2017 City of Hopkins, MN Budget
City of Hopkins, Minnesota
Annual Budget
January 1 - December 31, 2017
Inspire Educate Involve Communicate
City of Hopkins
1010 First St S
Hopkins, MN 55343
952-935-8474
www.hopkinsmn.com
CITY OF HOPKINS BUDGET
FISCAL YEAR BEGINNING JANUARY 1, 2017
City Council
Term Expires
Mayor Molly Cummings ................................................................................ December 31, 2017
Councilmember Katy Campbell .................................................................... December 31, 2017
Councilmember Jason Gadd .......................................................................... December 31, 2019
Councilmember Kristi Halverson ................................................................. December 31, 2017
Councilmember Aaron Kuznia ...................................................................... December 31, 2019
Management Team
Mike Mornson ......................................................................................................... City Manager
Kersten Elverum ............................................................... Director of Planning & Development
Ari Lenz .................................................................................... Director of Community Services
Christine Harkess........................................................................................... Director of Finance
Kelly O’Dea ................................................................................................... Recreation Director
Brent Johnson.............................................................................................................. Police Chief
Dale Specken................................................................................................................... Fire Chief
Steve Stadler ......................................................................................... Director of Public Works
This document was developed and compiled by the Finance Department, City of Hopkins
CITY OF HOPKINS
TABLE OF CONTENTS
Introduction/Background
City Manager’s Budget Message .................................................................................. 4
Distinguished Budget Presentation Award ................................................................... 8
Organization Chart ....................................................................................................... 9
Community Profile ...................................................................................................... 10
Organization Structure ................................................................................................ 13
Organization Mission Statement, Vision & Goals ....................................................... 14
Financial Management and Policies ........................................................................... 16
Budget Calendar ......................................................................................................... 19
Budget Planning Process ........................................................................................... 21
Fund Structure ............................................................................................................ 22
Budget Overview
Authorized and Approved Staffing Levels .................................................................. 26
2016 Summary Budget Information by Major and Non-Major Funds ......................... 28
2016 Budget Summary – All Funds ............................................................................ 29
2016 Revenue Summary – All Funds ......................................................................... 31
2016 Appropriation Summary – All Funds .................................................................. 35
Property Tax Information ............................................................................................ 38
Fund Balance ............................................................................................................. 42
Debt Overview ............................................................................................................ 46
Capital Improvements Overview ................................................................................. 50
General Fund Budget Projection ................................................................................ 56
Other Major Funds Budget Projections ...................................................................... 60
General Fund ................................................................................................................. 64
Special Revenue Funds ................................................................................................ 111
Internal Service Fund .................................................................................................... 136
Enterprise Funds ........................................................................................................... 138
General Debt Service Funds ......................................................................................... 150
Glossary ........................................................................................................................ 151
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 2017
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 2017 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 2017 tax levy. The final result is an adopted 2017 budget
totaling $31,317,549 of which $12,835,312 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.
2017 BUDGET DEVELOPMENT
The City has developed a number of elements that have been brought together to provide the best
information for the Council to make their budget decisions. These elements include the following:
Strategic Planning Process –
The Council has a mission and vision statement, which helps
determine the priorities of the community and direct the council in providing services for its
constituency. As part of the process annual goals and objectives are set.
Program Budgeting –
This provides more information in regards to what programs departments
provide and what is the individual cost of those programs. This accomplishes the objective of
reviewing revenues and expenditures based on program activity.
Four Year Budget Modeling –
Encourages future planning for the General Fund budget and
allows us a preview at projected property tax levy needs over the next four years.
Cash Flow Models –
Cash flow projections are created for all funds to provide us with a view of
future sources and uses within the various funds and for the City as a whole. This assists in long
range planning and goal setting.
Net Property Tax Cost for Sample Properties –
Developed many years ago, this provides
information to the council incorporating expected increases in valuation and projecting actual costs
on sample properties within the City.
Net Tax Cost by Program –
This provides both a dollar and percentage of property tax support for
programs.
each of the City’s general fund
City of Hopkins Mission Statement
Inspire Educate Involve Communicate
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CITY OF HOPKINS
HOPKINS IN 2016
In the year 2016, the nation’s economy continued to recover after several years of minimal growth. The
governmental environment was to maintain staff and minimize budget increases. The city continued to
provide all core services through 2016. 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 2016, the City’s tax base continued to grow due to several new development projects. Redevelopment of
properties in Hopkins helped to increase our tax base. The City's total tax capacity values increased 6.9%
due to commercial properties higher tax capacity. In 2016 the overall taxable market value increased by
7.9% due to several recently completed development projects in the city. The city’s levy has increased an
average of 4.79% per year over the last five years. The City’s general fund expenditures have increased an
average of 3.7% 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 105-112.
ECONOMIC OUTLOOK
Hopkins is a diverse community made up of a healthy mix of residential, commercial and industrial
properties. Super Valu is the largest food wholesaler in the nation. They are a Fortune 500 company that
continues to have a strong presence in Hopkins. Another Fortune 500 company with a branch in Hopkins is
US Bank. In addition Cargill, the largest privately held company in terms of revenue, has a large corporate
campus in Hopkins with three building totaling over 800,000 square feet. Total employment at the three
buildings is estimated at 4,000.
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 3% residential,
42% commercial and industrial and 22% apartment properties. Hopkins participates fully in the Minneapolis
and Hennepin County economies. Hopkins has preserved its central downtown area where development
continues because of its highly desirable location. Hopkins wealth levels are above average when
compared nationwide.
REDEVELOPMENT
Significant redevelopment has occurred within the City of Hopkins over the past five years. This
redevelopment has contributed substantially towards the increase in property values and by making
Hopkins a more desirable place to live and work. Some of the more recent projects are:
Redevelopment of a vacant commercial site in downtown Hopkins into a 53-unit luxury apartment
and retail development
Redevelopment of a small parcel in the downtown district into six luxury townhomes.
Redevelopment of a vacant office and clinic site into 163 luxury apartments with retail space
Redevelopment of a vacant downtown building into a craft brewery and tap room.
Redevelopment of a former office building into 263 high end luxury apartments and retail space.
In addition to projects other development continues in Hopkins. This includes new commercial structures
on Mainstreet, renovation of older industrial buildings, new residential projects, and more mixed-use
projects that incorporate residential and commercial development. Overall, these redevelopment efforts
continue to ensure that Hopkins remains a desirable community in which to live and work.
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CITY OF HOPKINS
LONG TERM OBJECTIVES
The City Council and staff have established long term objectives for the community and the working
environment
Increase ratio of residential properties.
Maintain the high quality of our livable community.
Increase tax base to spread share of tax burden.
BUDGET OBJECTIVES FOR 2017
Maintain core City services at a reasonable price for residents and commercial/industrial users.
Use program budgeting as a tool for analysis of all programs and services to:
look for ways to reduce dependency on the property tax,
find greater efficiencies in the provision of current services and programs,
compare staffing levels to workloads to assure proper allocation of resources,
create greater linkages between revenues and expenses, to allow for more entrepreneurial
approaches to non-essential services.
Forecast funding needs and tax implications to assure strong long-term financial stability.
Continue policy of avoiding the use of fund balances for operating expenses.
Recognize and award employees that assist the City in saving money.
Evaluate and investigate other sources of revenue.
BUDGET CONSIDERATIONS
These are areas to consider that may affect the budget during the next few years.
State Tax Reform:
The state’s ongoing budget challenges will again affect City finances as well as residential and
commercial based taxpayers.
Property Classification Changes – In the past there has been a tendency to shift some of the
tax burden back to residential taxpayers from commercial/industrial taxpayers.
Tax Increment Finance – Any changes in property classifications impact property taxes
generated by TIF districts. Currently the tax generated in the various districts is projected to be
sufficient to cover any debt or liabilities created in the districts.
Property Tax Freeze and/or Levy Limits – Levy limits have been on and off again since 2008.
This uncertainly poses budget challenges as cities are uncertain if they will again be re-
instated. For the 2017 budget year there were no levy limits which give cities more budget
flexibility in meeting the needs of their citizens while maintaining essential city services.
State Aids – The City of Hopkins no longer relies on significant state aids as a revenue source
despite the legislature annually discussing the Local Government Aid (LGA) program and
working to modify the program and how funds are allocated to cities. Beginning in 2015 the
city is again receiving LGA of about $360,000 annually.
Real Estate Values – Overall real estate values in this community were stable for 2017. Despite the market
value stability this resulted in an increase in the City’s tax capacity of 6.9 % due to commercial property
which has a higher tax capacity than residential properties.
Overall, general fund budgeted expenditures will increase by 8.08% in 2017 due in large part to salaries
and benefits which included the addition of two police officers. We projected a 2.0% change for 2018 and
modest if any increases for future years. Future programs and services provided by the City of Hopkins
may change in relation to available revenue sources. The City Council and staff along with their financial
advisor will be updating the City’s long-range financial management plan that assists in current and future
budgeting. The plan was adopted in 2014 and was implemented for the 2015 budget and is used for
budget planning each year. This planning assists in minimizing the impacts of potential tax freezes,
additional state aid losses and sets forth a plan to stabilize all funds. The plan will be updated annually
and used in future annual budget preparation.
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CITY OF HOPKINS
Fund Balances for governmental fund types will continue to be strong for the next 3 to 4 years, absent any
significant changes in the policy of avoiding the use of fund balance reserves for current expenditures.
GAUGING THE CITY
The City uses the following performance measures:
Tax levy history in relation to the consumer price index.
Sample properties – cost per month
Comparisons of comparable communities
Goal achievement
2017 BUDGET ADOPTION
Overall the budget objective is to provide quality services at a reasonable cost, while keeping tax rates fairly
constant In the past this has been accomplished through increased net tax capacity levels and keeping the
tax levy at a reasonable amount while at the same time allowing the City enough funds to continue with the
level and quality of service it currently has. This has been particularly challenging the last few years as
property values declined.
The city’s tax capacity rate held fairly steady from 2005 to 2010 at around 48%. When property values
started falling in 2010 they affected the tax rate for 2011 through 2012 increasing to 62.417% in 2013. The
proposed 2017 city tax rate is 64,136, a 0.231% increase from 2016.
The adopted General Fund budget has a 8.08% expenditure increase for a total General Fund Budget of
$12,835,312. The total tax levy increase for 2017 is 8.33%. The levy includes funds designated for general
fund operations, capital improvements, the Art Center and debt service payments. The monthly city tax cost
for a median valued home of $223,000 is about $108.16 or approximately $1,298 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 2017 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, 2016. 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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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.
rd
It addition to its facilities, the City of Hopkins is home to the annual Raspberry Festival, now in its 83
year. The first festival was organized in 1934 by a group of community business people who were
concerned that the Hopkins economy and community needed a boost.
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CITY OF HOPKINS
Minnesota
Hopkins is a suburban city in Hennepin County, Minnesota located just 13 minutes west of the Twin Cities
of Minneapolis and St. Paul. The City is four square miles in size surrounded by larger suburban
communities. Hopkins is about 98% developed with little remaining vacant land. U.S. Route 169 and
Minnesota Highway 7 are two of the main arterial routes in the City. Hopkins is a dynamic community of
over 18,000 residents. Founded rich in tradition and growth, Hopkins offers the advantages and
conveniences of a large City but yet the security of a small town. The residents and the business
community have an enormous sense of pride and support for their City. Travel any street and you will see
and feel the reflections of pride and vitality. Hopkins has enriched its spirit of community by remaining a
place where people are treated with respect; where the community participates in building culture,
character and common bonds; where business growth is supported while a vibrant City Center is
maintained; where people feel safe, support outstanding schools and celebrate cultural heritages; and
where people enjoy quality parks, housing and public services.
Through education, inspiration, involvement and communication, the City Council, City Staff, members of
the Boards and Commissions, the business district and the neighborhood associations are committed to
enhancing the quality of life in Hopkins.
Population:
19203,055
19303,834
19404,100
19507,595
196011,380
1970 (census)13,395
1980 (census)15,336
1990 (census)16,534
2000 (census)17,145
2010 (census)17,591
201117,701
201217,939
Summertime in Hopkins
201318,413
at the Clock Tower Plaza
201418,971
201519,227
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CITY OF HOPKINS
CITY STATISTICS:
Founded1852School Enrollment8,496
Dated of IncorporationNovember 27, 1893Education
Date of Adoption of City CharterDecember 20, 1947 Elementary Schools6
Form of GovernmentCouncil - Manager Middle Schools2
Fiscal Year BeginsJanuary 1 High School1
Area of City4.1 Square Miles Private Schools8
2,616 acres Charter Schools2
Housing
Single Family2,759Elections:
Multiple Family5,044 Registered Voters - last general election10,418
Duplexes512 Number of votes cast last general election9,198
Townhouses869 Percentage of registered voters voting88%
Population by AgeCity Bond Rating
0 to 194,727 Stand & Poor'sAA+
20 to 6411,208
Over 652,057
Miles of Streets and Alleys:
Income by Household Trunk Highways3.57
Less than $25,0001888 County5.32
$25,000 - $50,0002073 City Streets47.5
$50,000 - $75,0001812 Alleys9.52
$75,000 - $100,000768
$100,000 - $150,000843Miles of Sewers:
$150,000 - $200,000328 Storm Sewers21.4
$200,000 or more272 Sanitary Sewers45.46
Median Household Income$50,300Miles of Watermains52.6
Per Capita Personal Income$31,600
Civil Defense Warning Sirens3
Unemployment Rate3.6%
Fire Protection:
Population Composition Number of Stations1
White57.82% Number of FT Employees3
African American17.11% Volunteer Firefighters33
Asian7.69%
Hispanic or Latino11.63%Police Protection:
Two or More Races4.12% Number of Stations1
Native American0.50% Number of Employees45
Other Races1.13%
Parks
City Parks16
Playgrounds11
Total Property Values$1.778 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
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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 2016 CAFR will be
available to the public upon completion in May 2017 and a summary of the results will be published in the
official newspaper.
The 2016 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, 2015. 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 2017 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 6City Council adopts preliminary levy and budget
September 7Proposed 2017 budget and levy certified to Hennepin
September/OctoberSpecial Revenue & Enterprise budgets presented to Council for review and approval
December 6Budget public hearing and final budget approval and tax levy certification
December 7Final 2017 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
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thespendable fund balance that reflects constraints on spending because of legal
restrictions stipulated by outside parties (e.g., encumbrances for goods or services with
outside parties-creditors, grantors outstanding at the end of the year), Also, any legal
restrictions based on state statutes or grant requirements placed on the use for specific
purposes
Committed Fund Balance – The committed fund balance classification includes the
o
portion of the spendable fund balance that reflects constraints that the city has imposed
upon itself by a formal action of the city council (for example, an ordinance or resolution
passed by a city council). This constraint must be imposed prior to year end but the
amount can be determined at a later date.
Assigned Fund Balance – The assigned fund balance is the portion of the spendable fund
o
balance that reflects funds intended to be used by the government for specific purposes
assigned by more informal operational plans. In governmental funds other than the
general fund (special revenue funds, capital project funds, debt service funds and
permanent funds); assigned fund balance represents the amount that is not restricted or
limited. The authority to “assign” fund balance is delegated to the City Finance Director
Unassigned – This is the residual classification for the government’s General Fundand
o
includes all spendable amounts not contained in the other classifications and, therefore,
not subject to any constraints. Unassigned amounts are available for any purpose.
These are the current resources available for which there are no government self-
imposed limitations or set spending plan. Although there is generally no set spending
plan for the unassigned portion, there is a need to maintain a certain funding
level. Unassigned fund balance is commonly used for emergency expenditures not
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CITY OF HOPKINS
previously considered. In addition, the resources classified as unassigned can be used
to cover expenditures for revenues not yet received.
The Council recognizes that any such funds should be appropriated for non-recurring
expenditures as they represent prior year surpluses that may or may not materialize in
subsequent fiscal years
POLICY - At the end of each fiscal year, the City will strive to maintain Spendable – Unassigned
portions of the fund balance for Cash Flow equivalent to a minimum of five (5) months or 42% of
the prior fiscal year General Fund operating expenditures. In addition to cash flow needs this
accommodates emergency contingency concerns.
MONITORING AND REPORTING - The City Manager and Finance Director shall annually
prepare the status of fund balances in relation to this policy and present to the City Council in
conjunction with the development of the annual budget.
When both restricted and unrestricted resources are available for use, it is the City’s policy to first
use restricted resources, and then use unrestricted resources as they are needed.
When committed, assigned or unassigned resources are available for use, it is the City’s policy to
use resources in the following order; 1.) committed 2.) assigned and 3.) unassigned.
A negative residual amount may not be reported for restricted, committed, or assigned fund
balances in the General fund.
BUDGET PLANNING PROCESS
The City has developed a number of elements that when been brought together help to provide the best
information for the Council to make their budget decisions. These elements include the following:
Strategic Planning Process –
The Council has a mission and vision statement, which helps
determine the priorities of the community and direct the council in providing services for its
constituency. As part of the process annual goals and objectives are set. Department Directors then
use these goals in developing departmental goals and setting departmental budgets.
Program Budgeting –
This provides more information in regards to what programs departments
provide and what is the individual cost of those programs. This accomplishes the objective of
reviewing revenues and expenditures based on program activity. For programs whose goal is to be
supported totally by revenues it allows departmental managers to review the fee structure on an
annual basis to ensure that goal is met. It also allows the public to determine what portion of a specific
department is supported by taxes.
Four Year Budget Modeling –
Encourages future planning for the General Fund budget and allows
us a preview at projected property tax levy needs over the next four years. Monitoring tax capacity
along with budget needs provides advance notice to management when taxes may rise faster than
advisable and allows staff to take appropriate action in revising budget goals and projections.
Cash Flow Models –
Cash flow projections are created for all funds to provide us with a view of future
sources and uses within the various funds and for the City as a whole. This assists in long range
planning and goal setting in keeping all funds in a positive cash position.
Financial Management Plan –
In 2014 the City adopted a long-range Financial Management Plan for
the years 2015-2024 that addresses financing challenges for several funds, sets forth financing for all
items identified in the Capital Improvement Plan (CIP) and Equipment Replacement Plan (ERP)
(described below), and provides for adequate funding for operational needs in the general, special
revenue funds and enterprise funds. Tax base growth is built into the plan so the taxes are indexed
each year based on that growth. This plan when followed should make the annual budget much easier
to develop.
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CITY OF HOPKINS
The Financial Management Plan will be updated each year prior to the budget process and used as a
guide in preparing the annual budget. This document is key in managing increases in the General
Fund, restoring the Art Center Fund to sound financial footing and providing adequate resources for
the Pavilion Ice Arena that will need significant capital improvements in 2020. The Financial
Management Plan was developed by staff with assistance from the City’s Financial Advisor who will
assist staff in annual updates to the plan to ensure the goals of the City continue to be met.
Net Property Tax Cost for Sample Properties –
Developed many years ago, this provides
information to the council incorporating expected increases in valuation and projecting actual costs on
sample properties within the City. The council when setting the tax levy is sensitive to its impact on
property owners and this benchmark provides information on how the recommended levy will impact
city taxpayers. If the council feels the proposed levy will negatively impact property owners options for
reducing the levy are explored. These may include revenues alternatives or expenditure decreases or
a combination of both.
Net Tax Cost by Program –
This provides both a dollar and percentage of property tax support for
programs and demonstrates which city programs are most
each of the City’s general fund
dependant on taxes. It also provides information to the public on what benefits they receive for
their tax dollars.
The Capital Improvement Plan (CIP) is a five-year schedule or plan
Capital Improvement Plan
–
for capital improvement expenditures in excess of $10,000 and having a useful life of five or more
years. The Capital Improvement Plan process begins with departments editing and updating
existing plans from previous years and adding or deleting projects. Once this is completed,
finance does an analysis of funding requirements and any related prioritization is done by the city
manager. The analysis includes a review of projected working capital amounts available for the
projects, any operating cost adjustments as a result of the improvement and the impact of future
funding needs is determined. The mayor and council then use the compiled information in the
CIP along with the results of public discussion, to determine which projects are to proceed and
exactly how they will be funded. Once the CIP is approved the projects for the following year are
placed in the appropriate budget.
Equipment Replacement Plan –
The Equipment Replacement Plan (ERP) is a twenty-year
forecast and a five-year plan of equipment needs within the City. In is intended to inform the
Council and citizens of the major equipment needs on the horizon. The first year of the plan
becomes an adopted equipment budget and relates to the operating budget of the equipment
replacement fund, which is approved on an annual basis. The remaining nineteen years
represent an estimate of equipment needs and funding capabilities of the City. Funding
requirements vary from year to year. In order to maintain a fairly consistent levy each year, the
twenty-year schedule is projected with a 3% inflation factor for operating expenses and a yearly
average dollar capital expenditure of $992,400. Revenues for the ERP are derived from charges
to the departments that use the equipment and are based on the equipment needs of the various
departments over the twenty-year period.
FUND STRUCTURE
The accounting system maintains a standard fund structure for a typical Minnesota city government.
Following is a description of the funds included that are subject to appropriation, for which financial plans
and budget appropriations are prepared annually. These funds are the General, Special Revenue, Debt
Service, Capital Projects and Enterprise.
General Fund
The General Fund accounts for all financial transactions not properly accounted for in any other fund,
including most of the basic governmental services. The expenditures from the General Fund account for
the majority of primary services provided by the City in the areas of public safety, parks and public works,
recreation, planning, engineering and general government.
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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 thirteen budgeted Special
Revenue Funds.
Chemical Assessment Team Fund – grant funds received from the state restricted for the
operation of the Chemical Assessment Team.
Economic Development Fund – revenue sources include interest on loans, taxes,
development fees that are used for expenditures relating to housing and redevelopment
projects throughout the city.
Tax Increment Funds (6) – 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 20 individual debt service funds for the various
bond issues. The City has established annual financial plans for all 20 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.
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 2017 the City identifies the following funds as major funds which are described above. All major
funds are budgeted.
General Fund
Economic Development Special Revenue Fund
Arts Center Special Revenue Fund
Permanent Improvement Capital Projects Fund
G.O. Housing Improvement Refunding Bonds of 2009B Debt Service Fund
Water Utility Enterprise Fund
Sewer Utility Enterprise Fund
Storm Sewer Utility Enterprise Fund
Public art in the downtown area
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CITY OF HOPKINS
City Personnel by Function
Administration of Fund
GeneralPublicCommunityCommunity
Operating FundGovernmentFinancePoliceFireWorksDevelopmentServicesRecreation
General Fund
AdministrationXXX
FinanceX
Community ServicesX
Building MaintenanceXXXX
InspectionsX
PoliceX
FireX
Public WorksX
RecreationX
Activity CenterX
Planning & ZoningX
Community DevelopmentX
Special Revenue Funds
Economic DevelopmentX
ParkingXX
CommunicationX
Depot Coffee HouseX
Art CenterX
Enterprise Funds
WaterX
SewerX
RefuseX
Storm SewerX
PavilionX
Housing & RedevelopmentX
Employees volunteering at the annual
Mayor Molly Cummings being sworn in as
Thanksgiving luncheon for seniors at the
the new mayor for 2016-2018.
City’s Activity Center.
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CITY OF HOPKINS
Authorized and Actual Staffing Levels
Full-Time and Regular Part-Time Positions
1 FTE = an employee who works 40 hours a week
20142015201620172017
Authorized Authorized Authorized
& Actual& Actual
Authorized Actual
Administrative Services5.005.005.055.505.05
Finance4.604.604.005.005.00
Municipal Building1.451.451.451.451.45
Community Services9.709.688.657.207.20
Police34.5035.5036.7838.4536.45
Fire1.251.253.253.253.25
Public Works17.0917.0917.5818.0919.09
Skate Park0.050.050.050.050.05
Activity Center3.203.203.253.203.20
Zoning & Planning1.351.351.351.351.35
Community Development0.850.851.500.850.85
General Fund Total79.0480.0282.9184.3982.94
Economic Development1.601.601.251.601.60
Parking0.720.720.720.720.72
Communications 0.250.250.751.251.25
Depot Coffee House5.255.255.255.255.25
Art Center3.804.304.304.304.30
Special Revenue Fund Total11.6212.1212.2713.1213.12
Water3.133.432.603.433.43
Sanitary Sewer3.463.763.403.763.76
Refuse3.893.894.094.094.09
Storm Sewer0.630.630.430.630.63
Pavilion/Ice Arena2.402.902.902.902.90
Housing & Redevelopment2.202.202.402.402.40
Total Proprietary Funds15.7116.8115.8217.2117.21
Total All Funds106.37108.95111.00114.72113.27
In 2017 the 1.45 position difference between authorized and actual staffing is due to staff vacancies. Due
to a significant number of retirements the City has taken the opportunity to review staffing and make
operational changes before moving forward with any new hires. Currently there are openings in the
polilce department.
