2015 City of Hopkins-MN Budget
City of Hopkins, Minnesota
Annual Budget
January 1 - December 31, 2015
Inspire Educate Involve Communicate
City of Hopkins
1010 First St S
Hopkins, MN 55343
952-935-8474
CITY OF HOPKINS BUDGET
FISCAL YEAR BEGINNING JANUARY 1, 2015
City Council
Term Expires
Mayor Eugene Maxwell .................................................................................. December 31, 2015
Councilmember Molly Cummings ................................................................ December 31, 2015
Councilmember Jason Gadd .......................................................................... December 31, 2015
Councilmember Kristi Halverson ................................................................. December 31, 2017
Councilmember Aaron Kuznia ...................................................................... December 31, 2017
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
2015 Summary Budget Information by Major and Non-Major Funds ......................... 28
2015 Budget Summary – All Funds ............................................................................ 29
2015 Revenue Summary – All Funds ......................................................................... 31
2015 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 .................................................................................................... 141
Enterprise Funds ........................................................................................................... 143
General Debt Service Funds ......................................................................................... 155
Glossary ........................................................................................................................ 156
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 2015
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 2015 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 2015 tax levy. The final result is an adopted 2015 budget
totaling $30,140,242 of which $11,346,716 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.
2015 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
Partnering with the Community to Enhance the Quality of Life
Inspire Educate Involve Communicate
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CITY OF HOPKINS
HOPKINS IN 2014
In the year 2014, the nation’s economy was continuing 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 2014. 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 2014, 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 8.3%
due to commercial properties higher tax capacity. However, in 2014 the overall taxable market value
declined by .27% primarily due to slow housing recovery. Despite the decrease in value the 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 2.2% 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, expanded their
corporate campus into Hopkins with the addition of an estimated 800,000 square feet of office space in
three buildings. 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 building into a new 10,000 sf retail strip mall
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 former gas and convenience store site into a new 12,000 sf strip mall.
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.
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 2015
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 issues 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 2015 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. Hopkins lost their entire
allotment of over $1.8 million many years ago and in 2015 will once again receive LGA of
$300,000.
Real Estate Values – Overall real estate values in this community were stable for 2014. Despite the market
value stability this resulted in a increase in the City’s tax capacity of 8.34% due to commercial property
which has a higher tax capacity than residential properties.
Overall, budgeted expenditures will increase by 3.66% in 2015 due in large part to salaries and benefits.
We projected a 2.0% change for 2016 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. This planning assists in minimizing the impacts of potential tax freezes,
additional state aid losses and sets forth a plan to stabilize all funds.
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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
2015 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
2015 city tax rate is 62.914, a .494% increase from 2014.
The adopted General Fund budget has a 3.66% expenditure increase for a total General Fund Budget of
$11,346,716. The total tax levy increase for 2015 is 6.04%. 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 $118 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 2015 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, 2014. 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 79
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
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CITY OF HOPKINS
CITY STATISTICS:
Founded1852School Enrollment8,555
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 Family2,755Elections:
Multiple Family4,873 Registered Voters - last general election10,912
Duplexes514 Number of votes cast last general election9,130
Townhouses862 Percentage of registered voters voting84%
Population by AgeCity Bond Rating
0 to 194,203 Stand & Poor'sAA+
20 to 6411,462
Over 651,960
Miles of Streets and Alleys:
Income by Household Trunk Highways3.57
Less than $25,0001893 County5.32
$25,000 - $50,0002429 City Streets47.5
$50,000 - $75,0001427 Alleys9.52
$75,000 - $100,000946
$100,000 - $150,000984Miles of Sewers:
$150,000 - $200,000338 Storm Sewers21.4
$200,000 or more197 Sanitary Sewers45.46
Median Household Income$47,100Miles of Watermains52.6
Per Capita Personal Income$29,800
Civil Defense Warning Sirens3
Unemployment Rate4.3%
Fire Protection:
Population Composition Number of Stations1
White72.60% Number of FT Employees1
African American17.60% Volunteer Firefighters36
Asian8.80%
Hispanic or Latino7.70%Police Protection:
Two or More Races5.30% Number of Stations1
Native American2.40% Number of Employees41
Other Races4.60%
Parks
City Parks16
Playgrounds11
Total Property Values$1.602 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 2014 CAFR will be
available to the public upon completion in May 2014 and a summary of the results will be published in the
official newspaper.
The 2014 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, 2013. 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 2City Council adopts preliminary levy and budget
September 3Proposed 2015 budget and levy certified to Hennepin
September/OctoberSpecial Revenue & Enterprise budgets presented to Council for review and approval
December 2Budget public hearing and final budget approval and tax levy certification
December 28Final 2015 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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CITY OF HOPKINS
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
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
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 $929,300. 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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CITY OF HOPKINS
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 fourteen 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.
Real Estate Purchases and Sales Fund – revenue sources include variance fees of city
property to be used to improve city infrastructure.
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 14 individual debt service funds for the various
bond issues. The City has established annual financial plans for all 14 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 2015 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 Gene Maxwell at the annual State of
Thanksgiving luncheon for seniors at the .
the City address
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
20122013201420152015
Authorized Authorized Authorized
Authorized Actual
& Actual& Actual
Administrative Services4.955.005.005.005.00
Finance4.604.604.604.604.60
Municipal Building1.451.451.451.451.45
Community Services9.809.809.709.689.68
Police39.5036.4534.5036.5035.50
Fire1.201.251.251.251.25
Public Works17.6917.6917.0918.0917.09
Skate Park0.050.050.050.050.05
Activity Center3.203.203.203.203.20
Planning & Community 1.351.351.351.351.35
Community Development0.850.850.850.850.85
General Fund Total84.6481.6979.0482.0280.02
Economic Development1.601.151.601.601.60
Housing Rehabilitation0.000.000.000.000.00
Parking0.720.720.720.720.72
Communications 0.250.250.250.250.25
Depot Coffee House1.502.502.502.502.00
Art Center4.303.803.804.304.30
Special Revenue Fund Total8.378.428.879.378.87
Water3.133.133.133.433.43
Sanitary Sewer3.463.463.463.763.76
Refuse3.893.893.893.893.89
Storm Sewer0.630.630.630.630.63
Pavilion/Ice Arena2.402.402.402.902.90
Housing & Redevelopment2.202.202.202.202.20
Total Proprietary Funds15.7115.7115.7116.8116.81
Total All Funds108.72105.82103.62108.20105.70
In 2015 the 2.5 position difference between authorized and actual staffing includes positions in the police
and public works departments (2 total) that are authorized but remain unfilled. While the positions are
authorized, the positions will remain open into 2015 as a budget saving measure. The Depot Coffee
House eliminated a part time position after the 2015 budget was approved and once year end
performance measures were in.
The increase in actual staffing from 2014 to 2015 of 2.08 is due to adding one police officer to the staff
and adding a part-time position to the Arts Center and Pavilion. 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
2013201420142015Budget
ActualActualBudgetBudgetDifference%age
REVENUES
General Fund$ 11,355,28511,111,620$ 10,946,129$ 11,346,716$ 400,587$3.66%
Special Revenue Funds
Economic Development Fund$461,099$650,707$ 287,480$288,072$ 0.21%592
Arts Center$772,800$679,223$ 777,376$787,121$ 1.25%9,745
Non-major Special Revenue Funds2,803,958$ $ 3,554,039$ 2,329,428$ 3,462,894$ 48.66%1,133,466
Capital Project Funds
Permanent Improvement Fund2,$229,903$2,150,265$ 2,355,732$1,641,537$ -30.32%(714,195)
Non-major Capital Project Funds$ 3,016,261$ 1,788,803$ 599,072$ 1,997,696$ 233.47%1,398,624
Debt Funds
Taxable Housing Bonds of 2009B409,863$$140,745$ 397,516$401,757$ 1.07%4,241
Non-major Debt Service Funds$ 3,992,557$ 1,621,05316,707,218$ $ 2,675,438$ 65.04%1,054,385
Enterprise Funds
Water Utility Enterprise Fund
$1,508,719$1,513,774$ 1,605,484$1,675,400$ 4.35%69,916
Sewer Utility Enterprise Fund
$2,003,891$2,117,430$ 2,104,150$2,208,700$104,5504.97%
Storm Sewer Utility Enterprise Fund
$804,400$811,842$ 803,000$ 803,000$ 0.00%-
Non-major Enterprise Funds$ 1,346,628$ 1,344,023$ 1,319,800$ 1,405,400$ 6.49%85,600
EXPENDITURES
General Fund$ 11,063,52810,848,267$ 10,946,129$ 11,346,716$ 400,587$3.66%
Special Revenue Funds
Economic Development Fund$295,137$362,524$ 280,488$240,828$ -14.14%(39,660)
Arts Center$750,511$755,475$ 744,428$999,277$ 34.23%254,849
Non-major Special Revenue Funds2,791,514$ $ 2,883,124$ 2,244,208$ 2,394,522$ 150,3146.70%
Capital Project Funds
Permanent Improvement Fund2,$278,514$2,271,180$ 2,548,351$2,630,973$ 3.24%82,622
Non-major Capital Project Funds$ 4,497,429$ 1,916,876$ 2,293,300$ 2,992,500$ 30.49%699,200
Debt Funds
Taxable Housing Bonds of 2009B325,331$$329,613$ 330,163$328,939$ -0.37%(1,224)
Non-major Debt Service Funds$ 4,318,150$ 2,339,83210,738,934$ $ 9,046,900$ 286.65%6,707,068
Enterprise Funds
Water Utility Enterprise Fund
$1,360,301$1,473,094$ 1,615,651$1,569,265$ -2.87%(46,386)
Sewer Utility Enterprise Fund
$1,978,651$2,079,356$ 2,313,265$2,382,064$ 2.97%68,799
Storm Sewer Utility Enterprise Fund
$557,838$880,210$ 479,638$490,738$ 2.31%11,100
Non-major Enterprise Funds$ 1,265,559$ 1,289,931$ 1,310,668$ 1,340,993$ 2.31%30,325
Major Funds are in
bold type
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CITY OF HOPKINS
Summary of Budgeted Funds
GENERAL FUND
2013201420142015Budget
ActualActualBudgetBudgetDifference% age
REVENUES
Property Taxes8,785,782$ 8,953,481$ 8,952,774$ 9,307,729$ 354,955 3.96%
Intergovernmental747,832 956,514 813,410 843,112
2 9,7023.65%
Licenses, Permits & Fines878,634 780,586 564,395 569,975
5 ,5800.99%
Charges for Services354,743 295,066 201,250 209,300
8 ,0504.00%
Miscellaneous51,280 68,849 124,300 126,600
2 ,3001.85%
Franchise Fees293,349 300,789 290,000 290,000
-
$ 11,355,28511,111,620$ 10,946,129$ 11,346,716$ 400,587 3.66%
APPROPRIATIONS
Council69,112$ 71,519$ 69,872$ 70,417
$ 5 450.78%
Administrative Services494,038 517,507 500,589 527,051
2 6,4625.29%
Finance246,433 258,994 243,119 256,081
1 2,9625.33%
Legal142,854 171,685 143,000 145,000
2 ,0001.40%
Municipal Building 283,911 304,697 317,414 324,246
6 ,8322.15%
Community Services970,926 1,013,372 991,362 1,030,737 39,375 3.97%
Police4,397,727 4,396,663 4,483,494 4,511,890 28,396 0.63%
Fire1,119,100 1,084,506 956,165 985,987
2 9,8223.12%
Public Works2,293,610 2,422,216 2,384,144 2,503,936 119,792 5.02%
Recreation569,804 585,914 586,329 589,560
3 ,2310.55%
Planning 126,704 123,993 132,191 135,162 2,9712.25%
Community Development89,768 87,124 88,250 91,4490%
3 ,199
Unallocated 44,280 25,338 50,200 175,200
1 25,000249.00%
$ 11,063,52810,848,267$ 10,946,129$ 11,346,716$ 400,587 3.66%
SPECIAL REVENUE FUNDS
2013201420142015Budget
ActualActualBudgetBudgetDifference% age
REVENUES
Chemical Asses. Team71,752$ 63,949$ 45,000$ 45,000
$ $ - -
Economic Development 461,099 650,707 287,480 288,072
5 920.2%
Real Estate Sales 7,803 5,132 4,200 (4,200)- -100.0%
Parking 92,862 106,934 96,000 96,500
5 000.5%
Communication 254,014 265,949 236,500 250,0005.7%
1 3,500
Depot Coffee House 340,229 366,662 354,650 343,000 (11,650)-3.3%
Art Center 772,800 679,223 777,376 787,121
9 ,7451.3%
Tax Incr Financing (7 funds)2,037,298 2,745,413 1,593,078 2,728,39471.3%
1 ,135,316
$ 4,037,857$ 4,883,969$ 3,394,284$ 4,538,087$ 33.7%1,143,803
APPROPRIATIONS
Chemical Assess. Team$ 71,752$ 75,313$ 45,000$ 45,000
$ - -
Economic Development 295,137 362,524 280,488 240,828 -14.1%(39,660)
Real Estate Sales - - 124,500- 124,500-
Parking 139,992 106,655 95,869 139,404
4 3,53545.4%
Communication 214,327 192,918 208,954 244,264
3 5,31016.9%
Depot Coffee House 356,776 373,566 354,456 333,359 (21,097)-6.0%
Art Center 750,511 755,475 744,428 999,277 254,84934.2%
Tax Incr Financing (7 funds)2,008,667 2,134,672 1,539,929 1,507,995 (31,934)-2.1%
$ 3,837,162$ 4,001,123$ 3,269,124$ 3,634,62711.2%
$ 3 65,503
2015 BUDGET
29
CITY OF HOPKINS
PROPRIETARY FUNDS
2013201420142015Budget
ActualActualBudgetBudgetDifference% age
REVENUES
Water1,508,719$ 1,513,774$ 1,605,484$ 1,675,4004.4%
$ $ 6 9,916
Sanitary Sewer 2,003,891 2,117,430 2,104,150 2,208,7005.0%
$ 1 04,550
Refuse 940,948 955,602 947,200 949,800
$ 2 ,6000.3%
Storm Sewer 804,400 811,842 803,000 803,000
$ -
Pavilion/Ice Arena 405,680 388,421 372,600 455,600
8 3,00022.3%
$ 5,663,638$ 5,787,069$ 5,832,434$ 6,092,5004.5%
$ 2 60,066
APPROPRIATIONS
Water$ 1,360,301$ 1,473,094$ 1,615,651$ 1,569,265$ (46,386)-2.9%
Sanitary Sewer 1,978,651 2,079,356 2,313,265 2,382,064 68,7993.0%
Refuse 840,003 838,057 872,206 903,3763.6%
3 1,170
Storm Sewer 557,838 880,210 479,638 490,7382.3%
1 1,100
Pavilion/Ice Arena 425,556 451,874 438,462 437,617 -0.2%(845)
$ 5,162,349$ 5,722,591$ 5,719,222$ 5,783,0601.1%
$ 6 3,838
DEBT SERVICE FUNDS (all funds)
2013201420142015Budget
ActualActualBudgetBudgetDifference% age
REVENUES
Property Taxes411,970$ 625,887$ 465,258$ 1,514,844$ 1,049,586$ 225.6%
Special Fees1,280,681 808,794 864,840 906,5094.8%
4 1,669
Miscellaneous 41,648 206,277 3,500 5,550
2 ,05058.6%
Proceeds from Bond Sale1,920,000 8,240,000 - -
- 0%
Operating Transfer In 808,120 6,967,005 682,971 650,291 (32,680)-4.8%
$ 4,462,419$ 2,016,56916,847,963$ $ 3,077,194$ 52.6%1,060,625
APPROPRIATIONS
Bond Principal$ 1,560,000$ 1,970,000$ 1,970,000$ 8,570,000$ 335.0%6,600,000
Bond Interest 655,973 683,725 683,724 617,988 (65,736)-9.6%
Miscellaneous other charges37,909 145,357 16,271 17,851
1 ,5809.7%
Transfer out 2,389,599 8,269,466 170,000- 170,0000%
$ 4,643,481$ 2,669,99511,068,548$ $ 9,375,839$ 251.2%6,705,844
Total Revenues25,275,53438,874,28622,189,41625,054,4972,865,081 12.9%
Total Appropriations24,491,25931,855,79022,604,47030,140,2427,535,772 33.3%
Use of Equity or
Fund Balance (784,275) (7,018,496) 415,054 5,085,745
4 ,670,6911125.3%
2015 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 $25,054,497. The largest source of revenue
by category is property taxes of $13,807,759 comprising
55% 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 are off again for 2015. 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 2015 budgeted taxes increased in total by 2.4% 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 $1,051,112
or 4.2% 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. In 2012 the city
received an $875,000 Transit Oriented Development grant from the County to assist with a development
project. These funds were used to buy down the cost of property that is in the process of being re-
developed for a luxury apartment-retail development. 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 2015 we are programed to receive
$300,000 that will go to the General Fund and is utilized to reduce the general fund tax levy. In 2014 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 2015. 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.
Utility Fees:
For water, sewer, refuse and storm sewer account for $5,444,600 of the City’s revenue or
21.76%. 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
2015 BUDGET
31
CITY OF HOPKINS
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
2014 rates for water, sewer, and recycling were
increased. Revenue projections are based on the
Utility Master Plan as developed by the City Engineer.
The increase in revenues is derived from a
combination of increased consumption and increased
fees. The 2007 Utility Master Plan is reviewed and
revised every two years. In 2015 rates were
increased 4% for the water and sewer funds. Rates
were also adjusted for recycling rates. Due to the growth of housing units an increase in water
consumption is expected for 2015.
Charges for Services:
Other than utilities are
$1,433,301 or 7.09% 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
significant increase in 2013 was due to
commercial re-development 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 $974,340 or 3.89% of City
revenues. Special Assessments are levied for street,
sidewalk and 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 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.
2015 BUDGET
32
CITY OF HOPKINS
Permits, Licenses and Fines:
are $591,975 or
2.37% of revenues. Permit revenues are dependent
on the economy and on future development of the
City. In 2013 due to several large commercial
redevelopment projects the City had a very strong
year 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
2015 will be about $538,000 or 2.15% 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 2015 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 2014 Actual Revenues:
Increased from
2013 as a result of grants received, higher than
expected building permit, plan review, fine
revenues and franchise fees. The City has
continued to be conservative in preparing the
2015 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.
2015 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.
2015 BUDGET
34
CITY OF HOPKINS
APPROPRIATION SUMMARY
Appropriations for all funds total $30,140,242. This is more than anticipated expenditures for 2015 and
results in a decrease of fund balance of $5,085,745 overall. Of that amount $5,645,219 is from debt
service payments due to the payment of two bond issues that will be called. In addition the special
revenue funds will add $903,460 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 $309,400 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 $10,988,939.
Employee salary and benefits make up 36.46% of the City’s annual appropriation and represent a 3.1%
increase from 2014 actual. In 2015 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 22.42% of appropriations at $6,756,510. This amount
represents a 0.85% increase from 2014 actual. The negligible increase is due to departments negotiating
favorable maintenance contracts, lower energy expenses due to energy efficient upgrades done in the
various city buildings and reduced use of professional services. 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 2015, the appropriated
amount is $284,810 or 0.94% of total appropriations. Anticipated capital costs are for diagnostic
equipment upgrades at the Public Works building, lighting conversion at the municipal parking ramp,
technology upgrades in the council chambers and a number of improvements at the Arts Center including
landscaping, repainting of the theater, replacing theater seats, upgrading the information kiosk, a digital
information sign 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 2015 increased 134.67% as a result of bonds being called for a February
st
payment. Total appropriations for 2015 are $10,552,653 which includes $6 million for the bond call
1
and pay-as-you-go tax increment obligation. The 2015 expenditures represent 35.01% of total
expenditures and include debt paid within the Enterprise Funds. Another 2.57% of appropriations are for
depreciation of property and equipment.
The six largest programs of the City in 2015 account for 93% of the appropriations budget and are as
follows:
Debt Service 9.4 million
Public Safety 5.5 million
Utilities (water, sewer, storm sewer, refuse) 5.3 million
General Government 2.8 million
Public Works 2.6 million
Recreation 2.4 million
2015 BUDGET
35
CITY OF HOPKINS
2015 BUDGET
36
CITY OF HOPKINS
REVENUES - ALL FUNDS
COMPARATIVE ANALYSIS BY SOURCE
ADOPTED
2012201320142015
SOURCEACTUALACTUALACTUALBUDGET
Current Revenues
PROPERTY TAX$10,194,143$10,476,635$10,779,711$11,112,759
TAX INCREMENT2,333,4132,002,6072,697,0062,695,000
SPECIAL ASSESSMENTS658,4371,329,7761,329,776974,340
LICENSE, PERMITS & FINES733,494908,241801,760591,975
INTERGOVERNMENTAL REVENUE1,096,713969,3231,316,7091,051,112
CHARGES FOR CURRENT SERVICES1,491,8071,585,4151,484,3701,433,301
INTEREST ON INVESTMENTS59,28362,621142,88636,000
UTILITY SERVICE CHARGES5,091,1105,031,7425,089,5515,444,600
FRANCHISE FEES523,537546,056561,893538,000
OTHER REVENUES918,691341,053252,253341,724
TOTAL CURRENT REVENUES$23,100,628$23,253,469$24,455,915$24,218,811
Other Financing Sources 1,109,319801,761
1,239,884 2,984,885
TOTAL REVENUES$24,209,947$24,493,353$27,440,800$25,020,572
Less: Inter-Fund Transfers 1,109,3191,239,8841,022,875801,761
TOTAL REVENUES$23,100,628$23,253,469$26,417,925$24,218,811
EXPENDITURES/EXPENSES - ALL FUNDS
COMPARATIVE ANALYSIS BY OBJECTIVE
ADOPTED
2012201320142015
OBJECTIVEACTUALACTUALACTUALBUDGET
Current Expenditures/Expenses
SALARIES AND EMPLOYEE BENEFITS$10,263,036$10,425,969$10,658,678$10,988,939
MATERIALS, SUPPLIES AND SERVICES6,394,0506,440,0706,699,2616,756,510
CAPITAL OUTLAY62,76013,8262,386284,810
DEPRECIATION740,927772,908720,554775,000
DEBT REPAYMENT2,985,3595,689,2874,496,87310,552,653
TOTAL$20,446,132$23,342,060$22,577,752$29,357,912
Other Financing Uses 633,2353,065,7869,278,308782,290
TOTAL EXPENDITURES$21,079,367$26,407,846$31,856,060$30,140,202
2015 BUDGET
37
CITY OF HOPKINS
PROPERTY TAXES
Tax Capacity & Market Values
The growth in tax capacity from 2005 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 2014 rate that is used for 2015 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
.
