31%
MAJOR OBJECTIVES TO BE
2.64%
Operating Income (Loss)37,643 39,044 40,076
ACCOMPLISHED IN 2016:
1. Review and expand user fee based
3.96%
NET INCOME (LOSS)($19,152)($26,044)($27,076)
system. (Council Approval
Required)
PERSONNEL:
Number of FTE positions0.260.260.26
2. Improve drop off procedures and
increase efficiency at our bi-annual
drop offs.
PROGRAM:
Yard Waste/Leaf Collection
PROGRAM SUMMARY
The Yard Waste/Leaf Collection program of the Refuse Utility Fund is a user fee based service that provides
bagged yard waste and leaf collection weekly, mid-April through November, for Hopkins residential refuse
customers. (Subject to change upon Council review.) A free drop-off site is also available to Hopkins residents
three times a week.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Continue to explore ways to improve our user fee based system.
(Council Approval Required)
2. Monitor usage of free residential drop off site.
3. Track impact of curbside fee increase and compostable bag requirement.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
$10,170 $10,000 $10,000 0.00%
OPERATING REVENUES:
OPERATING EXPENSES:
Salaries/Wages/Benefits40,290 42,767 42,643 -0.29%
Materials, Supplies & Services23,577 25,886 25,096 -3.05%
-1.33%
Operating Income (Loss)63,867 68,653 67,739
-1.56%
NET INCOME (LOSS)($53,697)($58,653)($57,739)
PERSONNEL:
Number of FTE positions0.620.620.62
2016 BUDGET
145
CITY OF HOPKINS
FUND 717 – REFUSE FUND
PROGRAM:
Recycle
PROGRAM SUMMARY
The Recycle program of the Refuse Utility Fund provides bi-weekly single stream recycle collection for 2,990
residences in the City Service area. Collection is provided by a private licensed hauler who is contracted by the
City. Commercial and multi-family properties are required to contract independently for recycling services.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
BudgetBudgetChange
MAJOR OBJECTIVES TO BE ACCOMPLISHED Actual
IN 2016:
OPERATING REVENUES:
$155,638 $154,700 $171,900 11.12%
1. Monitor the Single Stream Recycling Program
and work with residents to increase the
OPERATING EXPENSES:
volume of waste recycled.
Salaries/Wages/Benefits31,781 32,032 34,112 6.49%
2. Verify compliance of commercial and multi-
Materials, Supplies & Services141,566 155,193 160,456 3.39%
Operating Income (Loss)173,347 187,225 194,568
3.92%
family properties.
3. Continue to promote waste abatement
NON-OPERATING REVENUES:28,061 26,600 1,600 -93.98%
through public awareness campaigns and
educational presentations.
NET INCOME (LOSS)$10,352 ($5,925)($21,068)255.58%
PERSONNEL:
Number of FTE positions0.410.410.41
PROGRAM:
Brush Service
PROGRAM SUMMARY
The Brush Service program of the Refuse Utility Fund is a user fee based service that provides for the collection of
curbside brush weekly on a call-in basis on Tuesdays throughout the year. Free yard waste/brush drop off is
offered three times per week from mid-May through November. (Subject to change upon Council review.)
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Continue to explore ways to improve our user fee based system. (Council Approval Required)
2. Monitor impact of curbside brush pick-up fee increase on program usage.
3. Continue free residential drop off system.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
OPERATING REVENUES:$0 $0 $0 0.00%
OPERATING EXPENSES:
Salaries/Wages/Benefits28,362 57,443 58,422 1.70%
Materials, Supplies & Services20,450 28,876 27,616 -4.36%
Operating Income (Loss)48,812 86,319 86,038 -0.33%
NET INCOME (LOSS)($48,812)($86,319)($86,038)-0.33%
PERSONNEL:
Number of FTE positions0.6550.6550.655
2016 BUDGET
146
CITY OF HOPKINS
FUND 717 – REFUSE FUND
PROGRAM:
Disposal
PROGRAM SUMMARY
The Disposal program of the Refuse Utility Fund provides automated refuse collection by City refuse trucks and
personnel. Residential Refuse is collected from roll out carts with a fully automated truck on one of four designated
route days.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Continue to improve refuse collection service to our residents.