The increase in actual staffing from 2016 to 2017 of 3.72 is due to adding two full-time police officers,
adding one full-time position to public works and bringing the part-time Pavilion administrative staff to full-
time. 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
Debt
Capital
Special RevenueProjectServiceEnterprise
Tax Increment Taxable
District - Permanent Houing Storm
General Economic Entertainment Arts Improvement Bonds of Water Sewer Sewer
Function
FundDevDistrictCenterRevolving2009BUtilityUtilityUtility
General GovernmentXXXXXXXX
Public SafetyX
Health and WelfareX
Highways and StreetsX
Urban Redevelopment and
HousingXX
Culture and RecreationXX
Capital OutlayXXXXX
Debt ServiceXXXX
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
2015201620162017Budget
ActualActualBudgetBudgetDifference%age
REVENUES
General Fund$ 11,534,162$ 11,875,73012,295,267$ 12,835,312$ 959,582$ 8.08%
Special Revenue Funds
Economic Development Fund$ 698,288$ 673,454$ 356,113$ 381,200$ 7.04%25,087
Arts Center$ 777,392$1,128,656$ 787,108$ 935,734$ 18.88%148,626
Non-major Special Revenue Funds3,861,554$ $4,329,829$ 3,813,082$3,425,849$ (387,233)-10.16%
Capital Project Funds
Permanent Improvement Fund2,067,658$ $5,701,023$ 1,641,537$ 3,603,842$ 1,962,305119.54%
Non-major Capital Project Funds$ 2,791,356$2,522,008$ 1,997,696$ 2,971,893$ 48.77%974,197
Debt Funds
Taxable Housing Bonds of 2009B410,890$ $ 407,750$ 407,000$ 408,403$ 0.34%1,403
Non-major Debt Service Funds$ 21,893,151$ 3,708,64416,275,273$ $ 4,708,309$ 26.96%999,665
Enterprise Funds
Water Utility Enterprise Fund$ 1,513,774$2,353,545$ 1,553,500$ 2,209,405$ 42.22%655,905
Sewer Utility Enterprise Fund2,117,430$ $2,159,368$ 2,277,200$ 2,932,504$ 28.78%655,304
Storm Sewer Enterprise Fund$ 811,842$ 885,483$ 804,000$ 810,200$ 0.77%6,200
Non-major Enterprise Funds$ 1,344,023$1,430,853$ 1,433,267$ 1,411,500$ (21,767)-1.52%
EXPENDITURES
General Fund$ 11,228,522$ 11,875,73012,193,140$ 12,835,312$ 959,582$ 8.08%
Special Revenue Funds
Economic Development Fund$ 425,682$ 704,721$ 176,600$ 210,447$ 19.17%33,847
Arts Center$ 763,815$ 923,926$ 903,667$ 1,234,505$ 36.61%330,838
Non-major Special Revenue Funds1,714,551$ $4,757,462$ 2,336,935$ 2,737,544$ 17.14%400,609
Capital Project Funds
Permanent Improvement Fund1,623,431$ $7,921,516$ 2,630,973$ 3,898,728$ 1,267,75548.19%
Non-major Capital Project Funds$ 2,679,632$1,446,959$ 2,992,500$1,653,847$ -44.73%(1,338,653)
Debt Funds
Taxable Housing Bonds of 2009B328,893$ $ 327,717$ 325,500$ 322,566$ -0.90%(2,934)
Non-major Debt Service Funds$ 20,252,119$ 3,587,05020,058,099$ $ 7,508,621$ 3,921,571109.33%
Enterprise Funds
Water Utility Enterprise Fund$ 1,473,094$2,003,003$ 1,693,261$ 1,890,915$ 11.67%197,654
Sewer Utility Enterprise Fund2,079,356$ $2,432,556$ 2,607,944$2,670,897$ 2.41%62,953
Storm Sewer Enterprise Fund$ 880,210$ 608,470$ 504,496$ 497,049$ -1.48%(7,447)
Non-major Enterprise Funds$ 1,289,931$1,389,452$ 1,395,450$1,409,693$ 1.02%14,243
Major Funds are in
bold type
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CITY OF HOPKINS
Summary of Budgeted Funds
GENERAL FUND
2015201620162017Budget
ActualActualBudgetBudgetDifference% age
REVENUES
Property Taxes9,113,565$ 9,544,396$ 9,796,951$ 10,366,866$ 569,915 5.82%
Intergovernmental1,043,085 1,061,205 891,954 1,028,426 136,472 15.30%
Licenses, Permits & Fines706,791 900,057 575,775 700,825 125,050 21.72%
Charges for Services285,911 406,998 188,900 215,650 26,750 14.16%
Miscellaneous84,420 76,276 132,150 233,545 101,395 76.73%
Franchise Fees300,390 306,335 290,000 290,000 -
$ 12,295,26711,534,162$ 11,875,730$ 12,835,312$ 959,582 8.08%
APPROPRIATIONS
Council82,266$ 90,417$ 79,708$ 82,898$ 3,190 4.00%
Administrative Services523,849 560,494 531,969 629,648 97,679 18.36%
Finance359,990 324,222 276,993 282,658 5,665 2.05%
Legal156,835 196,904 150,000 150,000 -
Municipal Building 319,352 367,667 333,611 346,732 13,121 3.93%
Community Services1,025,383 1,131,565 1,089,843 1,146,560 56,717 5.20%
Police4,515,389 4,739,512 4,737,734 5,095,102 357,368 7.54%
Fire1,038,292 1,174,801 1,105,110 1,176,532 71,422 6.46%
Public Works2,332,905 2,635,037 2,580,621 2,800,935 220,314 8.54%
5.51%34,884
Recreation604,955 569,136 632,894 667,778
Planning 134,289161,331 153,872246,877 60.44%93,005
Community Development90,387 90,541 121,875124,820 2,9450%
Unallocated 44,630 151,513 81,500 84,772 4.01%3,272
$ 12,193,14011,228,522$ 11,875,730$ 12,835,312$ 959,582 8.08%
SPECIAL REVENUE FUNDS
2015201620162017Budget
ActualActualBudgetBudgetDifference% age
REVENUES
Chemical Asses. Team$ 77,731$ 90,780$ 60,000$ 60,000$ -
Economic Development698,288 673,454 356,113381,200 25,0877.0%
Parking 137,820575,755 138,000144,500 4.7%6,500
Communication 272,573290,725 257,000269,200 12,2004.7%
Depot Coffee House 376,057375,196 344,100348,000 1.1%3,900
Art Center 777,3921,128,656 787,108935,734 148,62618.9%
Tax Incr Financing (7 funds)2,997,373 2,997,373 3,013,9822,604,149 (409,833)-13.6%
$ 5,337,234$6,131,939$ 4,956,303$4,742,783$ (213,520)-4.3%
APPROPRIATIONS
Chemical Assess. Team$ 97,568$ 97,088$ 60,000$ 60,000$ -
Economic Development425,682 704,721 176,600210,447 19.2%33,847
Parking 201,214532,242 359,600110,928 (248,672)-69.2%
Communication 228,2642,923,456 223,773289,747 29.5%65,974
Depot Coffee House 351,552368,723 338,142343,036 1.4%4,894
Art Center 763,815923,926 903,6671,234,505 330,83836.6%
Tax Incr Financing (7 funds)835,953 835,953 1,355,4201,933,833 578,41342.7%
$ 2,904,048$6,386,109$ 3,417,202$4,182,496$ 765,29422.4%
29
CITY OF HOPKINS
PROPRIETARY FUNDS
2015201620162017Budget
ActualActualBudgetBudgetDifference% age
REVENUES
Water1,513,774$ 2,353,545$ 1,553,500$ 2,209,405$ 655,905$ 42.2%
Sanitary Sewer2,117,430 2,159,368 2,277,200 2,932,504 655,304$ 28.8%
Refuse955,602 1,013,134 981,167 1,007,400 26,233$ 2.7%
Storm Sewer811,842 885,483 804,000 810,200 6,200$ 0.8%
Pavilion/Ice Arena388,421 417,719 452,100 404,100 (48,000) -10.6%
$ 6,829,2495,787,069$ 6,067,967$ 7,363,609$ 1,295,642$ 21.4%
APPROPRIATIONS
Water1,473,094$ 2,003,003$ 1,693,261$ 1,890,915$ 197,654$ 11.7%
Sanitary Sewer2,079,356 2,432,556 2,607,944 2,670,897 62,953 2.4%
Refuse838,057 949,173 940,973 948,876 7,903 0.8%
Storm Sewer880,210 608,470 504,496 497,049 (7,447) -1.5%
Pavilion/Ice Arena451,874 440,279 454,477 460,817 6,340 1.4%
$ 6,433,4815,722,591$ 6,201,151$ 6,468,554$ 267,403$ 4.3%
DEBT SERVICE FUNDS (all funds)
2015201620162017Budget
ActualActualBudgetBudgetDifference% age
REVENUES
Property Taxes1,530,837$ 1,876,459$ 2,799,325$ 2,581,352$ (217,973)$ -7.8%
Special Fees828,529 829,065 909,355 973,952 64,597 7.1%
Miscellaneous453,427 475,534 15,687 16,160 473 3.0%
Proceeds from Bond Sale18,735,000 12,310,000 - - - #DIV/0!
Operating Transfer In756,248 1,191,965 391,277 1,545,248 1,153,971 294.9%
$ 16,683,02322,304,041$ 4,115,644$ 5,116,712$ 1,001,068$ 24.3%
APPROPRIATIONS
Bond Principal8,570,000$ 3,075,000$ 3,075,000$ 3,080,000$ 5,000$ 0.2%
Bond Interest617,988 814,199 814,199 1,048,639 234,440 28.8%
Miscellaneous other charges336,430 425,095 23,351 24,000 649 2.8%
Deposit to Escrow Agent3,937,887 7,305,660 - 3,678,548 3,678,548 #DIV/0!
Transfer out7,118,707 8,765,862 - - - #DIV/0!
$ 20,385,81620,581,012$ 3,912,550$ 7,831,187$ 3,918,637$ 100.2%
11.3%
Total Revenues44,962,506 41,939,478 27,015,644 30,058,416 3,042,772
Total Appropriations40,436,17345,398,54625,406,63331,317,5495,910,91623.3%
Use of Equity or
Fund Balance4,526,333(3,459,068)1,609,011(1,259,133)(2,868,144)-178.3%
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 $28,390,123. The largest source of
revenue by category is property taxes of
$16,076,118 comprising 56% 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 2004and remain off for 2017. 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 2017 budgeted taxes increased in total by 8.33% primarily as a
result of new G.O. debt and an increased levy for the Arts Center and capital projects. The General Fund
had a 5.87% increase in the levy due to increases in expenditures that were not offset by other revenue
sources.
Intergovernmental Revenues:
Total $1,215,023 or
LƓƷĻƩŭƚǝĻƩƓƒĻƓƷğƌ
4.28% of the City’s revenues. The City currently
receives highway funding, police and fire aid,
wĻǝĻƓǒĻ
chemical assessment grants, PERA aid, fire grants,
$2,000,000
Community Development Block Grant funds and
other miscellaneous state grants. Estimates for
intergovernmental revenues are based on known
$1,500,000
revenue sources and projections are based on
information from the various state and county
$1,000,000
agencies from which the revenues are received. The
city has reduced it reliance on revenues from state
$500,000
and federal governments due to decreased
2014201520162017
availability and reduced funding in the various state
programs. Over the past several years the city has
been successful in getting grants for specific projects. Those projects are not budgeted due to the
uncertainty in the success of our application for those funds. In 2014 the City once again received local
government aid (LGA) 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 2017 we are scheduled to
receive $423,916, a $9,900 increase from 2016 that will go to the General Fund and is utilized to reduce
the general fund tax levy. In 2016 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 2017. 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.
31
CITY OF HOPKINS
Utility Fees:
For water, sewer, refuse and storm sewer
account for $6,746,309 of the City’s revenue or 23.76%.
In 2016 a utility rate study was completed for the water,
and sewer funds looking at anticipated revenues,
expenditures and planned capital improvements. The
rate structure for each fund was then adjusted to meet
those needs. Tiered rates for water were implemented
per MN Department of Natural Resources requirements
that specify that water rates must be structured to
promote conservation. Sewer rates remain at one tier for
all users. As a result of the rate study water and sewer
rates were increased on average 40% for 2017 to
provide for operations and planned infrastructure
improvements over the next several years. In the past
Hopkins water rates were in the lowest one third for all
metro cities. The rate study is a 5-year plan that provides for smaller rate increased in years 2-4,
however only rates increases for 2017 have been adopted. The rate study will be reviewed in 2017 to
ensure we are on track and adjusted accordingly for future years.
Charges for Services:
Other than utilities are
$2,010,836 or 7.08% of the City’s revenues. The
City charges for plan reviews, special police or fire
services, parking permits for city parking facilities,
facility rental, concessions and ice time. A large
portion of the charges for services include plan
review fees from building permits which are on the
rise again with new development. The variance in
revenues between years is due to development
projects and the related plan review fees.
Finance relies on plan review fee projections
prepared by the City’s Building Official and input
from departmental managers on the level of
activity expected in their departments when setting the budget for this revenue category. While there are
several other development projects on the horizon the City budgets conservatively on plan review fee
income due to the uncertainty of the development market which can change depending on developers
funding for their proposed projects.
Special Assessments:
and Special Assessment Fees
for housing projects are $973,952 or 3.43% of City
revenues. Special Assessments are levied for street,
sidewalk, alley, water, sewer or storm sewer
improvements that benefit private property. Special
Assessment fees are assessed every year to the specific
housing properties that benefited from the development
projects. These projects allowed the City to improve the
value of the housing stock in several townhome and
condominium developments. Special assessment
revenues fluctuate with the number and amount of
assessable projects and have remained relatively stable
the last few years. In 2014 the City received a large
number of pre-payments on 15-year special
assessments scheduled to go on the taxes for 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. Special assessments revenue will increase for
2017 due to a larger street project completed in 2016 with first assessment due in 2017.
32
CITY OF HOPKINS
Permits, Licenses and Fines:
are $722,825 or
2.55% of revenues. Permit revenues are dependent
on the economy and on future development of the
City. In 2014 due to several large commercial
redevelopment projects the City had a very strong
years in building permit income. While there are
other projects in the works the City chooses not to
rely on that income until it becomes reality, therefore
building permit income continues to be budgeted
conservatively based on an average of the past 10
years. The permit fee revenue projection was
prepared by the City’s Building Official based on
knowledge of pending and anticipated projects.
License revenue is based on the types of businesses
licensed by the city and past year’s collections. Those revenues remain stable. The City also budgets
conservatively for fine revenue as that revenue stream is unpredictable. Fine revenue is only received
once the fines are collected by the State of MN which then remits Hopkins’ portion to them. Parking
permits and ticket revenues remain stable.
Franchise Fees:
In addition to the franchise fee collected
on cable television, a franchise fee on electric and gas
utilities was implemented in 2004 to help offset the loss of
state aids. It impacts residential properties by $2.20 per
month on both the electric and gas utility bills. The rate
progresses higher for multiple dwellings and commercial
properties. Total franchise fees collected in 2017 will be
about $533,000 or 1.95% 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 2017 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 2016 Actual Revenues:
Increased from
2015 as a result of increased tax revenues and
miscellaneous revenues from sale of storm water
credits. The 2017 budget was prepared with
increased tax and utility revenues as described in
previous revenue sections. 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.
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.
ЋЉЊА.ǒķŭĻƷĻķwĻǝĻƓǒĻƭ
OtherSources
UtilityCharges
0%
24%
FranchiseFee
2%
Chargesfor
Services
7%
Interest
0%
License,Permits
&Fees
PropertyTax
3%
57%
SpecialAssm
Intergovt'l
3%
3%
34
CITY OF HOPKINS
APPROPRIATION SUMMARY
Appropriations for all funds total $31,317,549. This is more than anticipated revenues for 2017 and
results in a decrease of fund balance of $1,259,133 overall as funds on hand are used for planned
projects and a bond call scheduled for February. The special revenue funds will add $560,287 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 $895,055 is from enterprise funds as we work to rebuild
fund equity and bring the water and sewer fund to a more stable financial position. Debt service funds will
see a decrease of $2,714,475 primarily due to the scheduled bond call.
The largest source of appropriations by category is employee salaries and benefits at $12,131,210.
Employee salary and benefits make up 38.74% of the City’s annual appropriation and represent a 6.67%
increase from 2016 actual. In 2017 employees received a 3 increase with 1-year union contracts. Other
factors impacting salaries and benefits are 3 new full-time employees, 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 24.8% of appropriations at $7,312,538. This amount
represents a 5.83% decrease from 2016 actual. The decrease is due to a decrease in the use of
professional and contractual and project based expenses in the Economic Development fund. 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 2017, the appropriated
amount is $456,400 or 1.46% of total appropriations. Anticipated capital costs are equipment for the
Public Works, Fire Dept, Activity Center and Art Center; technology upgrades in the council chambers
and a number of improvements at the Arts Center rooftop HVAC, theater painting, new curtain system in
Jaycee Studio, lighting improvements and ADA door handles and locks. 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 2017 decreased 28.33% as a result of bond calls in 2016. Total
appropriations for 2017 are $8,438,431 which includes pay-as-you-go tax increment obligations. The
2017 expenditures represent 26.94% of total expenditures and include debt paid within the Enterprise
Funds. Another 2.47% of appropriations are for depreciation of property and equipment.
The six largest programs of the City in 2017 account for 92% of the appropriations budget and are as
follows:
Debt Service 7.8 million
Public Safety 6.3 million
Utilities (water, sewer, storm sewer, refuse) 6.0 million
General Government 2.8 million
Public Works 2.9 million
Recreation 2.6 million
35
CITY OF HOPKINS
36
CITY OF HOPKINS
REVENUES - ALL FUNDS
COMPARATIVE ANALYSIS BY SOURCE
ADOPTED
2014201520162017
SOURCEACTUALACTUALACTUALBUDGET
Current Revenues
PROPERTY TAX$10,779,711$11,167,907$11,609,767$13,509,118
TAX INCREMENT2,697,0062,920,6812,957,3072,567,000
SPECIAL ASSESSMENTS1,329,776828,529829,065973,952
LICENSE, PERMITS & FINES801,760722,558728,667722,825
INTERGOVERNMENTAL REVENUE1,316,7091,432,3431,384,4031,215,023
CHARGES FOR CURRENT SERVICES1,484,3701,530,1601,552,1811,511,567
INTEREST ON INVESTMENTS142,886197,346162,46592,060
UTILITY SERVICE CHARGES5,089,5515,254,1105,076,5716,746,309
FRANCHISE FEES561,893566,756573,495553,000
OTHER REVENUES252,253764,4311,233,860499,269
TOTAL CURRENT REVENUES$24,455,915$25,384,821$26,107,781$28,390,123
18,735,0002,984,885 12,310,000 -
Other Financing Sources
TOTAL REVENUES$27,440,800$44,119,821$38,417,781$28,390,123
Add: Inter-Fund Transfers1,022,875875,0382,691,3411,668,293
TOTAL REVENUES$28,463,675$44,994,859$41,109,122$30,058,416
EXPENDITURES/EXPENSES - ALL FUNDS
COMPARATIVE ANALYSIS BY OBJECTIVE
ADOPTED
2014201520162017
OBJECTIVEACTUALACTUALACTUALBUDGET
Current Expenditures/Expenses
SALARIES AND EMPLOYEE BENEFITS$10,658,678$11,115,039$11,373,161$12,131,210
MATERIALS, SUPPLIES AND SERVICES6,699,2616,892,9308,248,4027,767,165
CAPITAL OUTLAY2,386120,254596,793456,400
DEPRECIATION720,554779,685775,000775,000
DEBT REPAYMENT4,496,87313,851,16111,773,9168,438,431
TOTAL$22,577,752$32,759,069$32,767,272$29,568,206
Other Financing Uses9,278,3087,646,62710,527,9861,749,143
TOTAL EXPENDITURES$31,856,060$40,405,696$43,295,258$31,317,349
37
CITY OF HOPKINS
PROPERTY TAXES
Tax Capacity & Market Values
The growth in tax capacity from 2007 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, several smaller projects
were completed in 2015-2016 also adding to the
tax base. In 2016-17 a luxury apartment complex
is being build which will add $63 million in value.
Hopkins residential housing values have been
increasing over the last several years as the housing market has rebounded resulting in quick sales for
sellers who are getting competitive prices for their homes.
One goal of the city council is to preserve the current housing stock and promote housing growth. As
mentioned above housing values have increased this past year which has added to the tax capacity. One
factor impacting the tax capacity is 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
.
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 37% saw decreases in their
property values, however, a much greater
percentage 62.8% 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 2016 is valued at $223,000.
Total taxes of $3,250 on an average home in
Hopkins helps pay for all levels of governmental
services.
The chart to the right shows the components of City of
Hopkins taxes by taxing district.
City Property Tax Levy
CITY
Shown to the left is the annual cost of taxes
on a home valued at $225,000 both on a constant
basis and with the change in value over the years.
The increase in 2011 is primarily due to the
change in the fiscal disparities program as
Hopkins became a net contributor following
several years as a net recipient. The fiscal
disparities program shares commercial growth
across the Minneapolis/St. Paul metropolitan area
with cities having little or no growth getting more
from the pool than cities that have had
commercial growth. Due to Hopkins’ $40 million
commercial development project and being one of the few cities with any significant commercial activity
we became a net contributor to the program. This shifted a portion of our tax base into the pool resulting
in higher taxes for Hopkins residents. Taxes for 2013 and 2014 had small increases and 2015 saw the
implementation of the Financial Management Plan (FMP) which provided new debt levies for the Pavilion
and Art Center as we work to get these funds into a more stable financial position. The 2017 FMP
provides for an increase in the Art Center levy and additional debt levies for the 2016 bond issues.
This residential property owner in Hopkins will experience a $93 increase in City property taxes in 2017.
The total City taxes on a median valued home would be $1,298 in 2017 as compared to $1,206 in 2016.
39
CITY OF HOPKINS
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 2017 as the City implemented a tiered water rate
structure in for 2017. Refuse rates are analyzed each year and if necessary are only increased every
couple of years. There was no increase in refuse or recycling rates for 2017. The storm sewer rate is not
expected to increase in the near future. Hopkins utility rates continue to rank in the lower tier of the
Minneapolis/St. Paul metropolitan area despite the rate increases.
2017 Annual Property Tax Cost (average home)
Annual Service Cost
Council$8.02
City of Hopkins Average Annual Service Costs
Administrative Services$60.92
on an Average Home.
Finance$25.91
20172016
Legal$2.42
City Property Taxes$1,298.00$1,206.00
Unallocated $8.20
Water - Consumption
Municipal Building$33.55
7,500 gallons a month
Community Services$62.70
$252.24
$2.44/$2.81/$3.23 Tiered Rates
$196.20
$2.18/1,000 gallons
Police$445.00
Fire$97.36
Sewer - Consumption
Public Works$251.23
7,500 gallons a month
$522.90
$5.81/ 1,000 gallons
Recreation$25.14
$387.00
$4.30/ 1,000 gallons
Activity Center$32.07
Refuse Collection$262.20$250.20
Planning and Community Development$17.76
Pavilion$0.00
Storm Sewer$60.00$60.00
Arts Center$24.19
Franchise Fees$52.80$52.80
Debt$203.52
Total$2,448.14$2,152.20
Annual Cost for City Services$1,298.00
City Levy – By Purpose
20172016
General Fund$10,281,666$9,676,4516.25%increase
Debt$2,103,366$1,907,87810.25%increase
PERA$0$35,500100.00%decrease
Pavilion$0$65,000100.00%decrease
Arts Center$250,000$140,00078.57%increase
Capital$310,000$125,000148.00%increase
Total Levy$12,945,032$11,949,8298.33%increase
In 2017 the City continued its property tax levy for the purpose of funding the debt for the construction of
the new fire station, replacing the public works storage facility and remodeling the police station. In 2016
levy limits were once again eliminated and remain off for 2017.
City tax capacity rates of 63.078% result in payments of $1,298 annually or approximately $108 per
month for the average homeowner. Net property tax costs by program, was developed by crediting
related revenues against appropriate programs expenditures.
40
CITY OF HOPKINS
Net annual property tax costs for program budgets
Streets & Park Maintenance
Debt
Police Protection
$251.23
$203.52
$445.00
Fire ProtectionAssessing, Inspections &
Council & Administration
$97.36City Clerk
$105.47
$62.60
Recreation
Building Maintenance
Planning & Zoning
$57.21
$33.55
$17.76
Arts Center
$24.19
The City’s overall net levy increase is 8.33%. The general fund levy increased in 2016 by 5.87% or
$569,715. The debt levy was increased due to a street improvement levy and for park and parking lot
improvements. The debt levy increase was 10.25% or $195,488. The capital levy was increased to
$310,000 to provide for needed capital improvements. A levy for the Pavilion was eliminated for 2017
and Arts Center levy increased to $250,000. These levies were implemented to provide operational funds
for these two facilities that were not cash flowing. The total levy increase for 2017 is $995,203. Despite
the significant increase the tax rate only increased by 0.148%. This is due to new tax base that was
added in 2016 from the development projects that were completed.
Fire Chief Dale Specken and Mayor
Molly Cummings receive a Fire
Prevention Safety Grant in recognition
of the City’s commitment to protecting
our community.
41
CITY OF HOPKINS
PRINCIPAL TAXPAYERS
Shown to the left are the
Percentage
main taxpayers in the City of
Taxof Total Tax
Hopkins and their percentage
TaxpayerType of BusinessCapacityCapacity
of total tax capacity. The
largest taxpayer comprises
8.06% of total tax capacity
Colfin Midwest NNN Inv LLCReal Estate$1,754,1208.06%
and the next largest taxpayer
Super ValuGrocery Warehouses976,6904.49%
comprises 4.49%. The city
Hines Reit Mpls Ind, LLCManagement Services891,4304.09%
has a diverse and stable tax
Greenfield ApartmentsApartments403,3501.85%
base, which provides the city
Ramsgate ApartmentsApartments265,6251.12%
with assurance that tax
Southwest Real Estate, Inc.Apartments247,3561.22%
revenues will remain stable
Duke Realty LTD PartnershipOffice/Warehouses243,9901.14%
against the loss of a
The Luther Co LTD PartnershipCar Dealership210,2500.97%
significant taxpayer.