2015 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 14.28% saw decreases in their
property values, however, a much greater
percentage, 85.69% up from 43.09% in 2014 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 2014
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
assuming the value of the home did not
change. 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.
2015 BUDGET
39
CITY OF HOPKINS
This residential property owner in Hopkins will experience a modest $7 increase in City property taxes in
2015. The total City taxes on a $225,000 home would be $1,415 in 2015 as compared to $1,408 in 2014.
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 increased for 2015 as provided by the Utility Master Plan. As
stated earlier in this document this will provide needed funds for necessary infrastructure improvements.
Refuse rates are analyzed each year and if necessary are only increased every couple of years and were
not increased for 2015, however the recycling rate was. The storm sewer rate is not expected to increase
rd
in the near future. Hopkins utility rates continue to rank in the lower 1/3 of the Minneapolis/St. Paul
metropolitan area.
2015 Annual Property Tax Cost (average home)
Annual Service Cost
Council$8.48
City of Hopkins Average Annual Service Costs
Administrative Services$63.45
on an Average Home.
Finance$29.03
20152014
Legal$3.01
City Property Taxes$1,415.00$1,408.00
Unallocated $21.09
Municipal Building$39.03
Water - Consumption
Community Services$77.69
7,500 gallons a month
Police$496.70
$196.20
$2.18/1,000 gallons
Fire$106.47
$189.00
$2.10/1,000 gallons
Public Works$283.17
Recreation$27.91
Sewer - Consumption
Activity Center$34.58
7,500 gallons a month
Planning and Community Development$15.91
$387.00
$4.30 1,000 gallons
Pavilion$7.83
$369.00
$4.10 1,000 gallons
Arts Center$10.23
Refuse Collection$250.20$250.20
Debt$71.74
Debt on Facility Project$118.68
Storm Sewer$60.00$60.00
Annual Cost for City Services$1,415.00
Franchise Fees$52.80$52.80
Total$2,361.20$2,329.00
City Levy – By Purpose
20152014
General Fund$9,224,729$8,869,7744.00%increase
Debt$1,581,729$1,421,46111.27%increase
PERA$35,500$0100.00%increase
Pavilion$65,000$0100.00%new levy
Arts Center$85,000$0100.00%new levy
Capital$53,000$125,000-57.60%decrease
Total Levy$11,044,958$10,416,2356.04%increase
In 2015 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 2015
levy limits were once again eliminated.
City tax capacity rates of 62.914% 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.
2015 BUDGET
40
CITY OF HOPKINS
Net annual property tax costs for program budgets
Streets & Park
Facilities Debt
Police Protection
Maintenance
$118.68
$496.7
$283.17
Fire Protection
Council &
Other Debt
$106.47
Administration
$71.74
$125.06
Assessing, Inspections
Building MaintenanceArts Center
&
$10.23
$39.03
City Clerk
$77.69
Planning &
Pavilion
Zoning
Recreation
$7.83
$15.91
$62.49
The City’s overall net levy increase is 6.04%. The general fund levy increased in 2015 by 4% or
$354,955. A $35,500 special levy for pension increases that was eliminated in 2014 was reinstated for
2015. The debt levy was increased due to a street improvement levy. The debt levy increase was
11.27% or $160,268. The capital levy was reduced from $125,000 to $53,000 as two new levies were
added. A levy for the Pavilion and Arts Center was added in 2015. These levies were implemented to
provide operational funds for these two facilities that were not cash flowing. The total levy increase for
2015 is $628,723. Despite the significant increase the tax rate only increased by 0.494%. This is due to
new tax base that was added in 2014 from the development projects that were completed.
Fire Chief Dale Specken and Mayor
Gene Maxwell presented Life Safety
awards to Eliecer Ramirez Vargas
and Rebecca Eckhoff for their heroic
efforts in rescuing occupants of a
pkins residential fire.
Ho
2015 BUDGET
41
CITY OF HOPKINS
Shown to the left are the main
PRINCIPAL TAXPAYERS
taxpayers in the City of
Percentage
Hopkins and their percentage
Taxof Total Tax
of total tax capacity. The
TaxpayerType of BusinessCapacityCapacity
largest taxpayer comprises
7.06% of total tax capacity and
Colfin Midwest NNN Inv LLCReal Estate$1,453,1607.06%
the next largest taxpayer
Super ValuGrocery Warehouses969,8904.71%
comprises 4.71%. The city
Hines Reit Mpls Ind, LLCManagement Services740,7703.60%
has a diverse and stable tax
Ramsgate ApartmentsApartments233,4751.13%
base, which provides the city
Southwest Real Estate, Inc.Apartments225,4031.09%
with assurance that tax
Hopkins Real Estate LLCCar Dealership210,2501.02%
revenues will remain stable
Duke Realty LTD PartnershipOffice/Warehouses199,4900.97%
against the loss of a significant
Westside Property OwnersApartments199,2500.97%
taxpayer.
Interlachen OaksApartments196,3000.95%
City Center Ventures LLCFitness Center170,3100.83%
Greenfield ApartmentsApartments169,1380.82%
Minnehaha Watershed DistrictWatershed District139,2500.68%
Ugorets 8098, LLCIndustrial Building134,6900.65%
Venturian Place, LLCManufactoring132,6700.64%
Stiele & Bakken Inv, LLCReal Estate117,0300.57%
City's Total Tax Capacity$20,585,146
PRINCIPAL EMPLOYERS
Percentage
of Total
TaxpayerType of BusinessEmployeesEmployment
CargillFood, agricultural, financial and industrial2,31315.974%
SuperValuGrocery distributor1,2498.626%
ISD 270 HopkinsSchool7074.883%
US Post OfficePost Office3142.169%
Viro Med Laboratories, Inc.Testing Laboratory2001.381%
Oak Ridge Country ClubCounty/Golf Club1951.347%
ThermotechPlastic mold manufacturer1901.312%
US BankFinancial Institution1851.278%
Augustana Chapel View Care CenterHealth Care Services1851.278%
City of HopkinsMunicipal Government1611.112%
Major employers in Hopkins include Cargill an international producer and marketer of food, agricultural,
financial and industrial products, followed by Super Valu, a grocery distribution warehouse facility and ISD
270 Hopkins. While these three organizations employ almost 33% of the workforce in Hopkins the City
has a diverse group of employers who have had a long-term presence in the City.
Changes in Fund Balance
Major Funds
Fund balance is defined as the difference between a fund’s assets and liabilities. Adequate fund balance
is necessary to have funds for emergency or unexpected events, to enhance the City’s financial position
and bond ratings, to provide cash for operations prior to receipt of tax revenues and to maximize
investment earnings.
Working capital balance, defined as current assets less current liabilities is carefully monitored to ensure
enough financial flexibility to meet both short and long-term goals for each fund.
2015 BUDGET
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CITY OF HOPKINS
Estimated
YE 2014
Fund
Balance/% Change$ ChangeReason for
WorkingEndingin Fundin FundGreater than
Fund NameCapital*RevenuesExpendituresBalanceBalanceBalance10% Variance
Major Funds
General Fund$5,680,619$11,346,716$11,346,716$5,680,6190.00%$0
Economic 4,129,138288,072240,8284,176,3821.14%47,244
Development
Special Revenue
Fund
Art Center(1,167,661)787,121999,277(1,379,817)-18.17%(212,156)Capital projects are
scheduled for 2015
Permanent 958,2631,641,5372,630,973(31,173)-103.25%(989,436)Mainstreet rehabilitation
Improvement project is scheduled for
Revolving Fund2015. We are applying
for federal grant funds
and will be selling bonds
for the balance.
Housing Improv 988,693401,757328,9391,061,5117.37%72,818
Refunding Bonds
of 2009B Debt
Service Fund
Water Enterprise 429,1921,675,0001,576,065528,12723.05%98,935Projects for 2015 are
Fund *under amounts budgeted
for previous years
Sewer Enterprise 316,6492,208,7002,368,864156,485-50.58%(160,164)Bonds are scheduled to
Fund *be sold in 2015 for the
2015 street & utility
project.
Storm Sewer 813,634803,000733,738882,8968.51%69,262
Enterprise Fund *
The general fund added approximately $290,375 to its fund balance in 2014. 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 2015
budget was adopted with 2% wage increase 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 49% 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 2014 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
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 2015 budget is basically a break
even budget adding a modest $47,000 to fund balance.
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CITY OF HOPKINS
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 2015 as bond funds from
2014 are used to complete the 2014 street improvement projects. It is anticipated that we will again be
selling bonds in 2015 for the 2015 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 scheduled for 2015. The increases implemented pursuant to
the Utility Master Plan that was approved in 2007 continue to 2015 with a $0.08 increase in rates. The
plan calls for annual incremental increases in water rates to adequately provide for operations, debt
retirement and capital projects. The plan was reviewed in 2009 and in 2011 with slight modifications
made in 2011 and again in 2013. We plan to do another comprehensive rate study as part of the long-
range Financial Management Plan with assistance from our financial advisor.
The Sewer Enterprise Fund’s working capital remains positive due to the sale of bonds for the sewer
portion of the street improvement project scheduled for 2015, however working capital will decrease by
approximately $160,000 as a result of capital projects that do not qualify for bonding. The increases
implemented pursuant to the Utility Master Plan that was approved in 2007 continue to 2015 with a $0.20
increase in rates. The plan calls for annual incremental increases in sewer rates to adequately provide
for operations, and capital projects, however fees paid to the Metropolitan Council for wastewater
treatment costs have risen faster than projected. Staff periodically reviews and updates the Utility Master
Plan to ensure the goals of the plan are being met The plan was reviewed in 2009 and in 2011 with slight
modifications made in 2011 and again in 2013. We plan to do another comprehensive rate study as part
of the long-range Financial Management Plan with assistance from our financial advisor.
The Storm Sewer Enterprise Fund’s working capital will increase in 2015 as scheduled projects are less
than in past years. The Storm Sewer Fund will also be included in the comprehensive rate study as part
of the long-range Financial Management Plan to be done in 2014 with assistance from our financial
advisor.
Downtown Hopkins at night
2015 BUDGET
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CITY OF HOPKINS
Non-Major Funds
Estimated
YE 2014
Fund
Balance/% Change$ ChangeReason for
WorkingEndingin Fundin FundGreater than
Fund NameCapital*RevenuesExpendituresBalanceBalanceBalance10% Variance
Non-Major Funds
Special Revenue Funds
Chemical 1,30045,00045,0001,3000.00%0
Assessment
Real Estate128,3840124,5003,884-96.97%(124,500)Funds on hand will be
used to purchase a
historical building in the
downtown district for use
by the Historical Society.
Parking130,39496,500139,40487,490-32.90%(42,904)Ramp repairs are
scheduled for 2015
Communications492,418250,000244,264498,1541.16%5,736
Depot Coffee (5,927)343,000333,3593,714-162.66%9,641Efforts are underway to
Houseerase negative fund
balance from 2014
Tax Increment 1,262,8882,728,3941,507,9952,483,28796.64%1,220,399Funds collected are
Funds replenishing negative fund
(aggregate)balance as the districts
tax collections increase
Debt Service 9,285,5652,675,4389,046,9002,914,103-68.62%(6,371,462)Refunding bonds sold in
Funds (aggregate)late 2014 are being used
for the Feb 2015 call date
Enterprise
Refuse *930,009949,8001,052,176827,633-11.01%(102,376)A new refuse truck will be
purchased
Pavilion *(34,881)455,600425,617(4,898)85.96%29,983Program revenues have
been increased to
eliminate negative working
capital
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 2014 a portion of those unreimbursed
costs were absorbed by the General Fund Fire Department budget
The Parking fund, fund balance will decrease in 2015 as for the parking ramp lighting conversion project.
Parking permit fees were increased in 2015 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.
2015 BUDGET
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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 $10,000 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 expenses in 2014 resulted in a net loss which was
addressed when doing the 2015 budget. Staffing was reorganized and a part-time position eliminated.
With this change the negative fund balance is scheduled to be eliminated in 2015.
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 not increased in 2015, however the recycling rates were. Working capital is being used in 2015 to
purchase a new refuse truck.
The Pavilion Ice Arena expects to see a net income in 2015; 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+. 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, 2014, was $34,520,000. After reducing the outstanding debt by the
amount supported by utilities, special fees, and bonds refunded, called and paid in February 2015, the
per capita debt at December 31, 2014 is $851.
The total debt principal and interest due in 2015 is $9,993,544, of which $1,600,324 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 $1,140,181 in 2024 and to $788,391 in 2027 before the final issue matures in 2030. The ability to
retire 86% 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 2015 street improvements in 2015. The actual amount to be bonded is
estimated at $4,000,000 and will include as revenue sources a tax levy, utility revenues, federal grant
funds 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.
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CITY OF HOPKINS
The graph below illustrates the retirement of debt (principal and interest) in years 2015 through 2030
Minnesota State law limits
the amount of G.O. debt for
any municipality to 3% of
market value, estimated to
be $1,534,544,036 in 2014.
This limitation provides
reasonable assurance of
the municipality’s ability to
pay. The legal debt limit
for Hopkins is $46,036,321;
projected debt subject to
the legal limit for Hopkins is
$14,965,000 or 31% of
total debt limit allowed.
OUTSTANDING DEBT AND PURPOSE
2014AGO Improvement BondsStreet Improvements1,895,000$
2014BGO Refunding Bonds Refund the 2007A and 2007B Bonds6,345,000$
2013AGO Improvement BondsStreet Improvements3,650,000$
2012AGO Capital Improvement Plan BondsPolice Station Expansion and Remodeling1,595,000$
2012BGO BondsStreet Improvements4,195,000$
2012BGO BondsEquipment Purchases825,000$
2010AGO Improvement BondsStreet Improvements2,240,000$
2010BGO Refunding BondsCounty Road 3 Improvements Phase II
(2002B), Street Improvements (2002A),
Sewer (2003A)2,120,000$
2009AGO Revenue BondsWater & Sewer Improvements and
Refunding of 2000 Water and 1999C
Storm Sewer Bonds1,730,000$
2009BGO Taxable Housing Improvement Refunding 1999A & 1999B Housing
RefundingImprovement Bonds1,935,000$
2007AGO Capital Improvement Plan BondsFire Station & Public Works Storage
Facility
$ 6,360,000
2007BGO Improvement BondsStreet Improvements885,000$
2005AGO Tax Increment RefundingOaks of Mainstreet Redevelopment210,000$
2005BTaxable General ObligationWestbrooke Patio Homes Improvements535,000$
Total Outstanding Debt December 31, 2014$ 34,520,000
2015 BUDGET
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CITY OF HOPKINS
SCHEDULE OF DEBT SERVICE REQUIREMENTS – ALL FUNDS
TotalTax Increment BondsSpecial Assmnt BondsRevenue Bonds
PrincipalInterestPrincipalInterestPrincipalInterestPrincipalInterest
20159,245,000 748,544 1,355,00037,040 171,615 675,000 130,556
240,000
20162,735,000 574,945 31,103 485,000 144,334 380,000 117,794
260,000
20172,690,000 513,529 26,603 490,000 135,240 385,000 108,969
150,000
20182,750,000 449,843 23,790 505,000 125,509 395,000 99,494
150,000
20192,450,000 388,358 20,490 515,000 115,078 405,000 89,563
160,000
20202,495,000 329,346 16,730 525,000 104,019 410,000 78,951
160,000
20212,560,000 266,116 12,518 540,000 92,291 425,000 67,561
170,000
20222,275,000 207,142 175,000 7,815 525,000 80,271 425,000 55,781
20232,235,000 154,742 185,000 2,683 545,000 67,996 430,000 43,729
20241,025,000 115,181 555,000- 55,191 345,000 32,696
-
20251,055,000 88,056 - 570,000- 41,891 355,000 22,696
2026925,000 63,051 - 585,000- 28,011 205,000 15,546
2027745,000 43,391 - 385,000- 16,841 225,000 11,106
2028760,000 25,552 - 395,000- 225,000 6,045
8,188
2029425,000 10,454 - 145,000- 135,000 1,688
1,813
2030150,000 2,344 - -
- - - -
$ 3,980,59334,520,000$$ 178,7701,650,000$ $ 1,188,2888,120,000$ 5,420,000$ 882,175$
Housing Fee BondsG.O Bonds Revenue
PrincipalInterestPrincipalInterest
2015370,000 99,565 6,605,000 309,768
2016390,000 85,075 1,220,000 196,639
2017405,000 68,604 1,260,000 174,114
2018415,000 50,461 1,285,000 150,589
2019285,000 34,720 1,085,000 128,507
2020295,000 21,665 1,105,000 107,981
2021310,000 1,115,0007,440 86,306
2022 - 1,150,000- 63,275
2023 - 1,075,000- 40,334
2024 - 125,000- 27,294
2025 - 130,000- 23,469
Certificate from our last bond rating
2026 - 135,000- 19,494
upgrade in 2014 which was to AA+.
2027 - 135,000- 15,444
2028 - 140,000- 11,319
2029 - 145,000- 6,953
2030 - 150,000- 2,344
$2,470,000$ 367,530$ 1,363,83016,860,000$
2015 BUDGET
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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 FundsWater Fund BondsSewer Fund BondsStorm Sewer BondsNonmajor EnterpriseTotal Enterprise Funds
PrincipalInterestPrincipalInterestPrincipalInterestPrincipalInterestPrincipalInterestPrincipalInterest
20159,245,000 748,544 320,000 56,310 100,000 41,318 235,000 29,928 20,000 3,000 675,000 130,556
20162,735,000 574,945 145,000 50,310 105,000 38,643 110,000 26,241 20,000 2,600 380,000 117,794
20172,690,000 513,529 145,000 46,785 105,000 35,730 115,000 24,254 20,000 2,200 385,000 108,969
20182,750,000 449,843 155,000 42,997 105,000 32,656 115,000 22,041 20,000 1,800 395,000 99,494
20192,450,000 388,358 155,000 38,073 110,000 29,493 120,000 20,597 20,000 1,400 405,000 89,563
20202,495,000 329,346 155,000 35,010 110,000 26,068 125,000 16,873 20,000 1,000 410,000 78,951
20212,560,000 266,116 165,000 30,710 115,000 22,368 125,000 13,883 20,000 600 67,561
425,000
20222,275,000 207,142 165,000 26,160 115,000 18,568 125,000 20,00010,853 200 55,781
425,000
20232,235,000 154,742 175,000 21,510 125,000 14,618 130,000 7,601 430,000 43,729
--
20241,025,000 115,181 175,000 16,710 125,000 10,518 45,000 5,468 345,000 32,696
--
20251,055,000 88,056 180,000 11,810 130,000 15,318 (4,432) 355,000 22,696
45,000 --
2026925,000 63,051 115,000 8,160 45,000 3,668 205,000 15,546
45,000 3,718 --
2027745,000 43,391 120,000 5,735 55,000 2,635 225,000 11,106
50,000 2,736 --
2028760,000 25,552 120,000 3,043 55,000 1,400 225,000 6,045
50,000 1,603 --
2029425,000 10,454 65,000813 376 135,000 1,688
40,000 50030,000 --
2030150,000 2,344
- - - - - - - - - -
34,520,000$ 394,135$ 1,430,000$ 293,849$ 1,475,000$ 181,391$ 160,000$ 12,800$ 5,420,000$ 882,175$
$ $ 3,980,5932,355,000
Major FundNon-Major Funds - Aggregate
Hsg Imprv Rfdg Bds of 2009BDebt Service Fund BondsTotal Debt Service Fund
PrincipalInterestPrincipalInterestPrincipalInterest
2015250,000 75,518 8,320,000 542,471 8,570,000 617,988
2016260,000 67,218 2,095,000 389,933 2,355,000 457,151
2017265,000 57,566 2,040,000 346,994 2,305,000 404,560
2018270,000 46,728 2,085,000 303,622 2,355,000 350,349
2019285,000 34,720 1,760,000 264,075 2,045,000 298,795
2020295,000 21,665 1,790,000 228,730 2,085,000 250,395
2021310,000 1,825,0007,440 191,115 2,135,000 198,555
2022 - 1,850,000- 151,361 1,850,000 151,361
2023 - 1,805,000- 111,013 1,805,000 111,013
2024 - 680,000- 82,485 680,000 82,485
2025 - 700,000- 65,360 700,000 65,360
2026 - 720,000- 47,505 720,000 47,505
2027 - 520,000- 32,285 520,000 32,285
2028 - 535,000- 19,507 535,000 19,507
2029 - 290,000-
8,766 290,000 8,766
2030 - 150,000- 2,344 150,000 2,344
$ 1,935,000$ 310,854$ 27,165,000$ 2,787,564$ 3,098,41829,100,000$
2015 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 2027. The large drop in 2016 follows a
$5.975 bond call in 2015. Refunded bonds for this call were sold in late 2014.
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.
2015 BUDGET
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CITY OF HOPKINS
2015 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 2015 we will be replacing the theater seats and
backs, painting the theater, upgrading the information kiosk, upgrading the landscaping around the
building, and installing a hand washing sink. 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.