2. Maintain excellent customer service through monitoring of operations and communicating with residents.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
OPERATING REVENUES:
$743,543 $743,000 $781,667 5.20%
OPERATING EXPENSES:
Salaries/Wages/Benefits150,762 190,318 196,190 3.09%
Materials, Supplies & Services289,299 253,111 275,362 8.79%
Depreciation Expense52,214 56,000 56,000 0.00%
Operating Income (Loss)492,275 499,429 527,552
5.63%
NON-OPERATING REVENUES:
10,782 2,500 3,000 20.00%
NON-OPERATING EXPENSES:(25,000)(25,000)(25,000)0.00%
NET INCOME (LOSS)$237,050 $221,071 $232,115
5.00%
Capital Outlay/Construction$232,515 $204,800 $0 -100.00%
PERSONNEL:
Number of FTE positions2.1452.1452.145
2016 BUDGET
147
CITY OF HOPKINS
STORM SEWER BUDGET
Revenues and Expenses
Projected
Enterprise Fund 740
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
Current Services$799,603$802,898$805,542$802,000$802,000-0.44%
-88.07%
Interest Earnings (1,717) 8,944 8,385 1,000 2,000
Total Revenues797,886811,842813,927803,000804,000-1.34%
Non-operating revenues - -605,843 - --100.00%
Total Revenues797,886811,8421,419,770803,000804,000-43.44%
Operating Expenses
Salaries, Wages and Benefits
Salaries and Wages49,81945,50339,53449,86151,28926.12%
Fringe Benefits17,09613,70110,52616,13314,28253.27%
Materials, Supplies and Services
Professional & Technical Services14,5868,8011,00014,00014,0001300.00%
Utilities and Maintenance17,37296,8344,90944,00044,500796.31%
City Support Services77,80287,49063,51169,18654,5118.94%
Supplies and Materials9741,6688611,5001,50074.30%
Depreciation227,366211,108230,152227,000227,000
Total Operating Expenses405,016465,103350,492421,680407,08220.31%
Non-operating expenses155,437415,10769,63469,51297,414-0.17%
Total Expenses560,452880,210420,126491,192504,49616.92%
Net Income999,644311,808299,504-68.81%
237,434 (68,368)
The Storm Sewer fund is a utility enterprise. The reconstruction of storm sewers and
ponding for drainage throughout the city is recorded here.
2016 BUDGET
148
CITY OF HOPKINS
FUND 740 – STORM SEWER FUND
PROGRAM:
Sewer Maintenance
PROGRAM SUMMARY
The Sewer Maintenance program of the Storm Sewer Fund maintains all storm sewer lines and storm inlets to
assure adequate run-off. Creeks and ditches must be monitored to assure proper run-off and weed and pollution
control. This work is done with staff and equipment from the Water & Sewer and Street & Sanitation divisions.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Continue upgrades of storm water system including catch basin maintenance upgrades and open drainage
ditch maintenance.
2. Continue reviewing overall city storm water drainage system and meet all requirements of city’s National
Pollution Discharge Elimination System (NPDES), Phase II Storm Water Pollution Prevention Plan (SWPPP).
3. Complete construction of watershed-funded Nine Mile Creek stream bank stabilization and habitat
enhancement project.