Westside Property OwnersApartments199,2500.92%
Ugorets 8098 LLCIndustrial173,4300.90%
City's Total Tax Capacity$21,775,310
PRINCIPAL EMPLOYERS
Percentage
of Total
TaxpayerType of BusinessEmployeesEmployment
Colfin Midwest NNN INV LLCFood, agricultural, financial and industri4,00026.274%
ISD 270 HopkinsSchool1,0414.644%
SuperValuGrocery distributor7076.838%
ThermotechPlastic mold manufacturer4002.627%
US Post OfficePost Office3142.063%
Oak Ridge Country ClubCounty/Golf Club1851.215%
Augustana Chapel View Care CenterHealth Care Services1851.215%
US BankFinancial Institution1851.215%
City of HopkinsMunicipal Government1440.946%
Walser Chrysler Dodge Jeep RamAutomotive Dealership1000.657%
Major employers in Hopkins include Cargill an international producer and marketer of food, agricultural,
financial and industrial products, followed by ISD 270 Hopkins and Super Valu, a grocery distribution
warehouse facility. While these three organizations employ almost 38 of the workforce in Hopkins the
City has a diverse group of employers who have had a long-term presence in the City.
Changes in Fund Balance
Major Funds
Fund balance is defined as the difference between a fund’s assets and liabilities. Adequate fund balance
is necessary to have funds for emergency or unexpected events, to enhance the City’s financial position
and bond ratings, to provide cash for operations prior to receipt of tax revenues and to maximize
investment earnings.
Working capital balance, defined as current assets less current liabilities is carefully monitored to ensure
enough financial flexibility to meet both short and long-term goals for each fund.
42
CITY OF HOPKINS
Estimated
YE 2016
Fund
Balance/% Change$ ChangeReason for
WorkingEndingin Fundin FundGreater than
Fund NameCapital*RevenuesExpendituresBalanceBalanceBalance10% Variance
Major Funds
General Fund$5,983,875$12,835,312$12,835,312$5,983,8750.00%$0
Economic 4,340,850381,200210,4474,511,6033.93%170,753
Development
Special Revenue
Fund
Art Center(977,200)935,7341,234,505(1,275,971)-30.57%(298,771)Capital projects are
scheduled for 2017. The
Financial Managementy
Plan provides for the
elimination of the
negative fund balance
over a 10-year period.
Permanent 442,4007,751,9027,809,802384,500-13.09%(57,900)Street reconstruction
Improvement projects for 2017 are
Revolving Fundscheduled. Bonds will be
sold to finance this
project.
Housing Improv 1,062,800407,750324,3661,146,1847.85%83,384Debt service revenues
Refunding Bonds of from taxes are greater
2009B Debt than expected. Funds
Service Fundwill be used to call the
bonds in 2018.
Water Enterprise 56,5002,209,4051,890,915374,990563.70%318,490A new tiered water rate
Fund *structure along with
increased sewer rates
was implemented and will
improve the financial
Sewer Enterprise 94,6902,932,5042,670,897356,297276.28%261,607
stability of the Water and
Fund *
Sewer Funds
Storm Sewer 1,134,500810,200497,0491,447,65127.60%313,151Bonds will be sold in
Enterprise Fund *2017 for the planned
infastructure projects.
The general fund added approximately $70,000 to its fund balance in 2016. 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 2017 budget was
adopted with 3% wage increase including the addition of two full-time police officers and one full-time
streets employee 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 47% 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 manage 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 2016 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
43
CITY OF HOPKINS
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 2017 budget will add about
$170,000 to fund balance as a continued effort to provide funding for future development incentives.
The Art Center has yet to meet its fund balance goals due to the amount of debt as a result of building the
facility in the mid-1990’s. The Art Center has long-term lease arrangements with a theater company, the
school district and an arts group that fund operations. It also receives supporting transfers from the
Communication fund. In 2016 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 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 2017 as bond funds from
2016 are used to complete the 2016 street improvement projects. It is anticipated that we will again be
selling bonds in 2017 for the 2017 street improvement project.
The Housing Improvement Refunding Bonds of 2009B meets its fund balance requirements as set forth in
the debt covenant.
The Water Enterprise Fund’s working capital remains positive due to the sale of bonds for the water
portion of the street improvement project in 2016. With the completion of a rate study tiered water rates
were implemented in 2017 to encourage water conservation and to provide for operations and
infrastructure improvements. We continue to see increases in water consumption due to the
development of multi-family housing. A luxury apartment complex of 263 units with a completion date of
mid to late 2017 is expected to add to the demand for water.
The Sewer Enterprise Fund’s working capital is expected to grow in 2017 as a result of a significant rate
increase. With the completion of a rate study in 2016 annual rate increases are expected each of the
next five years to adequately provide for operations, and capital projects, however fees paid to the
Metropolitan Council for wastewater treatment costs have risen faster than projected and represent 52%
of the sewer budget.
The Storm Sewer Enterprise Fund’s working capital will increase in 2017 as scheduled projects are less
than in past years. The Storm Sewer Fund is adequately funded for projected operations and
infrastructure improvements and no rate increased are planned for the near future.
Downtown Hopkins at night
44
CITY OF HOPKINS
Non-Major Funds
Estimated
YE 2016
Fund
Balance/% Change$ ChangeReason for
WorkingEndingin Fundin FundGreater than
Fund NameCapital*RevenuesExpendituresBalanceBalanceBalance10% Variance
Non-Major Funds
Special Revenue Funds
Chemical (8,400)60,00060,000(8,400)0.00%0
Assessment
Parking106,600144,500110,928140,17231.49%33,572Increased rental revenue
for permited parking
spaces will provided
needed funding for
operations and future
iimprovements.
Communications527,400269,200289,747506,853-3.90%(20,547)
Depot Coffee (4,320)348,000343,036644-114.91%4,964Coffee shop operations
Housewere evaluated and
changes made so that
this fund can build fund
equity for future projects.
Tax Increment 4,980,3002,604,1491,933,8335,650,61613.46%670,316Funds collected are
Funds replenishing negative fund
(aggregate)balance as the districts
tax collections increase
Debt Service 8,529,4004,708,9627,506,8215,731,541-32.80%(2,797,859)Bonds were sold in 2016
Funds (aggregate)for a bond call in 2017
Enterprise
Refuse *956,1001,007,400948,8761,014,6246.12%58,524
Pavilion *32,500404,100460,817(24,217)174.51%(56,717)Bonds will be sold to
cover capital
expenditures for this
facility.
The Chemical Assessment fund is part of the State Chemical Assessment Team program where seven
teams are placed around the state to respond to hazardous waste calls. Hopkins has one of the teams
that is supported by the Fire Department and fully funded by the state. The expenditures are reimbursed
in full by the state, however some costs remain unreimbursed. In 2016 a portion of those unreimbursed
costs were absorbed by the General Fund Fire Department budget
The Parking fund, fund balance will increase in 2017 as the parking permit fees were increased 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. New for 2017 is a full-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.
45
CITY OF HOPKINS
The Depot Coffee House is a chemical free environment for area teens that provides specific
programming of interest to them. The Depot Coffee House Youth Project is being supported by the
General Fund with a $15,000 transfer as well as the Hopkins-Minnetonka Joint Recreation program
($15,000) and Three Rivers Park District ($15,000). The coffee shop portion of the Youth Center is a
successful venture of the Depot and provides funding for the Youth Project. This funding has helped
replaced grant funding that has dried up. The teens are excited to be involved in all aspects of the coffee
business while learning vital business skills. In conjunction with the coffee business we offer rental of the
facility when not used by the youth and we anticipate increased revenues from that source that will
supplement the budget. Higher than expected revenues along with staffing changes in 2017 are
expected to elimination the deficit from 2016. With the changes made we expect that the coffee shop will
continue to provide support for the youth programming and provide adequate funds for cash flow.
Tax Increment fund balance may be used to retire tax increment debt early. Currently most tax increment
funds meet their combined fund balance goals.
Debt Service fund balance may be used to retire general obligation debt. All debt service funds meet
their debt service needs.
The reduction of fund balance in 2017 is a result of a bond call in February.
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 for 2017. Working capital continues to be adequate for this operation.
The Pavilion Ice Arena will show a net loss in 2016 due to needed building projects; staff continues to
actively marketing the facility to various groups to increase off season rental income and eliminate the
negative cash position. These efforts are paying off as rental bookings are again up for 2017 and the
facility is seeing repeat bookings. The facility has debt from equipment certificates sold in 2012 that was
used to purchase a new ice machine in 2013. With the facility aging the City looked at long-term capital
needs and has started to plan for their financing. The Pavilion is also part of the overall long-range
Financial Management Plan that was completed for 2014.
Debt Overview
The City of Hopkins has been conservative in its debt issuance practices and holds Standard and Poor’s’
AA+ debt ratings. In January 2014 the city was very pleased to receive a bond rating upgrade by
Standard and Poor’s from AA to AA+. This rating was upheld for each of the four bonds issued in 2016.
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, 2016, was
$52,865,000. After reducing the outstanding debt by the amount supported by utilities and special fee the
per capita debt at December 31, 2016 is $1,520.
The total debt principal and interest due in 2017 is $4,622,609, of which $2,103,366 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 $1,767,258 in 2030 and to $660,813 in 2032 before the final issue matures in 2036. The ability to
retire 77% 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 2017 street improvements and for Burns Park improvements in 2017. The
actual amount to be bonded is estimated at $12,000,000 and will include as revenue sources a tax levy,
utility revenues, and special assessments. Budget impact of the new debt has been factored into the
utility funds budgets and the tax levy portion has been factored into the long-range Financial Management
Plan. Part of the Financial Management Plan is to minimize tax increases to the taxpayers. Debt that is
needed for future projects is part of that plan.
46
CITY OF HOPKINS
The graph below illustrates the retirement of debt (principal and interest) in years 2017 through 2036.
Minnesota State law limits
the amount of G.O. debt for
any municipality to 3% of
market value, estimated to
be $1,721,105,311 in 2016.
This limitation provides
reasonable assurance of
the municipality’s ability to
pay. The legal debt limit
for Hopkins is $51,633,159;
projected debt subject to
the legal limit for Hopkins is
$29,230,000 or 57% of
total debt limit allowed.
OUTSTANDING DEBT AND PURPOSE
2016AGO Improvement BondsStreet Improvements$ 4,335,000
2016BGO Tax AbatementParks and Municipal Parking Ramp1,630,000$
2016CGO BondsEquipment Certificates & Water Revenue
Bonds$ 2,805,000
2016DGO Tax Increment Revenue Refunding Refunding of 2009 HRA Tax Increment
BondsRevenue Bonds$ 3,540,000
2015AGO Street Reconstruction BondsStreet Improvements$ 4,100,000
2015BGO Tax AbatementCottageville Park and Parking Lot
Improvements$ 2,940,000
2015CGO Tax Increment Revenue Refunding Refunding of 2008 HRA Tax Increment
BondsRevenue Bonds$ 4,175,000
2015DGO Tax Increment Revenue Refunding Refunding of 2007 HRA Tax Increment
BondsRevenue Bonds$ 7,085,000
2014AGO Improvement BondsStreet Improvements$ 1,785,000
2014BGO Refunding Bonds Refund the 2007A and 2007B Bonds5,490,000$
2013AGO Improvement BondsStreet Improvements$ 3,225,000
2012AGO Capital Improvement Plan BondsPolice Station Expansion and Remodeling
$ 1,255,000
2012BGO BondsStreet Improvements$ 3,665,000
2012BGO BondsEquipment Purchases$ 625,000
2010AGO Improvement BondsStreet Improvements$ 1,895,000
2010BGO Refunding BondsCounty Road 3 Improvements Phase II
(2002B), Street Improvements (2002A),
Sewer (2003A)$ 1,690,000
2009AGO Revenue BondsWater & Sewer Improvements and
Refunding of 2000 Water and 1999C
Storm Sewer Bonds$ 1,200,000
2009BGO Taxable Housing Improvement Refunding 1999A & 1999B Housing
RefundingImprovement Bonds$ 1,425,000
Total Outstanding Debt December 31, 2016$52,865,000
47
CITY OF HOPKINS
SCHEDULE OF DEBT SERVICE REQUIREMENTS – ALL FUNDS
TotalTax Increment BondsSpecial Assmnt BondsRevenue Bonds
PrincipalInterestPrincipalInterestPrincipalInterestPrincipalInterest
20173,465,000 1,157,609 715,000 348,999 600,000 183,409 385,000 108,969
20184,340,000 1,110,734 940,000 356,978 620,000 171,428 395,000 99,494
20194,285,000 1,015,108 1,015,000 335,053 635,000 158,646 405,000 89,563
20204,390,000 916,371 1,060,000 311,318 645,000 145,188 410,000 78,951
20214,520,000 812,041 1,115,000 286,105 660,000 130,460 425,000 67,561
20224,300,000 710,542 1,165,000 259,378 645,000 114,840 425,000 55,781
20234,335,000 612,929 1,230,000 229,933 665,000 98,965 430,000 43,729
20243,195,000 525,781 1,090,000 201,013 680,000 82,485 345,000 32,696
20253,450,000 447,487 1,295,000 171,644 700,000 65,360 355,000 22,696
20263,400,000 367,902 1,350,000 139,844 720,000 47,505 205,000 15,546
20273,070,000 294,157 1,410,000 107,450 520,000 32,284 225,000 11,106
20283,165,000 221,124 1,470,000 72,744 535,000 19,506 225,000 6,045
20292,920,000 146,481 1,540,000 35,031 290,000 8,766 135,000 1,688
20301,680,000 87,640 555,000 7,631 150,000 2,344
- -
20311,000,000 52,258 -
- - - - -
2032630,000 30,813 -
- - - - -
2033170,000 20,150 -
- - - - -
2034180,000 14,720 -
- - - - -
2035180,000 8,960 -
- - - - -
2036190,000 3,040
$ 8,555,84652,865,000$ $ 2,863,11815,950,000$ 8,065,000$ 1,261,185$ 4,365,000$ 633,825$
Housing Fee BondsG.O Bonds
PrincipalInterestPrincipalInterest
2017265,000 57,566 1,500,000 458,666
2018270,000 46,728 2,115,000 436,108
2019285,000 34,720 1,945,000 397,126
2020295,000 21,665 1,980,000 359,250
2021310,000 7,440 2,010,000 320,475
2022- - 2,065,000 280,544
2023- - 2,010,000 240,303
2024- - 1,080,000 209,588
2025- - 1,100,000 187,788
2026- - 1,125,000 165,008
2027- - 915,000 143,316
2028- - 935,000 122,829
Certificate from our last bond rating
2029- - 955,000 100,996
upgrade in 2014 which was to AA+.
2030- - 975,000 77,665
2031- - 1,000,000 52,258
2032- - 630,000 30,813
2033- - 170,000 20,150
2034- - 180,000 14,720
2035- - 180,000 8,960
2036- - 190,000 3,040
$ 1,425,000$168,119$ 3,629,60023,060,000$
48
CITY OF HOPKINS
The following is a schedule of the City’s debt by major and non-major funds. Enterprise Fund debt
consists of water, sewer, storm sewer debt and Pavilion. Debt Service Fund debt includes, tax increment
debt, special assessment debt, and capital projects debt. Water, sewer, storm sewer enterprise fund debt
are major funds, the Pavilion is a non-major fund.
SCHEDULE OF DEBT SERVICE REQUIREMENTS – MAJOR AND NON-MAJOR FUNDS
Major Enterprise Fund Bonds
Water Fund BondsStorm Sewer BondsNonmajor Enterprise
Total - All FundsSewer Fund BondsTotal Enterprise Funds
PrincipalInterestPrincipalInterestPrincipalInterestPrincipalInterestPrincipalInterestPrincipalInterest
20173,465,000 1,157,609 145,000 46,785 105,000 35,730 115,000 24,254 20,000 2,200 108,969
385,000
20184,340,000 1,110,734 155,000 42,997 105,000 32,656 115,000 20,00022,041 395,0001,800 99,494
20194,285,000 1,015,108 155,000 38,073 110,000 29,493 120,000 20,00020,597 405,0001,400 89,563
20204,390,000 916,371 155,000 35,010 110,000 26,068 125,000 20,00016,873 410,0001,000 78,951
20214,520,000 812,041 165,000 30,710 115,000 22,368 125,000 20,00013,883 425,000600 67,561
20224,300,000 710,542 165,000 26,160 115,000 18,568 125,000 20,00010,853 425,000200 55,781
20234,335,000 612,929 175,000 21,510 125,000 14,618 130,000 7,601 43,729
- -430,000
20243,195,000 525,781 175,000 16,710 125,000 10,518 45,000 32,696
5,468 - -345,000
20253,450,000 447,487 180,000 11,810 130,000 15,318 45,000 (4,432) 22,696
- -355,000
20263,400,000 367,902 115,000 8,160 45,000 45,000 15,546
3,718 3,668 - -205,000
20273,070,000 294,157 120,000 5,735 50,000 55,000 11,106
2,736 2,635 - -225,000
20283,165,000 221,124 120,000 3,043 50,000 55,000 6,045
1,603 1,400 - -225,000
20292,920,000 146,481 65,000813 30,000500 1,688
40,000 376 - -135,000
20301,680,000 87,640
- - - - - - - - - -
20311,000,000 52,258
- - - - - - - - - -
2032630,000 30,813
- - - -
- - - - - -
2033170,000 20,150
- - - - - - - - - -
2034180,000 14,720
- - - - - - - - - -
2035180,000 8,960
- - - - - - - - - -
2036190,000 3,040
- - - - - - - - - -
52,865,000$ 287,515$ 1,225,000$ 213,889$ 1,130,000$ 125,221$ 120,000$ 7,200$ 4,365,000$ 633,825$
$ $ 8,555,8461,890,000
Major FundNon-Major Funds - Aggregate
Hsg Imprv Rfdg Bds of 2009BDebt Service Fund BondsTotal Debt Service Fund
PrincipalInterestPrincipalInterestPrincipalInterest
2017265,000 57,566 2,815,000 991,074 3,080,000 1,048,640
2018270,000 46,728 3,675,000 964,513 3,945,000 1,011,240
2019285,000 34,720 3,595,000 890,825 3,880,000 925,545
2020295,000 21,665 3,685,000 815,755 3,980,000 837,420
2021310,000 3,785,0007,440 737,040 4,095,000 744,480
2022 - 3,875,000- 654,761 3,875,000 654,761
2023 - 3,905,000- 569,200 3,905,000 569,200
2024 - 2,850,000- 493,085 2,850,000 493,085
2025 - 3,095,000- 424,791 3,095,000 424,791
2026 - 3,195,000- 352,356 3,195,000 352,356
2027 - 2,845,000- 283,051 2,845,000 283,051
2028 - 2,940,000- 215,079 2,940,000 215,079
2029 - 2,785,000- 144,793 2,785,000 144,793
2030 - 1,680,000- 1,680,00087,640 87,640
2031 - 1,000,000- 52,258 1,000,000 52,258
2032 - 630,000- 30,813 630,000 30,813
2033 - 170,000- 20,150 170,000 20,150
2034 - 180,000- 14,720 180,000 14,720
2035 - 180,000- 8,960 180,000 8,960
2036 - 190,000- 3,040 190,000 3,040
$ 1,425,000$ 168,119$ 47,075,000$ 7,753,903$ 7,922,02148,500,000$
49
CITY OF HOPKINS
Through the visioning process the City has discovered that there are many community needs that the City
of Hopkins must meet. The future debt capacity will allow the City to issue debt to provide for our
community’s needs and desires while keeping property taxes reasonable.
Principal and interest payments for the City are projected to stay fairly level over the next
several years before dropping in 2024 and again in 2031.
CAPITAL EXPENDITURES
Capital Improvement Plan
The Capital Improvement Plan (CIP) is a five-year schedule or plan for capital improvement expenditures
in excess of $10,000 and having a useful life of five or more years. The Capital Improvement Plan
process begins with departments editing and updating existing plans from previous years and adding or
deleting projects. Once this is completed, finance does an analysis of funding requirements and any
related prioritization is done by the city manager. The analysis includes a review of projected working
capital amounts available for the projects, any operating cost adjustments as a result of the improvement
and the impact of future funding needs is determined. The mayor and council then use the compiled
information in the CIP along with the results of public discussion, to determine which projects are to
proceed and exactly how they will be funded. Once the CIP is approved the projects for the following
year are placed in the appropriate budget. The complete CIP is posted on the city’s website and includes
details of each project, the funding sources and a city map showing the street projects for the next five
years color coded by project year.
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CITY OF HOPKINS
2017 Capital Improvement Projects
Building Improvements – The city hall lobby is scheduled for a design upgrade and in the 2017 plan is an
engineering study to begin the design work for the improvements that are planned for 2018.
The Hopkins Center for the Arts built in 1997 has been upgrading and enhancing the facility that is
approaching 20 years old. In 2017 we will be replacing the rooftop HVAC units, replacing the sound
curtain in the Jaycee studio, making improvements to the theater, along with various other minor building
projects. Replacement of the HVAC units with energy efficient models is expected to result in energy
savings of approximately $2,000 a year. There are no budgetary savings that result from the interior
projects, however by enhancing the facility the goal is to increase rentals and gallery showings.
The Activity Center, a facility for senior programming will continue the refurbishing of the multipurpose
gymnasium that began in 2016, the gym is used for many programming activities and is rented to outside
organizations for their functions. There are also improvements to the kitchen planned. While there are
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 2017 to projection system which is
over 10 years old and low resolution. There are no operational savings to this project; however it will
allow for clearer recording and transmission of council meetings.
The Pavilion Ice Arena built in 1990 is scheduled to replace the ballast and membrane for the north and
south roof sections due to leaks in the current roof. In 2018 the R22 direct ice refrigeration system needs
to be replaced due to regulations requiring ozone-friendly refrigerant. In 2017 an engineering study will
be prepared for the design, planning and specification document needed for the bidding process. The
roof replacement will result in approximately 5% in maintenance costs. We do not yet have an estimated
savings for the refrigerant replacement project.
The Public Works building will have the employee break/lunchroom upgraded as the final portion of the
overall building remodeling/enhancements. The lunchroom upgrades will help with employee moral
providing a pleasant environment for their breaks. There are no operational savings to this improvement
but may provide indirect benefits in employee productivity.
Parks – Several parks will see needed improvements in 2017. Hilltop Park will get new play equipment,
Burnes Park will get new play equipment for ages 2-5, Maetzold Field will get new play equipment,
Interlachen Park will have portable hockey boards installed and Burnes Park will have the warming house
and picnic shelter replaced and a splash pad will be constructed. The park projects are needed to protect
the City’s investment, prolong the life of park and improve play conditions. As a result of replacing aging
structures we expect to see maintenance costs reduced about 7-8%.
Shady Oak Beach, a facility shared with the City of Minnetonka will get improvements with the
construction of a monument sign to more clearly identify the beach. The City of Hopkin’s share of project
cost is 33%.
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 2017 the City anticipates spending approximately $15,016,000 on street improvements that
51
CITY OF HOPKINS
also include water, sewer and storm sewer infrastructure improvements. The largest projects are the
2017 street reconstruction project at $6.6 million, and Blake Road corridor improvements at $2.6 million.
Also scheduled are street sign replacements of aged regulatory and warning signs. 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 2017 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.
The City will reconstruct lift station number seven to accommodate three submersible pumps. The
existing building would remain to house the controls and electrical equipment including the existing
backup generator. The existing lift station is over 40 years old and pumps an average of .5 million gallons
a day. The current structure is difficult to maintain or repair and remover the existing pumps. Operational
savings of this project is estimated at $10,000 per year.
Hilltop Park will be getting new pay
equipment and Burns Park will have the
City hall lobby scheduled for a
warming house and picnic shelter replaced
design upgrade
along with the construction of a splash pad.
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CITY OF HOPKINS
CAPITAL IMPROVEMENT PROJECTS FOR 2017
Project Title
InvestmentProject Description
City Hall Lobby Upgrade$15,000Engineering study for lobby upgrades
Hopkins Activity Center$25,000Multipurpose gym improvements
Hopkins Activity Center$15,000Kitchen equipment
Hopkins Art Center$320,000Rooftop HVAC units
Hopkins Art Center$15,000Paint theater
Hopkins Art Center$30,000Jaycee studio curtain system
Hopkins Art Center$12,200Lighting improvements
Hopkins Art Center$10,000ADA door handles and locks
Communication Fund$23,000Council chambers technology improvements
Pavilion Ice Arena$140,000Roof replacement
Pavilion Ice Arena$200,000Engineering study for ice refrigeration replacement
Public Works Building$25,000Public Works lunchroom enhancements
Parks - Hilltop Park$120,000Play equipment
Parks -Burnes Park$100,000Play equipment - ages 2-5
Parks -Maetzold Field$100,000Play equipment
Parks - Burnes Park$1,200,000Warming house and splash pad
Parks - Interlachen Park$50,000Portable hockey boards
Recreation$50,000Shady Oak Beach improvements
Residential Street Improvements$6,600,0002017 Street reconstruction project
Citywide concrete alley's$80,000Throughout the city - concrete alley repairs and storm
drainage improvements
Pedestrian & Bike Improvements$25,000Painting bike lanes, constructing trails and sidewalks
Blake Road Corridor Improvements$2,648,800Pedestrian improvements to Blake Road
Street Overlay Improvements$275,000Street overlay improvements to various streets as
identified in pavement management plan.