Landscaping around the building will all be upgraded. 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 2015 to upgrade the presentation
table. This table is used by those presenting information to the city council at council meetings. There
are no operational savings to this project; however it will increase the efficiencies of those making
presentations as they will not have to ask the video technician to bring up the various presentation
options, they will be able to do that themselves through controls at the table.
The Pavilion Ice Arena built in 1990 is scheduled to replace the evaporator condenser. The current
condenser has extensive scaling and has experienced a loss in efficiency causing higher head pressures
and putting greater strain on the compressors. This replacement will prevent a potential leak of Freon
resulting is greater expense and need for repair. This replacement is expected to save approximately
$1,000 in maintenance and operational cost while preventing further costly repairs.
The Public Works Building will have the garage upgraded; wash bay roof and air handler replacements
and the fuel system upgraded in 2015. 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 we will do the site evaluation, have plans and specs drawn up and obtain cost estimates. The work
is expected to 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. The fuel system was installed in 1989, updated in 1995 and the
hardware and software is obsolete. A failure of this system could disrupt our ability to dispense fuel
resulting in city vehicles purchasing fuel from local vendors at a higher cost. All these repairs, repairs,
replacements will ensure there is no disruption of service thereby jeopardizing our service to taxpayers.
Parks – Scheduled for 2015 is the replacement of the Oakes Park picnic shelter. This picnic shelter has
exceeded its life expectancy and the replacement will save approximately $2,000 in annual maintenance
costs. Additional improvements at Oakes Park include lighting improvements which will result in a
maintenance savings and reduction in the electric bill estimated at $3,000 per year. The Burns Park
warming house is 40+ years old and looks dated and drab. The warming house will be rehabbed with
new roofing, exterior treatment and landscaping making it a more attractive amenity and reducing
maintenance costs by approximately $2,000. In addition we will construct a new storage building at
Valley Park for use by the athletic organizations using the fields and for park maintenance needs. This
will save time and effort in transporting equipment needed for maintenance. The park projects are
needed to protect the City’s investment, prolong the life of park and improve play conditions.
Depot Coffee House, a chemical free facility for teen that houses a coffee shop which partially supports
the facility has applied for a grant to expand their outdoor options for the teens. Plans call for an outdoor
multipurpose court, benches, picnic tables and landscaping improvements. There is a local match to the
grant that totals $50,000. Remaining funding for this project is from Hennepin County ($125,000) and
from private donations ($50,000). The total project is expected to cost $225,000. These improvements
do not have operational savings, however provide additional options for the teens to relax and play in a
safe environment.
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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.
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 2015 the City anticipates spending approximately $24,125,000 on street improvements that
also include water, sewer and storm sewer infrastructure improvements. The largest project is the Shady
Oak Road (CSAH 1) reconstruction and widening that is being done in cooperation with the City of
Minnetonka and Hennepin County. The $18.8 million in the CIP is the City’s portion of this project that
includes state funding from Hopkins’ State Aid Construction allocation. A complete listing of projects
scheduled are detailed in the city’s CIP which is posted on the website. 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 2014 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.
In conjunction with the Shady Oak Road reconstruction the City will provide an outlet pipe from Shady
Oak Pond into the CSAH 61 storm drainage system. Shady Oak Pond has no outlet and frequently
floods streets and residential property after heavy rains. Operational impacts include budgetary savings
of $10,000 annually as the area will no longer need to be pumping following heavy rains.
A storage shed will be constructed at Valley
Park for use by athletic organizations for
Burns Park warming shelter
city maintenance needs.
that is scheduled for upgrades
is seen in the left background.
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CAPITAL IMPROVEMENT PROJECTS FOR 2015
Project Title
InvestmentProject Description
Hopkins Art Center$170,610Replace theater seats and backs, information kiosk,
landscaping, storage, hand washing sink and paint
theater
Hopkins Activity Center$80,000Landscaping and multipurpose gym improvements
In Communication Fund$35,000Upgrade presentation table in council chambers
Pavilion Ice Arena$60,000Evaporator condenser replacement
Public Works Building$70,500Garage door replacement, wash bay improvements, fuel
system upgrade
Parks - Lighting$40,000Oakes Park - lighting
Parks - Warming House$60,000Burnes Park - warming house
Parks - Picnic Shelter$30,000Oakes Park - replace picnic shelter
Parks - Storage Building$25,000Valley Park - Construct storage building
Recreation$225,000Depot Coffee House recreation area - outdoor
multipurpose court, benches, picnic tables,
landscaping improvements
County Road 61 - Shady Oak Road$18,800,000Road widening and reconstruction
Parking Lots & Alley Improvements$1,150,000City parking lots (4) and HCRRA alley
Residential Street Improvements$175,0002015 Street mill and overlay project along Oakridge
Road
Mainstreet Rehabilitation$4,000,000Mill and overlay of downtown Mainstreet, upgrade of
pedestrian crossings to include enhanced crosswalks,
sidewalk repairs and traffic signal upgrades
Railroad Quiet Zone$25,000Plan and design of railroad quiet zone.
Pedestrian & Bike Improvements$25,000Painting bike lanes, constructing trails and sidewalks
Storm Drainage System$20,000Concrete alley repairs
Storm Drainage System$230,000Provide outlet pipe to Shady Oak Pond into CSAH 61 in
conjunction with Shady Oak Road reconstruction
TOTAL$25,221,110
The projects described on the previous page are planned for 2015. 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
2015 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 $929,300. 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 2015 ERP and have been approved for purchase in 2015.
Project TitleProject Description
Investment
Technology Upgrades$149,600Replacement and/or upgrades of staff computers, printers
and scanners, network servers, telephone system
Activity Center$8,800Sound system/Public Address system upgrade. Current
system is outdated and is not functional
Activity Center$12,200Tables - replace old, worn and non-functioning tables used for
various functions
Arts Center$14,700Technology upgrades - video camera updates and
Community Room audio visual equipment
Arts Center$10,000Update information kiosk and replace floor scrubber
Fire - Aerial Truck$54,217Lease payment on portion of aerial truck financed in 2008
Fire - Vehicles$29,606Three leased vehicles and outfitting of those vehicles
Fire - Building Equipment$14,300Replaced aging floor scrubber
Fire - Workout Room$17,400Replace elliptical machine, treadmill and weight lifting
equipment in the workout room that is used by police & fire
personnel
Police Patrol Vehicles $90,000Marked patrol cars used by patrol officers to respond to calls,
enforce traffic laws and perform general patrol duties
Police - Sergeant's Vehicle$45,000Marked patrol cars used by sergeants to respond to calls,
enforce traffic laws and perform duties
Police Administrative Vehicle$16,923Police administrative and detective vehicle - Annual lease and
cost of outfitting the vehicle with needed equipment.
Police - Drug Task Force $6,189Drug Task Force vehicle - Annual lease and cost of outfitting
Vehiclethe vehicle with needed equipment.
Police - School Resource $11,000School Resource Officer vehicle - leased vehicle and outfitting
Officerof vehicle
Police - Portable & Mobile $12,300Replacement of portable and mobile radios.
Police - Building$17,000Video server for building
Public Works - Grass $11,500Pull behind overseeder used to seed grass into established
Overseederturf areas to build thicker grass in athletic fields
Public Works - Mower$11,000Riding mower used by parks division
Public Works - 4x4 3/4 Topn $30,400Truck used by streets division for heavy loads and pulling
Truck with Plowtrailers
Public Works - Refuse Truck$204,800Replacement of one refuse truck
TOTAL
$766,935
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2015 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$9,500Diagnostic equipment upgrade and pull behind tug
style turf aerator attachment
Special Revenue Funds
Parking$45,000Lighting conversion at municipal ramp
TOTAL$54,500
Total budgeted capital items from all funding sources totals $26,042,545 for 2015.
Items in the City’s Equipment
Replacement Plan include police,
fire and refuse vehicles.
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GENERAL FUND BUDGET PROJECTIONS
ApprovedProjected
201420152016201720182019
ProjectedBudgetBudgetBudgetBudgetBudget
Current Revenues
Property Tax8,953,481$ 9,307,729$ 9,519,664$ 9,712,938$ 9,912,178$ 10,102,527$
Intergovernmental Revenues956,514 843,112 800,000 825,000 850,000 900,000
License, Permits and Fines780,586 569,975 675,000 700,000 720,000 740,000
Charges for Current Services295,066 209,300 250,000 255,000 260,000 265,000
Other Revenue 68,849 126,600 50,000 50,000 50,000 55,000
Franchise Fee 300,789 290,000 300,000 310,000 325,000 325,000
11,346,71611,355,285 11,594,664 11,852,938 12,117,178 12,387,527
Total Revenues
Current Expenses
Salaries and Employee Benef 8,736,8648,583,931 8,911,601 9,089,833 9,271,630 9,457,063
2,590,3522,469,597 2,668,063 2,748,104 2,830,548 2,915,464
Materials, Supplies and Servic
Capital outlay 9,500- - - - -
Transfer Out 10,000 10,000 15,000 15,000 15,000 15,000
11,346,71611,063,528 11,594,664 11,852,938 12,117,178 12,387,527
Total Expenditures
Change in Fund Balance291,757 - - - - -
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 2015 through 2019 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 3.66% for 2015 and an average increase for years
2016-2019 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 growth for tax year 2016.
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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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 $300,000 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 2015.
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 2015 from the 2014 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 2014 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 larger increase for the 2015 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
$11,346,716 and an appropriation budget of the same. The increase in appropriations over 2014 is
$400,587 or 3.66%. The budget was prepared with the intention of meeting the budget goals, while
assuring efficiency and effectiveness in all positions.
For 2015, the budget was prepared with no new staffing, one position left open for the year, 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 2015 as the program has allowed for
greater efficiencies in the police department and increased service to the public. Other budget
considerations for 2054 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 2015 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
2014 actual expenditures
along with the 2015
approved budget and
projected budgets from
2019 through 2019.
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
2013201420142015$ Amount
ActualActualBudgetBudgetChangeChange
Council $ 69,112 $ 71,519 $ 69,872 $ 70,417 $ 545 0.78%
Administrative Services 494,038 517,507 500,589 527,051 26,462 5.29%
Finance 246,433 258,994 243,119 256,081 12,962 5.33%
Legal 142,854 171,685 143,000 145,000 2,000 1.40%
Municipal Building 283,911 304,697 317,414 324,246 6,832 2.15%
Community Services 970,926 1,013,372 991,362 1,030,737 39,375 3.97%
Police 4,397,727 4,396,663 4,483,494 4,511,890 28,396 0.63%
Fire 1,119,100 1,084,506 956,165 985,987 29,822 3.12%
Public Works 2,293,610 2,422,216 2,384,144 2,503,936 119,792 5.02%
Recreation 569,804 585,914 586,329 589,560 3,231 0.55%
Planning & Economic Dev. 126,704 123,993 132,191 135,162 2,971 2.25%
Community Development 89,768 87,124 88,250 91,449 3,199 3.62%
Unallocated 44,280 25,338 50,200 175,200 125,000 249.00%
TOTAL $10,848,267 $11,063,528 $10,946,129 $11,346,716 $ 400,587 3.66%
2014 Mayor & Council
Jason Gadd, Cheryl Youakim, Mayor Gene Maxwell, Molly Cummings, Kristi Halverson
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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
Economic Development Fund
ApprovedProjected
201420152016201720182019
ActualBudgetBudgetBudgetBudgetBudget
Current Revenues
Property Tax$ 535,083$ 272,572$ 278,023$ 283,584$ 289,256$ 295,041
Intergovernmental Revenues 49,995 - - - - -
Other Revenue 65,629 15,500 15,500 15,500 15,500 15,500
650,707 288,072 293,523 299,084 304,756 310,541
Total Revenues
Current Expenses
Salaries and Employee Benefits178,797 178,011 182,461 187,023 191,698 196,491
Materials, Supplies and Services122,727 62,817 63,445 64,080 64,720 65,368
Transfer Out 61,000 - - - - -
362,524 240,828 245,906 251,102 256,419 261,858
Total Expenditures
Change in Fund Balance 288,183 47,244 47,617 47,981 48,337 48,682
Fund Balance$ 4,129,138$ 4,176,382$ 4,223,999$ 4,271,980$ 4,320,317$ 4,369,000
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. The
budgeted transfer which ended in 2014 was to support the Arts Center. Beginning in 2015 and pursuant
to the long-range financial management plan this transfer is eliminated and replaced with a tax levy.
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.
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Arts Center
Approved
Projected
201420152016201720182019
ActualBudgetBudgetBudgetBudgetBudget
Current Revenues
Property Tax-$ 85,000$ 150,000$ 200,000$ 260,000$ 215,000$
Intergovernmental Revenues41,998 58,000 75,000 80,000 85,000 90,000
Charges for Current Services465,449 521,901 532,339 542,986 553,846 564,922
Other Revenue23,856 35,300 24,000 25,000 26,000 27,000
Transfers In147,920 86,920 86,920 86,920 86,920 86,920
787,121679,223 868,259 934,906 1,011,766 983,842
Total Revenues
Current Expenses
Salaries and Employee Benefits376,232 393,320 401,186 409,210 417,394 425,742
Materials, Supplies and Services379,243 410,647 414,753 418,901 423,090 427,321
Capital Outlay- 195,310 55,925 320,000 69,100 -
755,475 999,277 871,865 1,148,111 909,584 853,063
Total Expenditures
Change in Fund Balance (76,252) (212,156) (3,606) (213,205) 102,181 130,779
Fund Balance$ (1,379,817)(1,167,661)$ (1,383,423)$ (1,596,628)$ (1,494,447)$ (1,363,668)$
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.
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Taxable Housing Bonds of 2009B
ApprovedProjected
201420152016201720182019
ActualBudgetBudgetBudgetBudgetBudget
Current Revenues
Special Assessments390,893$ 399,257$ 385,000$ 380,000$ 375,000$ 370,000$
Other Revenue7,543 2,500 1,300 1,300 1,300 1,300
398,436 401,757 386,300 381,300 376,300 371,300
Total Revenues
Current Expenses
Materials, Supplies and Services1,977 3,421 1,800 1,800 1,800 1,800
Debt Service Payments 327,637 325,518 326,320 328,020 323,370 317,530
329,614 328,939 328,120 329,820 325,170 319,330
Total Expenditures
Change in Fund Balance 68,822 72,818 58,180 51,480 51,130 51,970
Fund Balance$ 988,693$ 1,061,511$ 1,119,691$ 1,171,171$ 1,222,301$ 1,274,271
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
201420152016201720182019
ActualBudgetBudgetBudgetBudgetBudget
Current Revenues
Utility Charges$ 1,351,374$ 1,525,400$ 1,555,908$ 1,587,026$ 1,618,767$ 1,651,142
Other Revenue 162,400 150,000 152,000 154,000 156,000 158,000
1,513,774 1,675,400 1,707,908 1,741,026 1,774,767 1,809,142
Total Revenues
Current Expenses
Salaries and Employee Benefits410,521 342,028 352,289 362,858 373,743 384,956
Materials, Supplies and Services721,494 839,727 856,522 873,652 891,125 908,948
Depreciation 249,756 250,000 250,000 250,000 250,000 250,000
Debt Service Payments 69,154 92,510 50,310 46,785 42,997 39,072
Transfer Out 45,000 45,000 45,000 45,000 45,000 45,000
1,495,925 1,569,265 1,554,120 1,578,294 1,602,865 1,627,975
Total Expenditures
Net Income 17,849 106,135 153,788 162,732 171,901 181,167
The water fund has several planned maintenance projects planned for 2015 that will draw on reserves. In
the budget are plans to replace effluent and high service valves at the treatment plant, upgrades to wells.
Rates were increased 4% for 2015 and plans call for increases each of the next four years. 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. The City plans on doing a rate study in 2015 or all enterprise funds as part of our long-range
financial planning.
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Sewer Fund
ApprovedProjected
201420152016201720182019
ActualBudgetBudgetBudgetBudgetBudget
Current Revenues
Utility Charges2,026,838$ 2,207,500$ 2,306,838$ 2,410,645$ 2,519,124$ 2,632,485$
Other Revenue90,592 1,200 1,200 1,200 1,200 1,200
2,117,430 2,208,700 2,308,038 2,411,845 2,520,324 2,633,685
Total Revenues
Current Expenses
Salaries and Employee Benefits229,441 345,773 352,688 359,742 366,937 374,276
Materials, Supplies and Services1,595,024 1,774,673 1,792,420 1,810,344 1,828,447 1,846,732
Depreciation 158,431 170,000 172,000 172,000 172,000 172,000
Debt Service Payments 46,460 41,618 38,642 35,730 32,655 29,492
Transfer Out 50,000 50,000 50,000 50,000 50,000 50,000
2,079,356 2,382,064 2,405,750 2,427,816 2,450,039 2,472,500
Total Expenditures
Net Income 38,074 (173,364) (97,713) (15,971) 70,285 161,185
Sewer treatment costs to the Metropolitan Council, a regional sewer treatment system are 54% 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 increased 5% in 2015 and
plans call for rate increased in each of the next four years. In 2015 scheduled maintenance includes
sewer lining, manhole repairs and televising the main sewer lines at an estimated cost of $50,000.
Budgeted transfers are for the sewer funds share of the public works facility debt as the sewer
department headquarters are located in that facility. The City plans on doing a rate study in 2015 or all
enterprise funds as part of our long-range financial planning.
Storm Sewer Fund
ApprovedProjected
201420152016201720182019
ActualBudgetBudgetBudgetBudgetBudget
Current Revenues
Utility Charges792,898$ 802,000$ 802,000$ 802,000$ 802,000$ 802,000$
Other Revenue8,944 1,000 1,200 1,200 1,200 1,200
803,000801,842 803,200 803,200 803,200 803,200
Total Revenues
Current Expenses
Salaries and Employee Benefits59,204 65,540 66,851 68,188 69,552 70,943
Materials, Supplies and Services194,792 128,686 131,260 133,885 136,563 139,294
Depreciation211,108 227,000 227,000 227,000 227,000 227,000
Debt Service Payments38,140 44,512 40,874 38,886 36,674 34,230
Transfer Out376,966 25,000 25,000 25,000 25,000 25,000
490,738880,210 490,985 492,959 494,788 496,466
Total Expenditures
Net Income(78,368) 312,262 312,215 310,241 308,412 306,734
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 2015. 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 2015 or all enterprise funds as part of our long-range
financial planning and the storm sewer will be included despite its strong financial position.
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CITY OF HOPKINS
GENERAL FUND BUDGET
Revenues and Expenditures
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
3.96%
Property Taxes$ 8,721,264$ 8,785,782$ 8,953,481$ 8,952,774$ 9,307,729
Intergovernmental3.65%
552,309 747,832 956,514 813,410 843,112
Licenses, Permits and Fines0.99%
708,218 878,634 780,586 564,395 569,975
Interest Earnings
1 0,618 9 ,468 4 3,849 1 5,000 1 5,000
Charges for Services4.00%
302,451 354,743 295,066 201,250 209,300
Franchise Fees
292,065 293,349 300,789 290,000 290,000
Miscellaneous2.10%
6 3,954 4 1,812 2 5,000 109,300 111,600
Transfer In - Operating
- - - - -
Total Revenues10,650,877 3.66%
11,111,620 11,355,284 10,946,12911,346,716
Expenditures
Salaries, Wages and Benefits
Salaries and Wages1.63%
5,872,113 6,186,170 6,300,801 6,307,249 6,410,174
Fringe Benefits2.23%
2,087,379 2,216,263 2,283,130 2,275,840 2,326,690
Materials, Supplies and Services
4.89%
Professional & Technical Services 830,251 884,842 928,539 873,920 916,625
Utilities and Maintenance0.43%
789,631 778,504 824,897 828,844 832,367
Operations28.41%
342,073 336,268 358,119 451,980 580,410
City Support Services10.63%
157,160 173,614 171,244 153,916 170,277
3.25%
Supplies and Materials 839,475
704,535
729,997 904,900 682,375
Capital Outlay
Buildings & Improvements
- - - - -
Vehicles -
- - - -
Office Furniture and Equipment
- - - - -
Equipment
6 ,887 1 1,031 - 5 ,600 9 ,50069.64%
Equipment Allocation9.60%
302,389 314,622 341,181 341,181 373,946
Total Expenditures11,117,880 3.39%
11,806,213 12,047,386 11,920,90512,324,524
Transfer Out
1 0,000 3 3,580 1 0,000 1 0,000 1 0,000
Reimbursed Expenditures(1,021,519) (991,527) (993,858) (984,776) (987,808)0.31%
Net Total Expenditures10,106,361 3.66%
10,848,267 11,063,528 10,946,12911,346,716
Excess (deficiency) of Rev. over Exp. 544,517 263,354 291,756 - -
Ending Fund Balance
5,101,149 5,388,864 5,682,620 5,388,864 5,682,620
2015 BUDGET
64
CITY OF HOPKINS
UNALLOCATED
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
Property Taxes$8,719,712$8,784,635$8,952,881$10,164,226$9,307,729-8.43%
Intergovernmental Revenue20,53221,152310,431310,410409,11231.80%
15,00015,000
Interest earnings10,618 (16,569) 43,849
Franchise Fees292,065293,349300,789290,000290,000
Miscellaneous6581,567359100250
Total Revenues9,043,5849,084,1349,608,30910,779,73610,022,091-7.03%
Expenditures
Materials, Supplies and Services
Operations9,58310,70015,33840,200165,200310.95%
Operating Transfers
Transfer from other funds - - - - -
Transfer to other funds10,00033,58010,00010,00010,000
Total Expenditures19,58344,28025,33850,200175,200249.00%
Indirectly Funded Amount9,024,0019,039,8549,582,97110,729,5369,846,891-8.23%
2015 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 2015:
1. Monitor tax collections
2. Evaluate franchise fee structure
3. Maximize investment earnings
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Property Taxes $8,952,881 $8,952,774 $9,307,729 3.96%
Intergovernmental 310,431 310,410 409,112 31.80%
Interest Earnings 43,849 15,000 15,000 0.00%
Franchise Fee 300,789 290,000 290,000 0.00%
Miscellaneous 359 100 250 150.00%
Total Revenues 9,608,309 9,568,284 10,022,091 4.74%
EXPENDITURES:
Materials, Supplies & Services 15,338 40,200 165,200 310.95%
Operating Transfer 10,000 10,000 10,000 --
Total Expenditures 25,338 50,200 175,200 249.00%
NET TAX AND GENERAL
REVENUE SUPPORTED $9,582,971 $9,518,084 $9,846,891 1.80%
2015 BUDGET
66
CITY OF HOPKINS
CITY COUNCIL BUDGET
Revenues and Expenditures
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Expenditures
Salaries, Wages and Benefits
Salaries and Wages25,06223,73823,46224,40024,400
Fringe Benefits1,9921,8851,8801,8671,867
Materials, Supplies and Services
Professional & Technical Services -96275 -200--
Operations42,54541,65644,59040,80041,5001.72%
City Support Services - - - - ---
Supplies and Materials3,3661,7371,0302,8052,450-12.66%
Total Expenditures72,96569,11271,23769,87270,4170.78%
Indirectly Funded Amount72,96569,11271,23769,87270,4170.78%
The City Council Department accounts for the expenses of the mayor and council.