4. Continue grit chamber cleaning
5. Clean catch basins and inspect for repair.
6. Work with MCWD to plan and design storm water improvements at expanded Cottageville Park site
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
OPERATING REVENUES:
$805,542 $802,000 $802,000 0.00%
OPERATING EXPENSES:
Salaries/Wages/Benefits50,059 65,994 65,571 -0.64%
Materials, Supplies & Services70,280 128,686 114,511 -11.02%
Depreciation Expense230,152 227,000 227,000 0.00%
Operating Income (Loss)350,491 421,680 407,082
-3.46%
NON-OPERATING REVENUES:
614,228 1,000 2,000 100.00%
NON-OPERATING EXPENSES:
(69,634)(69,512)(97,414)40.14%
NET INCOME (LOSS)$999,645 $311,808 $299,504
-3.95%
Capital Outlay/Construction$1,586,978 $470,000 $561,000 19.36%
PERSONNEL:
Number of FTE positions0.630.630.63
2016 BUDGET
149
CITY OF HOPKINS
PAVILION
Revenues and Expenses
Projected
Enterprise Fund 747
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
Rental$ 378,131$ 352,112$ 323,156$ 356,000$ 356,000
Interest Earnings (326) 877 - 1,000 --100.00%
Miscellaneous-14.88%
27,054 25,058 24,642 33,600 28,600
Total Revenues378,048 -1.54%
404,859 347,798 390,600384,600
Non-operating revenues
- 10,373 63,918 65,000 65,000
Total Revenues-1.32%
404,859 388,421 411,716 455,600 449,600
Operating Expenses
Salaries, Wages and Benefits
Salaries and Wages2.71%
174,644 181,248 181,751 182,893 187,858
Fringe Benefits3.28%
49,115 50,007 51,608 50,707 52,368
231,255 2.84%
Total Salaries and Wages 223,759 233,359 233,600240,226
Materials, Supplies and Services
-3.50%
Professional & Technical Services 7,209 6,080 6,388 7,150 6,900
Utilities and Maintenance11.78%
84,584 98,572 90,167 85,075 95,100
Operations1.02%
70,675 76,688 82,701 73,700 74,450
City Support Services-2.96%
16,719 17,602 15,166 16,566 16,076
Supplies and Materials-2.30%
19,739 18,314 16,670 19,550 19,100
4.74%
Total Materials Supplies & Service 198,926 217,256 211,093 202,041 211,626
435,6413.72%
Total Operating Expenses 422,685 448,510 444,452 451,852
Non-operating expenses 3,130
3,363 3,016 3,025 2,625-13.22%
Total Expenses3.60%
425,815 451,874 447,468 438,666 454,477
Net Income (Loss)
(20,956) (63,453) (35,752) 16,934 (4,877)-128.80%
The Pavilion fund is an ice rink enterprise. The operations for the ice arena,
soccer league and dry floor are recorded here.
2016 BUDGET
150
CITY OF HOPKINS
FUND 747 – PAVILION FUND
PROGRAM:
Ice, Turf, Dry Floor, & Room Rental
PROGRAM SUMMARY
The rental programs of the Pavilion Fund manages and schedules public use groups and maintenance for the ice
arena/pavilion which will utilize the facility to its maximum potential and generate adequate revenue to offset the
cost of operations.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2016:
1. Create and market programs, events, and opportunities to increase the community’s recreational options.
2. Meet with local athletic associations to gather input and ideas on how we can better serve their needs.
3. Develop and utilize energy saving procedures and equipment. Evaluate environmental impact of current facility
supplies and replace with eco-friendly products where appropriate
4. Operate a budget to maximize revenues.
FY 2015FY 2016
FY 2015ApprovedApprovedPercent
ActualBudgetBudgetChange
OPERATING REVENUES:
$342,106 $380,100 $377,600 -0.66%
OPERATING EXPENSES:
Salaries/Wages/Benefits233,359 233,600 240,226 2.84%
Materials, Supplies & Services130,236 130,041 139,626 7.37%
Depreciation Expense80,857 72,000 72,000 0.00%
Operating Income (Loss)444,452 435,641 451,852
3.72%
NON-OPERATING REVENUES:69,610 75,500 72,000 -4.64%
NON-OPERATING EXPENSES:
(3,016)(3,025)(2,625)-13.22%
NET INCOME (LOSS)($35,752)$16,934 ($4,877)
-128.80%
Capital Outlay/Construction$0 $60,000 $125,000 108.33%
PERSONNEL:
Number of FTE positions2.42.42.4
ActualActualProjected
SELECTED WORK INDICATORS201420152016
1. Rented prime hours ice1,2681,2171,230
2. Rented non-prime hours ice103148150
3. Pavilion leases for summer use898
4. Hours ice resurfacer is in use231191220
5. Hours of part-time employment3,5943,7603,700
6. Open skate hours269269270
7. Teams for indoor soccer880
8. Dry Floor Use Hours403355375
9. Hours compressors in use3,3594,9754,500
10. Hours of turf use813818825
11. Hours Of Mezzanine Rental Use1,9992,8493,000
2016 BUDGET
151
CITY OF HOPKINS
DEBT SERVICE FUNDS
Revenues and Expenditures
ActualActualActualBudgetBudgetPercent
20132014201520152016Change
Revenues
Property Tax$351,970 $1,589,092$1,530,837$1,514,844$2,799,32584.79%
Special Assessments1,280,6811,020,853828,529906,509909,3550.31%
Interest(362)20,44428,2985,550 182.65%15,687
Bond Premium42,010190,674425,129
- -
Transfer In808,1206,967,005756,248650,291391,277-39.83%
Bond Proceeds1,920,0008,240,00018,735,000
- -
Total Revenues4,402,419 22,304,04118,028,0684,115,64433.75%
3,077,194
Expenditures
Bond expenditures
Professional Fees10,853329,05217,95047.42%
98,482 12,176
Principal1,560,0008,570,0008,570,0003,075,000-64.12%
1,970,000
Interest655,973617,988617,988814,19931.75%
683,725
Fiscal charges3,5887,3785,3752.33%
5,674 5,500
Bond Discount 43,610--
- -
Deposit to Escrow Account-3,937,887
- -
Transfer Out2,389,5997,118,707170,000 -100.00%-
8,269,466
Total Expenditures4,620,013 20,581,01211,070,9573,912,649-58.27%
9,375,539
Sources (Uses) of Fund Balance(217,594)6,957,1111,723,029(6,298,345)202,995-465.54%
Debt Service funds finance and account for the payment of interest and principal on all general obligation debt other than debt
issued for an enterprise fund.
InJanuary 2014 the City's credit
AA+
rating was upgraded to a
following an interium rating
review. This rating has been
reaffirmed each year since.
2016 BUDGET
152
CITY OF HOPKINS
GLOSSARY OF TERMS
Accrual Basis
– The basis of accounting under which revenues are recorded when earned and
expenditures are recorded as soon as they result in liabilities for benefits received, notwithstanding
that the receipt of cash or the payment of cash may take place, in whole or in part, in another
accounting period.
Adopted Budget
– The financial plan of revenues and expenditures for a fiscal year as adopted by
the City Council.
Appropriation
– A specific amount of money authorized by the City Council, generally during
adoption of the annual budget, used to make expenditures for specific purposes.
Ad Valorem Tax
– Money collected from all the real property within the City based upon the value
of the property.
Annual Budget
– The budget authorized by resolution of the City Council for the fiscal year.
Appropriation
– Authorization by the City Council to incur obligations and spend City funds.
Appropriations are usually made for fixed amounts and are typically granted for one year.
Artstreet
- Hopkins Artstreet is an ongoing program established in 2010 to showcase original art
works in an accessible setting. A collaboration among the City of Hopkins, the Hopkins Business &
Civic Association and the Friends of the Hopkins Center for the Arts, this project is part of a long-
term vision for incorporating public art into Hopkins and enriching the lives of its residents and
visitors. This project is made possible, in part, by funds provided by the Metropolitan Regional Arts
.
Council through an appropriation by the Minnesota Legislature
Assets
– Property owned by a government which as a monetary value.
Assessed Valuation
– A value established by the City Property Appraiser for all real or personal
property for use as a basis for levying property taxes.
Balanced Budget –
A budget in which expenditures are equal to income.
Bond
– A written promise to pay a sum of money on a specific date at a specified interest rate as
detailed in a bond resolution.
Bond Proceeds
– Funds received from the sale of any bond issue.
Budget
– The financial plan for a specific period of time that identified proposed expenditures and
the sources of revenue to pay for them.
Budget Adjustment
– A revision to the adopted budget occurring during the affected fiscal year as
approved by the City Council by an amendment or a transfer.
Budget Documents
– The official written statement prepared by the Finance Director and
supporting staff, which presents the proposed budget to the legislative body.