Street Sign Management$20,000Replacement of aged regulatory and warning signs
Transportation$5,313,0008th Avenue Artery project
Transportation$100,000Westbrook Way/Smetana Rd drainage improvements
Sewer$700,000Reconstruct Lift Station No. 7
Storm Drainage$21,000Alley repairs
TOTAL$18,233,000
The projects described on the previous page are planned for 2017. 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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CITY OF HOPKINS
Equipment Replacement Plan
2017 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 $1.2 million. 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 2017 ERP and have been approved for purchase in 2017.
Project TitleProject Description
Investment
Technology Upgrades$140,000Replacement and/or upgrades of staff computers, printers
and scanners, network and backup servers
Fire - Aerial Truck$54,217Lease payment on portion of aerial truck financed in 2008
Fire - Telesquirt$900,000Replacement of Engine 2 - Telesquirt
Fire - Thermal Imagine Camera$12,900Replacement of thermal imaging camera (1)
Police Patrol Vehicles $98,000Marked patrol cars used by patrol officers to respond to calls,
enforce traffic laws and perform general patrol duties
Police - Wireless Solution$12,000Wireless solution for squad cars
Public Works - Building & $10,000Truck Scan Kit for diagnostics
Equipment Services
Public Works - Parks/Forestry$34,200Trucksteer used by parks for ballfield maintenance
Public Works - Parks/Forestry$45,000Stump cutter for use by forrestry dept
Public Works - Parks/Forestry$32,000Skid loader used by both departments
Public Works - Streets$225,000Tandem dump truck
Public Works - Streets$45,900Roller used for asphalt repairs
Public Works - Streets$11,200Line striper
Public Works - Streets$118,000Asphalt paver
Public Works - Streets$160,000Snow blower for snow removal in downtown area
Public Works - Streets$15,000Asphalt hot mix heating box & trailer
Public Works - Refuse$101,600Rear loading refuse truck
Public Works - Sewer$425,000Jet Vactor used for cleaning sewer catch basins
Public Works - Sewer$36,000Generator - portable
Public Works - Sewer$160,000SCADA upgrade
Public Works - Water$32,0003/4 ton truck used by water department
Public Works - Water$100,000Water treatment plan equipment upgrades
TOTAL
$2,768,017
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CITY OF HOPKINS
2017 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 2017.
PROJECT TITLE
General Fund
Public Works$5,500Tire changer
Public Works$5,000Floor scrubber
Fire Department$10,800Fitness room equipment
Activity Center$10,400Tables and chairs
Special Revenue Funds
Art Center$2,800Refrigerator for catering kitchen
Art Center$6,000Pedestals for art gallery
Art Center$2,200Standing work station
TOTAL$42,700
Total budgeted capital items from all funding sources totals $21,043,717 for 2017.
Items in the City’s Equipment Replacement Plan include a jet
vactor used by the sewer department and a telesquirt fire truck.
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CITY OF HOPKINS
GENERAL FUND BUDGET PROJECTIONS
ApprovedProjected
201620172018201920202021
ProjectedBudgetBudgetBudgetBudgetBudget
urrent Revenues
Property Tax9,544,396$ 10,366,866$ 10,709,384$ 10,986,387$ 11,238,115$ 11,487,867$
Intergovernmental Revenues1,061,205 1,028,426 900,000 950,000 950,000 1,000,000
License, Permits and Fines900,057 700,825 750,000 750,000 750,000 750,000
Charges for Current Services406,998 215,650 250,000 260,000 260,000 265,000
Other Revenue 76,276 233,545 150,000 100,000 100,000 100,000
Franchise Fee 306,335 290,000 300,000 310,000 325,000 325,000
12,835,31212,295,267 13,059,384 13,356,387 13,623,11513,927,867
Total Revenues
rrent Expenses
u
Salaries and Employee Bene 9,738,1059,173,034 9,932,867 10,131,524 10,334,15510,540,838
f
Materials, Supplies and Servi 3,050,5072,880,106 3,111,517 3,204,863 3,268,960 3,367,029
c
Capital outlay 31,700- - - - -
Transfer Out 140,000 15,000 15,000 20,000 20,000 20,000
12,835,31212,193,140 13,059,384 13,356,387 13,623,11513,927,867
Total Expenditures
Change in Fund Balance102,127 - - - - -
Fund Balance5,643,075$ 5,643,075$ $ 5,643,075$ 5,643,075$ 5,643,075$ 5,643,075
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 2017 through 2021 is
projected to be 4-5% which the City Council feels is responsible given the current economic situation.
This projection reflects an appropriation increase of 8.08% for 2017 and an average increase for years
2018-2021 of 1.6%. The actual amount for any particular year may be reduced through appropriation
cuts or new revenue sources. The city’s reliance on support from the state has significantly decreased
over the years as the state faced its budget challenges and reduced local support. At one time taxes were
less than 70% of total revenues. They now comprise 82%. The city no longer relies on state support
when budgeting due to its uncertainty.
Tax base growth is used as a guide in keeping the property tax increase to a reasonable level. Due to
recent economic development we expect the market value will start showing additional growth for tax year
2018. The city continues to work with developers on several redevelopment projects that will contribute
to the increase in the tax base despite what current market trends indicate. Therefore Hopkins tax base
will most likely see an overall increase in the next few years.
Franchise fees – The City implemented an electric and gas utility franchise fee in 2004 to help offset the
amount of tax levy needed to fund general operations. The franchise fee has an optional sunset clause
after two years but has been renewed for two additional years in 2007, 2009, 2011 and for five years in
2013. The franchise fee is set to expire December 31, 2018 and staff most likely will recommend its
renewal as this source of income has become an important component of the budget. While the
franchise fee is reviewed annually the City Council along with staff continues to analyze its usefulness.
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CITY OF HOPKINS
Intergovernmental revenue received by the City include police and fire aid, which is used to offset pension
costs of the police and fire departments and municipal state aid for streets. The City of Hopkins receives
less than 9% of its budget from state grants and programs. The revenue we do receive is derived from
fees on services to the public – police & fire aid is from fees on insurance policies purchased by
individuals and companies, municipal state aid is derived from gas tax. Both these sources remain
stable. The State of Minnesota also provides Hopkins with about $400,000 in Local Government Aid.
This funding source previously received up until 2003 before it was eliminated was reinstated at a much
lower level in 2014 and continues into 2017.
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 2017 from the 2016 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 2016 were from commercial re-development projects. Unless a developer’s commercial project has
funding it is the City’s practice to not budget for those amounts.
Various programs throughout the City generate charges for services and a significant portion of this line
item is plan review, housing inspection fees and vacant property registrations. Charges are usually
increased by an inflationary rate but due to projected development and the resulting plan review fees we
expect to see a slight increase for the 2017 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
$12,835,312 and an appropriation budget of the same. The increase in appropriations over 2016 is
$959,582 or 8.08%. The budget was prepared with the intention of meeting the budget goals, while
assuring efficiency and effectiveness in all positions.
For 2017, the budget was prepared with 3.0 new FTE staffing; two new police officers and a 1 full-time
public works employee; a 3% wage increase for all employee groups, several 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 2017 as the program has allowed for greater efficiencies in the police department and increased
service to the public. Other budget considerations for 2017 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 2017 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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CITY OF HOPKINS
The chart to the left shows 2016
actual expenditures along with
the 2017 approved budget and
projected budgets from 2018
through 2021.
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
2015201620162017$ Amount
ActualActualBudgetBudgetChange
Change
Council $ 82,266 $ 90,417 $ 79,708 $ 82,898 $ 3,190 4.00%
Administrative Services 523,849 560,494 531,969 629,648 97,679 18.36%
Finance 359,990 324,222 276,993 282,658 5,665 2.05%
Legal 156,835 196,904 150,000 150,000 - 0.00%
Municipal Building 319,352 367,667 333,611 346,732 13,121 3.93%
Community Services 1,025,383 1,131,565 1,089,843 1,146,560 56,717 5.20%
Police 4,515,389 4,739,512 4,737,734 5,095,102 357,368 7.54%
Fire 1,038,292 1,174,801 1,105,110 1,176,532 71,422 6.46%
Public Works 2,332,905 2,635,037 2,580,621 2,800,935 220,314 8.54%
Recreation 604,955 569,136 632,894 667,778 34,884 5.51%
Planning & Economic Dev. 134,289 161,331 153,872 246,877 93,005 60.44%
Community Development 90,387 90,541 121,875 124,820 2,945 2.42%
Unallocated 44,630 151,513 81,500 84,772 3,272 4.01%
TOTAL $11,228,522 $12,193,140 $11,875,730 $12,835,312 $ 959,582 8.08%
2017 Mayor & Council
Katy Campbell, Jason Gadd, Mayor Molly Cummings, Kristi Halverson, Aaron Kuznia
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CITY OF HOPKINS
Budget Projections – Other Major Funds
The City also prepares budget projections for its budgeted major funds which include the following:
Special Revenue Funds – Economic Development, Arts Center
Debt Service Fund – Taxable Housing Bonds of 2009B
Enterprise Funds – Water, Sewer, Storm Sewer
Economic Development Fund
ApprovedProjected
201620172018201920202021
ActualBudgetBudgetBudgetBudgetBudget
Current Revenues
Property Tax481,725$ 310,900$ $ 317,118$ 323,460$ 329,930$ 336,528
Intergovernmental Revenues 50,000 - - - - -
Other Revenue 141,729 70,300 15,500 15,500 15,500 15,500
673,454 381,200 332,618 338,960 345,430 352,028
Total Revenues
Current Expenses
Salaries and Employee Benefits189,956 168,876 173,098 177,425 181,861 186,408
Materials, Supplies and Services514,765 41,571 41,987 42,407 42,831 43,259
704,721 210,447 215,085 219,832 224,692 229,666
Total Expenditures
Change in Fund Balance (31,267) 170,753 117,533 119,128 120,738 122,362
Fund Balance$ 4,385,982$ 4,556,735$ 4,674,268$ 4,793,397$ 4,914,135$ 5,036,496
The main source of revenue for the Economic Development Fund is a special development tax levy
based on a percentage of the market value. As the market value fluctuates so does the amount of the
levy. Funds are used for development efforts by the City and to provide assistance to developers.
Intergovernmental revenues in the form of grants from the County or Metropolitan Council are applied for
when there are specific needs by a developer for site remediation in order to make a project viable. In the
past the City has been successful at obtaining these grants on behalf of developers which has assisted in
a number of recent projects which in turn adds to the tax base.
The Gallery Flats apartments are
a recent development project that
brought 163 luxury apartments to
the housing market in 2014 and
has added significant value to the
tax base. Behind the Gallery Flats
is The Moline, a 263 luxury
apartment complex currently
under construction and expected
to add $63 million to the tax base.
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CITY OF HOPKINS
Arts Center
ApprovedProjected
201620172018201920202021
ActualBudgetBudgetBudgetBudgetBudget
Current Revenues
Property Tax$ 138,018$ 250,000$ 250,000$ 225,000$ 400,000$ 700,000
Intergovernmental Revenues 34,968 35,597 75,000 80,000 85,000 90,000
Charges for Current Services521,466 529,017 539,597 550,389 561,397 572,625
Other Revenue 348,207 34,200 24,000 25,000 26,000 27,000
Transfers In 86,920 86,920 86,920 86,920 86,920 86,920
Total Revenues 1,129,579 935,734 975,517 967,309 1,159,317 1,476,545
Current Expenses
Salaries and Employee Benefits404,889 420,760 429,175 437,759 446,514 455,444
Materials, Supplies and Services388,871 415,545 419,700 423,897 428,136 432,418
Capital Outlay 130,166 398,200 119,100 80,000 36,500 20,225
Total Expenditures 923,926 1,234,505 967,976 941,656 911,150 908,087
Change in Fund Balance 205,653 (298,771) 7,542 25,653 248,167 568,458
Fund Balance$ (1,424,006)(1,125,235)$ (1,416,464)$ (1,390,811)$ (1,142,644)$ (574,186)$
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 2-3% 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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CITY OF HOPKINS
Taxable Housing Bonds of 2009B
ApprovedProjected
201620172018201920202021
ActualBudgetBudgetBudgetBudgetBudget
Current Revenues
Special Assessments398,680$ 399,256$ 399,256$ 399,256$ -$ -$
Other Revenue4,396 8,494 1,300 1,300 - -
407,750403,076 400,556 400,556 - -
Total Revenues
Current Expenses
Materials, Supplies and Services1,592 1,800 1,800 1,800 - -
Debt Service Payments327,784 322,566 1,186,232 - - -
Transfer Out - - - 683,357 - -
329,375 324,366 1,188,032 685,157 - -
Total Expenditures
Change in Fund Balance 73,700 83,384 (787,476) (284,601) - -
Fund Balance$ 988,693$ 1,072,077$ 284,601$ -$ -$ -
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. Due to
the refunding in 2009 adequate revenues are available to call the bonds in 2018. The remaining special
assessments collected will be reinvested in the housing project in 2019.
Water Fund
ApprovedProjected
201620172018201920202021
ActualBudgetBudgetBudgetBudgetBudget
Current Revenues
Utility Charges$ 1,265,795$ 2,047,405$2,129,301$ 2,214,473$ 2,303,052$ 2,395,174
Other Revenue 157,402 162,000 160,000 165,000 170,000 175,000
Total Revenues 1,423,197 2,209,405 2,289,301 2,379,473 2,473,052 2,570,174
Current Expenses
Salaries and Employee Benefits437,019 352,800 363,384 374,286 385,514 397,080
Materials, Supplies and Services1,075,498 1,151,153 1,174,176 1,197,660 1,221,613 1,246,045
Depreciation 250,000 250,000 250,000 250,000 250,000 250,000
Debt Service Payments 50,860 47,335 50,500 46,800 43,000 40,000
Transfer Out 189,626 89,627 90,000 90,000 90,000 90,000
Total Expenditures 2,003,003 1,890,915 1,928,060 1,958,745 1,990,127 2,023,125
Net Income (579,806) 318,490 361,241 420,728 482,925 547,050
The water fund has several planned maintenance projects planned for 2017 that will draw on reserves. A
tiered rate structure was implemented in 2017 with the goal of the new rate structure to encourage
conservation due to increased water consumption caused by new multi-family development.
Maintenance costs are projected to increase about 2% over the next 4 years. Budgeted transfers are for
the water funds share of the public works facility debt as the water department headquarters are located
in that facility.
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CITY OF HOPKINS
Sewer Fund
ApprovedProjected
201620172018201920202021
ActualBudgetBudgetBudgetBudgetBudget
Current Revenues
Utility Charges2,045,107$ 2,932,504$ 3,079,129$ 3,233,086$ 3,394,740$ 3,564,477$
Other Revenue104,484 - 1,200 1,200 1,200 1,200
Total Revenues 2,932,5042,149,591 3,080,329 3,234,286 3,395,940 3,565,677
Current Expenses
Salaries and Employee Benefits222,620 368,717 376,091 383,613 391,285 399,111
Materials, Supplies and Services1,748,962 2,014,453 2,034,598 2,054,944 2,075,493 2,096,248
Depreciation170,000 170,000 172,000 172,000 172,000 172,000
Debt Service Payments38,956 36,130 37,000 35,000 33,000 30,000
Transfer Out181,596 81,597 82,000 82,000 82,000 82,000
Total Expenditures 2,670,8972,362,134 2,701,689 2,727,557 2,753,778 2,779,359
Net Income(212,543) 261,607 378,640 506,729 642,162 786,318
Sewer treatment costs to the Metropolitan Council, a regional sewer treatment system are 55% of the
expenditures of the sewer fund. The Met Council charges municipalities a percentage of their annual
budget based on individual cities water flow. This charge can fluctuate based on water used in Hopkins
versus the entire region although our percentage has stayed constant the last few years. The variable
factor is the Met Council budget. Sanitary sewer charges to customers were increased in 2017 as a
result of the rate study completed in 2016. In 2017 scheduled maintenance includes sewer lining,
manhole repairs and televising the main sewer lines at an estimated cost of $50,000. Budgeted transfers
are for the sewer funds share of the public works facility debt as the sewer department headquarters are
located in that facility.
Storm Sewer Fund
ApprovedProjected
201620172018201920202021
ActualBudgetBudgetBudgetBudgetBudget
Current Revenues
Utility Charges810,183$ 802,000$ 802,000$ 802,000$ 802,000$ 802,000$
Other Revenue8,459 2,000 1,200 1,200 1,200 1,200
818,642 804,000 803,200 803,200 803,200 803,200
Total Revenues
Current Expenses
Salaries and Employee Benefits44,406 65,571 66,882 68,220 69,584 70,976
Materials, Supplies and Services89,537 59,050 60,231 61,436 62,664 63,918
Depreciation 227,000 227,000 227,000 227,000 227,000 227,000
Debt Service Payments 26,649 24,554 25,000 24,000 23,000 22,000
Transfer Out 220,874 120,874 120,875 120,875 120,875 120,875
608,466 497,049 499,988 501,531 503,124 504,769
Total Expenditures
Net Income 210,176 306,951 303,212 301,669 300,076 298,431
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 2017. 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.
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CITY OF HOPKINS
GENERAL FUND BUDGET
Revenues and Expenditures
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
5.82%
Property Taxes$ 8 ,953,481$ 9 ,113,565$ 9 ,544,396$ 9 ,797,151$10,366,866
15.30%
Intergovernmental 9 56,514 1 ,043,085 1 ,061,205 8 91,954 1 ,028,426
Licenses, Permits and Fines 7 80,586 7 06,791 9 00,057 5 75,575 7 00,82521.76%
Interest Earnings 4 3,849 4 7,932 3 6,547 2 0,000 2 0,000
Charges for Services 2 95,066 2 85,911 4 06,998 1 88,900 2 15,65014.16%
Franchise Fees 3 00,789 3 00,390 3 06,335 2 90,000 2 90,000
Miscellaneous 2 5,000 3 6,448 3 9,729 1 12,150 2 13,54590.41%
Transfer In - Operating - - - - -
Total Revenues11,355,284 8.08%
1 1,534,1221 2,295,2671 1,875,73012,835,312
Expenditures
Salaries, Wages and Benefits
6.43%
Salaries and Wages 6 ,300,801 6 ,403,425 6 ,744,621 6 ,631,655 7 ,058,003
5.18%
Fringe Benefits 2 ,283,130 2 ,384,226 2 ,428,413 2 ,548,015 2 ,680,102
Materials, Supplies and Services
12.89%
Professional & Technical Services 9 28,539 1 ,024,164 1 ,163,326 1 ,003,825 1 ,133,185
1.46%
Utilities and Maintenance 8 24,897 7 12,335 8 28,854 8 41,190 8 53,510
Operations 3 58,119 4 43,911 4 84,999 4 94,651 6 41,72629.73%
City Support Services 1 71,244 1 48,886 1 34,056 1 72,338 2 03,65518.17%
2.52%
Supplies and Materials 8 39,475 7 20,984 7 85,273 7 25,018 7 43,300
Capital Outlay
Buildings & Improvements-
- - - -
Vehicles
- - - - -
Office Furniture and Equipment
- - - - 1 0,400
Equipment
- 5 ,622 - 7 ,300 2 1,300191.78%
Equipment Allocation9.00%
3 41,181 3 42,998 4 04,816 4 04,767 4 41,193
Total Expenditures12,047,386 7.46%
1 2,186,5511 2,974,3581 2,828,75913,786,374
Transfer Out
1 0,000 1 0,000 1 40,000 1 5,000 1 5,000
Reimbursed Expenditures-0.20%
(993,858) (968,029) (921,218) (968,029) (966,062)
Net Total Expenditures11,063,528 8.08%
1 1,228,5221 2,193,1401 1,875,73012,835,312
Excess (deficiency) of Rev. over Exp. 2 91,756 3 05,600 1 02,127 - -
Ending Fund Balance
5 ,388,864 5 ,694,464 5 ,796,591 5 ,694,464 5 ,796,591
64
CITY OF HOPKINS
UNALLOCATED
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
Property Taxes$8,952,881$9,113,014$9,544,095$9,796,951$10,366,6665.82%
Intergovernmental Revenue310,431409,112434,473434,454444,4262.30%
20,00020,000
Interest earnings 43,849 47,931 31,992
Franchise Fees300,789300,390306,355290,000290,000
Miscellaneous3595,839508250250
Total Revenues9,608,3099,876,28610,317,42310,541,65511,121,3425.50%
Expenditures
Materials, Supplies and Services
Operations66,50069,7724.92%
15,33811,685 11,513
Operating Transfers
Transfer from other funds - - - - -
Transfer to other funds10,00010,000140,00015,00015,000
Total Expenditures25,33821,685151,51381,50084,7724.01%
Indirectly Funded Amount9,582,9719,854,60110,165,91010,460,15511,036,5705.51%
65
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Unallocated
PROGRAM SUMMARY
The purpose of the unallocated program of the General Fund is to provide budget for unforeseen or unusual
expenditures that may occur in a given year. The revenues recorded here are revenues that are not directly
associated with another program within the city.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2017:
1. Monitor tax collections
2. Evaluate franchise fee structure
3. Maximize investment earnings
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Property Taxes$ 9,544,095 $ 9,796,951 $ 10,366,666 5.82%
Intergovernmental 434,473 434,454 444,426 2.30%
Interest Earnings 31,992 20,000 20,000 0.00%
Franchise Fee 306,355 290,000 290,000 0.00%
Miscellaneous 508 250 250 0.00%
Total Revenues 10,317,423 10,541,655 11,121,342 5.50%
EXPENDITURES:
Other Services & Charges 11,513 66,500 69,772 4.92%
Operating Transfer 140,000 15,000 15,000 --
Total Expenditures 151,513 81,500 84,772 4.01%
NET TAX AND GENERAL
REVENUE SUPPORTED$ 10,165,910 $ 10,460,155 $ 11,036,570 5.51%
66
CITY OF HOPKINS
CITY COUNCIL BUDGET
Revenues and Expenditures
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Expenditures
Salaries, Wages and Benefits
Salaries and Wages23,46225,50736,00432,00032,000
Fringe Benefits1,8802,3462,7232,4482,448
Materials, Supplies and Services
Professional & Technical Services110110 -11015036.36%
Operations41,65546,13343,79239,20042,5008.42%
City Support Services - - - - ---
Supplies and Materials4,1308,1717,8985,9505,800-2.52%
Total Expenditures71,23782,26690,41779,70882,8984.00%
Indirectly Funded Amount71,23782,26690,41779,70882,8984.00%
The City Council Department accounts for the expenses of the
mayor and council.
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 2017:
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 2017 Citizen’s Academy and Alumni event
3. Publish 2016 City Annual Report
4. Conduct 2016 State of the City event
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Personnel Services38,727
$ $ 3 4,448$ 3 4,4480.00%
Other Services & Charges51,690$
$ 4 5,260$ 4 8,4507.05%
$90,417$82,898
$ 7 9,708
NET TAX AND GENERAL
REVENUE SUPPORTED$90,417$ 4.00%82,898
$ 79,708
PERSONNEL:
Number of FTE positionsMayor and 4 Council
68
CITY OF HOPKINS
ADMINISTRATIVE SERVICES BUDGET
Revenues and Expenditures
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Expenditures
Salaries, Wages and Benefits
2.74%
Salaries and Wages$ 402,682$ 4 29,997$ 4 45,790$ 3 91,225$401,961
165,0001.95%
Fringe Benefits 152,468 1 44,464 1 32,770 1 61,849
Materials, Supplies and Services
Professional & Technical Services
29,571 1 5,865 1 8,454 3 0,190 7 0,800134.51%
Utilities and Maintenance11,97914,7902.00%
1 6,438 1 6,466 1 4,500
Operations17,102
1 4,301 4 4,197 3 0,015 7 2,671142.12%
City Support Services1,7075.65%
1 ,805 2 ,229 2 ,230 2 ,356
Supplies and Materials5,4571.85%
4 ,979 4 ,588 5 ,960 6 ,070
Total Expenditures15.36%
620,967 6 27,849 6 64,494 6 35,969 7 33,648
Reimbursed Expenditures(104,000)(104,000)(104,000)(104,000)(104,000)
Net Total Expenditures18.36%
516,967 5 23,849 5 60,494 5 31,969 6 29,648
Indirectly Funded Amount18.36%
516,967 5 23,849 5 60,494 5 31,969 6 29,648
The Administrative Services Department is made up of four programs. They are
Administration, Personnel, Wellness and Information Technology Services
69
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM
: Administrative Services – Administration
PROGRAM SUMMARY
The Administration program of the Administrative Services Department provides leadership and support to all city
programs and operations. Administration controls and directs the City’s affairs. It responds to citizen concerns and
participates in affiliated organizations.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2017:
1. Encourage innovative, creative thinking and inform the City Council and community of new programs and
activities.
2. Develop leadership team to ensure the city’s long term viability through an engaged and empowered
workforce.