2015 BUDGET
67
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM
: Council Administration
PROGRAM SUMMARY
The Council Administration program of the Council Department establishes city policies, goals and objectives. It
approves the budget and monitors the activities of the City Manager and City Attorney. The council also appoints
members to boards and commissions. The City Council holds regular meetings and work sessions, receives input
from staff, citizens and other interested parties. The Council controls policy through changes in the City Code and
Legislative Policies. They control spending through their review and approval of the City budget and various
contracts.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2015:
Work across all city departments and the community to implement the current Goals and Strategic Plan: (1)
Enhance our Small-town Feel, (2) Promote Smart Urban Design and Walkability, and (3) Take it to Them (citizen
engagement)
1. Promote city marketing efforts through the “Think Hopkins” campaign
2. Conduct 2015 Citizen’s Academy and Alumni event
3. Publish 2015 City Annual Report
4. Conduct 2015 State of the City event
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Salaries/Wages/Benefits25,342$ 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
2015 BUDGET
68
CITY OF HOPKINS
ADMINISTRATIVE SERVICES BUDGET
Revenues and Expenditures
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Expenditures
Salaries, Wages and Benefits
Salaries and Wages3.52%
$ 376,088$ 390,759$ 402,682$ 392,580$ 406,395
Fringe Benefits3.89%
149,239 157,346 152,468 153,407 159,381
Materials, Supplies and Services
2.79%
Professional & Technical Services 9,126 7,479 29,571 14,340 14,740
Utilities and Maintenance
4,417 4,015 4,369 4,599 4,8244.89%
Operations9.38%
22,827 27,050 17,102 27,305 29,865
City Support Services
1,570 1,622 1,707 1,693 1,97116.42%
Supplies and Materials
5,968 7,071 5,457 6,105 5,875-3.77%
Total Expenditures3.84%
569,237 595,342 613,357 600,029 623,051
Reimbursed Expenditures
(102,523) ( 104,000) ( 104,000) ( 104,000) ( 104,000)
Net Total Expenditures4.64%
466,713 491,342 509,357 496,029 519,051
Indirectly Funded Amount4.64%
466,713 491,342 509,357 496,029 519,051
The Administrative Services Department is made up of four programs. They are Administration, Personnel, Wellness and
Information Technology Services
2015 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.
FY 2014FY 2015
MAJOR OBJECTIVES TO BE
FY 2014ApprovedApprovedPercent
ACCOMPLISHED IN 2015:
BudgetBudgetChange
Actual
1. Enhance the agenda and report program
EXPENDITURES:
that keeps the Council and public informed
Salaries/Wages/Benefits $240,587 $239,559 $250,040 4.38%
through meetings and correspondence.
Materials, Supplies & Services 18,379 23,126 25,531 10.40%
2. Continue the coordinate the future
Reimbursed Expenditures (66,000) (66,000) (66,000)0.00%
planning of the City through the Capital
Improvements Plan (CIP) program.
$192,966 $196,685 $209,571
3. Continue to operate and enhance the
NET TAX AND GENERAL
employee wellness program.
6.55%
REVENUE SUPPORTED $192,966 $196,685 $209,571
4. Enhance Leadership and Training for City
Council and Staff.
PERSONNEL:
5. Prepare a legislative agenda, monitor
Number of FTE positions2.052.052.05
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 2015:
1. Ensure compliance with the Affordable Care Act.
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Salaries/Wages/Benefits $ 53,245 $ 53,351 $ 54,637 2.41%
Materials, Supplies & Services 5,361 3,248 3,412 5.05%
Reimbursed Expenditures (16,000) (16,000) (16,000)0.00%
$ 42,606 $ 40,599 $ 42,049
NET TAX AND GENERAL
REVENUE SUPPORTED $ 42,606 $ 40,599 $ 42,049 3.57%
PERSONNEL:
Number of FTE positions0.40.40.4
2015 BUDGET
70
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Administrative Services – Wellness
PROGRAM SUMMARY
FY 2014FY 2015
The Wellness program of the Administrative
FY 2014ApprovedApprovedPercent
Services Department provides support and
ActualBudgetBudgetChange
activities to encourage overall general good
EXPENDITURES:
health of city employees.
Materials, Supplies & Services 1,722 2,000 2,000 0.00%
MAJOR OBJECTIVES TO BE
NET TAX AND GENERAL
ACCOMPLISHED IN 2015:
0.00%
REVENUE SUPPORTED $ 1,722 $ 2,000 $ 2,000
Goal 2, Strategy 3 – Healthy City Initiatives:
1. Continue to provide healthy guidance to
PERSONNEL:
Number of FTE positions000
employees.
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 2015:
1. Replace Incode with new software to be selected.
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 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Salaries/Wages/Benefits $261,319 $253,077 $261,099 3.17%
Materials, Supplies & Services 40,355 30,228 34,312 13.51%
Reimbursed Expenditures (22,000) (22,000) (22,000)0.00%
$279,674 $261,305 $273,411
NET TAX AND GENERAL
4.63%
REVENUE SUPPORTED $279,674 $261,305 $273,411
PERSONNEL:
Number of FTE positions2.552.552.55
2015 BUDGET
71
CITY OF HOPKINS
FINANCE BUDGET
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
Miscellaneous$21,381$21,409$21,536$14,950$14,950
Expenditures
Salaries, Wages and Benefits
Salaries and Wages270,298280,177286,613290,955299,9963.11%
Fringe Benefits90,83588,99692,65892,34097,5465.64%
Materials, Supplies and Services
Professional & Technical Services75,68156,69949,09731,56038,60522.32%
Utilities and Maintenance24,16223,61324,76023,29023,3000.04%
Operations10,83212,3768,56812,45011,775-5.42%
City Support Services3193673903793913.17%
Supplies and Materials13,0956,03114,15610,52010,6000.76%
Capital Outlay
Equipment Allocation8218175,7665,7661,041-81.95%
Total Expenditures486,043469,076482,008467,260483,2543.42%
Reimbursed Expenditures(229,776) (229,776)1.32%
( 256,041) ( 234,158) (232,808)
Net Total Expenditures230,002234,918252,232237,484250,4465.46%
Indirectly Funded Amount208,621213,510230,696222,534235,4965.82%
The Finance department consists of six programs. They are: Debt Management, General Accounting, Payroll, Tax Increment
Financing Reporting, and Utility Billing
2015 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 2015:
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 2015 bond issue(s).
4. Analyze possibilities of debt refunding(s).
5.
Prepare annual debt reporting for county as required by state statutes
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
BudgetBudgetChange
Actual
EXPENDITURES:
Salaries/Wages/Benefits $ 12,742 $ 12,712 $ 13,222 4.01%
Materials, Supplies & Services 1,696 1,720 1,675 -2.62%
Reimbursed Expenditures (14,432) (14,432) (16,897)17.08%
$ 6 $ - $ (2,000)
NET TAX AND GENERAL
--
REVENUE SUPPORTED $ 6 $ - $ (2,000)
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.
2015 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 2014FY 2015
MAJOR OBJECTIVES TO BE ACCOMPLISHED
FY 2014ApprovedApprovedPercent
IN 2015:
ActualBudgetBudgetChange
1. Submit CAFR for the GFOA award program.
REVENUES:
2. Provide accurate and timely month-end and
Miscellaneous $ 6,065 $ 5,550 $ 5,550 0.00%
quarterly financial reports.
3. Update the Financial Management Plan
EXPENDITURES:
4. Prepare 20-year Capital Improvement Plan.
Salaries/Wages/Benefits $194,185 $200,399 $208,616 4.10%
5. Prepare 20-year Equipment Replacement
Materials, Supplies & Services 51,696 48,804 53,387 9.39%
Plan
Reimbursed Expenditures (64,000) (64,000) (64,000)0.00%
6. Update actuarial study on OPEB obligations.
$181,881 $185,203 $198,003 6.91%
7. Update CAFR on city website.
8. Implement new finance software
NET TAX AND GENERAL
7.12%
REVENUE SUPPORTED $175,816 $179,653 $192,453
PERSONNEL:
Number of FTE positions2.02.02.0
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 2015:
1. Assist employees with payroll and benefit issues/questions.
2. Provide accurate and timely payroll and reports.
3. Work with insurance company to
FY 2014FY 2015
manage insurance programs.
FY 2014ApprovedApprovedPercent
4. Prepare benefit open enrollment
ActualBudgetBudgetChange
information and assist employees with
EXPENDITURES:
questions regarding their benefit
Salaries/Wages/Benefits $ 61,599 $ 61,878 $ 63,067 1.92%
options.
Materials, Supplies & Services 7,377 6,638 5,071 -23.61%
Reimbursed Expenditures (20,000) (20,000) (20,000)0.00%
$ 48,976 $ 48,516 $ 48,138
NET TAX AND GENERAL
REVENUE SUPPORTED $ 48,976 $ 48,516 $ 48,138 -0.78%
PERSONNEL:
Number of FTE positions0.750.750.75
2015 BUDGET
74
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Finance – TIF Administration
PROGRAM SUMMARY
The Tax Increment Financing Administration program of the Finance Department records and reports tax increment
program activities. It is charged with the
FY 2014FY 2015
responsibility of ensuring compliance with state
FY 2014ApprovedApprovedPercent
statutes and guidelines.
ActualBudgetBudgetChange
EXPENDITURES:
MAJOR OBJECTIVES TO BE ACCOMPLISHED
Salaries/Wages/Benefits $ 12,585 $ 12,712 $ 13,033 2.53%
IN 2015:
Materials, Supplies & Services 11,668 3,545 3,500 -1.27%
Reimbursed Expenditures (16,257) (16,257) (16,533)1.70%
1. Continue analysis of Tax Increment Financing
$ 7,996 $ - $ -
funds.
NET TAX AND GENERAL
2. Assist with implementation of new TIF
--
REVENUE SUPPORTED $ 7,996 $ - $ -
districts.
3. Prepare annual Office of the State Auditor
PERSONNEL:
reports.
Number of FTE positions0.10.10.1
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 2015:
1. Explore 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.
Implement new Utility Billing software.
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Charges for service $ 14,440 $ 9,400 $ 9,400 0.00%
EXPENDITURES:
Salaries/Wages/Benefits $ 98,161 $ 95,594 $ 99,064 3.63%
Materials, Supplies & Services 36,231 28,893 27,714 -4.08%
Reimbursed Expenditures (115,087) (115,087) (117,378)1.99%
$ 19,305 $ 9,400 $ 9,400 0.00%
NET TAX AND GENERAL
--
REVENUE SUPPORTED $ 4,865 $ - $ -
PERSONNEL:
Number of FTE positions1.651.651.65
2015 BUDGET
75
CITY OF HOPKINS
LEGAL BUDGET
Revenues and Expenditures
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
Court Fines$ 116,781$ 125,559$ 132,328$ 118,000$ 120,0001.69%
Expenditures
Materials, Supplies and Services
Professional & Technical Services131,152142,989171,685143,000145,0001.40%
Operations - - - - -
Total Expenditures131,152142,989171,685143,000145,0001.40%
Indirectly Funded Amount14,37017,43139,35725,00025,000
The Legal Department is made up of two programs. They are Legal Counsel and Prosecution.
2015 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 Steiner & Curtiss 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 2015:
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 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Court Fines $ 133,328 $ 118,000 $120,000 1.69%
EXPENDITURES:
Materials, Supplies & Services $ 171,685 $ 143,000 $145,000 1.40%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 38,357 $ 25,000 $ 25,000
0.00%
PERSONNEL:
The City contracts with a legal firm to represent the City.
2015 BUDGET
77
CITY OF HOPKINS
MUNICIPAL BUILDING
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Expenditures
Salaries, Wages and Benefits
Salaries and Wages94,54993,579100,73398,263101,4443.24%
Fringe Benefits41,52040,97742,97050,97551,7401.50%
Materials, Supplies and Services
Professional & Technical Services34,24232,30337,94842,00043,0002.38%
Utilities and Maintenance120,841118,672119,822125,000125,7000.56%
Operations2,8281,1882,7052,3002,300
City Support Services15,08116,83618,32013,98615,49210.77%
Supplies and Materials12,15911,07913,29916,89016,570-1.89%
Capital Outlay
Buildings & Structures - - - - -
Office Furniture and Equipment - - - - -
Total Expenditures321,219314,634335,797349,414356,2461.96%
(32,000)
Reimbursed Expenditures (31,676) (31,999) (32,000) (32,000)
Net Total Expenditures289,543282,635303,797317,414324,2462.15%
Indirectly Funded Amount289,543282,635303,797317,414324,2462.15%
The Municipal Building Department consists of building maintenace.
2015 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 2015:
1. Continuation of Green Initiatives within City Hall.
2. Explore lobby upgrade.
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Salaries/Wages/Benefits $ 143,702 $ 149,238 $153,184 2.64%
Materials, Supplies & Services 192,094 200,176 203,062 1.44%
Reimbursed Expenditures (32,000) (32,000) (32,000)0.00%
$ 303,796 $ 317,414 $324,246 2.15%
NET TAX AND GENERAL
2.15%
REVENUE SUPPORTED $ 303,796 $ 317,414 $324,246
PERSONNEL:
Number of FTE positions1.451.451.45
s
tht
City Hall at 11 Ave and 1 St
2015 BUDGET
79
CITY OF HOPKINS
COMMUNITY SERVICES SUMMARY BUDGET
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
Licenses$12,027$11,777$13,292$11,000$12,0009.09%
Permits368,227423,470588,076314,980350,01011.12%
Current Services101,46946,2574,92035,35023,350-33.95%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages572,662574,522616,753604,605634,2034.90%
Fringe Benefits178,857177,296189,964179,500190,8136.30%
Materials, Supplies and Services
Professional & Technical Services159,223159,220175,981166,155163,705-1.47%
Utilities and Maintenance10,78610,74711,52513,88513,723-1.17%
Operations23,49123,49124,28330,05034,93516.26%
City Support Services42,15542,08140,36140,26540,198-0.17%
Supplies and Materials8,6138,6138,59810,99510,310-6.23%
Capital Outlay
Office Furniture and Equipment - - - - -
Equipment Allocation6,9066,8656,9076,9073,850-44.26%
Total Expenditures1,002,6921,002,8361,074,3721,052,3621,091,7373.74%
Reimbursed Expenditures
(60,480) (60,480) (61,000) (61,000) (61,000)
Net Total Expenditures942,212942,3561,013,372991,3621,030,7373.97%
Indirectly Funded Amount460,489460,852407,085630,032645,3772.44%
The Community Service department is made up of four main programs. They are Reception, Assessing, Inspections & City
Clerk.
2015 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.
FY 2014FY 2015
Receipts are accepted for payment of
FY 2014ApprovedApprovedPercent
building permits and utility bills. The program
ActualBudgetBudgetChange
also provides clerical and secretarial
EXPENDITURES:
Salaries/Wages/Benefits47,909
services to other departments.
$ $ 4 4,830$ 4 7,7316.47%
Materials, Supplies & Services3,916
1 ,103 1 ,22611.15%
$ 51,825 $ 45,933 $ 48,957
OBJECTIVES TO BE ACCOMPLISHED IN
NET TAX AND GENERAL
2015:
Goal 1, Strategy 3- Provide Accessible and
6.58%
REVENUE SUPPORTED $ 51,825 $ 45,933 $ 48,957
Friendly City Services:
1. Continue to provide excellent customer
PERSONNEL:
service
Number of FTE positions1.451.451.45
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 2015:
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 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Charges for service $ 2,200 $ 2,000 $ 2,000 0.00%
EXPENDITURES:
Salaries/Wages/Benefits $ 87,697 $ 88,235 $ 90,578 2.66%
Materials, Supplies & Services 124,750 119,372 128,759 7.86%
Reimbursed Expenditures (24,000) (24,000) (24,000)0.00%
$ 188,447 $ 183,607 $195,337 6.39%
NET TAX AND GENERAL
6.46%
REVENUE SUPPORTED $ 186,247 $ 181,607 $193,337
The Special Assessment Clerk is
PERSONNEL:
available to assist with property
Number of FTE positions1.051.051.05
tax and assessing related
ti
2015 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 2014FY 2015
FY 2014ApprovedApprovedPercent
MAJOR OBJECTIVES TO BE
ActualBudgetBudgetChange
ACCOMPLISHED IN 2015:
REVENUES:
Goal 2, Strategy 2 – Go Green
Licenses $ 6,617 $ 5,000 $ 6,000 20.00%
1. Purchase “green” or recycled products
when available if the pricing is
EXPENDITURES:
competitive and product meets quality
Salaries/Wages/Benefits $ 77,241 $ 67,467 $ 78,476 16.32%
standards.
Materials, Supplies & Services 16,697 23,995 26,096 8.76%
2. Ensure that the City Document Archives
Reimbursed Expenditures (37,000) (37,000) (37,000)0.00%
section of the City’s website contains the
$ 56,938 $ 54,462 $ 67,572 24.07%
most up to date information in all areas
listed.
NET TAX AND GENERAL
3. Review and update where needed
24.48%
REVENUE SUPPORTED $ 50,321 $ 49,462 $ 61,572
applications and forms that are available
on the Web site.
PERSONNEL:
Number of FTE positions0.750.750.75
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 2015:
1. Recruit and train additional Election
FY 2014FY 2015
Judges for the 2016 Local Election. Offer
FY 2014ApprovedApprovedPercent
some part-time positions as requested by
BudgetBudgetChange
Actual
several current Election Judges who may
REVENUES:
be unable to complete a 15 or 16 hour day.
Charges for service $ - $ - $ 20,000 ---
2. Work with Hennepin County City to review
voting equipment and the possible
EXPENDITURES:
replacement.
Salaries/Wages/Benefits $ 36,845 $ 31,429 $ 37,180 18.30%
Materials, Supplies & Services 25,059 29,379 15,042 -48.80%
3. Work to better organize information and
$ 61,904 $ 60,808 $ 52,222 -14.12%
supplies for Election Judges use on
Election Day.
NET TAX AND GENERAL
REVENUE SUPPORTED $ 61,904 $ 60,808 $ 32,222 -47.01%
PERSONNEL:
Number of FTE positions0.350.350.35
2015 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 2014FY 2015
MAJOR OBJECTIVES TO BE ACCOMPLISHED
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
IN 2015:
REVENUES:
Goal 1, Strategy 3- Provide Accessible and
License, Permits, Charges $ 304,553 $ 147,480 $150,460 2.02%
Friendly City Services:
1. Work on closing out aging permits from the
EXPENDITURES:
past years.
Salaries/Wages/Benefits $ 189,865 $ 190,899 $196,083 2.72%
2. Get Emergency Inspection Packets together in
Materials, Supplies & Services 84,187 76,152 77,149 1.31%
case of natural disaster.
$ 274,052 $ 267,051 $273,232 2.31%
3. Update handouts and website.
NET TAX AND GENERAL
4. Continue to cross train staff and get new
REVENUE SUPPORTED $ (30,501) $ 119,571 $122,772 2.68%
Admin Assistant fully trained
5. Get trained on 2012 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.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2015:
1. Continue the fire prevention inspection program.
2. Implement new fire code software.
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Permits $ 9,815 $ 4,000 $ 4,000 0.00%
--
EXPENDITURES:
Salaries/Wages/Benefits $ 37,153 $ 36,351 $ 38,892 6.99%
Materials, Supplies & Services 326 324 353 8.95%
$ 37,479 $ 36,675 $ 39,245 7.01%
NET TAX AND GENERAL
7.87%
REVENUE SUPPORTED $ 27,664 $ 32,675 $ 35,245
PERSONNEL:
Number of FTE positions0.350.350.35
2015 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 2014FY 2015
program of the Community Services Department
FY 2014ApprovedApprovedPercent
inspects new and remodeled buildings for
ActualBudgetBudgetChange
heating and plumbing compliance. The process
REVENUES:
begins with easily accessible customer service at
Permits $ 105,930 $ 53,000 $ 53,000 0.00%
the inspections counter and continues with plan
review; permit issuance, inspection of
EXPENDITURES:
construction phases. Become familiar with new
Salaries/Wages/Benefits $ 90,341 $ 87,098 $ 90,019 3.35%
gas, mechanical and energy code.