2016 BUDGET
153
CITY OF HOPKINS
Budget Calendar
– The schedule of key dates involved in the process of adopting and executing
an adopted budget.
Budget Message
– The opening section of the budget which provides the City Council and the
public with a general summary of the most important aspects of the budget, changes from the
current and previous fiscal years, as well as the views and recommendations of the City Manager.
CDBG Community Development Block Grant
– This fund receives and expends the City’s
allocation of the Federal Community Development Block Grant Program money.
Capital Asset
– Assets of significant value and having a useful life of several years. Capital
assets are also called fixed assets.
Capital Improvement Program (CIP)
– A five year schedule of capital improvement projects and
the means of financing them. This is a flexible budget document that is used as a planning tool for
needed improvements. Amounts approved in the CIP are considered guidelines and are not
officially adopted as budgeted amounts until they are incorporated in the operating budget of one
of the City’s funds.
Capital Outlay –
Expenditures that result in the acquisition of fixed assets that have a value over
$1,000 and a useful life greater than one year.
Capital Project Funds
– The funds that account for all resources unused for the acquisition or
construction of capital facilities, except those financed by Proprietary Funds.
Certified Levy
– Total tax levy of a jurisdiction, which is certified to the County Auditor.
CERT
– Community Emergency Response Team. The CERT Program consists of a group of
volunteers who have been trained to assist with basic disaster response such as fire safety, light
search and rescue, team organization and disaster medical operations.
Contingency –
A budgetary reserve set aside for emergencies or unforeseen expenditures.
Contractual Services
– The cost of items related to a contractual agreement. Examples would be
professional services such as legal, engineering, actuarial and consultants.
Court Fines and Forfeits
– Fines imposed on individuals by the courts for various illegal acts
performed within the City.
Debt Service Funds
– the funds that account for the payment of principal and interest on
outstanding debt for the City.
Deficit
– The excess of expenditures over revenues.
Department
– Basic organizational unit of City government, responsible for carrying out a specific
function.
Depreciation
– Expenditures incurred when spreading the cost of an asset over its estimated
useful like rather than deducting the entire cost in the year the asset is purchased.
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Enterprise Fund
– The funds that account for the financing of self-supporting activities of
governmental units and render services to the general public based on user charges.
Estimated Market Value
– Represents the selling price of a property if it were on the market.
Estimated market value is converted to tax capacity before property taxes are levied.
Expenditure
– Decreases in financial resources other than through interfund transfers.
Fiscal Disparities
– The program created by the Metropolitan Fiscal Disparities Act which shares
growth in the commercial-industrial tax base in the seven county metropolitan area. Forty percent
of the value of new commercial-industrial development since 1971 is pooled and redistributed
among the 300 taxing districts to address uneven business development throughout the region.
Fiscal Year
– For budgeting purposes the City’s fiscal year is the calendar year.
Fixed Asset
– Purchases of a long-term nature, which are to be held and used. Examples would
be land, buildings, machinery, furniture and equipment.
FTE
– Equivalent of one employee working fulltime, or 2.080 hours per year. A FTE can be filled
by any number of employees whose combined hours total 2,080 per year.
Fund
– A separate accounting entity, with a set of self-balancing accounts for recording the
collection of revenues and the payment of expenditures to carry out a specific function.
Fund Balance
– Fund Balance is the difference between assets and liabilities in governmental
funds (i.e. general fund, special revenue funds, capital project funds, debt service funds and
permanent funds).
Non-spendable Fund Balance
– Describes the amount of a fund balance that cannot be
spent because it is either not in spendable form or there is a legal or contractual
requirement for the funds to remain intact.
Spendable Fund Balance –
Describes the amount of fund balance that is available for
appropriation based on the constraints that control how specific amounts can be spent.