3. Continue to operate and enhance the employee engagement & wellness program.
4. Increase ways for community engagement.
5. Prepare a legislative agenda, monitor legislative issues, and lobby on issues affecting the City
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Personnel Services$ 218,698 $ 226,429 $ 232,725 2.78%
Other Services & Charges 24,483 25,443 32,469 27.61%
Reimbursed Expenditures (66,000) (66,000) (66,000)0.00%
$ 177,181 $ 185,872 $ 199,194
NET TAX AND GENERAL
REVENUE SUPPORTED$ 177,181 $ 185,872 $ 199,194 7.17%
PERSONNEL:
Number of FTE positions2.052.052.05
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 2017:
1. Complete classification and compensation study.
2. Successfully engage new employees.
3. Assist the City Manager with staff development opportunities.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Personnel Services $ 51,265 $ 56,461 $ 56,956 0.88%
Other Services & Charges 5,048 18,647 55,408 197.14%
Reimbursed Expenditures (16,000) (16,000) (16,000)0.00%
$ 40,313 $ 59,108 $ 96,364
NET TAX AND GENERAL
REVENUE SUPPORTED$ 40,313 $ 59,108 $ 96,364 63.03%
PERSONNEL:
Number of FTE positions0.40.40.4
70
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Administrative Services – Wellness
PROGRAM SUMMARY
The Wellness program of the Administrative Services Department provides support and activities to encourage
overall general good health of city employees.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2017:
Goal 2, Strategy 3 – Healthy City Initiatives:
1. Continue to provide healthy guidance to employees.
2.
Provide at least one low cost wellness event six times a year.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Other Services & Charges 2,095 2,000 2,500 25.00%
NET TAX AND GENERAL
REVENUE SUPPORTED$ 2,095 $ 2,000 $ 2,500 25.00%
PERSONNEL:
Number of FTE positions000
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 2017:
1. Implement final Springbrook module and PermitWorks software.
2. Implement new backup servers.
3. Finish implementing distributed redundant email servers.
4. Improve event log storage and correlation.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Personnel Services $286,048 $270,184 $277,280 2.63%
Other Services & Charges 53,427 36,805 76,310 107.34%
Reimbursed Expenditures (22,000) (22,000) (22,000)0.00%
$317,475 $284,989 $331,590
NET TAX AND GENERAL
REVENUE SUPPORTED $317,475 $284,989 $331,590 16.35%
PERSONNEL:
Number of FTE positions2.553.03.0
71
CITY OF HOPKINS
FINANCE BUDGET
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
Miscellaneous$21,536$17,643$19,906$14,550$14,8502.06%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages286,613287,326279,040286,399294,9923.00%
Fringe Benefits92,65897,69498,382106,83798,742-7.58%
Materials, Supplies and Services
Professional & Technical Services54,847149,156122,91650,03555,0359.99%
Utilities and Maintenance24,76024,2392,95423,30023,300
Operations8,56812,52710,11113,73013,730
City Support Services390356394394394
Supplies and Materials14,33820,5506,2018,1106,200-23.55%
Capital Outlay
Equipment Allocation5,7669501,2181,2171,3279.04%
Total Expenditures487,940592,798521,216490,022493,7200.75%
Reimbursed Expenditures-0.92%
(229,776) (232,808) ( 196,994) (213,029) (211,062)
Net Total Expenditures258,164359,990324,222276,993282,6582.05%
Indirectly Funded Amount236,627342,347304,316262,443267,8082.04%
The Finance department consists of six programs. They are budgeting,
Debt Management, General Accounting, Payroll, Tax Increment Financing Reporting,
and Utility Billing.
72
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Finance – Debt
PROGRAM SUMMARY
The Debt program of the Finance Department issues, records and maintains debt for the City of Hopkins and the
Hopkins Housing and Redevelopment Authority. Debt is issued in accordance with state statute and city charter.
Debt is maintained at a manageable level for the city.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2017:
1. Maintain the current bond rating of AA+ through conservative financial management and accurate reporting of
financial and economic conditions of the city.
2. Project future debt needs and ability.
3. Prepare documents and work with financial advisors for 2017 bond issue(s).
4. Analyze possibilities of debt refunding(s).
5.
Prepare annual debt reporting for county as required by state statutes
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Personnel Services$ 12,636 $ 13,436 $ 13,810 2.78%
Other Services & Charges 1,529 1,679 1,682 0.18%
Reimbursed Expenditures (15,115) (15,115) (15,118)0.02%
$ (950) $ - $ 374
NET TAX AND GENERAL
REVENUE SUPPORTED $ (950) $ - $ 374 --
PERSONNEL:
Number of FTE positions0.10.10.1
In January 2014 the City was
AA+
upgraded to a credit rating
by Standard & Poor’s. A
certificate recognizing this
achievement was presented to the
City by the City’s financial
advisors. The AA+ rating was
reaffirmed for each of the bond
issues sold in 2016.
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 2016FY 2017
FY 2016ApprovedApprovedPercent
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2017:
ActualBudgetBudgetChange
1. Submit CAFR for the GFOA award program.
REVENUES:
2. Provide accurate and timely month-end and quarterly
Miscellaneous $ 9,116 $ 5,550 $ 5,850 5.41%
financial reports.
3. Update the Financial Management Plan
EXPENDITURES:
Personnel Services $180,382 $194,610 $191,851 -1.42%
4. Prepare 20-year Capital Improvement Plan.
Other Services & Charges 76,900 55,209 60,355 9.32%
5. Prepare 20-year Equipment Replacement Plan
Reimbursed Expenditures (64,000) (64,000) (64,000)0.00%
6. Update actuarial study on OPEB obligations.
$193,282 $185,819 $188,206 1.28%
7. Update CAFR on city website.
8. Complete the implementation of new finance software
NET TAX AND GENERAL
REVENUE SUPPORTED $184,166 $180,269 $182,356 1.16%
PERSONNEL:
Number of FTE positions2.02.01.75
PROGRAM:
Finance – Payroll
PROGRAM SUMMARY
The Payroll program of the Finance Department completes the biweekly payroll, maintains all payroll records and
completes the payroll quarterly reports. It also provides support services to employees regarding payroll issues.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2017:
1. Assist employees with payroll and benefit issues/questions.
2. Provide accurate and timely payroll and reports.
3. Work with insurance company to manage insurance programs.
4. Prepare benefit open enrollment information and assist employees with questions regarding their benefit
options.
5. Provide employee benefit orientations for new hires
FY 2016FY 2017
FY 2016pprovedpprovedPercent
AA
ActualBudgetBudgetChange
EXPENDITURES:
Personnel Services$ 86,429 $ 95,789 $ 96,403 0.64%
Other Services & Charges 2,625 6,385 6,406 0.33%
Reimbursed Expenditures (20,000) (20,000) (20,000)0.00%
$ 69,054 $ 82,174 $ 82,809
NET TAX AND GENERAL
REVENUE SUPPORTED$ 69,054 $ 82,174 $ 82,809 0.77%
PERSONNEL:
Number of FTE positions0.750.751.0
74
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Finance – TIF Administration
FY 2016FY 2017
PROGRAM SUMMARY
FY 2016ApprovedApprovedPercent
The Tax Increment Financing Administration
BudgetBudgetChange
Actual
program of the Finance Department records and
EXPENDITURES:
reports tax increment program activities. It is
Personnel Services $ 12,978 $ 13,436 $ 13,810 2.78%
charged with the responsibility of ensuring
Other Services & Charges 8,878 3,504 3,507 0.09%
compliance with state statutes and guidelines.
Reimbursed Expenditures (16,940) (16,940) (16,943)0.02%
$ 4,916 $ - $ 374
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN
NET TAX AND GENERAL
2076:
REVENUE SUPPORTED $ 4,916 $ - $ 374
--
1. Continue analysis of Tax Increment Financing
funds.
PERSONNEL:
2. Assist with implementation of new TIF districts.
3. Prepare annual Office of the State Auditor Number of FTE positions0.10.10.1
reports.
PROGRAM:
Finance – Utility Billing
PROGRAM SUMMARY
The Utility Billing program of the Finance Department prepares and issues monthly utility bills for collection of utility
service fees from its customers.Utility records are maintained and updated within this program.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2017:
1. Assist customers with utility billing issues and questions – change of service, change of ownership, etc.
2. Promote automatic payment options to increase usage of automatic payment.
3.
Implement new tiered water rates.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Charges for service $ 10,788 $ 9,000 $ 9,000 0.00%
EXPENDITURES:
Personnel Services$ 70,454 $ 75,965 $ 77,860 2.49%
es 52,942 30,009 28,036 -6.57%
Other Services & Charg
Reimbursed Expenditures (80,939) (96,974) (95,001)-2.03%
$ 42,457 $ 9,000 $ 10,895 21.06%
NET TAX AND GENERAL
REVENUE SUPPORTED$ 31,669 $ - $ 1,895 --
PERSONNEL:
Number of FTE positions1.651.651.65
75
CITY OF HOPKINS
LEGAL BUDGET
Revenues and Expenditures
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
Court Fines$ 132,328$ 144,676$ 135,202$ 125,000$ 125,000
Expenditures
Materials, Supplies and Services
Professional & Technical Services171,685156,835196,904150,000150,000
Operations - - - - -
Total Expenditures171,685156,835196,904150,000150,000
Indirectly Funded Amount39,35712,15961,70225,00025,000
The Legal Department is made up of two programs. They are Legal
Counsel and Prosecution.
76
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Legal
PROGRAM SUMMARY
The Legal department represents the City in court, at City Council meetings and direct contact with staff and the
general public. The firm of Kennedy & Graven is retained on a fee per hour basis. They respond to legal summons
and/or initiate action on behalf of the City. Written and oral inquiries are made by staff, council, citizens and other
interested parties. The city engages other law firms when necessary.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2017:
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 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Court Fines$ 135,202 $ 125,000 $ 125,000 0.00%
EXPENDITURES:
Other Services & Charges$ 196,904 $ 150,000 $ 150,000 0.00%
NET TAX AND GENERAL
REVENUE SUPPORTED$ 61,702 $ 25,000 $ 25,000 0.00%
PERSONNEL:
The City contracts with a legal firm to represent the City.
77
CITY OF HOPKINS
MUNICIPAL BUILDINGS
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Expenditures
Salaries, Wages and Benefits
Salaries and Wages100,73396,996101,449101,607104,6553.00%
Fringe Benefits42,97043,27244,83453,46754,2171.40%
Materials, Supplies and Services
Professional & Technical Services37,94840,86536,39540,50042,0003.70%
Utilities and Maintenance119,822120,293179,656132,170139,3505.43%
Operations2,7052,6851,4772,3002,300
City Support Services18,32014,17417,87718,37718,7702.14%
Supplies and Materials13,29914,40017,97917,19017,4401.45%
Capital Outlay
Buildings & Structures - - - - -
Office Furniture and Equipment - - - - -
Total Expenditures335,797332,685399,667365,611378,7323.59%
Reimbursed Expenditures(32,000) (32,000)
(32,000) (32,000)(32,000)
Net Total Expenditures303,797300,685367,667333,611346,7323.93%
Indirectly Funded Amount303,797300,685367,667333,611346,7323.93%
The Municipal Building Department consists of building maintenace.
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 2017:
1. Continuation of Green Initiatives within City Hall.
2. Explore lobby upgrade.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Personnel Services$ 146,283 $ 155,074 $ 158,872 2.45%
Other Services & Charges 253,384 210,537 219,860 4.43%
Reimbursed Expenditures (32,000) (32,000) (32,000)0.00%
$ 367,667 $ 333,611 $ 346,732 3.93%
NET TAX AND GENERAL
REVENUE SUPPORTED$ 367,667 $ 333,611 $ 346,732 3.93%
PERSONNEL:
Number of FTE positions1.451.451.45
thst
City Hall at 11 Ave and 1 St
79
CITY OF HOPKINS
COMMUNITY SERVICES SUMMARY BUDGET
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
Licenses$13,292$14,941$15,305$12,000$13,0008.33%
Permits588,076481,338559,807351,010379,5108.12%
Current Services4,92031,801290,3333,550106,0502887.32%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages616,753632,989717,434637,597656,7253.00%
Fringe Benefits189,964202,191209,193201,967210,1254.04%
Materials, Supplies and Services
Professional & Technical Services175,981172,119177,421198,930185,745-6.63%
Utilities and Maintenance11,5258,3488,04814,05014,5603.63%
Operations24,28323,22622,35836,32581,595124.62%
City Support Services40,36136,11040,86442,19442,194
Supplies and Materials8,5987,87112,94215,47511,925-22.94%
Capital Outlay
Office Furniture and Equipment - - - - -
Equipment Allocation6,9073,5294,3054,3054,6918.97%
Total Expenditures1,074,3721,086,3831,192,5651,150,8431,207,5604.93%
Reimbursed Expenditures
(61,000) (61,000) (61,000) (61,000) (61,000)
Net Total Expenditures1,013,3721,025,3831,131,5651,089,8431,146,5605.20%
Indirectly Funded Amount407,085497,303266,120723,283648,000-10.41%
The Community Service department is made up of four main programs. They ar
e
Reception, Assessing, Inspections, and City Clerk.
80
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Community Services – Receptionist
PROGRAM SUMMARY
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
The Receptionist program of the Community Services
ActualBudgetBudgetChange
Department answers calls at main switchboard and route
EXPENDITURES:
calls to various departments. Directs walk-in customers to
Personnel Services
$ 5 7,322$ 4 0,973$ 4 1,9572.40%
Other Services & Charges -2.51%
the appropriate department. Sales of dog licenses and
1 ,424 1 ,1151,087
$ 58,746 $ 42,088 $ 43,044
parking permits occur in this program. Receipts are
NET TAX AND GENERAL
accepted for payment of building permits and utility bills. The
REVENUE SUPPORTED $ 58,746 $ 42,088 $ 43,044 2.27%
program also provides clerical and secretarial services to
other departments.
PERSONNEL:
Number of FTE positions1.451.451.45
OBJECTIVES TO BE ACCOMPLISHED IN 2017:
Goal 1, Strategy 3- Provide Accessible and Friendly City Services:
1. Continue to provide excellent customer service
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 2017:
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 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Charges for service $ 11,043 $ 2,000 $ 3,000 50.00%
EXPENDITURES:
Personnel Services $ 120,713 $ 94,233 $ 99,093 5.16%
Other Services & Charges 142,278 136,384 145,229 6.49%
Reimbursed Expenditures (24,000) (24,000) (24,000)0.00%
$ 238,991 $206,617 $220,322 6.63%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 227,948 $204,617 $217,322 6.21%
PERSONNEL:
The Special Assessment Clerk is
Number of FTE positions1.051.051.05
available to assist with property
tax and assessing related
ti
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 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN
REVENUES:
2017:
Licenses $ 7,780 $ 6,000 $ 7,050 17.50%
Goal 2, Strategy 2 – Go Green
EXPENDITURES:
1. Purchase “green” or recycled products when
Personnel Services $ 82,602 $ 68,220 $ 68,220 0.00%
available if the pricing is competitive and product
Other Services & Charges 24,339 32,554 77,040 136.65%
meets quality standards.
Reimbursed Expenditures (37,000) (37,000) (37,000)0.00%
2. Ensure that the City Document Archives section
$ 69,941 $ 63,774 $108,260 69.76%
of the City’s website contains the most up to date
NET TAX AND GENERAL
information in all areas listed.
REVENUE SUPPORTED $ 62,161 $ 57,774 $101,210 75.18%
3. Review and update where needed 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 2017:
FY 2016FY 2017
1. Recruit and train additional Election Judges
FY 2016ApprovedApprovedPercent
for the 2017 Local Election. Offer some
ActualBudgetBudgetChange
part-time positions as requested by several
REVENUES:
current Election Judges who may be unable
Charges for service $ 717 $ - $ 20,000 ---
to complete a 15 or 16 hour day.
2. Work with Hennepin County City to review
EXPENDITURES:
Personnel Services $ 55,562 $ 41,351 $ 41,351 0.00%
voting equipment and the possible
Other Services & Charges 8,364 42,143 16,443 -60.98%
replacement.
$ 63,926 $ 83,494 $ 57,794 -30.78%
3. Work to better organize information and
supplies for Election Judges use on Election
NET TAX AND GENERAL
Day.
REVENUE SUPPORTED $ 63,209 $ 83,494 $ 37,794 -54.73%
PERSONNEL:
Number of FTE positions0.350.350.35
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 2016FY 2017
FY 2016ApprovedApprovedPercent
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN
ActualBudgetBudgetChange
2017:
REVENUES:
Goal 1, Strategy 3- Provide Accessible and Friendly
License, Permits, Charges $ 513,162 $150,460 $239,460 59.15%
City Services:
EXPENDITURES:
1. Work on closing out aging permits from the past
Personnel Services $ 195,731 $203,444 $203,444 0.00%
years.
Other Services & Charges 76,663 79,866 81,381 1.90%
2. Start Saving all permits to Laserfiche
$ 272,394 $283,310 $284,825 0.53%
3. Look at Updating Permit Fees
4. Design New Commercial Tenant Finish Handout
NET TAX AND GENERAL
REVENUE SUPPORTED $(240,768) $132,850 $ 45,365 -65.85%
5. Implement Permit Works Software
6. Train staff on Permit Works Software
PERSONNEL:
Number of FTE positions2.052.052.05
PROGRAM:
Community Services – Fire Code Inspection
PROGRAM SUMMARY
The Fire Code Inspection program of the Community Services Department inspects existing buildings from time to
time to insure they are maintained safe in accordance with the minimum safety standards provided in the state fire
code. A percentage of commercial and large multiple residential buildings are inspected yearly for fire code
violations to insure these structures are maintained safe for their occupants. The focus is on more hazardous
occupancies.
FY 2016FY 2017
MAJOR OBJECTIVES TO BE ACCOMPLISHED
FY 2016ApprovedApprovedPercent
IN 2017:
ActualBudgetBudgetChange
1. Continue the fire prevention inspection
REVENUES:
program.
Permits $ 12,714 $ 4,000 $ 6,000 50.00%
--
2. Implement new fire code software.
EXPENDITURES:
Personnel Services $ 42,778 $ 40,468 $ 40,468 0.00%
Other Services & Charges 429 402 424 5.47%
$ 43,207 $ 40,870 $ 40,892 0.05%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 30,493 $ 36,870 $ 34,892 -5.36%
PERSONNEL:
Number of FTE positions0.350.350.35
83
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Community Services – Heating and Plumbing Code Inspection
PROGRAM SUMMARY
FY 2016FY 2017
The Heating and Plumbing Code Inspection program
FY 2016ApprovedApprovedPercent
of the Community Services Department inspects new
ActualBudgetBudgetChange
and remodeled buildings for heating and plumbing
REVENUES:
compliance. The process begins with easily
Permits $ 147,124 $ 53,000 $ 68,000 28.30%
accessible customer service at the inspections
counter and continues with plan review; permit
EXPENDITURES:
Personnel Services $ 90,834 $ 92,564 $ 92,564 0.00%
issuance, inspection of construction phases. Become
Other Services & Charges 2,697 4,402 4,394 -0.18%
familiar with new gas, mechanical and energy code.
$ 93,531 $ 96,966 $ 96,958 -0.01%
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN
NET TAX AND GENERAL
2017:
REVENUE SUPPORTED $ (53,593) $ 43,966 $ 28,958 -34.14%
PERSONNEL:
1. PermitWorks Conversion
Number of FTE positions1.01.01.0
2. PermitWorks Training
3. Close Out Aging Permits
4. Look at Updating Permit Fees
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 2017:
M
Goal 1, Strategy 3- Provide Accessible and Friendly City Services:
1. PermitWorks Conversion
2. Update Truth In Housing guidelines.
3. Retain all new rental inspection results on Laserfiche
4. Update Rental Licensing and Inspection Fees
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
License, permits, charges $ 144,784 $132,750 $136,700 2.98%
EXPENDITURES:
Personnel Services $ 162,220 $172,918 $172,918 0.00%
Other Services & Charges 7,591 7,935 8,194 3.26%
$ 169,811 $180,853 $181,112 0.14%
NET TAX AND GENERAL
REVENUE SUPPORTED $ 25,027 $ 48,103 $ 44,412 -7.67%
PERSONNEL:
Number of FTE positions1.821.821.82
84
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Community Services – Miscellaneous Community Inspection
PROGRAM SUMMARY
The Miscellaneous Community Inspection program of the Community Services Department responds to general
nuisance complaints from Hopkins citizens. Track responses to citizens and results of the complaint.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN
ActualBudgetBudgetChange
2017:
REVENUES:
Goal 1, Strategy 3- Provide Accessible and Friendly
Citations, charges for service $ 15,101 $ 8,350 $ 8,350 0.00%
City Services:
1. Continue neighborhood sweeps and respond to
EXPENDITURES:
citizen complaints in a prompt and courteous Personnel Services $ 77,103 $ 83,208 $ 83,208 0.00%
Other Services & Charges 753 3,793 3,833 1.05%
manner.
$ 77,856 $ 87,001 $ 87,041 0.05%
2. Send out newsletter in spring regarding sweeps
potential violations.
NET TAX AND GENERAL
3. Convert Incode software. Learn PermitWorks
REVENUE SUPPORTED $ 62,755 $ 78,651 $ 78,691 0.05%
software.
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 2017:
1. Continue to educate mortgage banks, property managers, realtors and vacant property owners on why we
want them to register their property.
2. Send out enforcement letters and billings in a timely manner
3. PermitWorks Conversion
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Property Registrations $ 13,000 $ 10,000 $ 10,000 0.00%
EXPENDITURES:
Personnel Services $ 1,985 $ 2,185 $ 2,185 0.00%
Other Services & Charges 9 2,685 2,685 0.00%
$ 1,994 $ 4,870 $ 4,870 0.00%
NET TAX AND GENERAL
REVENUE SUPPORTED$ (11,006)$ (5,130)$(5,130)--
PERSONNEL:
Number of FTE positions0.020.020.02
85
CITY OF HOPKINS
POLICE BUDGET
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
Intergovernmental$334,859$366,289$349,975$219,000$314,00043.38%
Licenses96,73177,94586,99995,60095,600
Court Fines/Forfeitures71,69349,09865,80651,00051,000
Penalties31549047500500
Current Service29,26722,78715,70533,00033,000
Miscellaneous2,6204,28421,5272,0002,000
Expenditures
Salaries, Wages and Benefits
Salaries and Wages2,783,2772,830,8742,943,2222,961,0213,173,3787.17%
Fringe Benefits1,055,0811,102,1041,141,7701,158,7851,223,7725.61%
Materials, Supplies and Services
Professional & Technical Services69,988108,69889,823102,290102,290
Utilities and Maintenance94,713103,378101,133118,370122,3703.38%
Operations94,71776,505117,49893,137154,20765.57%
City Support Services113,987122,015146,416146,416158,0307.93%
Supplies and Materials174,111171,814199,650157,715161,0552.12%
Capital Outlay
Office Furniture and Equipment -----
Equipment-----
Total Expenditures4,385,8754,515,3894,739,5124,737,7345,095,1027.54%
Indirectly Funded Amount3,850,3913,994,4974,199,4534,336,6344,599,0026.05%
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 2017:
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 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Miscellaneous $ 237 $ - $ - 0.00%
EXPENDITURES:
Personnel Services$309,332
$ 3 25,518$ 3 48,6637.11%
Other Services & Charges$116,360
$ 1 21,686$ 1 46,15420.11%
$ 425,692 $ 447,204 $ 494,817
NET TAX AND GENERAL
REVENUE SUPPORTED$ 425,455 $ 447,204 $ 494,817
10.65%
PERSONNEL:
Number of FTE positions2.152.152.15
87
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Police –Patrol
PROGRAM SUMMARY
To provide public safety by reducing crime, enhancing the quality of life for all citizens, while working collaboratively
with all stakeholders in the community.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
MAJOR OBJECTIVES TO BE
BudgetBudgetChange
Actual
ACCOMPLISHED IN 2017:
REVENUES:
1. Provide the highest level of
Licenses $ 4,880 $ 10,000 $ 10,000 0.00%
professional customer service to
Intergovernmental Revenue 322,662 219,000 314,000 43.38%
the public with each and every
Fines & Forfeits 48,807 51,500 51,500 0.00%
contact.
Charges for Service 25,945 15,000 15,000 0.00%
2. Create trust and partnerships with
Misecllaneous 1,967 1,500 1,500 0.00%
our multi-cultural community.
$ 404,261 $ 297,000 $ 392,000 31.99%
3. Provide proactive criminal
EXPENDITURES:
enforcement through intelligence-
Personnel Services $2,824,837 $2,854,082 $3,098,085 8.55%
lead policing efforts.
Other Services & Charges 339,779 290,275 298,476 2.83%
4. Committed to identifying and
$3,164,616 $3,144,357 $3,396,561 8.02%
solving problems through building
positive community partnerships
NET TAX AND GENERAL
5.52%
REVENUE SUPPORTED $2,760,355 $2,847,357 $3,004,561
PERSONNEL:
Number of FTE positions23.623.623.6
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 2017:
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 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Miscellaneous $ 1,352 $ - $ - 0.00%
EXPENDITURES:
Personnel Services47,474$ $57,810$ 2.59%59,309
Other Services & Charges$ 25,041$21,461$ 2.34%21,963
$ 72,515 $ 79,271 $ 81,272
NET TAX AND GENERAL
2.52%
REVENUE SUPPORTED $ 71,163 $ 79,271 $ 81,272
PERSONNEL:
Number of FTE positions0.450.450.45
88
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Police – Reserves
PROGRAM SUMMARY
The Hopkins Police Reserve Unit provides
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
civilian volunteers with exceptional training to
BudgetBudgetChange
Actual
assist the police department with civic events,
EXPENDITURES:
community-building and outreach efforts.
Personnel Services10,071$ 12,458$ 12,747$ 2.32%
Other Services & Charges1,583$ 8,016
MAJOR OBJECTIVES TO BE
$ $ 8 ,0410.31%
$ 11,654 $ 20,474 $ 20,788
ACCOMPLISHED IN 2017:
NET TAX AND GENERAL
1. Continue to recruit individuals with
REVENUE SUPPORTED $ 11,654 $ 20,474 $ 20,788 1.53%
diverse backgrounds.