Materials, Supplies & Services 4,879 3,956 4,058 2.58%
$ 95,220 $ 91,054 $ 94,077 3.32%
MAJOR OBJECTIVES TO BE ACCOMPLISHED
IN 2015:
NET TAX AND GENERAL
7.94%
REVENUE SUPPORTED $ (10,710) $ 38,054 $ 41,077
1. Close out open permits from 2006-2012.
2. Work with Engineering to get the storm
PERSONNEL:
sewer permitting process revised.
Number of FTE positions1.01.01.0
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 2015:
M
Goal 1, Strategy 3- Provide Accessible and Friendly City Services:
1. Continue to tweak rental licensing program.
2. Get Truth In Housing Guidelines updated.
3. Continue to educate property owners on the new Rental Inspection Point System so they pass inspections the
first time.
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
License, permits, charges $ 159,587 $ 131,500 $131,550 0.04%
EXPENDITURES:
Salaries/Wages/Benefits $ 160,362 $ 158,230 $163,969 3.63%
Materials, Supplies & Services 5,644 7,558 7,675 1.55%
$ 166,006 $ 165,788 $171,644 3.53%
NET TAX AND GENERAL
16.93%
REVENUE SUPPORTED $ 6,419 $ 34,288 $ 40,094
PERSONNEL:
Number of FTE positions1.821.821.82
2015 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.
MAJOR OBJECTIVES TO BE
FY 2014FY 2015
ACCOMPLISHED IN 2015:
FY 2014ApprovedApprovedPercent
Goal 1, Strategy 3- Provide Accessible
BudgetBudgetChange
Actual
and Friendly City Services:
REVENUES:
1. Continue with spring and fall
Citations, charges for service $ 6,585 $ 8,350 $ 8,350 0.00%
sweeps and respond to citizen
complaints in a prompt and
EXPENDITURES:
courteous manner.
Salaries/Wages/Benefits $ 77,288 $ 77,532 $ 79,998 3.18%
2. Send out newsletter in spring
Materials, Supplies & Services 778 3,733 3,678 -1.47%
regarding sweeps potential
$ 78,066 $ 81,265 $ 83,676 2.97%
violations.
NET TAX AND GENERAL
3.31%
REVENUE SUPPORTED $ 71,481 $ 72,915 $ 75,326
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 2015:
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.
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Property Registrations $ 11,000 $ 10,000 $ 10,000 0.00%
EXPENDITURES:
Salaries/Wages/Benefits $ 2,016 $ 2,034 $ 2,090 2.75%
Materials, Supplies & Services - 2,685 2,685 0.00%
$ 2,016 $ 4,719 $ 4,775 1.19%
NET TAX AND GENERAL
-1.06%
REVENUE SUPPORTED $ (8,984) $ (5,281) $ (5,225)
PERSONNEL:
Number of FTE positions0.020.020.02
2015 BUDGET
85
CITY OF HOPKINS
POLICE BUDGET
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
Intergovernmental$308,652$349,968$334,859$283,000$204,000-27.92%
Licenses95,80192,41796,73196,00096,000
Court Fines/Forfeitures98,06892,36971,69350,00050,5001.00%
Penalties6656853151,0001,000
Current Service34,21938,48029,26748,00033,000-31.25%
Miscellaneous31,10414,3812,6201,5001,500
Expenditures
Salaries, Wages and Benefits
Salaries and Wages2,899,8573,016,4072,783,2782,857,2892,864,2040.24%
Fringe Benefits1,077,773985,8471,055,0811,036,9211,049,4451.21%
Materials, Supplies and Services
Professional & Technical Services93,000204,93965,75094,29094,290
Utilities and Maintenance130,98990,81473,57594,37094,370
Operations105,93184,10094,71789,40890,3171.02%
City Support Services115,197127,174113,987124,501132,5496.46%
Supplies and Materials193,729186,020171,411157,715157,715
Capital Outlay
Office Furniture and Equipment - - - - -
Equipment - - - - -
Total Expenditures4,616,4774,695,3024,357,7994,454,4944,482,8900.64%
Indirectly Funded Amount4,047,9674,107,0033,822,3153,974,9944,096,8903.07%
There are 10 programs within the Police Department. They are Administration, Patrol, SWAT, Reserves, Investigations,
Drug Enforcement, Pawn Shop Management, Community Policing, Records, and Systems Management.
2015 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 2015:
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 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Federal Grants $ 10,512 $ - $ - 0.00%
Miscellaneous revenues - - - 0.00%
Total Revenues 10,512 - - 0.00%
EXPENDITURES:
Salaries/Wages/Benefits303,214$ 392,448$ 315,985$ -19.48%
Materials, Supplies & Services114,191$ 124,163$ 120,377$ -3.05%
$ 417,405 $ 516,611 $ 436,362
NET TAX AND GENERAL
-15.53%
REVENUE SUPPORTED $ 406,893 $ 516,611 $ 436,362
PERSONNEL:
Number of FTE positions2.152.152.15
2015 BUDGET
87
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Police –Patrol
PROGRAM SUMMARY
FY 2014FY 2015
To provide public safety by reducing
FY 2014ApprovedApprovedPercent
crime, enhancing the quality of life for
ActualBudgetBudgetChange
all citizens, while working
REVENUES:
collaboratively with all stakeholders in
the community.
Licenses $ 9,619 $ 10,000 $ 10,000 0.00%
Intergovernmental Revenue 324,346 283,000 204,000 -27.92%
MAJOR OBJECTIVES TO BE
Fines & Forfeits 72,008 51,000 51,500 0.98%
ACCOMPLISHED IN 2015:
Charges for Service 13,498 15,000 15,000 0.00%
1. Provide the highest level of
Misecllaneous 2,620 1,000 1,000 0.00%
professional customer service to
$ 422,091 $ 360,000 $ 281,500 -21.81%
the public with each and every
EXPENDITURES:
contact.
Salaries/Wages/Benefits $2,596,628 $2,497,847 $2,594,785 3.88%
2. Create trust and partnerships with
Materials, Supplies & Services 284,176 282,729 282,415 -0.11%
our multi-cultural community.
$2,880,804 $2,780,576 $2,877,200 3.47%
3. Provide proactive criminal
enforcement through intelligence-
NET TAX AND GENERAL
lead policing efforts.
7.23%
REVENUE SUPPORTED $2,458,713 $2,420,576 $2,595,700
4. Committed to identifying and
solving problems through building PERSONNEL:
Number of FTE positions23.623.623.6
positive community partnerships
PROGRAM:
Police – SWAT Team
PROGRAM SUMMARY
The Special Weapons and Tactics team (SWAT) of the Hopkins Police Department will provide tactical and rescue
operations in high-risk situations, and will receive the highest level of training possible.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2015:
1. Committed to the highest level of training standards and performance standards.
2. Build upon strong working relationships with other consortium SWAT members and partners.
3. Continue to be a leader in the consortium of SWAT teams.
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Salaries/Wages/Benefits50,614$ 50,382$ 55,011$ 9.19%
Materials, Supplies & Services19,099$ 19,333$ 21,358$ 10.47%
$ 69,713 $ 69,715 $ 76,369
NET TAX AND GENERAL
REVENUE SUPPORTED $ 69,713 $ 69,715 $ 76,369 9.54%
PERSONNEL:
Number of FTE positions0.450.450.45
2015 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-building and outreach efforts.
FY 2014FY 2015
MAJOR OBJECTIVES TO BE
FY 2014ApprovedApprovedPercent
ACCOMPLISHED IN 2015:
ActualBudgetBudgetChange
1. Continue to recruit individuals with diverse
REVENUES:
backgrounds.
Charges for service $ - $ - $ - 0.00%
2. Continue to supplement uniformed patrol
with calls for service and problem-solving
efforts.
EXPENDITURES:
3. Provide leadership training for Reserve
Salaries/Wages/Benefits6,768$ -0.08%7,156
$ $ 7 ,162
Command Staff.
Materials, Supplies & Services$ 6 ,235$ 8 ,424$ 8 ,4730.58%
$ 13,003 $ 15,586 $ 15,629
4. Utilize Reserve personnel whenever
NET TAX AND GENERAL
feasible to alleviate uniformed patrol calls
REVENUE SUPPORTED $ 13,003 $ 15,586 $ 15,629 0.28%
for service.
PERSONNEL:
Number of FTE positions0.050.050.05
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 2015:
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
FY 2014FY 2015
with all divisions within the Police
FY 2014ApprovedApprovedPercent
Department.
ActualBudgetBudgetChange
5. Continue to work in partnership
REVENUES:
with the County Attorney’s Office
Licenses $ 78,412 $ 76,000 $ 76,000 0.00%
to successfully prosecute
individuals involved in criminal
EXPENDITURES:
behavior.
Salaries/Wages/Benefits $ 462,445 $ 473,022 $ 475,311 0.48%
Materials, Supplies & Services 55,667 77,367 87,078 12.55%
$ 518,112 $ 550,389 $ 562,389 2.18%
NET TAX AND GENERAL
2.53%
REVENUE SUPPORTED $ 439,700 $ 474,389 $ 486,389
PERSONNEL:
Number of FTE positions3.93.93.9
2015 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.
FY 2014FY 2015
MAJOR OBJECTIVES TO BE
FY 2014ApprovedApprovedPercent
BudgetBudgetChange
Actual
ACCOMPLISHED IN 2015:
REVENUES:
1. Continue to work jointly with the Criminal
Charges for service $ - $ 15,000 $ - -100.00%
Investigations Unit and Focus Unit to
identify suspects engaged in criminal
EXPENDITURES:
activity.
Salaries/Wages/Benefits $ 105,006 $ 115,897 $ 114,766 -0.98%
2. Work with all divisions of the Police
Materials, Supplies & Services 7,030 6,732 5,534 -17.80%
Department and communicate current crime
$ 112,036 $ 122,629 $ 120,300 -1.90%
trends and/or possible suspects residing in
the City.
NET TAX AND GENERAL
3. Continue to work nuisance property and
REVENUE SUPPORTED $ 112,036 $ 107,629 $ 120,300 11.77%
crime free multi-housing issues with the
Police Services Liaison to remove problem
PERSONNEL:
tenants from units who continue to use
Number of FTE positions111
illegal drugs.
PROGRAM:
Police – Pawn Shop Management
PROGRAM SUMMARY
The Pawn Shop Management program of the Police Department maintains computerized records of pawnshop
transactions as required by City ordinance, checks transactions for the presence of reported stolen property and
assists other departments in recovering stolen property located in Hopkins pawnshops.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2015:
1. Conduct at least one random inventory and compliance check.
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Licenses $ 5,000 $ 5,000 $ 5,000 0.00%
Charges for service 15,769 18,000 18,000 0.00%
$ 20,769 $ 23,000 $ 23,000 0.00%
EXPENDITURES:
Salaries/Wages/Benefits $ 3,339 $ 3,386 $ 3,571 5.46%
Materials, Supplies & Services 145 144 167 15.97%
$ 3,484 $ 3,530 $ 3,738 5.89%
NET TAX AND GENERAL
-1.07%
REVENUE SUPPORTED $ (17,285) $ (19,470) $ (19,262)
PERSONNEL:
Number of FTE positions0.050.050.05
2015 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 2015:
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 2014FY 2015
FY 2014ApprovedApprovedPercent
BudgetBudgetChange
Actual
REVENUES:
Licenses $ 3,700 $ 5,000 $ 5,000 0.00%
Donations 337 500 500 0.00%
$ 4,037 $ 5,500 $ 5,500 0.00%
EXPENDITURES:
Salaries/Wages/Benefits $ 74,326 $ 92,726 $ 95,343 2.82%
Materials, Supplies & Services 10,627 14,668 14,742 0.50%
$ 84,953 $ 107,394 $ 110,085 2.51%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 80,916 $ 101,894 $ 104,585 2.64%
National Night Out
PERSONNEL:
Number of FTE positions0.850.850.85
New American Academy Cops ‘n Kids Fishing
2015 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 ACCOMPLISHED IN 2015:
1. Continue to learn new RMS system (LETG) while seeking to refine processes for better efficiency of records
maintenance.
2. Train on new RMS reporting software to develop reports to provide more data to the public.
3. Continue to provide weekly crime
FY 2014FY 2015
statistics and learning additional crime
FY 2014ApprovedApprovedPercent
analysis software and mapping tools
ActualBudgetBudgetChange
EXPENDITURES:
Salaries/Wages/Benefits236,018$ 261,340$ 251,721$ -3.68%
Materials, Supplies & Services4,261 6,223 3.47%6,439
$ 240,279 $ 267,563 $ 258,160
NET TAX AND GENERAL
REVENUE SUPPORTED $ 240,279 $ 267,563 $ 258,160 -3.51%
PERSONNEL:
Number of FTE positions3.453.453.45
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 2015:
1. Work to integrate the police department network with the city’s network.
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Materials, Supplies & Services46,087$ 49,501$ 51,658$ 4.36%
NET TAX AND GENERAL
REVENUE SUPPORTED46,087$ 49,501$ 51,658$
4.36%
PERSONNEL:
Number of FTE positions000
2015 BUDGET
92
CITY OF HOPKINS
FIRE BUDGET
Revenues and Expenditures
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
Licenses & Permits$5,070$830$1,880$3,500$3,500
State Aid67,16994,84393,48890,00095,0005.56%
Federal Grant36,735164,29068,859 - -
County Grant - - - - -
Administrative Citations -300500 -100
Current Service75,4727,5936,5803,0003,000
Donations7,0001002,400 - -
Miscellaneous7,0004,0463,696 - -
198,446272,002177,40396,500101,6005.28%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages385,935401,146391,544368,954373,1321.13%
Fringe Benefits147,708189,188189,093188,996194,4402.88%
Materials, Supplies and Services
Professional & Technical Services28,00238,27137,06324,50024,500
Utilities and Maintenance64,54367,29583,00058,80059,0000.34%
Operations66,15259,17868,55263,91064,9251.59%
City Support Services103,907124,866135,919139,430155,69511.67%
Supplies and Materials149,132219,734159,388100,125102,8452.72%
Capital Outlay
Equipment3,891 - - - -
Total Expenditures949,2691,099,6791,064,559944,715974,5373.16%
Indirectly Funded Amount750,823827,676887,157848,215872,9372.91%
The Fire Department is made up of two programs. They are Fire Prevention/Suppression and Emergency Preparedness.
2015 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
FY 2014FY 2015
education and files reports with
the State Fire Marshall on
FY 2014ApprovedApprovedPercent
department activity, property
ActualBudgetBudgetChange
loss or death due to fire
REVENUES:
emergencies.
Licenses & Fines $ 2,380 $ 3,500 $ 3,600 2.86%
Intergovernmental Revenue 165,980 90,000 95,000 5.56%
MAJOR OBJECTIVES TO BE
Charges for Service 6,580 3,000 3,000 0.00%
ACCOMPLISHED IN 2015:
Donations 2,463 - - 0.00%
1. Develop Long Term
$ 177,403 $ 96,500 $ 101,600 5.28%
Strategic and Marketing
EXPENDITURES:
plan for the department.
2. Continue Home Fire Salaries/Wages/Benefits $ 580,637 $ 557,950 $ 567,572 1.72%
Prevention Inspection in
Materials, Supplies & Services 501,328 395,087 415,287 5.11%
accordance with the fire
$1,081,965 $ 953,037 $ 982,859 3.13%
prevention grant.
3. Work with Police
NET TAX AND GENERAL
Department and School
2.89%
REVENUE SUPPORTED $ 904,562 $ 856,537 $ 881,259
District on the second
summer safety camp.
PERSONNEL:
Number of FTE positions1.251.251.25
Volunteer Firefighters353535
PROGRAM:
Fire – Emergency Preparedness
PROGRAM SUMMARY
The Emergency Preparedness program provides the community with preparedness, mitigation, response, and
recovery from natural and technological disasters including acts of terrorism. The emergency preparedness
program is designed to provide training for all employees through partnerships with the Federal Emergency
Management Agency, Minnesota Division of Emergency Management, and Hennepin County Emergency
Preparedness. Training is accomplished through mock drills and simulated emergency situations, along with
specialized training.
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
MAJOR OBJECTIVES TO BE
ActualBudgetBudgetChange
ACCOMPLISHED IN 2015:
EXPENDITURES:
1. Prepare Table Top for city staff
Materials, Supplies & Services1,285
and Police and Fire Command
$ $ 3 ,128$ 3 ,1280.00%
staff
NET TAX AND GENERAL
2. Establish forms for EOC and
REVENUE SUPPORTED$ 1,285$ 3,128 0.00%
equip EOC for operations.
$ 3 ,128
3. Update Emergency Operations
PERSONNEL:
Plan. (EOP)
Number of FTE positions000
2015 BUDGET
94
CITY OF HOPKINS
PUBLIC WORKS BUDGET
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
Licenses and Permits$9,730$18,970$5,435$9,415$9,415
Intergovernmental137,082139,154145,245130,000135,0003.85%
Charges for Services3,3435,6739,2832,7502,750
Other Miscellaneous6,2875,6124,7254,6004,600
Sales of Fixed Assets848 - - - -
Expenditures
Salaries, Wages and Benefits
Salaries and Wages2.61%
1,157,874 1,199,562 1,263,676 1,226,018 1,257,985
Fringe Benefits2.72%
445,319 466,575 470,864 477,822 490,803
Materials, Supplies and Services
11.37%
Professional & Technical Services 200,950 198,014 236,941 299,100 333,100
Utilities and Maintenance
374,627 420,514 415,450 419,900 419,900
Operations (158)-29.21%
806 4,155 16,430 11,630
City Support Services18.85%
161,888 140,557 159,288 146,889 174,583
Supplies and Materials4.42%
288,873 381,102 393,414 322,185 336,435
Capital Outlay
Buildings & Improvements -
- - - -
Equipment
- 11,031 - 11,600 9,500-18.10%
Total Expenditures3.90%
2,629,372 2,818,161 2,943,787 2,919,944 3,033,936
Reimbursed Expenditures (545,140)
(550,799) ( 531,857) ( 538,000) ( 538,000)
Net Total Expenditures4.79%
2,078,574 2,273,021 2,411,930 2,381,944 2,495,936
Indirectly Funded Amount4.88%
1,921,283 2,103,612 2,247,242 2,235,179 2,344,171
The Public Works Department is made up of eight programs. They are Buildings, Equipment Services, Administration, Engineering,
Streets, Snow Removal, Parks, and Forestry.
2015 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
FY 2014FY 2015
budget covers the entire public works
FY 2014ApprovedApprovedPercent
complex. The buildings and equipment are
BudgetBudgetChange
Actual
maintained by in house maintenance
EXPENDITURES:
personnel and the custodial duties by a
Salaries/Wages/Benefits $ 38,192 $ 37,222 $ 38,229 2.71%
contract cleaner.
Materials, Supplies & Services 86,187 66,409 70,943 6.83%
Reimbursed Expenditures (70,000) (70,000) (70,000)0.00%
MAJOR OBJECTIVES TO BE
$ 54,379 $ 33,631 $ 39,172
ACCOMPLISHED IN 2015:
NET TAX AND GENERAL
16.48%
REVENUE SUPPORTED $ 54,379 $ 33,631 $ 39,172
1. Maintain PW building to assure a safe
and comfortable environment for all
PERSONNEL:
City employees at the lowest cost to
Number of FTE positions0.40.40.4
the taxpayer.
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 2015:
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
FY 2014FY 2015
Plan.
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Charges for service $ 204 $ 150 $ 150 0.00%
EXPENDITURES:
Salaries/Wages/Benefits $213,459 $216,072 $227,134 5.12%
Materials, Supplies & Services 22,778 20,215 21,819 7.93%
Reimbursed Expenditures (136,857) (143,000) (143,000)0.00%
Capital Expenditures - 5,600 4,000 0.00%
$ 99,380 $ 98,887 $109,953 11.19%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 99,176 $ 98,737 $109,803 11.21%
PERSONNEL:
Number of FTE positions2.352.352.35
2015 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 2015:
1. Southwest Transitway (LRT) planning:
FY 2014FY 2015
protect city interests and position
FY 2014ApprovedApprovedPercent
Hopkins for Federal funding to mitigate
ActualBudgetBudgetChange
LRT station impacts
EXPENDITURES:
2. Continue to analyze and respond to
Salaries/Wages/Benefits $170,754 $171,521 $175,500 2.32%
opportunities to save energy and be
Materials, Supplies & Services 18,658 17,759 18,423 3.74%
more environmentally conscious while
Reimbursed Expenditures (148,000) (148,000) (148,000)0.00%
improving service quality and
$ 41,412 $ 41,280 $ 45,923
efficiency.
NET TAX AND GENERAL
3. Complete aggressive 2015 program of
REVENUE SUPPORTED $ 41,412 $ 41,280 $ 45,923 11.25%
street, utility, municipal building and
park system improvements.
PERSONNEL:
4. Complete Cottageville Park master
Number of FTE positions1.351.351.35
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 consultants involved with construction projects.
FY 2014FY 2015
MAJOR OBJECTIVES TO BE
FY 2014ApprovedApprovedPercent
ACCOMPLISHED IN 2015:
ActualBudgetBudgetChange
1. Continue to develop utility maps in digitized
REVENUES:
format and apply to GIS program.
Licenses $ 4,070 $ 8,000 $ 8,000 0.00%
2. Continue field survey and inventory of utility
Charges for Service 135 100 100 0.00%
system for GIS application.
$ 4,205 $ 8,100 $ 8,100 0.00%
3. Oversee implementation of the City’s
EXPENDITURES:
Capital Improvement Plan.