Typically, a significant portion of a government’s spendable resources can be spent only for
specified purposes. The following categories define the revenue source and the level of
force of the constraint on spending
Restricted Fund Balance
– The restricted fund balance category includes the
portion of the spendable fund balance that reflects constraints on spending because
of legal restrictions stipulated by outside parties (e.g., encumbrances for goods or
services with outside parties-creditors, grantors outstanding at the end of the year),
Also, any legal restrictions based on state statutes or grant requirements placed on
the use for specific purposes
Committed Fund Balance
– The committed fund balance classification includes
the portion of the spendable fund balance that reflects constraints that the city has
imposed upon itself by a formal action of the city council (for example, an ordinance
or resolution passed by a city council). This constraint must be imposed prior to
year end but the amount can be determined at a later date.
Assigned Fund Balance
– The assigned fund balance is the portion of the
spendable fund balance that reflects funds intended to be used by the government
for specific purposes assigned by more informal operational plans. In governmental
funds other than the general fund (special revenue funds, capital project funds, debt
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service funds and permanent funds); assigned fund balance represents the amount
that is not restricted or limited.
Unassigned
– This is the residual classification for the government’s General Fund
and includes all spendable amounts not contained in the other classifications and,
therefore, not subject to any constraints. Unassigned amounts are available for any
purpose.
GASB (Governmental Accounting Standards Board)
– It is the highest source of accounting
and financial reporting guidance for state and local governments.
General Fund
– The largest fund in the City, the General Fund accounts for most of the City’s
financial resources. General Fund revenues include: property taxes, licenses and permits, local
taxes, service charges and other types of revenues. This is the fund that accounts for the
revenues and expenditures necessary to deliver basic operating services: police, fire, finance,
parks, public works, etc.
General Obligation Bonds
– When a government pledges its full faith and credit to the repayment
of the bonds it issues, then those bonds are general obligation (GO) bonds. Sometimes the term is
also used to refer to bonds with are to be repaid from taxes and other general revenues.
GFOA (Government Finance Officers Association)
– the professional association of state and
local finance officers in the United States who are dedicated to the sound management of
government financial resources. The association sets program standards for the GFOA’s
Certificate of Achievement for Excellence in Financial Reporting and the Distinguished Budget
Award.
Governmental Funds
– The General Fund, Special Revenue Funds, Debt Service Funds and
Capital Project Funds.
HBCA
– Hopkins Business and Civic Association, ensures a strong economic development
climate, provides promotional activities, encourages community involvement and fosters a sense of
community among individuals, civic organizations and businesses
Hopkins in Motion
– This annual event focuses on the walkability/ livability of Hopkins and
encourages participants to be active while having fun.
Indirectly Funded Amount
– The portion of appropriates not funded by program revenues such
as fees and grants. This portion is funded from shared revenues such as property tax,
governmental revenues or a city-wide fee not directly attributed to any one program.
Interest Earnings
– Interest received from the investment of cash in a fund.
Intergovernmental Revenues
– Funds received from State or Federal governments in the form of
grants or shared revenues for various activities.
Internal Service Funds
– The funds within the Proprietary Fund that account for the financing of
goods or services provided by one department or agency to other departments or agencies of a
government.
IT
– Information Technology Department of the city. This department provides computer
technology support to all city departments.
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Levy
– To impose taxes, special assessments or service charges.
Licenses
– Revenues received by the issuance of various licenses that are granted to various
businesses in the City.
Local Government Aid(LGA)
- Money given to the City from the State based on a formula that
was originally designed to provide tax relief and equalization among cities.
LMC
– The League of Minnesota Cities is a membership organization dedicated to promoting
excellence in local government. The League serves its more than 800 member cities through
advocacy, education and training, policy development, risk management, and other services.
LRT
– Light Rail Transit, a commuter train system in the Minneapolis/St. Paul metropolitan area.
Major Account Series
– Three classifications of expenditures made by the City.
Salaries, Wages and Benefits
– Costs relating to employees or temporary help, including
fringe benefits.
Materials, Supplies and Services
– Costs relating to articles of non-durable nature, such
as office supplies; professional and
technical services; utilities and maintenance; operations and city support services.
Capital Outlay
– Costs of durable goods such as furniture and equipment.
Reimbursed Expenditures
– Offset against costs for services provided by one fund to
another fund.
Major Fund
– Governmental fund or enterprise fund reported as a separate column in the basic
fund financial statements and subject to a separate opinion in the independent auditor’s report.