PERSONNEL:
2. Continue to supplement uniformed patrol
Number of FTE positions0.050.050.05
with calls for service and problem-solving
efforts.
3. Utilize Reserves in outreach and in police and community relations.
4. Utilize Reserve personnel whenever feasible to alleviate uniformed patrol calls for service.
PROGRAM:
Police – Investigations
PROGRAM SUMMARY
The Investigations Division of the Police Department conducts thorough criminal investigations on all criminal
activity that has occurred in Hopkins, while working with other police agencies to identify suspects and work
collaboratively to prevent future crime.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2017:
1. Continue professional development by training officers in the Investigations Division of the Hopkins Police
Department.
2. Continue to problem solve and reduce crime through crime analysis and intelligence-lead policing.
3. Work in partnership with other law enforcement agencies to identify crime trends and patterns on a local and
regional level.
4. Continue to work in partnership with all divisions within the Police Department.
5. Continue to work in partnership with the County Attorney’s Office to successfully prosecute individuals involved
in criminal behavior.
FY 2016FY 2017
ApprovedApprovedPercent
FY 2016
ActualBudgetBudgetChange
REVENUES:
Licenses$ 73,319 $ 75,600 $ 75,600 0.00%
EXPENDITURES:
Personnel Services$ 401,583 $ 376,055 $ 386,036 2.65%
Other Services & Charges 76,721 89,350 110,948 24.17%
$ 478,304 $ 465,405 $ 496,984 6.79%
NET TAX AND GENERAL
REVENUE SUPPORTED$ 404,985 $ 389,805 $ 421,384
8.10%
PERSONNEL:
Number of FTE positions3.93.93.9
89
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Police – Southwest Hennepin Drug Task Force
PROGRAM SUMMARY
The Southwest Hennepin Drug Task Force is a multi-jurisdictional unit that conducts investigations of illegal drug
activity by developing suspect information from citizens, utilizing confidential informants, search warrants,
surveillance, and other covert activities.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2017:
1. Continue to work jointly with the Criminal Investigations Unit to identify suspects engaged in criminal activity.
2. Work with all divisions of the Police Department and communicate current crime trends and/or possible
suspects residing in the City.
3. Continue to work nuisance property and crime free multi-housing issues with the Police Services Liaison to
remove problem tenants from units who continue to use illegal drugs.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Forfeitures$ 15,000 $ - $ - --
EXPENDITURES:
Personnel Services$ 899 $ 123,396 $ 126,585 2.58%
Other Services & Charges 5,191 5,991 11,561 92.97%
$ 6,090 $ 129,387 $ 138,146 6.77%
NET TAX AND GENERAL
REVENUE SUPPORTED$ (8,910)$ 129,387 $ 138,146
6.77%
PERSONNEL:
Number of FTE positions111
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 numerous other
outreach initiatives. 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 2017:
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 nuisance properties and other quality of life
issues.
4. Coordinate efforts with Joint Community Police Partnership (JCPP) Community Liaison.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Licenses $ 3,800 $ 5,000 $ 5,000 0.00%
Intergovernmental Revenue - - -
Miscellaneous 452 - -
Donations - 500 500 0.00%
$ 4,252 $ 5,500 $ 5,500 0.00%
EXPENDITURES:
Personnel Services $ 76,448 $ 98,928 $ 101,484 2.58%
Other Services & Charges 11,388 14,794 14,819 0.17%
$ 87,836 $ 113,722 $ 116,303 2.27%
NET TAX AND GENERAL
2.38%
REVENUE SUPPORTED $ 83,584 $ 108,222 $ 110,803
National Night Out
PERSONNEL:
Number of FTE positions0.850.850.85
New American Academy Cops ‘n Kids Fishing
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.
FY 2016FY 2017 MAJOR OBJECTIVES TO BE
FY 2016ApprovedApprovedPercent
ACCOMPLISHED IN 2017:
ActualBudgetBudgetChange
1. Continue to refine processes for better
REVENUES:
efficiency of records maintenance.
Licenses $ 5,000 $ 5,000 $ 5,000 0.00%
2. Train on new RMS reporting software
Charges for Service 9,326 18,000 18,000 0.00%
to develop reports to provide more data to
$ 14,326 $ 23,000 $ 23,000 0.00%
the public.
EXPENDITURES:
3. Continue to provide weekly crime
Personnel Services234,779$ 271,559$ 278,601$ 2.59%
statistics and learning additional crime
Other Services & Charges4,487 7,412 7,539 1.71%
analysis software and mapping tools.
$ 239,266 $ 278,971 $ 286,140
4. Maintain efficiency with report flow to
NET TAX AND GENERAL
respective agencies.
2.80%
REVENUE SUPPORTED $ 224,940 $ 255,971 $ 263,140
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 2017:
1. Continue to provide exceptional services to all stakeholders.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Other Services & Charges$55,230
$ 5 8,943$ 6 4,0918.73%
NET TAX AND GENERAL
REVENUE SUPPORTED$55,230$ 58,943$ 64,0918.73%
PERSONNEL:
Number of FTE positions000
92
CITY OF HOPKINS
FIRE BUDGET
Revenues and Expenditures
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
Licenses & Permits$1,880$2,410$265$3,500$3,500
State Aid93,488102,657105,99995,000100,0005.26%
Federal Grant68,859 - - - -
County Grant - - - - -
Administrative Citations -900300100300
Current Service6,58011,9347,2223,0003,000
Donations2,400 -2,240 - -
Miscellaneous3,696 -3,1003,5003,500
176,903117,901119,126105,100110,3004.95%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages391,544362,214452,565437,559450,6863.00%
Fringe Benefits189,093200,521259,721236,808242,9842.61%
Materials, Supplies and Services
Professional & Technical Services48,53434,54659,73339,45071,64781.61%
Utilities and Maintenance83,75372,34974,28757,60055,500-3.65%
Operations72,619121,51756,48866,10063,800-3.48%
City Support Services135,919142,717161,944161,945175,5358.39%
Supplies and Materials161,787104,428110,064105,648105,580-0.06%
Capital Outlay
Equipment - - - -10,800
Total Expenditures1,083,2511,038,2921,174,8011,105,1101,176,5326.46%
Indirectly Funded Amount906,348920,3911,055,6751,000,0101,066,2326.62%
The Fire Department is made up of two programs. They are Fire Prevention/Suppression
and Emergency Preparedness.
93
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Fire – Fire Department
PROGRAM SUMMARY
The Fire Department includes Emergency Medical Services (EMS), Fire Prevention/Suppression programs. The
EMS program supports the Police Department in managing responses to medical emergencies. The Fire
Department responds to all life threatening situations and when there are no police officers available to respond.
Fire suppression is the response to all fires, hazardous materials, special hazards and special rescue incidents in
the city and fire prevention is the enforcement of the fire code, and the review and inspection of new construction.
It also provides for public education and files reports with the State Fire Marshall on department activity, property
loss or death due to fire emergencies.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2017:
1. Develop Long Term Strategic and Marketing plan for the department.
2. Recruitment and Retention of members.
3. Review and Receive of Emergency Operations plan.
4. Develop and Implement a Mental Health and PTSD program for Fire Department Staff.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Licenses & Fines $ 565 $ 3,600 $ 3,800 5.56%
Intergovernmental Revenue 105,999 98,500 100,000 1.52%
Charges for Service 10,322 6,500 6,500 0.00%
Donations 2,240 - - 0.00%
$ 119,126 $ 108,600 $ 110,300 1.57%
EXPENDITURES:
Personnel Services $ 712,286 $ 674,367 $ 693,670 2.86%
Other Services & Charges 462,516 430,743 472,062 9.59%
Capital Outlay - - 10,800 #DIV/0!
$1,174,802 $1,105,110 $1,176,532 6.46%
NET TAX AND GENERAL
REVENUE SUPPORTED $1,055,676 $ 996,510 $1,066,232
7.00%
PERSONNEL:
Number of FTE positions1.253.253.25
Volunteer Firefighters353333
94
CITY OF HOPKINS
PUBLIC WORKS BUDGET
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
Licenses and Permits$5,435$23,660$23,965$9,415$27,115188.00%
Intergovernmental145,245165,027170,757140,000170,00021.43%
Charges for Services9,2837,6437,7492,2502,75022.22%
Other Miscellaneous4,7255,6094,9314,6004,600
Sales of Fixed Assets - - - - -
Expenditures
Salaries, Wages and Benefits
Salaries and Wages1,252,71811.31%
1 ,263,676 1,269,248 1,283,681 1,428,831
Fringe Benefits472,09411.01%
4 70,864 465,599 510,004 566,142
Materials, Supplies and Services
300,162-3.15%
Professional & Technical Services 2 42,633 397,563 355,900 344,700
Utilities and Maintenance331,630-1.10%
4 15,450 407,051 419,700 415,090
Operations2,940-3.78%
4 ,155 38,697 13,230 12,730
City Support Services159,6485.38%
1 59,288 179,170 179,171 188,814
Supplies and Materials346,0916.43%
3 93,414 384,933 349,635 372,128
Capital Outlay
Buildings & Improvements-
- - - -
Equipment5,62243.84%
- - 7,300 10,500
Total Expenditures2,870,9057.06%
2 ,949,480 3,142,261 3,118,621 3,338,935
Reimbursed Expenditures(531,857)(538,000)
(507,224) (538,000) (538,000)
Net Total Expenditures2,332,9058.54%
2 ,417,623 2,635,037 2,580,621 2,800,935
Indirectly Funded Amount2,130,9667.10%
2 ,252,935 2,427,635 2,424,356 2,596,470
The Public Works Department is made up of eight programs. They are Buildings,
Equipment Services, Administration, Engineering, Streets, Snow Removal, Parks
and Tree Service.
95
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Public Works – Buildings
PROGRAM SUMMARY
The Building Maintenance Department of Public Works is responsible for the maintenance and repair of all City
Buildings. The public works buildings budget
FY 2016FY 2017
covers the entire public works complex. The
FY 2016ApprovedApprovedPercent
buildings and equipment are maintained by
ActualBudgetBudgetChange
in house maintenance personnel and the
EXPENDITURES:
custodial duties by a contract cleaner.
Personnel Services $ 35,499 $ 38,687 $ 39,649 2.49%
Other Services & Charges 104,708 75,622 84,460 11.69%
MAJOR OBJECTIVES TO BE
Reimbursed Expenditures (70,000) (70,000) (70,000)0.00%
ACCOMPLISHED IN 2017:
$ 70,207 $ 44,309 $ 54,109
NET TAX AND GENERAL
1. Maintain PW building to assure a safe
22.12%
REVENUE SUPPORTED $ 70,207 $ 44,309 $ 54,109
and comfortable environment for all City
PERSONNEL:
employees at the lowest cost to the
Number of FTE positions0.40.40.4
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 2017:
1. Continue aggressive maintenance and repair of all city equipment.
2. Purchase riding lawn mower, grass seed applicator (overseeder), and a ¾ ton truck with plow as provided in
the City’s Equipment Replacement Plan.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Charges for service$ 118 $ 150 $ 150 0.00%
EXPENDITURES:
Personnel Services$ 215,831 $ 221,887 $ 227,443 2.50%
Other Services & Charges 38,170 25,030 30,705 22.67%
Reimbursed Expenditures (112,224) (143,000) (143,000)0.00%
Capital Expenditures - 4,200 10,500 0.00%
$ 141,777 $ 108,117 $ 125,648 16.21%
NET TAX AND GENERAL
REVENUE SUPPORTED$ 141,659 $ 107,967 $ 125,498 16.24%
PERSONNEL:
Number of FTE positions2.352.352.35
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.
FY 2016FY 2017
MAJOR OBJECTIVES TO BE
FY 2016ApprovedApprovedPercent
ACCOMPLISHED IN 2017:
ActualBudgetBudgetChange
1. Southwest Transitway (LRT) planning:
EXPENDITURES:
protect city interests during construction
Personnel Services $171,984 $185,836 $ 193,311 4.02%
2. Continue to analyze and respond to
Other Services & Charges 26,006 19,309 16,854 -12.71%
opportunities to save energy and be more Reimbursed Expenditures (148,000) (148,000) (148,000)0.00%
$ 49,990 $ 57,145 $ 62,165
environmentally conscious while improving
NET TAX AND GENERAL
service quality and efficiency.
REVENUE SUPPORTED $ 49,990 $ 57,145 $ 62,165 8.78%
3. Complete aggressive 2017 program of
street, utility, municipal building and park
PERSONNEL:
system improvements.
Number of FTE positions1.351.351.35
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 2016FY 2017
MAJOR OBJECTIVES TO BE
FY 2016ApprovedApprovedPercent
ACCOMPLISHED IN 2017:
ActualBudgetBudgetChange
REVENUES:
1. Continue to develop and verify utility base
Licenses $ 22,330 $ 8,000 $ 25,700 221.25%
maps in the GIS system.
Charges for Service 110 100 100 0.00%
2. Begin development of an ADA Transition
$ 22,440 $ 8,100 $ 25,800 218.52%
Plan.
EXPENDITURES:
3. Complete Blake Road final design in
Personnel Services $129,316 $172,577 $ 177,282 2.73%
cooperation with various stakeholders and
Other Services & Charges $139,111 $ 33,870 $ 35,996
adjacent projects.
Reimbursed Expenditures (65,000) (65,000) (65,000)0.00%
4. Oversee implementation of the City’s
$203,427 $141,447 $ 148,278 4.83%
Capital Improvement Plan.
NET TAX AND GENERAL
-8.15%
REVENUE SUPPORTED $180,987 $133,347 $ 122,478
PERSONNEL:
Number of FTE positions1.61.61.6
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 2017:
1. Street maintenance utilizing pavement management support information that includes prep seal coat areas
and contractual crack sealing.
2. Spring sweeping as weather permits, Mainstreet sweeping every three weeks, residential sweeping (spring,
summer and once in the fall).
3. Continued maintenance of storm water drainage systems.
4. Inspect and repair all defective sidewalks in district
5. Preventative patching, repairs to bituminous roadways.
6. Maintain sign and signal change outs, inventory signs, upgrade traffic controls and signals as required.
7. Mainstreet maintenance including flags, refuse, decorations and banners, and streetlight painting.
8. Provide traffic control and logistical services for special events such as Raspberry Festival, Mainstreet Days,
National Night Out, etc., to support the City goal of promoting and enhancing city events.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Licenses $ 1,635 $ 1,415 $ 1,415 0.00%
Intergovernmental Revenue 170,757 140,000 170,000 21.43%
Charges for Service 4,887 500 1,000 100.00%
$177,279 $141,915 $ 172,415 21.49%
EXPENDITURES:
Personnel Services $442,272 $384,656 $ 558,667 45.24%
Other Services & Charges $573,272 $671,570 $ 668,180 -0.50%
Reimbursed Expenditures (112,000) (112,000) (112,000)0.00%
$903,544 $944,226 $1,114,847 18.07%
NET TAX AND GENERAL
REVENUE SUPPORTED $726,265 $802,311 $ 942,432 17.46%
PERSONNEL:
Number of FTE positions4.064.064.06
98
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Public Works – Snow & Ice Removal
PROGRAM SUMMARY
The Snow & Ice Removal program of the Public Works Department provides snow and ice control services of 55
miles of streets, 33 miles of alleys and 9 parking lots (including parking ramp) and economic development
properties within the city for convenient day-to-day use, and to provide safe travel and parking conditions.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN
FY 2016FY 2017
2017:
FY 2016ApprovedApprovedPercent
1. Complete plowing/ice treatment operations of
ActualBudgetBudgetChange
all city streets, alleys, parking lots and parking
REVENUES:
ramp within 10 hours.
Charges for service $ 100 $ - $ - #DIV/0!
2. Complete snow removal operations in
EXPENDITURES:
downtown areas/ramp/parking lots in efficient
Personnel Services $ 56,729 $139,279 $ 142,747 2.49%
manner to meet parking/traffic flow demands.
Other Services & Charges 50,597 82,717 81,359 -1.64%
3. Increase snow/ice maintenance activities on
Capital Outlay - - - 0.00%
residential streets.
$107,326 $221,996 $ 224,106 0.95%
4. Utilize snow emergency policy to maximize
NET TAX AND GENERAL
safety and snow removal efforts, while
REVENUE SUPPORTED $107,226 $221,996 $ 224,106 0.95%
minimizing resident conflicts.
PERSONNEL:
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, tree & plantings
maintenance, maintenance of all athletic fields and general playgrounds and maintenance of Shady Oak Beach.
Maintenance of Co. Rd 3 median flowers and irrigation is provided. Maintenance of picnic facilities and trails, trash
and rubbish removal from parks is also included. Open skating and hockey areas are included. Open skating and
hockey areas are provided from December through February for outdoor recreational purposes.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
MAJOR OBJECTIVES TO BE ACCOMPLISHED
ActualBudgetBudgetChange
REVENUES:
IN 2017:
Charges for service $ 2,533 $ 1,500 $ 1,500 0.00%
1. Continue grounds maintenance of all parks
Miscellaneous 4,931 4,600 4,600 0.00%
including Shady Oak Beach, plus City Hall, 4
$ 7,464 $ 6,100 $ 6,100 0.00%
well houses, Public Works garage and all other
EXPENDITURES:
City owned right-of-way.
Personnel Services $475,445 $490,876 $ 494,668 0.77%
2. Provide open skating and hockey at the
Other Services & Charges 324,311 295,171 289,669 -1.86%
Capital Outlay - 3,100 - -100.00%
following parks: Valley, Harley Hopkins,
$799,756 $789,147 $ 784,337 -0.61%
Oakes, Central, Interlachen, open skating only
at Hilltop and Burnes.
NET TAX AND GENERAL
-0.61%
REVENUE SUPPORTED $792,292 $783,047 $ 778,237
PERSONNEL:
Number of FTE positions5.245.245.24
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 2017:
1. Trim 12% of trees on city boulevards.
2. Replace trees on city property that were lost in 2017
3. Remove all diseased, dead, dying trees on public property.
4. Thin the public tree ash population by removing poorly sited, declining and poorly formed trees.
5. Manage an effective data base record keeping system that tracks forestry activities to better manage and
maintain public trees.
6. Provide for prompt customer service on requests for trimming and tree consultation
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
BudgetBudgetChange
Actual
REVENUES:
Charges for service $ - $ - $ - 0.00%
EXPENDITURES:
Personnel Services122,895$ 159,887$ 163,706$ 2.39%
Other Services & Charges151,045$ 114,347$ 123,736$ 8.21%
$273,940 $274,234 $ 287,442
NET TAX AND GENERAL
REVENUE SUPPORTED $273,940 $274,234 $ 287,442 4.82%
PERSONNEL:
Number of FTE positions1.911.911.91
100
CITY OF HOPKINS
RECREATION BUDGET
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Expenditures
Salaries, Wages and Benefits
Salaries and Wages56,320271,40051,09177,66979,1911.96%
Fringe Benefits7,5327,1404,6837,6827,8081.64%
Materials, Supplies and Services
Operations158,543164,309176,921167,505172,6053.04%
Supplies and Materials350650 -250250
Capital Outlay
Improvements Other than Bldg - - - - -
Transfer Out - - - - -
Total Expenditures222,745443,499232,695253,106259,8542.67%
Indirectly Funded Amount222,745443,499232,695253,106259,8542.67%
The Recreation Department is made up of five main porgrams. They are Playground,
Ice Rink, Park Services, Joint Recreation and Skate Park.
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 2017:
1. To develop, promote and provide quality recreational opportunities in anticipation of and in response to the
needs and interests of the Hopkins-Minnetonka community.
2. To develop staff related goals designed to build self-esteem in children participating in the program
3. Add an additional program site at Valley Park to meet the needs of the neighborhood.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
BudgetBudgetChange
Actual
EXPENDITURES:
Personnel Services29,458$ 22,110$ 22,755$ 2.92%
NET TAX AND GENERAL
2.92%
REVENUE SUPPORTED29,458$ 22,110$ 22,755$
PERSONNEL:
Number of Part-time positions222222
PROGRAM:
Recreation – Ice Rink Program
PROGRAM SUMMARY
Supervised outdoor ice rinks are provided at 13 locations throughout the cities of Hopkins and Minnetonka. Each
site is staffed with rink attendants from mid-December thru mid-February dependant on weather conditions. Ice
rinks are available for general skating, hockey and broomball. Approximately 30 staff are hired and trained to
supervise the outdoor ice rink program.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2017:
1. To provide quality customer service and facilities to ice rink users.
2. To ensure that all locations are adequately staffed for each scheduled day of operation
3. To hire and train a staff that is dedicated to providing quality customer service
4. To provide additional opportunities for skating by extending rink hours at all sites.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
$ 1.73%31,618
Personnel Services$ 1 4,093$ 3 1,080
NET TAX AND GENERAL
REVENUE SUPPORTED14,093$ 31,6181.73%
$ $ 3 1,080
PERSONNEL:
Number of Part-time positions303030
102
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Recreation – Park Service
PROGRAM SUMMARY
The Recreation Department hires and trains attendants to supervise park services at Burnes, Oakes and Valley
Parks. Attendants manage picnic reservations, maintain restroom facilities, provide recreational equipment and
keep overall site clean for park users.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2017:
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 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Personnel Services$$ 1.20%27,162
$ 6 ,06926,840
NET TAX AND GENERAL
REVENUE SUPPORTED$ 26,8406,069$$ 27,1621.20%
PERSONNEL:
Number of Part-time positions888
PROGRAM:
Recreation – Joint Recreation
PROGRAM SUMMARY
Programs for all ages are provided through the Joint Recreation division. Youth classes are offered in over 15
areas of interest including tennis, golf, swimming, ball skills, and arts & crafts. Youth sports leagues are offered in
basketball and soccer. Adult classes are offered in several areas of interest, and team sports are offered in soccer,
softball, basketball, volleyball, hockey, broomball and football. In addition, the joint recreation division oversees the
operation of Shady Oak Beach, attended by over 30,000 people each summer.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2017:
1. Transition to internal scheduling and staffing of inclusion services for participants with special needs.
2. Continue to develop partnerships in order to expand youth programming opportunities.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Other Services & Charges174,821$ 165,300$ 169,500$2.54%
NET TAX AND GENERAL
REVENUE SUPPORTED174,821$$ 169,500165,300$
2.54%
PERSONNEL:
Number of Part-time positions909090
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 2017:
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 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Personnel Services$ 4,915$ 2.69%5,464
$ 5,321
Other Services & Charges$ 2,100$ 36.66%3,355
$ 2,455
$ 7,015 $ 7,776 $ 8,819
NET TAX AND GENERAL
REVENUE SUPPORTED$ 7,015 $ 7,776 $ 8,819 13.41%
PERSONNEL:
Number of FTE positions0.050.050.05
104
CITY OF HOPKINS
ACTIVITY CENTER BUDGET
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
Charges for Services$95,338$104,678$66,341$62,000$67,0008.06%
Contributions8,92314,41716,1629,5009,500
Total Revenues104,261119,09582,50371,50076,5006.99%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages177,001190,807188,327190,611196,3293.00%
Fringe Benefits65,21468,03770,51973,53074,5021.32%
Materials, Supplies and Services
Professional & Technical Services52,64558,01629,37630,70036,90020.20%
Utilities and Maintenance30,26723,23830,90932,25039,00020.93%
Operations10,83210,75511,74812,55013,4907.49%
City Support Services13,35710,16513,56713,97713,797-1.29%
Supplies and Materials13,48617,76820,20826,17023,510-10.16%
Capital Outlay
Buildings & Structures - - - - -
Office Furniture and Equipment - - - -10,400
Other Equipment - - - - -
Total Expenditures362,802378,786364,654379,788407,9287.41%
Indirectly Funded Amount258,540259,691282,151308,288331,4287.51%
The Activity Center Department is made up of two programs. They are
Community Use and Maintenance.
105
CITY OF HOPKINS
FUND 101 – GENERAL FUND
PROGRAM:
Activity Center – Programming
PROGRAM SUMMARY
The Activity Center Community Use program provides a facility for residents to use for active or passive activities.
Staff coordinates all users of the Activity Center. The Hopkins Activity Center also implements and coordinates the
Senior Adult Program, which is geared towards the over 50 Hopkins population.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN
ActualBudgetBudgetChange
2017:REVENUES:
Rent $ 23,252 $ 26,000 $ 26,000 0.00%
1. Facility enhancements: Gymnasium
Charges for Service 30,727 25,000 30,000 20.00%
2. Update our registration system so that all
Miscellaneous 28,526 20,500 20,500 0.00%
registration and payments can be made online
$ 82,505 $ 71,500 $ 76,500 6.99%
3. Market the Hopkins Activity Center to the over 50
EXPENDITURES:
Hopkins population, especially through electronic
Personnel Services $228,799 $244,848 $251,058 2.54%
Other Services & Charges 63,080 70,290 84,439 20.13%
media.
$291,879 $315,138 $335,497 6.46%
4. Work with the Hopkins festivals and special events
committees to promote events for the over 50
NET TAX AND GENERAL
population.