Salaries/Wages/Benefits $162,332 $174,475 $175,744 0.73%
Materials, Supplies & Services $ 43,455 $ 31,389 $ 33,086
Reimbursed Expenditures (65,000) (65,000) (65,000)0.00%
$140,787 $140,864 $143,830 2.11%
NET TAX AND GENERAL
2.23%
REVENUE SUPPORTED $136,582 $132,764 $135,730
PERSONNEL:
Number of FTE positions1.61.61.6
2015 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 2015:
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. Mall 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 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Licenses $ 1,365 $ 1,415 $ 1,415 0.00%
Intergovernmental Revenue 145,245 130,000 135,000 3.85%
Charges for Service 4,061 500 500 0.00%
$150,671 $131,915 $136,915 3.79%
EXPENDITURES:
Salaries/Wages/Benefits $409,185 $369,383 $375,190 1.57%
Materials, Supplies & Services $604,547 $655,333 $666,385 1.69%
Reimbursed Expenditures (112,000) (112,000) (112,000)0.00%
$901,732 $912,716 $929,575 1.85%
NET TAX AND GENERAL
REVENUE SUPPORTED $751,061 $780,801 $792,660 1.52%
PERSONNEL:
Number of FTE positions4.064.064.06
2015 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.
FY 2014FY 2015
MAJOR OBJECTIVES TO BE
FY 2014ApprovedApprovedPercent
ACCOMPLISHED IN 2015:
ActualBudgetBudgetChange
1. Complete plowing/sanding
REVENUES:
operations of all city streets, alleys,
Charges for service $ 556 $ 500 $ 500 0.00%
parking lots and parking ramp within
10 hours.
EXPENDITURES:
2. Complete snow removal operations
Salaries/Wages/Benefits $179,409 $130,406 $140,346 7.62%
in downtown areas/ramp/parking
Materials, Supplies & Services 108,041 75,147 78,669 4.69%
lots in efficient manner to meet
Capital Outlay - 6,000 - 0.00%
parking/traffic flow demands.
$287,450 $211,553 $219,015 3.53%
3. Increase snow/ice maintenance
activities on residential streets.
NET TAX AND GENERAL
4. Utilize snow emergency policy to
REVENUE SUPPORTED $286,894 $211,053 $218,515 3.54%
maximize safety and snow removal
efforts, while minimizing resident
PERSONNEL:
conflicts.
Number of FTE positions1.181.181.18
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, 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 2014FY 2015
MAJOR OBJECTIVES TO BE FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
ACCOMPLISHED IN 2015:
REVENUES:
1. Continue grounds maintenance of all
Charges for service $ 4,059 $ 1,500 $ 1,500 0.00%
parks including Shady Oak Beach, plus
Miscellaneous 4,725 4,600 4,700 2.17%
City Hall, 4 well houses, Public Works
$ 8,784 $ 6,100 $ 6,200 1.64%
garage and all other City owned right-
EXPENDITURES:
of-way.
Salaries/Wages/Benefits $453,714 $450,767 $461,914 2.47%
2. Provide open skating and hockey at the
Materials, Supplies & Services 214,004 248,167 294,520 18.68%
following parks: Valley, Harley
Capital Outlay - - 5,500 #DIV/0!
Hopkins, Oakes, Central, Interlachen,
$667,718 $698,934 $761,934 9.01%
open skating only at Hilltop and Burnes.
NET TAX AND GENERAL
9.08%
REVENUE SUPPORTED $658,934 $692,834 $755,734
PERSONNEL:
Number of FTE positions5.245.245.24
2015 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 2015:
1. Trim 12% of trees on city boulevards.
2. Replace trees on city property that were lost in 2015
3. Remove all diseased, dead, dying trees on public property.
4. Create 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 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Charges for service $ 267 $ - $ - 0.00%
EXPENDITURES:
Salaries/Wages/Benefits107,495$ 153,997$ 154,731$ 0.48%
Materials, Supplies & Services117,271$ 98,285$ 99,803$ 1.54%
$224,766 $252,282 $254,534
NET TAX AND GENERAL
REVENUE SUPPORTED $224,499 $252,282 $254,534 0.89%
PERSONNEL:
Number of FTE positions1.911.911.91
Tree trimming by staff
Trees damaged by disease and
marked for removal.
2015 BUDGET
100
CITY OF HOPKINS
RECREATION BUDGET
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Expenditures
Salaries, Wages and Benefits
Salaries and Wages34,30636,77156,32070,37360,971-13.36%
Fringe Benefits4,5555,0587,5326,9616,075-12.73%
Materials, Supplies and Services
Operations153,768157,347158,543162,622164,5091.16%
Supplies and Materials235 -350600300-50.00%
Capital Outlay
Improvements Other than Bldg - - - - -
Transfer Out - - - - -
Total Expenditures192,864199,176222,745240,556231,855-3.62%
Indirectly Funded Amount192,864199,176222,745240,556231,855-3.62%
The Recreation Department is made up of five main porgrams. They are Playground, Ice Rink, Park Services, Joint
Recreation and Skate Park.
2015 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 2015:
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
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Salaries/Wages/Benefits31,044
$ $ 2 1,992$ 2 1,676-1.44%
NET TAX AND GENERAL
REVENUE SUPPORTED31,044$-1.44%
$ 2 1,992$ 2 1,676
PERSONNEL:
Number of Part-time positions222222
PROGRAM:
Recreation – Ice Rink Program
PROGRAM SUMMARY
Supervised outdoor ice rinks are provided at 14 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 2015:
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
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Salaries/Wages/Benefits9,526
$ $ 1 5,295$ 1 4,395-5.88%
NET TAX AND GENERAL
REVENUE SUPPORTED9,526-5.88%
$ $ 1 5,295$ 1 4,395
PERSONNEL:
Number of Part-time positions303030
2015 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 both Burnes 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 2015:
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 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Salaries/Wages/Benefits18,229$ -30.28%
$ $ 3 6,97525,780
NET TAX AND GENERAL
-30.28%
REVENUE SUPPORTED18,229$
$ $ 3 6,97525,780
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 40,000 people each summer.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2015:
1. Implement a new recreation management software to improve customer service.
2. Implement the newly established closing policy for Shady Oak Beach.
3. Continue to develop partnerships in order to expand youth programming opportunities.
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Materials, Supplies & Services156,509$ 158,900$ 162,000$ 1.95%
NET TAX AND GENERAL
1.95%
REVENUE SUPPORTED156,509$ 158,900$ 162,000$
PERSONNEL:
Number of Part-time positions909090
2015 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 2015:
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 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Salaries/Wages/Benefits5,053$ 5,072$ 5,195$ 2.43%
Materials, Supplies & Services2,384$ 2,322
$ $ 2,80920.97%
$ 7,437 $ 7,394 $ 8,004
NET TAX AND GENERAL
8.25%
REVENUE SUPPORTED $ 7,437 $ 7,394 $ 8,004
PERSONNEL:
Number of FTE positions0.050.050.05
2015 BUDGET
104
CITY OF HOPKINS
ACTIVITY CENTER BUDGET
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
Charges for Services$67,196$76,154$95,338$60,000$62,0003.33%
Contributions6,0083,4045,3256,0004,000-33.33%
Total Revenues73,20579,558100,66366,00066,000
Expenditures
Salaries, Wages and Benefits
Salaries and Wages178,670197,852177,001174,924179,4902.61%
Fringe Benefits46,14270,74365,21466,76767,5951.24%
Materials, Supplies and Services
Professional & Technical Services36,38931,46952,45932,70032,700
Utilities and Maintenance30,91933,68130,26729,25030,7505.13%
Operations11,28411,75810,04511,90011,675-1.89%
City Support Services11,26112,27513,3579,34711,15019.29%
Supplies and Materials16,81818,85313,48620,11023,57017.21%
Capital Outlay
Buildings & Structures - - - - -
Office Furniture and Equipment - - - - -
Other Equipment - -2 - -
Total Expenditures331,482376,631361,831344,998356,9303.46%
Indirectly Funded Amount258,278297,073261,168278,998290,9304.28%
The Activity Center Department is made up of two programs. They are Community Use and Facility Maintenance.
2015 BUDGET
105
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Activity Center – Programming
PROGRAM SUMMARY
The Activity Center Community Use program of the Public Works Department 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
FY 2014FY 2015
Seasoned Adult Program, which is
FY 2014ApprovedApprovedPercent
geared towards the over 50 Hopkins
ActualBudgetBudgetChange
population.
REVENUES:
Rent $ 25,551 $ 26,000 $ 26,000 0.00%
MAJOR OBJECTIVES TO BE
Charges for Service 57,629 25,000 25,000 0.00%
ACCOMPLISHED IN 2015:
Miscellaneous 21,083 18,500 19,500 5.41%
1. Market the Hopkins Activity
$104,263 $ 69,500 $ 70,500 1.44%
Center to the over 50 Hopkins
population.
EXPENDITURES:
2. Develop partnerships with
Salaries/Wages/Benefits $223,325 $223,062 $227,971 2.20%
businesses, civic organizations,
Materials, Supplies & Services 79,104 65,735 70,388 7.08%
school district and faith
$302,429 $288,797 $298,359 3.31%
community.
3. Work with the Hopkins festivals
NET TAX AND GENERAL
and special events committees
3.90%
REVENUE SUPPORTED $198,166 $219,297 $227,859
to promote events for the over
50 population.
PERSONNEL:
Number of FTE positions3.03.03.0
PROGRAM:
Activity Center – Maintenance
PROGRAM SUMMARY
The Building Maintenance Department of Public Works is responsible for the Maintenance and repair of all City
Buildings. The Activity Center maintenance Budget covers the Hopkins Activity Center. In house maintenance
personnel and part time cleaning personnel maintain this Building.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2015:
1. Upgrade kitchen to bring it back to commercial use standards
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Salaries/Wages/Benefits18,890$ 18,629
$ $ 1 9,1142.60%
Materials, Supplies & Services41,484$ 37,647
$ $ 4 0,2326.87%
$ 60,374 $ 56,276 $ 59,346
NET TAX AND GENERAL
5.46%
REVENUE SUPPORTED $ 60,374 $ 56,276 $ 59,346
PERSONNEL:
Number of FTE positions0.20.20.2
2015 BUDGET
106
CITY OF HOPKINS
PLANNING BUDGET
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
Permits and Licenses$ 1,005$ 1,970$ 1,450$ 1,000$ 1,000
Charges for Services6,9332,6003,2002,0002,000
Total Revenues7,9384,5704,6503,0003,000
Expenditures
Salaries, Wages and Benefits
Salaries and Wages93,43696,52497,93799,717103,0903.38%
Fringe Benefits33,86837,73334,90036,48035,792-1.89%
Materials, Supplies and Services
Professional & Technical Services1002,9073722,2502,250
Utilities and Maintenance26113558640045012.50%
Operations7,4088,1507,71710,73510,735
City Support Services67772575173984514.34%
Supplies and Materials1,9512,4741,6031,8702,0006.95%
Total Expenditures137,702148,648143,865152,191155,1621.95%
Reimbursed Expenditures - - (20,000) (20,000) (20,000)
Net Total Expenditures137,702148,648123,865132,191135,1622.25%
Indirectly Funded Amount129,764144,078119,215129,191132,1622.30%
The Planning and Zoning Department is made up of thee programs. They are Zoning, Activities & Enforcement, Sign &
Fence Permits and Miscellaneous Planning.
2015 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 2015:
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 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Licenses & Permits $ 4,650 $ 3,000 $ 3,000 0.00%
EXPENDITURES:
Salaries/Wages/Benefits $132,836 $136,197 $138,882 1.97%
Materials, Supplies & Services 11,029 15,994 16,280 1.79%
Reimbursed Expenditures (20,000) (20,000) (20,000)0.00%
$123,865 $132,191 $135,162
NET TAX AND GENERAL
2.30%
REVENUE SUPPORTED $119,215 $129,191 $132,162
PERSONNEL:
Number of FTE positions1.351.351.35
2015 BUDGET
108
CITY OF HOPKINS
COMMUNITY DEVELOPMENT BUDGET
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
3.57%
Miscellaneous$ -$ -$ -$ 8 8,300$ 9 1,450
Expenditures
Salaries, Wages and Benefits
Salaries and Wages5.50%
5 8,826 6 4,902 5 9,732 6 0,410 6 3,732
Fringe Benefits-1.06%
2 2,564 1 2,982 2 1,577 2 2,565 2 2,325
Materials, Supplies and Services
Professional & Technical Services 4 2 4 5 3 ,232 6 00 6 00
Operations1.90%
2 32 1 ,736 7 94 2 ,625 2 ,675
City Support Services5.54%
1 ,033 1 ,173 1 ,242 1 ,210 1 ,277
Supplies and Materials
9 17 8 21 4 57 8 40 8 40
Total Expenditures3.62%
8 3,614 8 1,658 8 7,034 8 8,250 9 1,449
Indirectly Funded Amount
$ 8 3,614$ 8 1,658$ 8 7,034$ (50)$ (1)-98.00%
The Community Development budget accounts for expendiutres used to promote and enhance the community of
Hopkins.
2015 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 2015:
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 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Miscellaneous $ 87,034 $ 88,300 $ 91,450 3.57%
EXPENDITURES:
Salaries/Wages/Benefits $ 81,309 $ 82,975 $ 86,057 3.71%
Materials, Supplies & Services 5,725 5,275 5,392 2.22%
$ 87,034 $ 88,250 $ 91,449
NET TAX AND GENERAL
-98.00%
REVENUE SUPPORTED $ - $ (50) $ (1)
PERSONNEL:
Number of FTE positions0.850.850.85
2015 BUDGET
110
CITY OF HOPKINS
STATE CHEMICAL ASSESSMENT BUDGET
Revenues and Expenditures
Projected
Special Revenue Fund 204
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
Intergovernmental $ 40,615
$ 61,443$ 59,882$ 45,000$ 45,000
Refunds & Reimbursements
4,091 10,309 4,067 - - --
Total Revenues
44,706 71,752 63,949 45,000 45,000
Expenditures
Salaries, Wages and Benefits
Salaries and Wages
30,181 33,643 23,547 37,171 37,171
Materials, Supplies and Services
Professional & Technical Services 2,360 2,354 1,980 2,000 2,000
Utilities and Maintenance
3,073 - 4,892 - - --
Operations
23,571 20,935 16,214 - - --
City Support Services2.67%
3,912 2,922 2,800 3,526 3,620
Supplies and Materials
15,649 11,917 25,878 2,303 2,209-4.08%
Capital Outlay
Computers
- - - - -
Other Equipment
- - - - - --
Total Expenditures
78,746 71,771 75,313 45,000 45,000
Excess (deficiency) of revenue over
expenditures
(34,040) (19) ( 11,364) (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.
2015 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 $45,000 per year for the
training of personnel, maintenance of equipment, and purchase of supplies and equipment.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2015:
1. To bring all Team Members from a Technician Level to the highest level attainable, Specialist.
2. To restructure and redefine chemical assessment team to meet the needs of the state, city and team members
needs.
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Intergovernmental Revenue $ 63,949 $ 45,000 $ 45,000 0.00%
EXPENDITURES:
Salaries/Wages/Benefits $ 23,547 $ 37,171 $ 37,171 0.00%
Materials, Supplies & Services 51,765 7,829 7,829 0.00%
$ 75,312 $ 45,000 $ 45,000
NET TAX AND GENERAL
--
REVENUE SUPPORTED $ 11,363 $ - $ -
PERSONNEL:
Number of FTE positions000
2015 BUDGET
112
CITY OF HOPKINS
ECONOMIC AND COMMUNITY DEVELOPMENT BUDGET
Revenues and Expenditures
Special Revenue Fund 205
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
Property Taxes-49.06%
$ 173,009$ 399,706$ 535,083$ 273,980$ 272,572
Intergovernmental
424,264 7,500 49,995 - -
Interest earnings
27,838 18,080 44,883 2,000 4,000-91.09%
Charges for services
Miscellaneous-44.57%
421,274 31,119 20,747 11,500 11,500
Total Revenues
1,046,385 456,406 650,707 287,480 288,072
Expenditures
Salaries, Wages and Benefits
Salaries and Wages5.83%
122,612 125,379 135,817 126,906 134,299
Fringe Benefits-2.63%
52,092 46,077 42,980 44,891 43,712
Materials, Supplies and Services
28.38%
Professional & Technical Services 83,060 66,416 26,765 52,850 67,850
Utilities and Maintenance1.74%
833 1,029 772 1,150 1,170
Operations16.67%
11,748 10,412 108,431 6,000 7,000
City Support Services-3.47%
30,482 26,475 25,806 25,791 24,897
Supplies and Materials
1,827 1,417 955 1,900 1,900
Capital Outla
y
Land Acquisition
- - - - -
Other Improvements
- - - - -
Total Expenditures8.22%
302,655 277,205 341,524 259,488 280,828
Reimbursed Expenditures (40,000) (40,000)
(40,000) (40,000) (40,000)
Net Total Expenditures9.72%
262,655 237,205 301,524 219,488 240,828
Operating Transfer In (Out)
(61,000) (61,000)
(61,000) (61,000) --100.00%
Excess (deficiency) of Revenues over
Expenditures575.69%
722,731 158,201 288,183 6,992 47,244
The Economic Development Fund was established to fund development and redeveloment opportunities. Sources are derived from
loans, grants and tax levy.
2015 BUDGET
113
CITY OF HOPKINS
FUND 204 – ECONOMIC DEVELOPMENT FUND
PROGRAM:
Project Development and Coordination
PROGRAM SUMMARY
FY 2014FY 2015
Undertake development activities not
FY 2014ApprovedApprovedPercent
directly funded by specific project budgets.
ActualBudgetBudgetChange
Meet with developers, property owners
REVENUES:
Property Taxes $ 535,083 $ 273,980 $ 272,572 -0.51%
and business tenants to review possible
Intergovernmental Revenue 49,995 -
redevelopment/development activities.
Interest 44,883 2,000 4,000 100.00%
Recruit desirable businesses to locate in
Miscellaneous 20,505 11,000 11,000 0.00%
Hopkins. Explore developer incentives
$ 650,466 $ 286,980 $ 287,572 0.21%
aimed at promoting sustainability and
EXPENDITURES:
active living.
Salaries/Wages/Benefits $ 68,106 $ 68,512 $ 71,125 3.81%
Materials, Supplies & Services 126,953 32,486 33,217
MAJOR OBJECTIVES TO BE
Transfer Out 61,000 61,000 - -100.00%
ACCOMPLISHED IN 2015:
$ 256,059 $ 161,998 $ 104,342 -35.59%
1. Monitor income/expenditure of
Economic Development fund.
NET TAX AND GENERAL
2. Prepare program budget.
46.61%
REVENUE SUPPORTED $(394,407) $(124,982) $(183,230)
3. Facilitate redevelopment projects as
PERSONNEL:
directed by the City Council.
Number of FTE positions0.650.650.65
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 2015:
1. Ensure districts are meeting legal and statutory requirements.
2. Continue to monitor all districts.
3. Coordinate development activities within districts.
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
BudgetBudgetChange
Actual
EXPENDITURES:
Salaries/Wages/Benefits $ 56,846 $ 56,107 $ 58,555 4.36%
Materials, Supplies & Services 11,637 11,492 11,214 -2.42%
Reimbursed Expenditures (40,000) (40,000) (40,000)0.00%
$ 28,483 $ 27,599 $ 29,769
NET TAX AND GENERAL
REVENUE SUPPORTED $ 28,483 $ 27,599 $ 29,769 7.86%
PERSONNEL:
Number of FTE positions0.50.50.5
2015 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 2015:
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 implement
FY 2014FY 2015
year four of the Think Hopkins marketing plan.
FY 2014ApprovedApprovedPercent
4.
Facilitate year three of Hopkins Artstreet.
ActualBudgetBudgetChange
REVENUES:
Interest $ - $ - $ - #DIV/0!
Miscellaneous 242 500 500 0.00%
$ 242 $ 500 $ 500 0.00%
EXPENDITURES:
Salaries/Wages/Benefits $ 53,845 $ 47,178 $ 48,331 2.44%
Materials, Supplies & Services 23,778 23,713 23,386 -1.38%
$ 77,623 $ 70,891 $ 71,717 1.17%
NET TAX AND GENERAL
1.17%
REVENUE SUPPORTED $ 77,381 $ 70,391 $ 71,217
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 2015:
1. Facilitate a redevelopment project on the former Park Nicollet clinic site.
th
2. Begin the design process for the 8 Avenue streetscape project.
3. Work with the developer to complete the redevelopment of the Johnson Building property.
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Interest $ - $ - $ - #DIV/0!
Miscellaneous 242 500 500 0.00%
$ 242 $ 500 $ 500 0.00%
EXPENDITURES:
Salaries/Wages/Benefits $ 53,845 $ 47,178 $ 48,331 2.44%
Materials, Supplies & Services 23,778 23,713 23,386 -1.38%
$ 77,623 $ 70,891 $ 71,717 1.17%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 77,381 $ 70,391 $ 71,217 1.17%
PERSONNEL:
Number of FTE positions0.250.450.45
2015 BUDGET
115
CITY OF HOPKINS
REAL ESTATE PURCHASES AND SALES BUDGET
Revenues and Expenditures
Special Revenue Fund 206
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
Miscellaneous$3,700$7,400$3,700$3,700$ --100.00%
Interest601(328)1,432500 --100.00%
Total Revenues4,3017,0725,1324,200 -
Expenditures
Materials, Supplies and Services
Professional & Technical Services - - - - -
Transfers Out - - - -124,500
Capital Outlay
Land Purchases - - - - -
Total Expenditures - - - -124,500
Net Revenues$4,301$7,072$5,132$4,200$(124,500)-3064.29%
The Rreal Estate Purchases and Sales Fund records acquisitions and dsposition of property with the proceeds used
to improve city buildings.
2015 BUDGET
116
CITY OF HOPKINS
FUND 205 – REAL ESTATE PURCHASES & SALES FUND
PROGRAM:
Real Estate Purchases & Sales
PROGRAM SUMMARY
Undertake miscellaneous real estate activities for the city.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2015:
1. Use available funds to purchase historical building in downtown Hopkins for use by the Hopkins Historical
Society.