Market Value Homestead Credit (MVHC)
– Started in 2002, this is the primary State program for
property tax relief. The State remits a portion of sales and income taxes to local government to
assist in keeping property taxes down.
MCES
– Metropolitan Council Environmental Services provides the City with wastewater service.
Miscellaneous Revenue
– Funds collected from various sources generally on a non-recurring
basis.
Modified Accrual Basis
– Under the modified accrual basis of accounting, revenues are
recognized in the period in which they become available and measurable, and expenditures are
recognized at the time a liability is incurred pursuant to appropriation authority.
Net Assets
– The equity associated with general government less liabilities.
Non-major Fund
– A governmental fund or enterprise fund that is reported in total in the basic
fund financial statements.
Operating Expenditure
– Expenditure classifications based upon the types of categories of goods
and services purchased. Typical objects include: personal services (salaries and wages);
contracted services (utilities, maintenance, contracts, travel); supplied and materials; and capital
outlay.
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Operating Budget
– Financial plan for the fiscal year, which authorizes proposed personnel
complements, expenditures and the revenues to finance them.
Penalties
– Charges to utility customers caused by late payment of their water, sewer, and refuse
bills.
Permits
– Revenue derived from various permits as defined in the City Code, for the performance
of a specific action. For example, building a house.
Personal Services
– The cost of salaries and wages paid to employees as well as the fringe
benefits associated with employment (i.e. Social Security, PERA, health insurance, life insurance,
etc.).
Program
– Within each Department are several divisions or programs in the City, each charged
with carrying out a specific function.
Proposed Budget
– Budget as submitted by the City Manager to the City Council.
Proprietary Funds
– The funds that account for government operations financed and operated in
a manner similar to a private business.
Refuse Service
– Revenue incurred from the sale of trash pick-up and disposal, leaf pick-up, yard
waste and recycling to residential customers of the City.
Retained Earnings
– An equity account reflecting the accumulated earnings of the City’s
Proprietary (Enterprise) Funds.
Sewer Service
– Revenue incurred from the sale of sanitary sewer service to customers of the
utility.
Special Assessment
– Receipts from assessments placed on property within the City for public
improvements that have benefited that property.
Special Revenue Funds
– A fund that accounts for revenues derived from specific taxes or other
earmarked revenue sources.
Storm Sewer Sales
– Revenue derived from a storm sewer utility fee assessed property owners
based on the amount of impervious surface on their property. Revenues are used to maintain and
improve the City’s storm sewer system.
SWLRT
– Southwest Light Rail Transit. A commuter train system in the Southwest area of the
Minneapolis/St. Paul metropolitan area.
Tax Capacity
– County tax base for the purposes of levying property taxes. Properties are
assigned rates at which their values will be converted into the tax base, (see tax classification
rate).
Tax Capacity Rate
– Tax rate applied to tax capacity to generate property tax revenue. The rate
is obtained by dividing the property tax levy by the available tax capacity.
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Tax Classification Rate
– Rates at which estimated market values are converted into the property
tax base. The classification rates are assigned to properties depending on their type.
Tax Increment Financing
– Financing tool originally intended to combat severe blight in areas
which would not be redeveloped “but for” the availability of government subsidies derived from
locally generated property tax revenues.
Tax Increments
– The value of local taxes collected on a redeveloped or developed property,
above the base year taxes.
TIF
– An abbreviation for Tax Increment Financing.
TOD
– Transit Orientated Development. A term used to describe development surrounding Light
Rail Transit.
Transfers
– Funds transferred between City funds.
Truth-in-Taxation –
Procedures adopted by the 1998 Minnesota Legislature intended to improve
accountability in the adoption of the budget and property tax levy of local governments. These
procedures are revised annually.
Truth-in-Taxation Public Hearing
– Statutory requirement for most local governments to hold
public hearings on their proposed budgets and property tax levies.
Water Sales
– Revenue earned from the sale of water to customers of the utility.
Working Capital
– Current assets minus current liabilities. This measure is used as a gauge in
determining appropriate fund balances.
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