REVENUE SUPPORTED $209,374 $243,638 $258,997 6.30%
PERSONNEL:
Number of FTE positions3.03.03.0
PROGRAM:
Activity Center – Maintenance
PROGRAM SUMMARY
The Building Maintenance Department of Public Works is responsible for the maintenance and repair of all City
Buildings. The Activity Center maintenance budget covers the Hopkins Activity Center. In house maintenance
personnel and part time cleaning personnel maintain this building.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2017:
1. Enhancement of the gymnasium.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Personnel Services$ 19,29317,603
$ $ 1 9,7732.49%
Other Services & Charges42,349$ 45,357
$ $ 5 2,65716.09%
$ 59,952 $ 64,650 $ 72,430
NET TAX AND GENERAL
REVENUE SUPPORTED $ 59,952 $ 64,650 $ 72,430 12.03%
PERSONNEL:
Number of FTE positions0.20.20.2
106
CITY OF HOPKINS
PLANNING BUDGET
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
Permits and Licenses$ 1,450$ 1,280$ 1,160$ 1,000$ 1,000
Charges for Services3,2006,3502,4652,5002,500
Miscellaneous - - - -94,695
Total Revenues4,6507,6303,6253,50098,1952705.57%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages97,937103,418142,150105,665108,8353.00%
Fringe Benefits34,90036,30123,13243,85344,3981.24%
Materials, Supplies and Services
Professional & Technical Services3725785,52310,25099,695872.63%
Utilities and Maintenance586127125450250-44.44%
Operations7,7178,6908,00610,73510,735
City Support Services7513,6009689199644.90%
Supplies and Materials1,6031,5761,4252,0002,000
Total Expenditures143,865154,289181,331173,872266,87753.49%
(20,000)
Reimbursed Expenditures ( 20,000) ( 20,000) ( 20,000) ( 20,000)
Net Total Expenditures123,865134,289161,331153,872246,87760.44%
Indirectly Funded Amount119,215126,659157,706150,372148,682-1.12%
The Planning and Economic Development Department is made up of three programs. They are Zoning
Activities & Enforcement, Sign & Fence Permits and Miscellaneous Planning.
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 2017:
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 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Licenses & Permits$ 3,625 $ 3,000 $ 98,195 3173.17%
EXPENDITURES:
Personnel Services$ 165,283 $ 149,518 $ 153,233 2.48%
Other Services & Charges 16,048 24,354 113,644 366.63%
Reimbursed Expenditures (20,000)(20,000)(20,000)0.00%
$ 161,331 $ 153,872 $ 246,877
NET TAX AND GENERAL
REVENUE SUPPORTED $ 157,706 $ 150,872 $ 148,682 -1.45%
PERSONNEL:
Number of FTE positions1.351.351.35
108
CITY OF HOPKINS
COMMUNITY DEVELOPMENT BUDGET
Revenues and Expenditures
Projected
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
3.45%
Miscellaneous$ -$ -$ -$ 8 7,000$ 9 0,000
Expenditures
Salaries, Wages and Benefits
Salaries and Wages3.00%
6 0,441 6 3,403 6 4,890 8 4,684 8 7,225
Fringe Benefits 23,54622,356 33,15932,722 1.34%
2 2,044
Materials, Supplies and Services
Professional & Technical Services 3 ,232 1 ,786 1 ,336 8 00 7 50-6.25%
Operations
9 93 1 39 3 4 2 ,515 2 ,515
City Support Services
1 ,242 1 ,417 3 05 3 04 3 215.59%
Supplies and Materials
6 69 1 ,285 4 30 8 50 8 50
Total Expenditures121,875 124,820 2.42%
8 8,621 9 0,387 9 0,541
Indirectly Funded Amount-0.16%
$ 8 8,621$ 9 0,387$ 9 0,541$ 3 4,875$ 3 4,820
The Community Development budget accounts for expendiutres used to promote and enhance
the community of Hopkins.
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 2017:
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 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Miscellaneous $ - $ 87,000 $ 90,000 3.45%
EXPENDITURES:
Personnel Services $ 88,437 $ 117,406 $ 120,384 2.54%
Other Services & Charges 2,105 4,469 4,436 -0.74%
$ 90,542 $ 121,875 $ 124,820
NET TAX AND GENERAL
-0.16%
REVENUE SUPPORTED$ 90,542 $ 34,875 $ 34,820
PERSONNEL:
Number of FTE positions0.850.850.85
110
CITY OF HOPKINS
STATE CHEMICAL ASSESSMENT BUDGET
Revenues and Expenditures
Projected
Special Revenue Fund 204
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
Intergovernmental $ 59,882
$ 72,090$ 90,780$ 60,000$ 60,000
Miscellaneous
- 4,901 - - - --
Refunds & Reimbursements
4,067 740 - - - --
Total Revenues
63,949 77,731 90,780 60,000 60,000
Expenditures
Salaries, Wages and Benefits
Salaries and Wages
23,547 36,412 32,175 37,171 32,327-13.03%
Materials, Supplies and Services
Professional & Technical Services 1,980 2,717 2,000 2,000 2,000
Utilities and Maintenance--
4,892 4,098 6,163 - 5,141
Operations
16,214 15,278 28,996 3,000 5,52084.00%
Leases
- 8,726 8,678 10,500 6,560-37.52%
City Support Services
2,800 3,340 2,718 2,718 2,112-22.30%
Supplies and Materials
25,878 26,998 16,360 4,611 6,34037.50%
Capital Outlay
Computers
- - - - -
Other Equipment
- - - - - --
Total Expenditures0.00%
75,312 97,569 97,088 60,000 60,000
Excess (deficiency) of revenue over
expenditures
(11,363) (19,838) (6,308) ( 0) - -100.00%
The State Chemical Assessment is supported by state aid for the purpose of chemical assessment training and activity
for the State of Minnesota.
111
CITY OF HOPKINS
FUND 203 – CHEMICAL ASSESSMENT TEAM FUND
PROGRAM:
State Chemical Assessment Team
PROGRAM SUMMARY
The State Chemical Assessment Team program provides emergency response for assessment of chemical
hazards for the State of Minnesota and maintenance of state owned equipment for emergency response and
training of personnel. Responding as requested by the State Duty Officer to the counties of Hennepin, Scott,
Carver, McLeod and Renville. The State of Minnesota will reimburse the City for up to $60,000 per year for the
training of personnel, maintenance of equipment, and purchase of supplies and equipment.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2017:
1. To continue to train to members on all aspects of chemical response.
2. To restructure and redefine chemical assessment team to meet the needs of the state, city and team members
needs.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Intergovernmental Revenue $ 90,780 $ 60,000 $ 60,000 0.00%
EXPENDITURES:
Personnel Services $ 32,175 $ 37,171 $ 32,327 -13.03%
Other Services & Charges 64,913 22,829 27,673 21.22%
$ 97,088 $ 60,000 $ 60,000
NET TAX AND GENERAL
--
REVENUE SUPPORTED $ 6,308 $ - $ -
PERSONNEL:
Number of FTE positions000
112
CITY OF HOPKINS
ECONOMIC AND COMMUNITY DEVELOPMENT BUDGET
Revenues and Expenditures
Special Revenue Fund 205
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
Property Taxes$296,813 $310,900 -35.46%
$ 535,083$ 439,918$ 481,725
Intergovernmental
49,995 171,875 50,000 - -
Interest earnings-14.41%
44,883 40,422 35,052 19,000 30,000
Miscellaneous
20,747 46,040 106,676 40,300 40,300
Total Revenues
650,707 698,255 673,454 356,113 381,200
Expenditures
Salaries, Wages and Benefits
Salaries and Wages 125,677109,806 14.45%
135,817 147,151 149,030
Fringe Benefits18.23%
42,980 45,825 40,926 36,538 43,199
Materials, Supplies and Services
36.26%
Professional & Technical Services 26,765 80,769 100,444 35,850 48,850
Utilities and Maintenance
772 735 934 1,170 1,170
Operations
108,431 24,811 324,733 7,300 7,300
City Support Services-7.01%
25,806 22,819 24,037 24,036 22,351
Supplies and Materials
955 1,610 1,732 1,900 1,900
Grant Expenditures
- 138,629 102,886 - -
Operating Transfer In (Out)
61,000 - - - -
402,524 462,349 744,721 216,600 250,447
Capital Outla
y
Land Acquisition
- - - - -
Other Improvements
- - - - -
Total Expenditures 250,447216,600 15.63%
402,524 462,349 744,721
Reimbursed Expenditures (40,000) (40,000)
(40,000) (40,000) (40,000)
Net Total Expenditures 210,447176,600 19.17%
362,524 422,349 704,721
Excess (deficiency) of Revenues ove
r
Expenditures 170,753179,513 -4.88%
288,183 275,907 (31,267)
The Economic Development Fund was established to fund development and redeveloment opportunities. Sources are derived
from loans, grants and tax levy.
113
CITY OF HOPKINS
FUND 204 – ECONOMIC DEVELOPMENT FUND
PROGRAM:
Project Development and Coordination
PROGRAM SUMMARY
FY 2016FY 2017
Undertake development activities not
FY 2016ApprovedApprovedPercent
directly funded by specific project
ActualBudgetBudgetChange
budgets. Meet with developers, property
REVENUES:
owners and business tenants to review
Property Taxes $ 480,688 $ 296,813 $ 310,200 4.51%
possible redevelopment/development
Intergovernmental Revenue -
activities. Recruit desirable businesses
Interest 11,426 19,000 15,000 -21.05%
to locate in Hopkins. Explore developer
Miscellaneous 15,152 40,000 40,700 1.75%
incentives aimed at promoting
$ 507,266 $ 355,813 $ 365,900 2.83%
sustainability and active living.
EXPENDITURES:
Personnel Services $ 71,815 $ 46,591 $ 69,123 48.36%
MAJOR OBJECTIVES TO BE
Other Services & Charges 348,966 33,065 38,717
ACCOMPLISHED IN 2017:
Transfer Out - - - #DIV/0!
1. Monitor income/expenditure of
$ 420,781 $ 79,656 $ 107,840 35.38%
Economic Development fund.
2. Prepare program budget.
NET TAX AND GENERAL
3. Facilitate redevelopment projects as
REVENUE SUPPORTED $ (86,485) $(276,157) $(258,060)-6.55%
directed by the City Council.
PERSONNEL:
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 2017:
1. Ensure districts are meeting legal and statutory requirements.
2. Continue to monitor all districts.
3. Coordinate development activities within districts.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Personnel Services $ 59,035 $ 49,717 $ 49,717 0.00%
Other Services & Charges 9,951 10,951 9,804 -10.47%
Reimbursed Expenditures (40,000) (40,000) (40,000)0.00%
$ 28,986 $ 20,668 $ 19,521
NET TAX AND GENERAL
-5.55%
REVENUE SUPPORTED $ 28,986 $ 20,668 $ 19,521
PERSONNEL:
Number of FTE positions0.50.50.5
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 2017:
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 year four of the Think Hopkins marketing plan.
4.
Facilitate year four of Hopkins Artstreet.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Interest $ - $ - $ - #DIV/0!
Intergovernmental revenue $ 139,000
Miscellaneous 277 300 300 0.00%
$ 139,277 $ 300 $ 300 0.00%
EXPENDITURES:
Personnel Services $ 50,224 $ 50,036 $ 50,036 0.00%
Other Services & Charges 134,342 26,240 33,050 25.95%
$ 184,566 $ 76,276 $ 83,086 8.93%
NET TAX AND GENERAL
8.96%
REVENUE SUPPORTED $ 45,289 $ 75,976 $ 82,786
PERSONNEL:
Number of FTE positions0.250.450.45
115
CITY OF HOPKINS
TIF DISTRICT 1-2 BUDGET
Revenues and Expenditures
Special Revenue Fund 212
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
Tax Increment$ 58,173$ 58,173$ 5 8,172$ 5 8,000$ 3 0,000-48.28%
Interest
1,124 1,757 1 ,036 5 00 1 ,000100.00%
Transfers In
- - - - -
Expenditures
Materials, Supplies and Services
Professional & Technical Services 599 596 1 ,462 1 ,000 1 ,50050.00%
Operations
13,155 12,538 7 ,178 1 2,236 1 1,742-4.04%
Total Expenditures0.05%
13,754 13,135 8 ,640 1 3,236 1 3,242
Transfers out for debt
- - - - -
Total Expenditures0.05%
13,754 13,135 8 ,640 1 3,236 1 3,242
Excess (deficiency) of Revenues
over Expenditures
45,543 46,795 5 0,569 4 5,264 1 7,758-60.77%
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.
116
CITY OF HOPKINS
FUND 211 – TAX INCREMENT DISTRICT 2-1 FUND
PROGRAM:
Redevelopment within Central Business District
PROGRAM SUMMARY
Redevelopment activity of property in the Central Business District (CBD), north and south of Mainstreet between
thth
and 12 Avenues.
11
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2017:
1. Assist in preparation of program budget and other required documentation.
2. Prepare required State Auditor Annual Reports.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
BudgetBudgetChange
Actual
REVENUES:
Tax Increments $ 58,173 $ 58,000 $ 30,000 -48.28%
Interest 1,036 500 1,000 100.00%
$ 59,209 $ 58,500 $ 31,000 -47.01%
EXPENDITURES:
Other Services & Charges $ 8,640 $ 13,236 $ 13,242 0.05%
NET TAX AND GENERAL
-60.77%
REVENUE SUPPORTED $ (50,569) $ (45,264) $ (17,758)
PERSONNEL:
Number of FTE positions000
117
CITY OF HOPKINS
PARKING BUDGET
Revenues and Expenditures
Special Revenue Fund 215
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
Court Fines$17,474 $15,767 $21,876 $22,000 $22,000
109,754119,577115,000 4.35%120,000
Leased Parking 8 7,291
Interest Earned2,1692,4761,1251,000 150.00%2,500
Transfer In- 443,000-
- -
otaevenues,,,,,.
TlR106934137820575755138000144500471%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages38,737 40,557 39,947 42,746 44,039 3.02%
Fringe Benefits6,168 7,039 17,404 18,683 18,880 1.05%
Materials, Supplies and Services
Professional & Technical Services15,8933,9486,1506,150
7,890
Utilities and Maintenance21,21331,3848,00214,52514,025-3.44%
Operations325325925750
750
City Support Services20,79617,49923,31521,19621,5341.59%
Supplies and Materials3,5236455,5505,550
298
Capital Outlay
Other Improvements 95,875-438,404250,000 -100.00%-
Total Expenditures106,655201,214532,242359,600 110,928 -69.15%
Excess (deficiency) of Revenues
over Expenditures (63,394)27943,513 33,572(221,600) -115.15%
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.
118
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 2017:
1. Review funding options for future maintenance of parking ramp.
2. Maintain and improve parking ramp as needed.
3. Complete Ramp signage replacement project
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
EXPENDITURES:
Other Services & Charges 21,559 29,243 28,743 -1.71%
Capital Expenditures 332,897 250,000 - --
$ 354,456 $ 279,243 $ 28,743
NET TAX AND GENERAL
-89.71%
REVENUE SUPPORTED$ 354,456 $ 279,243 $ 28,743
PERSONNEL:
Number of FTE positions000
119
CITY OF HOPKINS
COMMUNICATIONS BUDGET
Revenues and Expenditures
Special Revenue Fund 218
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
$273,105 $255,000 $263,000 3.14%
Franchise Fees$ 261,104$266,366
Charges for Services-
- 1 2,494 - -
Proceeds from Sale of Assets-
- - - -
Interest Earned4,845
6,207 5,126 2,000 6,200210.00%
Total Revenu 272,573265,949
e
290,7252 57,0002 69,2004.75%
Exenditures
p
Salaries, Waes and Benefits
g
19.70%
Salaries and Wages 3 1,061 59,003 6 2,580 60,985 73,000
Fringe Benefits91.54%
8,070 13,112 1 2,455 14,542 27,854
Materials, Sulies and Services
pp
Professional & Technical Services 31,722 7,984 3 4,215 9,250 34,250270.27%
Utilities and Maintenance 21,6585111,650
2 7,151 1,650
Operations21,01924,800
19,728 2 6,870 24,800
City Support Services13.20%
1 3,136 10,987 1 2,476 12,476 14,123
Supplies and Materials480
3 13 1,455 6 50 6 50
Caital Outla
py
Equipment 8,558-
2 8,223 12,500 26,500112.00%
Transfer Out86,920
8 6,920 86,920 8 6,920 86,920
Total Exenditures192,919228,264 289,747 29.48%
p
292,346223,773
Excess (deficiency) of Revenues
over Expenditures -161.84%(20,547)
73,029 44,309 (1,621) 33,227
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.
120
CITY OF HOPKINS
FUND 217 – COMMUNICATIONS FUND
PROGRAM:
Communication
PROGRAM SUMMARY
Provide two-way communication between the City and its residents, employees and businesses; its civic, service,
and fraternal organizations; and other communities and government agencies. Written, verbal and visual
communication tools.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2017:
Communications:
1. Promote City events, large and small.
2. Work on engaging and reaching all community members.
Newsletters:
3. City Goal 3: Take it to Them - Engage the Rental Community of Hopkins.
4. Increase newsletter distribution to rental properties.
Web and Messaging:
5. City Goal 1, Explore improved service delivery through e-commerce:
6. Increase interactivity on web site through one or more of the following:
Update website to make more accessible for all.
Ability to make payments via the web.
Customer Response system.
Ability to fill out forms on the website.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Franchise Fees $ 285,599 $ 255,000 $ 263,000 3.14%
Interest 5,126 2,000 6,200 210.00%
$ 290,725 $ 257,000 $ 269,200 4.75%
EXPENDITURES:
Personnel Services $ 75,036 $ 75,527 $ 100,854 33.53%
Other Services & Charges 102,167 48,826 75,473 54.58%
Capital Expenditures 28,223 12,500 26,500 112.00%
Transfer Out 86,920 86,920 86,920 0.00%
$ 292,346 $ 223,773 $ 289,747 29.48%
NET TAX AND GENERAL
-161.84%
REVENUE SUPPORTED $ 1,621 $ (33,227) $ 20,547
PERSONNEL:
Number of FTE positions0.250.251.25
121
CITY OF HOPKINS
DEPOT BUDGET
Revenues and Exenditures
p
Special Revenue Fund 220
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
Intergovernmental$22,500 $15,000 $15,000 $15,000 $15,000
Leases and Rentals71,07974,65475,57668,00068,000
232,5000.43%
Concessions & Merchandise Sales 246,114 260,413 250,278 231,500
Donations & Contributions1,8097023,5532,000 25.00%2,500
Private Foundation Grants- 2,500-
- -
Interest10136
(14) - -
Miscellaneous15,15015,30215,65315,10015,000
Transfer In10,00010,00015,00015,00015,000
Total Revenues366,662 375,196376,057 349,100 348,000-0.32%
Expenditures
Salaries, Wages and Benefits
Salaries and Wages180,893157,2762.32%
164,353 170,045 153,709
Fringe Benefits52,74353,83453,88450,2191.13%
50,785
Materials, Supplies and Services
Professional & Technical Services12,65510,7309,0009,3003.33%
10,759
Utilities and Maintenance11,99713,56815,82312,05010,800-10.37%
Operations4,16914,87711,64915,95036.92%
7,747
City Support Services4,3865,3205,2895,365 -23.11%4,125
Supplies and Materials105,52695,99998,04696,15094,800-1.40%
Capital Outla
y
Improvements2,386
- - - -
Total Expenditures374,756343,0361.45%
351,552 368,723 338,142
Excess (deficiency) of Revenues
over expenditures(8,094)24,5056,47310,958
4,964-54.70%
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.
122
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 2017:
1. Sustain welcoming and
FY 2016FY 2017
chemical free venue for
community youth and
FY 2016ApprovedApprovedPercent
other gatherings.
ActualBudgetBudgetChange
2. Continue staffing 2 – 3
REVENUES:
night a week year -round
Intergovernmental $ 80,000 $ 80,000 $ 80,000 0.00%
youth events programming
Charges for Service 13,111 8,000 8,000 0.00%
at the Depot.
Foundation/Corporate Grants - 2,500 - -100.00%
3. Support additional youth-
Miscellaneous 18,732 18,500 15,000 -18.92%
initiated projects.
Tranfer In 15,000 15,000 15,000 0.00%
4. Provide learning lab for
$126,843 $ 124,000 $ 118,000 -4.84%
Business/Marketing
EXPENDITURES:
classes at Hopkins High
School.
Personnel Services $ 79,733 $ 87,373 $ 88,878 1.72%
5. Promote partnerships with
Other Services & Charges 33,960 32,289 30,625 -5.15%
the Depot in the
Capital Expenditures - - - 0.00%
community, with area
$113,693 $ 119,662 $ 119,503 -0.13%
students, and youth allies.
6. Create new youth learning
NET TAX AND GENERAL
opportunities with Coffee
-134.65%
REVENUE SUPPORTED $ (13,150) $ (4,338) $ 1,503
Operations staff.
7. Provide workplace training
and employment
PERSONNEL:
opportunities for youth.
Number of FTE positions1.51.01.0
8. Continue capital upgrades
with furnishings
123
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 2017:
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 2016FY 2017
ApprovedApprovedPercent
FY 2016
ActualBudgetBudgetChange
REVENUES:
Charges for Service$ 247,577 $ 225,100 $ 227,000 0.84%
EXPENDITURES:
Personnel Services$ 134,319 $ 116,555 $ 119,183 2.25%
Other Services & Charges 110,613 101,925 104,350 2.38%
$ 244,932 $ 218,480 $ 223,533 2.31%
NET TAX AND GENERAL
REVENUE SUPPORTED $ (2,645) $ (6,620) $ (3,467)-47.63%
PERSONNEL:
Number of FTE positions111
124
CITY OF HOPKINS
TIF DISTRICT 2-6 BUDGET
Revenues and Expenditures
Special Revenue Fund 228
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
Tax Increment$ 12,587$ 1 2,587$ 1 4,504$ 1 2,000$ 1 2,000
Interest 8 2 0 2 1 1 0 --100.00%
Miscellaneous
6,437 7 ,024 4 ,520 7 ,024 7 ,024
Transfers In
25,302 2 1,870 2 4,108 2 3,318 2 1,125
Total Revenues-5.20%
44,334 4 1,501 4 3,153 4 2,352 4 0,149
Expenditures
Materials, Supplies and Services
Professional & Technical Services 523 5 28 1 ,384 5 50 1 ,350145.45%
Operations
1,500 1 ,375 1 ,500 1 ,500 1 ,500
Interest Expense
8,302 6 ,910 5 ,518 5 ,518 4 ,126-25.23%
Total Expenditures
10,325 8 ,813 8 ,402 7 ,568 6 ,976-7.82%
-4.63%
Excess of Revenues over Expenditures 34,009 3 2,688 3 4,751 3 4,784 3 3,173
The Tax Increment 2-6 Fund is the handicapped housing development. The funds records the use of tax increment
receipts.
125
CITY OF HOPKINS
FUND 226 – TAX INCREMENT 2-6 FUND
PROGRAM:
SonomaHandicap Housing Project
PROGRAM SUMMARY
th
Coordinate redevelopment of northwest corner of 5 Avenue and Excelsior Boulevard.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2017:
1. Assist in preparation of program budget and other required documents.
2. Prepare required annual State Auditor report
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Tax Increments $ 14,504 $ 12,000 $ 12,000 0.00%
Miscellaneous $ 4,520 $ 7,024 $ 7,024
Interest 21 10 - -100.00%
Tranfer In 24,108 23,318 21,125 -9.40%
$ 43,153 $ 42,352 $ 40,149 -5.20%
EXPENDITURES:
Other Services & Charges $ 8,402 $ 7,568 $ 6,976 -7.82%
NET TAX AND GENERAL
-4.63%
REVENUE SUPPORTED $ (34,751) $ (34,784) $ (33,173)
PERSONNEL:
Number of FTE positions000
126
CITY OF HOPKINS
TIF DISTRICT 2-11 BUDGET
Revenues and Expenditures
Special Revenue Fund 231
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
Tax Increment$2,403,449$2,597,340$2,751,506$2,400,000$2,400,000
Interest12,34726,98115,0008,000-46.67%
42,139
Miscellaneous - - - - -
Total Revenues2,415,7962,639,4792,778,4872,415,0002,408,000-0.29%
Expenditures
Materials, Supplies and Services
Professional & Technical Services13,98317,55715,39612,50012,8002.40%
Operations46,38442,19746,44046,44047,5402.37%
Debt Service1,593,067450,352389,0981,335,000400,000
Capital Outlay
TIF projects - - - - -
Transfers out 237,956188,000818,108211,3181,330,125529.44%
Total Expenditures1,891,390698,1071,269,0421,605,2581,790,46511.54%
Excess (deficiency) of Revenues
over Expenditures
524,406 1,941,372 1,509,446 809,742 6 17,535-23.74%
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.
127
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 2017:
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 2016FY 2017
FY 2016ApprovedApprovedPercent
BudgetBudgetChange
Actual
REVENUES:
Tax Increments $ 2,751,506 $ 2,400,000 $ 2,400,000 0.00%
Interest 26,981 15,000 8,000 -46.67%
$ 2,778,487 $ 2,415,000 $ 2,408,000 -0.29%
EXPENDITURES:
Other Services & Charges $ 61,836 $ 58,940 $ 60,040 1.87%
Debt Service - PAYG TIF $ 389,098 $ 211,318 $ 400,500 89.52%
Transfer Out 818,108 1,335,000 1,330,125 -0.37%
$ 1,269,042 $ 1,605,258 $ 1,790,665 11.55%
NET TAX AND GENERAL
-23.76%
REVENUE SUPPORTED $(1,509,445) $ (809,742) $ (617,335)
PERSONNEL:
Number of FTE positions000
Super Valu Development
Excelsior Crossings Development
128
CITY OF HOPKINS
5TH AVENUE FLATS
Revenues and Expenditures
Special Revenue Fund 232
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
Tax Increments$ -$ -$ -$ -$ -
Interest (2,126) (2,444) - - -
Development Fees
- - - - -
Other Miscellaneous
- - - - -
Transfer In
- - - - -
Total Revenues
(2,126) (2,444) - - -
Expenditures
Materials, Supplies and Services
Professional & Technical Services 2,000 1,833 2,000 2,000 2,000
Miscellaneous Other Charges
- - - - -
Capital Outlay
TIF Projects
- - - - -
Total Expenditures
2,000 1,833 2,000 2,000 2,000
Excess of Revenues
over Expenditures
$ (4,126)$ (4,277)$ (2,000)$ (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.