2. Increase exposure of Historical Society to citizens of Hopkins and visitors.
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
BudgetBudgetChange
Actual
REVENUES:
Interest $ 1,432 $ 500 $ - -100.00%
License & Permits 3,700 3,700 - -100.00%
$ 5,132 $ 4,200 $ - -100.00%
EXPENDITURES:
Land Purchase $ - $ - $ 124,500 --
NET TAX AND GENERAL
-3064.29%
REVENUE SUPPORTED $ (5,132) $ (4,200) $ 124,500
PERSONNEL:
Number of FTE positions000
Albert Pike Lodge located in downtown
Hopkins is a historical building that will be
purchased by the City in 2015. The Hopkins
Historical Society will move into the building.
This downtown location will provide greater
visibility to the Historical Society and make
them more accessible to the public.
2015 BUDGET
117
CITY OF HOPKINS
TIF DISTRICT 1-2 BUDGET
Revenues and Expenditures
Special Revenue Fund 212
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
Tax Increment
$ 58,172$ 58,172$ 5 8,173$ 58,000$ 58,000
Interest
186 (211) 1 ,124 100 100
Transfers In
- - - - -
Expenditures
Materials, Supplies and Services
Professional & Technical Services 463 595 5 99 1,000 1,000
Operations
14,594 13,880 1 3,155 2,000 2,000
Total Expenditures
15,057 14,475 1 3,754 3,000 3,000
Transfers out for debt
- - - - -
Total Expenditures
15,057 14,475 1 3,754 3,000 3,000
Excess (deficiency) of Revenues
over Expenditures
43,301 43,486 4 5,543 55,100 55,100
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.
2015 BUDGET
118
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 2015:
1. Assist in preparation of program budget and other required documentation.
2. Prepare required State Auditor Annual Reports.
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Tax Increments $ 58,173 $ 58,000 $ 58,000 0.00%
Interest 1,124 100 100 0.00%
$ 59,297 $ 58,100 $ 58,100 0.00%
EXPENDITURES:
Materials, Supplies & Services $ 13,754 $ 3,000 $ 3,000 0.00%
NET TAX AND GENERAL
0.00%
REVENUE SUPPORTED $ (45,543) $ (55,100) $ (55,100)
PERSONNEL:
Number of FTE positions000
2015 BUDGET
119
CITY OF HOPKINS
PARKING BUDGET
Revenues and Expenditures
Special Revenue Fund 215
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
$17,474 $22,000 $22,000
Court Fines$ 2 2,420$22,207
70,16787,29173,0001.37%
Leased Parking 7 4,884 74,000
Interest Earned
7 88 (644) 2 ,169 1,000 5 00-50.00%
Total Revenues 106,93496,00091,729 96,5000.52%
9 8,092
Expenditures
Salaries, Wages and Benefits
Salaries and Wages38,94838,73741,5232.81%
3 8,125 42,690
Fringe Benefits3.28%
6 ,670 5,664 6 ,168 7,135 7,369
Materials, Supplies and Services
40,73515,893 3,70012.16%
Professional & Technical Services 3 ,942 4,150
Utilities and Maintenance25,11421,21318,28014,780-19.15%
1 8,412
Operations
6 96 8 58 325 7 50 7 50
City Support Services18,79320,79617,9316.60%
1 9,090 19,115
Supplies and Materials-15.27%
5 ,430 9,120 3 ,523 6,550 5,550
Capital Outlay
Other Improvements
2 6,055 - - -45,000
Total Expenditures118,419139,232106,65595,869 139,404 45.41%
Excess (deficiency) of Revenues
over Expenditures(20,327)(47,502) 279 -32851.15%
1 31(42,904)
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.
2015 BUDGET
120
CITY OF HOPKINS
FUND 214 – PARKING FUND
PROGRAM:
Parking Enforcement
PROGRAM SUMMARY
Manage and enforce parking rules and
FY 2014FY 2015
regulations. Ensure that parking is available
FY 2014ApprovedApprovedPercent
for customers and parking rules are followed.
ActualBudgetBudgetChange
REVENUES:
MAJOR OBJECTIVES TO BE
Fines & Forfeits $ 17,474 $ 22,000 $ 22,000 0.00%
ACCOMPLISHED IN 2015:
1. Monitor the effects of current parking EXPENDITURES:
Salaries/Wages/Benefits $ 44,224 $ 45,162 $ 46,607 3.20%
enforcement efforts and recommend
Materials, Supplies & Services 14,501 16,033 15,943 -0.56%
changes as needed.
$ 58,725 $ 61,195 $ 62,550
2. Continue to accurately account for fine
NET TAX AND GENERAL
revenues that result from parking
3.46%
REVENUE SUPPORTED $ 41,251 $ 39,195 $ 40,550
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 2015:
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 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Leases $ 87,291 $ 73,000 $ 74,000 1.37%
Interest 2,169 1,000 500 -50.00%
$ 89,460 $ 74,000 $ 74,500 0.68%
EXPENDITURES:
Salaries/Wages/Benefits $ 681 $ 3,496 $ 3,452 -1.26%
Materials, Supplies & Services 1,669 1,345 1,740 29.37%
$ 2,350 $ 4,841 $ 5,192 7.25%
NET TAX AND GENERAL
0.22%
REVENUE SUPPORTED $ (87,110) $ (69,159) $ (69,308)
PERSONNEL:
Number of FTE positions0.010.010.01
2015 BUDGET
121
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 2015:
1. Review funding options for future maintenance of parking ramp.
2. Maintain and improve parking ramp as needed.
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Materials, Supplies & Services 45,580 29,833 26,662 -10.63%
Capital Expenditures - - 45,000 --
$ 45,580 $ 29,833 $ 71,662
NET TAX AND GENERAL
140.21%
REVENUE SUPPORTED $ 45,580 $ 29,833 $ 71,662
PERSONNEL:
Number of FTE positions000
2015 BUDGET
122
CITY OF HOPKINS
COMMUNICATIONS BUDGET
Revenues and Expenditures
Special Revenue Fund 218
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
$261,104 $235,000 $248,000 5.53%
Franchise Fees$ 2 31,472$252,707
Interest Earned 1,469 (932) 4 ,845 1,500 2,00033.33%
Total Revenue251,775265,949236,500250,000 5.71%
232,941
Expenditures
Salaries, Wages and Benefits
Salaries and Wages
25,154 25,567 3 1,061 26,279 59,519126.49%
Fringe Benefits71.03%
7,907 7,651 8 ,070 8,121 13,889
Materials, Supplies and Services
Professional & Technical Services 33,234 54,026 3 1,722 38,005 8,650-77.24%
Utilities and Maintenance
13,338 4,891 5 11 4,650 2,650-43.01%
Operations
18,409 21,282 1 7,388 21,750 21,750
City Support Services-8.71%
14,885 12,902 1 3,136 13,129 11,986
Supplies and Materials
2,046 1,057 4 80 600 90050.00%
Capital Outla
y
Office Furniture and Equipment 52,236 - - 9,500 35,000268.42%
Transfer Out 86,92086,920 86,92086,920
86,920
Total Expenditures214,297189,288208,954241,264 15.46%
254,130
Excess (deficiency) of Revenues
over Expenditures
(21,189) 37,477 7 6,661 27,546 8,736-68.29%
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.
2015 BUDGET
123
CITY OF HOPKINS
FUND 217 – COMMUNICATIONS FUND
PROGRAM:
Communication and Cable Liaison
PROGRAM SUMMARY
FY 2014FY 2015
Provide two-way communication between the
FY 2014ApprovedApprovedPercent
City and its residents, employees and
ActualBudgetBudgetChange
businesses; its civic, service, and fraternal
REVENUES:
organizations; and other communities and
Franchise Fees $ 261,104 $235,000 $248,000 5.53%
government agencies. Written, verbal and
Interest 4,845 1,500 2,000 33.33%
visual communication tools.
$ 265,949 $236,500 $250,000 5.71%
EXPENDITURES:
MAJOR OBJECTIVES TO BE
Salaries/Wages/Benefits $ 39,132 $ 34,400 $ 73,408 113.40%
ACCOMPLISHED IN 2015:
Materials, Supplies & Services 24,956 28,496 29,377 3.09%
City Goal 3, Strategy 4: Citizen Engagement Capital Expenditures - 9,500 35,000 268.42%
Initiatives: Transfer Out 86,920 86,920 86,920 0.00%
$ 151,008 $159,316 $224,705 41.04%
1. Continue to expand e-newsletter and
Facebook.
NET TAX AND GENERAL
2. Send out weekly e-Newsletter, Hopkins
-67.23%
REVENUE SUPPORTED $(114,941) $ (77,184) $ (25,295)
Connections, to listserv members.
PERSONNEL:
Number of FTE positions0.250.250.25
PROGRAM:
Newsletters
PROGRAM SUMMARY
Provide newsletter for the City and its residents, employees and businesses; its civic, service, and fraternal
organizations; and other communities and government agencies.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2015:
1. City Goal 3: Take it to Them - Engage the Rental Community of Hopkins.
2. Increase newsletter distribution to rental properties.
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
$ 15,055$ -2.34%
Materials, Supplies & Services$ 1 3,84915,415
NET TAX AND GENERAL
REVENUE SUPPORTED13,849$ 15,415$ 15,055$-2.34%
PERSONNEL:
Number of FTE positions000
2015 BUDGET
124
CITY OF HOPKINS
FUND 217 – COMMUNICATIONS FUND
PROGRAM:
Web and Messaging
PROGRAM SUMMARY
Provide communication for the City and its residents, employees and businesses; its civic, service, and fraternal
organizations; and other communities and government agencies through a web site. Also maintain the “Ask the
City” line. Written, verbal and visual communication tools.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2015:
City Goal 1, Strategy 3: Provide Accessible and Friendly City Services:
1. 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 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Materials, Supplies & Services $ 28,062 $ 34,223 $ 4,504 -86.84%
NET TAX AND GENERAL
REVENUE SUPPORTED28,062$ 4,504-86.84%
$ $ 3 4,223
PERSONNEL:
Number of FTE positions000
2015 BUDGET
125
CITY OF HOPKINS
DEPOT BUDGET
Revenues and Exenditure
ps
Special Revenue Fund 219
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
Intergovernmental$ 6,000$ 15,000$ 22,500$ 15,000$ 15,000
-2.78%
Leases and Rentals 72,205 74,847 71,079 72,000 70,000
2.40%
Concessions & Merchandise Sales 175,298 224,341 246,114 222,650 228,000
Donations & Contributions
1,345 633 1,809 15,000 2,000-86.67%
Private Foundation Grants
- - - 5,000 3,000
Interest
75 (49) 10 - -
Miscellaneous
15,380 15,390 15,150 15,000 15,000
Transfer In
10,000 10,000 10,000 10,000 10,000
Total Revenues340,161 -3.28%
280,311 366,662 354,650343,000
Expenditures
Salaries, Wages and Benefits
Salaries and Wages-6.83%
130,329 168,370 180,893 155,789 145,150
Fringe Benefits10.27%
33,540 52,692 52,743 48,671 53,670
Materials, Supplies and Services
Professional & Technical Services 8,458 11,008 11,465 7,400 9,00021.62%
Utilities and Maintenance7.51%
13,957 12,865 11,997 9,860 10,600
Operations27.23%
7,830 6,633 4,169 9,805 12,475
City Support Services
2,634 2,557 4,386 2,831 5,24485.23%
Supplies and Materials-16.98%
84,864 101,830 105,526 117,100 97,220
Capital Outlay
Improvements3,000
3,637 2,795 2,386 --100.00%
Total Expenditures-5.95%
285,247 358,750 373,566 354,456 333,359
Excess (deficiency) of Revenues
over expenditures
(4,936) (18,589) (6,905) 194 9,6414869.59%
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.
2015 BUDGET
126
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 2015:
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 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Intergovernmental $ 87,500 $ 65,000 $ 80,000 23.08%
Charges for Service 9,908 10,000 10,000 0.00%
Foundation/Corporate Grants - 5,000 3,000 -40.00%
Miscellaneous 20,534 37,500 20,000 -46.67%
Tranfer In 10,000 10,000 10,000 0.00%
$127,942 $127,500 $123,000 -3.53%
EXPENDITURES:
Salaries/Wages/Benefits $ 93,036 $ 94,444 $ 80,143 -15.14%
Materials, Supplies & Services 27,237 29,866 34,906 16.88%
Capital Expenditures 2,386 3,000 - -100.00%
$122,659 $127,310 $115,049 -9.63%
NET TAX AND GENERAL
REVENUE SUPPORTED $ (5,283) $ (190) $ (7,951)4084.74%
PERSONNEL:
Number of FTE positions1.51.51.0
2015 BUDGET
127
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 2015:
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 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Charges for Service $238,720 $227,150 $220,000 0.00%
EXPENDITURES:
Salaries/Wages/Benefits $140,600 $110,016 $118,677 0.00%
Materials, Supplies & Services 110,307 117,130 99,633 0.00%
$250,907 $227,146 $218,310 0.00%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 12,187 $ (4) $ (1,690)0.00%
PERSONNEL:
Number of FTE positions111
2015 BUDGET
128
CITY OF HOPKINS
TIF DISTRICT 2-6 BUDGET
Revenues and Expenditures
Special Revenue Fund 228
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
26.32%
Tax Increment$ 9,834$ 12,587$ 1 2,587$ 9,500$ 12,000
Interest
81 (49) 8 100 100
Miscellaneous
9,640 6,437 6 ,437 9,524 7,024-26.25%
Transfers In
24,315 26,204 2 5,302 24,654 21,870
Total Revenues-6.36%
43,870 45,180 4 4,334 43,778 40,994
Expenditures
Materials, Supplies and Services
Professional & Technical Services 410 471 5 23 470 55017.02%
Operations
1,000 1,800 1 ,500 1,500 1,500
Interest Expense
9,355 9,694 8 ,302 9,694 6,910-28.72%
Total Expenditures
10,765 11,965 1 0,325 11,664 8,960-23.18%
Transfers out for debt
- - - - -
Total Expenditures
10,765 11,965 1 0,325 11,664 8,960-23.18%
-0.25%
Excess of Revenues over Expenditures 33,105 33,214 3 4,009 32,114 32,034
The Tax Increment 2-6 Fund is the handicapped housing development. The funds records the use of tax increment
receipts.
2015 BUDGET
129
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 2015:
1. Assist in preparation of program budget and other required documents.
2. Prepare required annual State Auditor report.
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Tax Increments $ 12,587 $ 9,500 $ 12,000 26.32%
Miscellaneous $ 6,437 $ 9,524 $ 7,024
Interest 8 100 100 0.00%
Tranfer In 25,302 24,654 21,870 -11.29%
$ 44,334 $ 43,778 $ 40,994 -6.36%
EXPENDITURES:
Materials, Supplies & Services $ 10,325 $ 11,664 $ 8,960 -23.18%
NET TAX AND GENERAL
-0.25%
REVENUE SUPPORTED $ (34,009) $ (32,114) $ (32,034)
PERSONNEL:
Number of FTE positions000
2015 BUDGET
130
CITY OF HOPKINS
TIF DISTRICT 2-9 BUDGET
Revenues and Expenditures
Special Revenue Fund 230
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
Tax Increment$133,034$133,980$119,630$140,000$120,000-14.29%
Intergovernmental - Mkt Value Credit192 - - - -
5,2931,2001,200
Interest1,613 (1,273)
Transfers In - - - - -
Total Revenues134,838132,707124,923141,200121,200-14.16%
Expenditures
Materials, Supplies and Services
Professional & Technical Services7841,1941,7691,5001,200-20.00%
Operations3,6362,9712,6272,6272,621-0.23%
Transfers out for debt118,000117,000116,000116,00036,000-68.97%
Total Expenditures122,420121,165120,396120,12739,821-66.85%
Excess (deficiency) of Revenues
over Expenditures
12,419 11,542 4,526 2 1,073 81,379286.18%
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.
2015 BUDGET
131
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 2015:
1. Assist in preparation of program budget and other required documents.
2. Prepare required annual State Auditor report.
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Tax Increments $119,630 $140,000 $120,000 -14.29%
Intergovernmental $ - $ - $ - 0.00%
Interest 5,293 1,200 1,200 0.00%
$124,923 $141,200 $121,200 -14.16%
EXPENDITURES:
Materials, Supplies & Services $ 4,396 $ 4,127 $ 3,821 -7.41%
Transfer Out 116,000 116,000 36,000 -68.97%
$120,396 $120,127 $ 39,821 -66.85%
NET TAX AND GENERAL
286.18%
REVENUE SUPPORTED $ (4,527) $ (21,073) $ (81,379)
PERSONNEL:
Number of FTE positions000
2015 BUDGET
132
CITY OF HOPKINS
TIF DISTRICT 2-11 BUDGET
Revenues and Expenditures
Special Revenue Fund 231
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
Tax Increment$2,132,273$1,794,734$2,403,449$1,307,000$2,400,00083.63%
Interest12,3473,0003,000
5,397 (4,980)
Miscellaneous - - - - -
Total Revenues2,137,6711,789,7542,415,7961,310,0002,403,00083.44%
Expenditures
Materials, Supplies and Services
Professional & Technical Services28,21815,14013,98311,10011,100
Operations148,74150,33846,38446,38446,6540.58%
Debt Service480,2121,575,3141,593,0671,093,0001,085,000
Capital Outlay
TIF projects - - - - -
Transfers out 212,315240,409237,956212,654209,870-1.31%
Total Expenditures869,4861,881,2011,891,3901,363,1381,352,624-0.77%
Excess (deficiency) of Revenues
over Expenditures-2076.69%
1,268,185 (91,447) 524,406 (53,138) 1,050,376
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.
2015 BUDGET
133
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 2015:
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 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Tax Increments $2,403,449 $1,307,000 $ 2,400,000 83.63%
Interest 12,347 3,000 3,000 0.00%
$2,415,796 $1,310,000 $ 2,403,000 83.44%
EXPENDITURES:
Materials, Supplies & Services $ 60,367 $ 57,484 $ 57,754 0.47%
Debt Service - PAYG TIF $1,593,067 $1,093,000 $ 1,085,000 -0.73%
Transfer Out 237,956 212,654 209,870 -1.31%
$1,891,390 $1,363,138 $ 1,352,624 -0.77%
NET TAX AND GENERAL
-2076.69%
REVENUE SUPPORTED $ (524,406) $ 53,138 $(1,050,376)
PERSONNEL:
Number of FTE positions000
Super Valu Development
Excelsior Crossings Development
2015 BUDGET
134
CITY OF HOPKINS
5TH AVENUE FLATS
Revenues and Expenditures
Special Revenue Fund 232
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
Tax Increments$ -$ -$ -$ -$ -
Interest
(1,964) (1,985) (2,126) - -
Development Fees
- - - - -
Other Miscellaneous
158,128 - - - -
Transfer In
- - - - -
Total Revenues
156,164 (1,985) (2,126) - -
Expenditures
Materials, Supplies and Services
Professional & Technical Services 3,641 2,285 2,000 2,000 2,000
Miscellaneous Other Charges
- - - - -
Capital Outlay
TIF Projects
- - - - -
Total Expenditures
3,641 2,285 2,000 2,000 2,000
Excess of Revenues
over Expenditures
$ 152,523$ (4,270)$ (4,126)$ (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.
2015 BUDGET
135
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 2015:
1. Work with developer on project implementation.
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Tax Increments $ - $ - $ - 0.00%
Miscellaneous (2,126) - - 0.00%
$ (2,126) $ - $ - 0.00%
EXPENDITURES:
Materials, Supplies & Services $ 2,000 $ 2,000 $ 2,000 0.00%
NET TAX AND GENERAL
0.00%
REVENUE SUPPORTED $ 4,126 $ 2,000 $ 2,000
PERSONNEL:
Number of FTE positions000
Proposed Fifth
Avenue Flats project
2015 BUDGET
136
CITY OF HOPKINS
TIF 1-4 MARKETPLACE II
Revenues and Expenditures
Special Revenue Fund 234
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
162.50%
Tax Increments$ -$ 3,134$ 103,167$ 40,000$ 105,000
Interest
(6) (9) 22 - 100
Miscellaneous
1,386 - - - -
Transfers In
201,625 - - - -
Total Revenues162.75%
203,005 3,125 103,189 40,000 105,100
Expenditures
Materials, Supplies and Services
1.43%
Professional & Technical Services 5,252 3,761 3,844 3,500 3,550
Miscellaneous
400,000 - - - -
Interest Expense
614 - - 1,500 -
Total Expenditures-29.00%
405,865 3,761 3,844 5,000 3,550
Excess of Revenues
over Expenditures190.14%
$ (202,861)$ (636)$ 99,346$ 35,000$ 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.
2015 BUDGET
137
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 2015:
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 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Tax Increments $ 103,167 $ 40,000 $ 105,000 162.50%
Miscellaneous 22 - 100 #DIV/0!
$ 103,189 $ 40,000 $ 105,100 162.75%
EXPENDITURES:
Materials, Supplies & Services $ 96,807 $ 40,000 $ 101,550 153.88%
NET TAX AND GENERAL
REVENUE SUPPORTED $ (6,382) $ - $ (3,550)#DIV/0!
PERSONNEL:
Number of FTE positions000
2015 BUDGET
138
CITY OF HOPKINS
ARTS CENTER
Revenues and Expenditures
Special Revenue Fund 251
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
Current Services$ -$ - $ -$ -$ 85,000
Grants1.61%
71,336 63,630 44,220 6 2,000 63,000
Current Services2.10%
328,079 369,822 361,508 3 68,156 375,901
Charges for Service
- - - - -
Other Revenues-11.54%
176,500 194,819 125,365 1 99,300 176,300
Transfers In-41.24%
147,920 147,920 147,920 1 47,920 86,920
Total Revenues1.25%
723,835 776,191 679,013 7 77,376 787,121
Operating Expenses
Salaries, Wages and Benefits
Salaries and Wages17.18%
278,297 277,799 287,623 2 51,862 295,129
Fringe Benefits20.46%
96,544 83,835 88,609 8 1,513 98,191
Materials, Supplies and Services
Professional & Technical Services-3.44%
168,556 177,335 156,376 1 74,400 168,400
Utilities and Maintenance11.95%
78,554 83,598 79,500 8 3,650 93,650
Operations-2.61%
88,006 96,669 109,772 1 04,836 102,100
City Support Services20.25%
10,717 8,965 10,064 1 4,717 17,697
Supplies and Materials-13.90%
39,153 28,363 23,531 3 3,450 28,800
Capital Outlay
Equipment
- - - - 195,310
Total Expenses34.23%
759,828 756,563 755,475 7 44,428 999,277
Excess (deficiency) of Revenues
over Expenditures-743.91%
(35,993) 19,628 (76,462) 32,948 (212,156)
The Arts Center accounts for the maintenance, operation, programming and promotion of the Hopkins Center for the Arts
2015 BUDGET
139
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, and enhance the lives of our citizens through
managing, maintaining, scheduling, programming, promoting, and utilizing the Arts Center as a focal point for arts,
education, and community gathering.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2015:
1. Collaborate with tenants, partners, the business community and residents to meet City Strategic Plan goals,
while enhancing the sustainability of the Hopkins Center for the Arts.
2. Build participation in the two concert series and the exhibition program presented by the Center, and
strengthen educational/outreach efforts in conjunction with these.
3. Provide leadership and support to the Friends of the Hopkins Center for the Arts in addressing their mission –
the objectives being to:
(1) Increase the revenue generated by the Hopkins Arts Festival and GiveMN initiative (individual gifts)
(2) Expand outreach into the community, and
(3) Engage and grow the Friends’ membership and volunteer base, including the Board of Directors.
4. Operate a balanced budget that maximizes revenues, including increasing rental income, and controlling
expenses.
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Taxes $ - $ - $ 85,000 #DIV/0!
Intergovernmental 41,998 52,000 58,000 11.54%
Charges for Service 475,539 543,756 533,401 -1.90%
Foundation/Corporate Grants 2,222 10,000 5,000 -50.00%
Miscellaneous 11,544 23,700 18,800 -20.68%
Tranfer In 147,920 147,920 86,920 -41.24%
$ 679,223 $ 777,376 $ 787,121 1.25%
EXPENDITURES:
Salaries/Wages/Benefits $ 376,232 $ 333,375 $ 393,320 17.98%
Materials, Supplies & Services 379,243 411,053 410,647 -0.10%
Capital Expenditures - - 195,310
$ 755,475 $ 744,428 $ 999,277 34.23%
NET TAX AND GENERAL
-743.91%
REVENUE SUPPORTED $ 76,252 $ (32,948) $ 212,156
PERSONNEL:
Number of FTE positions3.83.83.8
2015 BUDGET
140
CITY OF HOPKINS
EQUIPMENT REPLACEMENT BUDGET
Revenues and Expenses
Internal Service Fund 603
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
Current Services$316,734$317,113$343,792$342,127$376,90010.16%
Interest Earnings3,9982,9319,4415,3005,300
Miscellaneous50,01729,65327,23530,00030,000
Transfers In346,274475,349 - - -
Total Revenues717,022825,046380,468377,427412,2009.21%
Operating Expenses
Materials, Supplies and Services
Professional & Technical Services2,9532,7162,0002,0002,80040.00%
Utilities and Maintenance1,0821,08211,17810,48825,312141.34%
City Support Services11,7678,5749,4159,4157,357-21.86%
Total Operating Expenses15,80212,37222,59321,90335,46961.94%
Non-operating expenses440,435472,311476,963481,095478,965-0.44%
Total Expenses456,237484,684499,555502,998514,4342.27%
Net Income (Loss)-18.58%
260,785 340,362 (119,087) (125,571) (102,234)
Capital323,437581,193746,100746,100408,700
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.
2015 BUDGET
141
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 2015:
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 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Charges for Service$343,792 $342,127 $376,900 10.16%
Interest9,441 5,300 5,300 0.00%
Miscellaneous27,235 30,000 30,000 0.00%
Transfer In0 0 0 0.00%
380,468 377,427 412,200 9.21%
EXPENDITURES:
Materials, Supplies & Services37,463 41,903 75,389 79.91%
Depreciation465,868 470,000 470,000 0.00%
Debt Service11,094 11,095 8,965 -19.20%
514,425 522,998 554,354 6.00%
NET SOURCE (USE)
-2.35%
OF EQUITY($133,957)($145,571)($142,154)
Capital Purchases$478,034 $746,100 $408,700 -45.22%
PERSONNEL:
Number of FTE positions000
2015 BUDGET
142
CITY OF HOPKINS
WATER BUDGET
Revenues and Expenses
Enterprise Fund 703
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
3.97%
Current Services$ 1,410,091$ 1,343,056$ 1,351,374$ 1,467,084$ 1,525,400
Permits
559 3,655 4,846 500 1,000100.00%
Interest Earnings
(804) 138 4,133 - 1,000
Miscellaneous6.55%
130,233 158,576 143,841 138,900 148,000
Total Revenues 1,606,4841,504,194 1,675,400 4.29%
1 ,540,079 1,505,425
Operating Expenses
Salaries, Wages and Benefits
Salaries and Wages2.59%
285,979 280,938 303,986 243,356 249,659
Fringe Benefits-3.53%
116,657 112,857 106,536 95,749 92,369
Materials, Supplies and Services
Professional & Technical Services 73,650 79,140 106,692 120,400 120,400
Utilities and Maintenance-22.18%
242,805 296,148 247,943 405,700 315,700
Operations
10,914 8,449 9,611 24,000 19,900-17.08%
City Support Services8.18%
247,106 209,244 245,992 232,792 251,827
Supplies and Materials2.93%
73,556 82,964 111,256 85,400 87,900
Depreciation
238,023 249,756 226,925 250,000 250,000
1,457,3971,358,940 1,387,755 -4.78%
Total Operating Expenses 1 ,288,689 1,319,494
Non-operating expenses20.35%
41,473 64,620 114,154 114,254 137,510
Total Expenses 1,571,6511,473,094 1,525,265 -2.95%
1 ,330,163 1,384,115
Net Income (Loss)
2 09,916 121,310 31,100 34,833 150,135331.01%
The Water fund is a utility enterprise. The operations of water pumps, wells and distribution are recorded here.
2015 BUDGET
143
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 2015:
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. Well # 6 emergency generator installation & Moline tank valve upgrade.
7. Install dehumidifiers in # 4 Treatment Plant
8. Paint High Service Pump Room
9. Install emergency shut off valves for chlorine tanks
10. Start Fire Hydrant head upgrade to Storz connection
11. Install new valves & hydrants in new construction areas.
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
OPERATING REVENUES:$1,351,374 $1,467,084 $1,525,400 3.97%
OPERATING EXPENSES:
Salaries/Wages/Benefits410,521 339,104 342,028 0.86%
Materials, Supplies & Services721,494 912,292 839,727 -7.95%
Depreciation Expense226,924 250,000 250,000 0.00%
Operating Income (Loss)1,358,939 1,501,396 1,431,755 -4.64%
NON-OPERATING REVENUES:162,250 138,400 149,000 7.66%
NON-OPERATING EXPENSES:(114,154)(114,254)(137,510)20.35%
1134.18%
NET INCOME (LOSS)$40,531 ($10,166)$105,135
Capital Outlay/Construction$100,530 $350,000 $250,000 -28.57%
PERSONNEL:
Number of FTE positions3.433.433.43
2015 BUDGET
144
CITY OF HOPKINS
SANITARY SEWER BUDGET
Revenues and Expenses
Enterprise Fund 707
ActualActualActualBudgetBudgetPercent
20122013201420142015
Change
Revenues
Current Services$1,997,092$1,981,430$2,011,747$2,085,000$2,189,5005.01%
Permits - - -1,000 --100.00%
Interest Earnings 401 33 3,497 - 1,000
Miscellaneous157,21218,05415,59118,15018,2000.28%
Total Revenues2,154,7051,999,5162,030,8352,104,1502,208,7004.97%
Operating Expenses
Salaries, Wages and Benefits
Salaries and Wages141,163149,136163,324244,047249,4132.20%
Fringe Benefits63,93257,72466,117100,96496,360-4.56%
Materials, Supplies and Services
Professional & Technical Services18,01383,62014,797113,600117,1003.08%
Utilities and Maintenance62,33170,31095,617137,650150,5709.39%
Operations1,138,2251,230,1421,293,3291,248,6201,321,6195.85%
City Support Services164,748168,505173,585173,292156,634-9.61%
Supplies and Materials12,37015,21516,62728,60028,7500.52%
Depreciation164,931171,604158,431170,000170,000
Total Operating Expenses1,765,7141,946,2581,981,8272,216,7732,290,4463.32%
Non-operating expenses - -50,00050,00050,000
Total Expenses1,765,7141,946,2582,031,8272,266,7732,340,4463.25%
Net Income (Loss)-18.99%
388,992 53,258 (992) (162,623) (131,746)
The Sanitary Sewer fund is a utility enterprise. The operations of the Lift Stations and the Collection/Disposal process is
recorded here.
2015 BUDGET
145
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 2015:
1. Mechanically 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.
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
$2,026,838 $2,103,000 $2,207,500 4.97%
OPERATING REVENUES:
OPERATING EXPENSES:
Salaries/Wages/Benefits229,441 345,011 345,773 0.22%
Materials, Supplies & Services1,595,024 1,701,762 1,774,673 4.28%
Depreciation Expense158,431 170,000 170,000 0.00%
3.32%
Operating Income (Loss)1,982,896 2,216,773 2,290,446
90,592 1,150 1,200 4.35%
NON-OPERATING REVENUES:
(96,460)(96,492)(91,618)-5.05%
NON-OPERATING EXPENSES:
-17.10%
NET INCOME (LOSS)$38,074 ($209,115)($173,364)
Capital Outlay/Construction$36,821 $255,000 $150,000 -41.18%
PERSONNEL:
Number of FTE positions3.463.763.76
2015 BUDGET
146
CITY OF HOPKINS
REFUSE BUDGET
Revenues and Expenses
Enterprise Fund 717
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
Current Services$866,808$ 893,583$ 908,441$ 899,700$ 909,7001.11%
County Grant17,79524,58424,64525,00025,000
9,3142,5002,500
Interest Earnings2,682 (1,791)
Miscellaneous40,48020,22013,20120,00012,600-37.00%
Total Revenues927,764936,596955,602947,200949,8000.27%
Operating Expenses
Salaries, Wages and Benefits
Salaries and Wages227,260194,321187,328251,450250,591-0.34%
Fringe Benefits75,38063,41660,74985,15084,803-0.41%
Materials, Supplies and Services
Professional & Technical Services125,500122,959118,655125,640125,8400.16%
Utilities and Maintenance29,15945,18959,42324,80030,90024.60%
Operations135,318123,187144,747136,050139,8602.80%
City Support Services165,143150,044117,537116,966134,78215.23%
Supplies and Materials55,50566,92476,70951,15055,6008.70%
Depreciation55,09453,67347,90956,00056,000
Total Operating Expenses868,361819,713813,057847,206878,3763.68%
Non-operating expenses25,00025,00025,00025,00025,000
Total Expenses893,361844,713838,057872,206903,3763.57%
Net Income (Loss)
34,404 91,883 117,546 74,994 46,424-38.10%
The Refuse fund is a utility enterprise. The operations of bulk collections, yard waste, recycling, brush service and refuse
disposal are recorded here.
2015 BUDGET
147
CITY OF HOPKINS
FUND 717 – REFUSE FUND
PROGRAM:
Bulk Collection
PROGRAM SUMMARY
The Bulk Collection program of the
FY 2014FY 2015
Refuse Utility Fund is a user fee based
FY 2014ApprovedApprovedPercent
service that provides bulk item pickup
ActualBudgetBudgetChange
for larger items. Pick ups are scheduled
on a call-in basis and take place
$16,858 $15,000 $13,000 -13.33%
OPERATING REVENUES:
Thursdays throughout the year. A bulk
item drop off event is provided twice per
OPERATING EXPENSES:
year (spring & fall).
Salaries/Wages/Benefits12,287 14,893 15,006 0.76%
Materials, Supplies & Services24,469 24,540 23,916 -2.54%
MAJOR OBJECTIVES TO BE
-1.30%
Operating Income (Loss)36,756 39,433 38,922
ACCOMPLISHED IN 2015:
1. Review and expand user fee based 6.09%
NET INCOME (LOSS)($19,898)($24,433)($25,922)
system. (Council Approval
PERSONNEL:
Required)
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 2015:
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 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
$9,710 $8,000 $10,000 25.00%
OPERATING REVENUES:
OPERATING EXPENSES:
Salaries/Wages/Benefits37,443 43,033 42,550 -1.12%
Materials, Supplies & Services29,660 26,322 25,886 -1.66%
-1.33%
Operating Income (Loss)67,103 69,355 68,436
-4.76%
NET INCOME (LOSS)($57,393)($61,355)($58,436)
PERSONNEL:
Number of FTE positions0.620.620.62
2015 BUDGET
148
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 2014FY 2015
FY 2014ApprovedApprovedPercent
MAJOR OBJECTIVES TO BE
ActualBudgetBudgetChange
ACCOMPLISHED IN 2015:
1. Monitor the Single Stream Recycling
OPERATING REVENUES:$147,206 $146,700 $154,700 5.45%
Program and work with residents to
OPERATING EXPENSES:
increase the volume of waste recycled.
Salaries/Wages/Benefits30,884 31,118 31,830 2.29%
2. Verify compliance of commercial and multi-
Materials, Supplies & Services150,234 158,662 155,193 -2.19%
family properties.
Operating Income (Loss)181,118 189,780 187,023 -1.45%
3. Continue to promote waste abatement
through public awareness campaigns and
NON-OPERATING REVENUES:26,050 37,000 26,600 -28.11%
educational presentations.
NET INCOME (LOSS)($7,862)($6,080)($5,723)-5.87%
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 2015:
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 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
OPERATING REVENUES:
$0 $0 $0 0.00%
OPERATING EXPENSES:
Salaries/Wages/Benefits29,356 59,814 57,009 -4.69%
Materials, Supplies & Services30,837 29,868 28,876 -3.32%
Operating Income (Loss)60,193 89,682 85,885
-4.23%
NET INCOME (LOSS)($60,193)($89,682)($85,885)
-4.23%
PERSONNEL:
Number of FTE positions0.6550.6550.655
2015 BUDGET
149
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 2015:
1. Continue to improve refuse collection service to our residents.
2. Maintain excellent customer service through monitoring of operations and communicating with residents.
FY 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
OPERATING REVENUES:$746,464 $738,000 $743,000 0.68%
OPERATING EXPENSES:
Salaries/Wages/Benefits138,107 187,742 188,999 0.67%
Materials, Supplies & Services281,870 215,214 253,111 17.61%
Depreciation Expense47,909 56,000 56,000 0.00%
Operating Income (Loss)467,886 458,956 498,110 8.53%
NON-OPERATING REVENUES:9,314 2,500 2,500 0.00%
NON-OPERATING EXPENSES:(25,000)(25,000)(25,000)0.00%
NET INCOME (LOSS)$262,892 $256,544 $222,390 -13.31%
Capital Outlay/Construction$0 $0 $204,800 #DIV/0!
PERSONNEL:
Number of FTE positions2.1452.1452.145
2015 BUDGET
150
CITY OF HOPKINS
STORM SEWER BUDGET
Revenues and Expenses
Projected
Enterprise Fund 740
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
Current Services$801,345$799,603$802,898$802,000$802,000-0.11%
-88.82%
Interest Earnings 2,987 (1,717) 8,944 1,000 1,000
Total Revenues804,332797,886811,842803,000803,000-1.09%
Operating Expenses
Salaries, Wages and Benefits
Salaries and Wages44,11449,81945,50350,11149,86110.13%
Fringe Benefits15,06417,09613,70116,54415,67920.75%
Materials, Supplies and Services
Professional & Technical Services1,00014,5868,8019,00014,0002.27%
Utilities and Maintenance4,65017,37230,2847,00044,000-76.89%
City Support Services78,72777,80287,49087,43869,186-0.06%
Supplies and Materials1,0909741,6681,5001,500-10.07%
Depreciation215,432227,366211,108227,000227,000
Total Operating Expenses360,077405,016398,554398,593421,2260.01%
Non-operating expenses147,084155,437415,10762,04569,512-85.05%
Total Expenses507,162560,452813,661460,638490,738-43.39%
Net Income342,362312,262-18930.65%
297,171237,434 (1,818)
The Storm Sewer fund is a utility enterprise. The reconstruction of storm sewers and ponding for drainage throughout the
City is recorded here.
2015 BUDGET
151
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 men and equipment from the Water & Sewer and Street & Sanitation divisions.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2015:
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 2014FY 2015
FY 2014ApprovedApprovedPercent
ActualBudgetBudgetChange
OPERATING REVENUES:$802,898 $802,000 $802,000 0.00%
OPERATING EXPENSES:
Salaries/Wages/Benefits59,204 66,655 65,540 -1.67%
Materials, Supplies & Services194,792 123,938 128,686 3.83%
Depreciation Expense211,108 227,000 227,000 0.00%
0.87%
Operating Income (Loss)465,104 417,593 421,226
8,944 1,000 1,000 0.00%
NON-OPERATING REVENUES:
(415,107)(62,045)(69,512)12.03%
NON-OPERATING EXPENSES:
-3.43%
NET INCOME (LOSS)($68,369)$323,362 $312,262
Capital Outlay/Construction$193,073 $900,000 $470,000 -47.78%
PERSONNEL:
Number of FTE positions0.630.630.63
2015 BUDGET
152
CITY OF HOPKINS
PAVILION
Revenues and Expenses
Projected
Enterprise Fund 747
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
5.17%
Rental$ 335,792$ 340,131$ 338,500$ 338,500$ 356,000
Interest Earnings
1,033 (326) 1,000 1,000 1,000
Miscellaneous1.51%
70,979 65,054 33,100 33,100 33,600
Total Revenues404,859 4.83%
407,805 372,600 372,600390,600
Operating Expenses
Salaries, Wages and Benefits
Salaries and Wages-0.39%
167,491 174,644 181,248 183,603 182,893
Fringe Benefits2.18%
47,189 49,115 50,007 48,599 49,658
223,759 0.15%
Total Salaries and Wages 214,680 231,255 232,202232,551
Materials, Supplies and Services
0.70%
Professional & Technical Services 4,750 4,639 6,080 7,100 7,150
Utilities and Maintenance0.09%
97,025 84,584 98,572 85,000 85,075
Operations
623 (945) 491 1,750 1,600-8.57%
City Support Services-0.56%
20,272 16,482 17,602 16,660 16,566
Supplies and Materials-3.69%
16,709 19,739 18,314 20,300 19,550
-0.66%
Total Materials Supplies & Service 139,378 124,499 141,059 130,810 129,941
-0.14%
Total Operating Expenses 354,058 348,258 372,314 363,012 362,492
Non-operating expenses
67,447 71,619 72,000 72,000 72,000
Total Expenses 435,012-0.12%
421,505 419,878 444,314 434,492
Net Income (Loss)-29.67%
(13,700) (15,019) (71,714) (62,412) (43,892)
The Pavilion fund is an ice rink enterprise. The operations for the ice arena, soccer league and dry floor are recorded in this
fund.
2015 BUDGET
153
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 2015:
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 2014FY 2015
FY 2014ApprovedApprovedPercent
BudgetBudgetChange
Actual
OPERATING REVENUES:$369,608 $362,100 $382,000 5.50%
OPERATING EXPENSES:
Salaries/Wages/Benefits231,255 232,202 232,551 0.15%
Materials, Supplies & Services141,075 130,910 130,041 -0.66%
Depreciation Expense76,181 72,000 72,000 0.00%
Operating Income (Loss)448,511 435,112 434,592 -0.12%
NON-OPERATING REVENUES:18,813 10,500 73,000 595.24%
NON-OPERATING EXPENSES:(3,363)(3,350)(3,025)-9.70%
NET INCOME (LOSS)($63,453)($65,862)$17,383 -126.39%
Capital Outlay/Construction$180,118 $120,000 $60,000 -50.00%
PERSONNEL:
Number of FTE positions2.42.42.4
2015 BUDGET
154
CITY OF HOPKINS
DEBT SERVICE FUNDS
Revenues and Expenditures
ActualActualActualBudgetBudgetPercent
20122013201420142015Change
Revenues
Property Tax$77,227 $351,970 $625,887 $467,258 $1,514,844224.20%
Special Assessments577,2961,280,681808,794864,840906,5094.82%
Interest7,59115,603 58.57%5,550
(362) 3,500
Bond Premium65,704190,674
42,010 - -
Transfer In895,5276,967,005682,971650,291-4.78%
808,120
Bond Proceeds5,985,0008,240,000
1,920,000 - -
Total Revenues7,608,3464,402,42016,847,9633,077,19552.44%
2,018,569
Expenditures
Bond expenditures
Professional Fees95,52610,8537,4649,12112,17633.49%
Principal1,270,0001,970,0001,970,0008,570,000335.03%
1,560,000
Interest593,476683,725683,724617,988-9.61%
655,973
Fiscal charges4,6685,6745,750-6.52%
3,558 5,375
Bond Discount 12,830-43,610
- -
Transfer Out5,803,6378,269,466 170,000-
2,389,599
Total Expenditures7,780,1374,619,98210,979,9389,375,539251.33%
2,668,595
Sources (Uses) of Fund Balance(171,791)(217,562)5,868,025(650,026)(6,298,344)-111.08%
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 was
reaffirmed later in 2014 when we
sold bonds in July and again in
November.
2015 BUDGET
155
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.
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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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