129
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 2017:
1. Work with developer on project implementation.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Tax Increments$ - $ - $ - 0.00%
Miscellaneous - - - 0.00%
$ - $ - $ - 0.00%
EXPENDITURES:
Other Services & Charges$ 2,000 $ 2,000 $ 2,000 0.00%
NET TAX AND GENERAL
REVENUE SUPPORTED$ 2,000 $ 2,000 $ 2,000
0.00%
PERSONNEL:
Number of FTE positions000
Proposed Fifth
Avenue Flats project
130
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 2017:
1. Work with developer on project implementation.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Tax Increments$ - $ - $ - 0.00%
Miscellaneous - - - 0.00%
$ - $ - $ - 0.00%
EXPENDITURES:
Other Services & Charges$ 2,000 $ 2,000 $ 2,000 0.00%
NET TAX AND GENERAL
REVENUE SUPPORTED$ 2,000 $ 2,000 $ 2,000
0.00%
PERSONNEL:
Number of FTE positions000
Proposed Fifth
Avenue Flats project
131
CITY OF HOPKINS
TIF 1-4 MARKETPLACE II
Revenues and Expenditures
Special Revenue Fund 234
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
Tax Increments$103,167 $119,176 $133,125 $122,000 $125,000 2.46%
Interest22 17 8 100 - -100.00%
Transfers In-
- - - -
Total Revenues103,189133,133122,100 125,0002.38%
119,193
Expenditures
Materials, Supplies and Services
Professional & Technical Services3,8444,8205,9505,950
8,055
Miscellaneous 11,023-
- - -
PAYG Note92,96362,516115,000 115,000
55,068
Interest Expense-
- - - -
Total Expenditures96,80767,336120,950 120,950
74,146
Excess of Revenues
over Expenditures$6,383 $45,048 $65,797 $1,150 $4,050252.17%
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.
132
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 2017:
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 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Tax Increments $ 133,125 $ 122,000 $ 125,000 2.46%
Miscellaneous 8 100 - -100.00%
$ 133,133 $ 122,100 $ 125,000 2.38%
EXPENDITURES:
Other Services & Charges $ 67,336 $ 120,950 $ 120,950 0.00%
NET TAX AND GENERAL
252.17%
REVENUE SUPPORTED $ (65,797) $ (1,150) $ (4,050)
PERSONNEL:
Number of FTE positions000
133
CITY OF HOPKINS
ARTS CENTER
Revenues and Expenditures
Special Revenue Fund 251
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
78.57%
Current Services$ -$ 83,587$ 1 38,018$ 140,000$ 250,000
Grants-8.65%
44,220 73,353 3 5,210 38,967 35,597
Current Services-0.75%
361,508 358,491 3 72,249 385,721 382,817
Charges for Service
- - - - -
Other Revenues33.14%
125,365 175,043 4 96,258 135,500 180,400
Transfers In
147,920 86,920 8 6,920 8 6,920 86,920
Total Revenues 787,1081,128,656 18.88%
679,013 777,393 935,734
Operating Expenses
Salaries, Wages and Benefits
Salaries and Wages-6.83%
287,623 300,823 3 18,588 328,947 306,495
Fringe Benefits13.01%
88,609 95,595 8 6,301 101,110 114,265
Materials, Supplies and Services
Professional & Technical Services0.09%
156,376 150,676 1 74,717 176,400 176,556
Utilities and Maintenance8.57%
79,500 79,923 8 6,610 8 8,700 96,300
Operations-1.87%
109,772 71,109 9 0,018 9 9,870 98,000
City Support Services-0.14%
10,064 16,175 1 0,518 1 0,904 10,889
Supplies and Materials-0.54%
23,531 35,940 2 7,008 3 3,983 33,800
Capital Outlay
Improvements
- 10,169 1 30,166 106,800 398,200
Total Expenses 30.40%1,234,505
755,475 760,408 9 23,926 946,714
Excess (deficiency) of Revenues
over Expenditures87.19%
( 76,462) 16,985 204,729(159,606) (298,771)
The Arts Center accounts for the maintenance, operation, programming and promotion of the Hopkins Center for the Arts
134
CITY OF HOPKINS
FUND 250 – ARTS CENTER FUND
PROGRAM:
Facility Operations and Programming & Promotions
Building Community through the Arts by fostering creative expression and providing artistic and
educational opportunities for people of all ages.
PROGRAM SUMMARY
The Hopkins Center for the Arts is a premiere cultural and artistic destination drawing over 215,000 visitors
annually. Its amenities include a 715 seat theater, black-box theater, art gallery, dance studio, classroom,
meeting and multipurpose spaces. The Center provides artistic and educational opportunities for people of all
ages and abilities, including a concert series of local and national artists, exhibits that are free and open to the
public, and ArtStreet, the public art sculpture program. It is also home to tenant partners – Stages Theatre
Company and the Hopkins School District. Hopkins Center for the Arts earns revenue through tenant leases,
rentals, admission fees, gifts and grants.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2017:
1. Continue to build relationships in our community and collaborate with tenants, partners, businesses and
residents to meet City Strategic Plan goals and engage a broad segment of the community.
2. Operate within a balanced budget that maximizes revenues and controls expenses, with the goal of
financial sustainability.
3. Increase the fundraising capacity of the Arts Center to address operating and capital needs.
4. Build participation in Center arts activities, including concerts and exhibitions, and explore creative
opportunities beyond the walls of the Center.
5. Strengthen the identity and enhance the reputation of the Hopkins Center for the Arts.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Taxes $ 138,018 $ 140,000 $ 250,000 78.57%
Intergovernmental 34,968 35,967 35,597 -1.03%
Charges for Service 521,466 489,921 529,017 7.98%
Foundation/Corporate Grants 242 3,000 - -100.00%
Miscellaneous 347,965 31,300 34,200 9.27%
Tranfer In 86,920 86,920 86,920 0.00%
$ 1,129,579 $ 787,108 $ 935,734 18.88%
EXPENDITURES:
Personnel Services $ 404,889 $ 430,057 $ 420,760 -2.16%
Other Services & Charges 388,871 409,857 415,545 1.39%
Capital Expenditures 130,166 106,800 398,200
$ 923,926 $ 946,714 $ 1,234,505 30.40%
NET TAX AND GENERAL
87.19%
REVENUE SUPPORTED $ (205,653) $ 159,606 $ 298,771
PERSONNEL:
Number of FTE positions3.83.83.8
135
CITY OF HOPKINS
EQUIPMENT REPLACEMENT BUDGET
Revenues and Expenses
Internal Service Fund 603
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
Current Services$343,792$345,477$408,459$408,459$445,2209.00%
Intergovernmental Revenue -237,120 - - -
Interest Earnings9,4416,0235,4265,3005,300
Miscellaneous27,23527,535121,54330,00030,000
Transfers In - -1,896,571 - -
Total Revenue380,468616,1552,432,000443,759480,5208.28%
s
Operating Expenses
Materials, Supplies and Services14,87017,00819,55120,00020,000
Professional & Technical Services2,0002,0002,0002,5002,500
Utilities and Maintenance11,17845,52548,83951,5501,200-97.67%
City Support Services9,4156,7447,3507,3507,350
Total Operating Expenses37,46371,27677,74081,40031,050-61.86%
Non-operating expenses476,963484,826476,729487,629474,383-2.72%
Total Expenses514,426556,103554,469569,029505,433-11.18%
(125,270)1,877,531 -80.11%
Net Income (Loss) ( 133,957) 60,053 ( 24,913)
Capital478,0341,134,325746,3161,128,1751,859,200
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.
136
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 2017:
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 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
REVENUES:
Intergovernmental Revenue$0 $0 $0 0.00%
Charges for Service408,459 408,459 445,220 9.00%
Interest5,426 5,300 5,300 0.00%
Miscellaneous121,543 30,000 30,000 0.00%
Transfer In1,896,571 0 0 0.00%
2,432,000 443,759 480,520 8.28%
EXPENDITURES:
Other Services & Charges77,740 81,400 31,050 -61.86%
Depreciation470,000 470,000 470,000 0.00%
Debt Service6,729 17,629 4,383 -75.14%
554,469 569,029 505,433 -11.18%
NET SOURCE (USE)
-80.11%
OF EQUITY$1,877,531($125,270)($24,913)
Capital Purchases$1,134,325 $1,128,175 $1,859,200 64.80%
PERSONNEL:
Number of FTE positions000
137
CITY OF HOPKINS
WATER BUDGET
Revenues and Expenses
Enterprise Fund 703
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
Current Services$1,352,283 $1,358,24646.69%
$ 1,265,795$ 1,395,700$ 2,047,405
Intergovernmental Revenue
9,580 - - - -
Permits
4,846 2,467 2,142 2,000 2,000
Interest Earnings
3,735 2,631 2,459 1,000 --100.00%
Miscellaneous3.36%
140,720 152,898 1 52,801 1 54,800 1 60,000
Total Revenues1,511,1631,516,242 1,553,5001,423,197 2,209,405 42.22%
Non-operating Revenue
s
- 496,275 930,348 - -#DIV/0!
Total Revenues1,511,1632,012,517 1,553,5002,353,545 2,209,405 42.22%
Operating Expenses
Salaries, Wages and Benefits
Salaries and Wages2.77%
303,986 401,427 3 27,120 2 50,013 2 56,944
Fringe Benefits0.28%
106,536 122,463 1 09,899 95,584 95,856
Materials, Supplies and Services
1.54%
Professional & Technical Services 106,692 125,414 1 83,912 1 29,900 1 31,900
Utilities and Maintenance37.54%
247,943 379,449 5 54,391 4 79,700 6 59,800
Operations0.68%
9,611 13,227 23,253 21,900 22,050
City Support Services2.26%
245,992 231,161 2 24,927 2 24,927 2 30,003
Supplies and Materials7.13%
111,256 108,851 89,015 1 00,250 1 07,400
Depreciation
226,925 241,636 2 50,000 2 50,000 2 50,000
Total Operating Expenses1,358,9401,623,627 1,552,2741,762,517 1,753,953 12.99%
Non-operating expenses-2.51%
114,154 119,755 240,486 140,487 1 36,962
Total Expenses1,473,0941,743,382 1,692,7612,003,003 1,890,915 11.71%
Net Income (Loss)
38,070 269,135 3 50,542 (139,261) 3 18,490-328.70%
The Water fund is a utility enterprise. The operations of water pumps, wells and distribution are recorded here.
138
CITY OF HOPKINS
FUND 703 – WATER FUND
PROGRAM:
Pumps & Wells and Water Distribution
PROGRAM SUMMARY
The Pumps & Wells and Distribution 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.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2017:
1. Produce water supply sufficient to meet the needs of 17,000 people.
2. Flush and check all hydrants annually.
3. Check all wells each day.
4. Test samples each month to ensure safe water supply.
5. Reduce copper levels at taps to comply with Safe Drinking Water Act.
6. Install new effluent and discharge valves at water treatment plan #4.
7. Install dehumidifiers in # 4 Treatment Plant
8. Paint High Service Pump Room
9. Install new check valves at water treatment plan #4
10. Install new valves & hydrants in new construction areas.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
$1,423,197 $1,395,200 $2,209,405 58.36%
OPERATING REVENUES:
OPERATING EXPENSES:
Personnel Services437,019 345,597 352,800 2.08%
Other Services & Charges1,075,498 956,677 1,151,153 20.33%
Depreciation Expense250,000 250,000 250,000 0.00%
12.99%
Operating Income (Loss)1,762,517 1,552,274 1,753,953
930,348 158,300 0 -100.00%
NON-OPERATING REVENUES:
(240,486)(140,487)(136,962)-2.51%
NON-OPERATING EXPENSES:
328.70%
NET INCOME (LOSS)$350,542 ($139,261)$318,490
Capital Outlay/Construction$1,176,315 $2,305,000 $1,922,000 -16.62%
PERSONNEL:
Number of FTE positions3.433.433.43
139
CITY OF HOPKINS
SANITARY SEWER BUDGET
Revenues and Exenses
p
Enterprise Fund 707
ActualActualActualBudgetBudgetPercent
20142015201620162017
Change
Revenues
Current Services$2,026,839 $2,172,278 $2,045,107 $2,276,200 $2,932,504 28.83%
Intergovernmental Revenue86,445 -92,190 - -#DIV/0!
Permits - - - - -#DIV/0!
Interest Earnings3,497 2,415 2,368 1,000 - -100.00%
Miscellaneous Revenue650 150 9,926 - - #DIV/0!
Total Revenues2,117,430 2,174,842 2,149,592 2,277,200 2,932,504 28.78%
Non-operating revenue -297,004 9,776 - -#DIV/0!
Total Revenues2,117,430 2,471,846 2,159,368 2,277,200 2,932,504 28.78%
Operating Expenses
Salaries, Wages and Benefits
Salaries and Wages163,324 212,389 159,371 262,940 270,732 2.96%
Fringe Benefits66,117 74,183 63,249 96,676 97,985 1.35%
Materials, Supplies and Services
Professional & Technical Services14,797 38,027 70,423 130,600 135,000 3.37%
Utilities and Maintenance95,617 47,400 96,278 161,300 163,300 1.24%
Operations1,293,329 1,327,190 1,456,613 1,459,566 1,502,523 2.94%
City Support Services173,585 143,573 174,471 174,472 178,530 2.33%
Supplies and Materials17,696 17,450 21,599 35,100 35,100
Depreciation158,431 174,826 170,000 170,000 170,000
Total Operating Expenses1,982,896 2,035,037 2,212,004 2,490,654 2,553,170 2.51%
Non-operating expenses96,460 109,557 220,552 116,790 117,727 0.80%
Total Expenses2,079,356 2,144,594 2,432,556 2,607,444 2,670,897 2.43%
Net Income (Loss)38,074 327,251 (273,189) (330,244)261,607 -179.22%
The Sanitary Sewer fund is a utility enterprise. The operations of the Lift Stations and the Collection/Disposal process is
recorded here.
140
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 2017:
1. Clean 33% of sanitary sewer lines in the City plus monthly checks of manholes in problem areas.
2. Check daily the operation of sanitary sewer lift stations and repair as needed.
3. Inform neighborhoods prior to scheduled sanitary sewer line maintenance.
4. Verify accuracy and implement new utility mapping system.
5. Inform neighborhoods prior to scheduled sanitary sewer line maintenance.
6. Repair or replace manhole cover & casting as needed.
7. Line & repair sewer mains as needed per T.V. reports, also repair of manhole structures.
8. Replace discharge pipe, check valves, guide rails and base elbows at LS 4
9. Emergency generators maintenance program.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
$2,172,277 $2,276,200 $2,932,504 28.83%
OPERATING REVENUES:
OPERATING EXPENSES:
Personnel Services286,572 359,616 368,717 2.53%
Other Services & Charges1,573,639 1,961,038 2,014,453 2.72%
Depreciation Expense174,826 170,000 170,000 0.00%
2.51%
Operating Income (Loss)2,035,037 2,490,654 2,553,170
299,569 1,000 0 -100.00%
NON-OPERATING REVENUES:
(109,557)(116,790)(117,727)0.80%
NON-OPERATING EXPENSES:
-179.22%
NET INCOME (LOSS)$327,252 ($330,244)$261,607
Capital Outlay/Construction$0 $815,600 $1,831,000 124.50%
PERSONNEL:
Number of FTE positions3.463.763.76
141
CITY OF HOPKINS
REFUSE BUDGET
Revenues and Expenses
Enterprise Fund 717
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
Current Services$908,441$ 915,728$ 955,636$ 965,567$ 964,900-0.07%
County Grant24,64527,95627,070 -26,000
9,3343,000 --100.00%
Interest Earnings9,314 10,782
Miscellaneous13,20112,21921,09412,60016,50030.95%
Total Revenues955,602966,6851,013,134981,1671,007,4002.67%
Operating Expenses
Salaries, Wages and Benefits
Salaries and Wages187,328201,820207,263256,619263,9712.86%
Fringe Benefits60,74964,57465,48991,46192,6831.34%
Materials, Supplies and Services
Professional & Technical Services118,655120,768158,252135,840137,7001.37%
Utilities and Maintenance59,42325,29613,16746,50041,700-10.32%
Operations144,747129,038152,895140,810143,3351.79%
City Support Services117,537123,480123,095123,093123,5370.36%
Supplies and Materials76,70998,75448,01265,65064,950-1.07%
Depreciation47,90952,21456,00056,00056,000
Total Operating Expenses813,057815,943824,173915,973923,8760.86%
Non-operating expenses25,00025,000125,00025,00025,000
Total Expenses838,057840,943949,173940,973948,8760.84%
Net Income (Loss)
117,546 125,742 63,961 40,194 58,52445.60%
The Refuse fund is a utility enterprise. The operations of bulk collections, yard waste, recycling, brush service and refuse
disposal are recorded here.
142
CITY OF HOPKINS
FUND 717 – REFUSE FUND
PROGRAM:
Bulk Collection
PROGRAM SUMMARY
FY 2016FY 2017
The Bulk Collection program of the
FY 2016ApprovedApprovedPercent
Refuse Utility Fund is a user fee based
ActualBudgetBudgetChange
service that provides bulk item pickup
for larger items. Pick ups are
OPERATING REVENUES:$18,491 $13,000 $14,900 14.62%
scheduled on a call-in basis and take
place Thursdays throughout the year.
OPERATING EXPENSES:
A bulk item drop off event is provided
Personnel Services15,199 16,713 16,713 0.00%
twice per year (spring & fall).
Other Services & Charges22,444 23,363 23,930 2.43%
Operating Income (Loss)37,643 40,076 40,643 1.41%
MAJOR OBJECTIVES TO BE
ACCOMPLISHED IN 2017:
NET INCOME (LOSS)($19,152)($27,076)($25,743)-4.92%
1. Review and expand user fee
based 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 2017:
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 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
OPERATING REVENUES:$10,170 $10,000 $10,000 0.00%
OPERATING EXPENSES:
Personnel Services40,290 42,643 43,789 2.69%
Other Services & Charges23,577 25,096 25,929 3.32%
2.92%
Operating Income (Loss)63,867 67,739 69,718
NET INCOME (LOSS)($53,697)($57,739)($59,718)3.43%
PERSONNEL:
Number of FTE positions0.620.620.62
143
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 2016FY 2017
FY 2016ApprovedApprovedPercent
MAJOR OBJECTIVES TO BE
ActualBudgetBudgetChange
ACCOMPLISHED IN 2017:
1. Monitor the Single Stream Recycling
OPERATING REVENUES:$155,638 $171,900 $197,900 15.13%
Program and work with residents to
OPERATING EXPENSES:
increase the volume of waste recycled.
Personnel Services31,781 34,112 35,027 2.68%
2. Verify compliance of commercial and
Other Services & Charges141,566 160,456 160,548 0.06%
multi-family properties.
Operating Income (Loss)173,347 194,568 195,575 0.52%
3. Continue to promote waste abatement
through public awareness campaigns and
NON-OPERATING REVENUES:28,061 1,600 1,600 0.00%
educational presentations.
NET INCOME (LOSS)$10,352 ($21,068)$3,925 -118.63%
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 2017:
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 2016FY 2017
FY 2016ApprovedApprovedPercent
BudgetBudgetChange
Actual
$0 $0 $0 0.00%
OPERATING REVENUES:
OPERATING EXPENSES:
Personnel Services28,362 58,422 59,924 2.57%
Other Services & Charges20,450 27,616 28,009 1.42%
2.20%
Operating Income (Loss)48,812 86,038 87,933
2.20%
NET INCOME (LOSS)($48,812)($86,038)($87,933)
PERSONNEL:
Number of FTE positions0.6550.6550.655
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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 2017:
1. Continue to improve refuse collection service to our residents.
2. Maintain excellent customer service through monitoring of operations and communicating with residents.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
$743,543 $781,667 $783,000 0.17%
OPERATING REVENUES:
OPERATING EXPENSES:
Personnel Services150,762 196,190 201,201 2.55%
Other Services & Charges289,299 275,362 272,806 -0.93%
Depreciation Expense52,214 56,000 56,000 0.00%
0.47%
Operating Income (Loss)492,275 527,552 530,007
10,782 3,000 0 -100.00%
NON-OPERATING REVENUES:
(25,000)(25,000)(25,000)0.00%
NON-OPERATING EXPENSES:
-1.78%
NET INCOME (LOSS)$237,050 $232,115 $227,993
Capital Outlay/Construction$232,515 $0 $0 0.00%
PERSONNEL:
Number of FTE positions2.1452.1452.145
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STORM SEWER BUDGET
Revenues and Expenses
Projected
Enterprise Fund 740
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
Current Services$802,898$805,542$810,183$802,000$802,000-1.01%
Interest Earnings8,9442,000-76.36%
8,385 8,459 8,200
Total Revenues811,842813,927818,642804,000810,200-1.79%
Non-operating revenues -605,84366,841 - --100.00%
Total Revenues811,8421,419,770885,483804,000810,200-9.20%
Operating Expenses
Salaries, Wages and Benefits
Salaries and Wages45,50339,53432,87951,28951,28955.99%
Fringe Benefits13,70110,52611,52614,28214,28223.91%
Materials, Supplies and Services
Professional & Technical Services8,8011,00010,72014,00013,00030.60%
Utilities and Maintenance96,8344,90923,49444,50044,55089.41%
City Support Services87,49063,51152,67554,511 -3.48%
Supplies and Materials1,6688612,6481,5001,500-43.36%
Depreciation211,108230,152227,000227,000227,000
Total Operating Expenses465,103350,492360,942407,082351,62112.78%
Non-operating expenses415,10769,634247,52397,414145,428-60.64%
Total Expenses880,210420,126608,465504,496497,049-17.09%
Net Income(68,368)999,644277,017299,504313,1518.12%
The Storm Sewer fund is a utility enterprise. The reconstruction of storm sewers and
ponding for drainage throughout the city is recorded here.
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CITY OF HOPKINS
FUND 740 – STORM SEWER FUND
PROGRAM:
Sewer Maintenance
PROGRAM SUMMARY
The Sewer Maintenance program of the Storm Sewer Fund maintains all storm sewer lines and storm inlets to
assure adequate run-off. Creeks and ditches must be monitored to assure proper run-off and weed and pollution
control. This work is done with staff and equipment from the Water & Sewer and Street & Sanitation divisions.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2017:
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. Continue grit chamber cleaning
4. Clean catch basins and inspect for repair.
FY 2016FY 2017
FY 2016ApprovedApprovedPercent
BudgetBudgetChange
Actual
$810,183 $802,000 $802,000 0.00%
OPERATING REVENUES:
OPERATING EXPENSES:
Personnel Services44,406 65,571 65,571 0.00%
Other Services & Charges89,542 114,511 59,050 -48.43%
Depreciation Expense227,000 227,000 227,000 0.00%
-13.62%
Operating Income (Loss)360,948 407,082 351,621
75,300 2,000 8,200 310.00%
NON-OPERATING REVENUES:
(247,523)(97,414)(145,428)49.29%
NON-OPERATING EXPENSES:
4.56%
NET INCOME (LOSS)$277,012 $299,504 $313,151
Capital Outlay/Construction$7,979 $561,000 $1,116,000 98.93%
PERSONNEL:
Number of FTE positions0.630.630.63
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CITY OF HOPKINS
PAVILION
Revenues and Expenses
Projected
Enterprise Fund 747
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
8.43%
Rental$ 352,112$ 323,156$ 331,671$ 356,000$ 386,000
Interest Earnings
877 - - 1,000 --100.00%
Miscellaneous-46.13%
25,058 24,642 22,133 33,600 18,100
Total Revenues347,798 3.46%
378,048 353,804 390,600404,100
Non-operating revenues
10,373 63,918 63,915 65,000 --100.00%
Total Revenues-11.30%
388,421 411,716 417,719 455,600 404,100
Operating Expenses
Salaries, Wages and Benefits
Salaries and Wages2.86%
181,248 181,751 187,250 187,858 193,237
Fringe Benefits19.02%
50,007 51,608 52,745 52,368 62,329
233,359 6.39%
Total Salaries and Wages 231,255 239,995 240,226255,566
Materials, Supplies and Services
Professional & Technical Services 6,080 6,388 4,735 6,900 3,500-49.28%
Utilities and Maintenance-3.26%
98,572 90,167 83,046 95,100 92,000
Operations-0.47%
76,688 82,701 73,739 74,450 74,100
City Support Services
17,602 15,166 16,075 16,076 16,076
Supplies and Materials-9.16%
18,314 16,670 20,065 19,100 17,350
-4.06%
Total Materials Supplies & Service 217,256 211,093 197,660 211,626 203,026
451,8521.49%
Total Operating Expenses 448,510 444,452 437,655 458,592
Non-operating expenses 3,016
3,363 2,624 2,625 2,225-15.24%
Total Expenses1.40%
451,874 447,468 440,279 454,477 460,817
Net Income (Loss)
(63,453) (35,752) (22,560) 1,123 (56,717)-5150.49%
The Pavilion fund is an ice rink enterprise. The operations for the ice arena,
soccer league and dry floor are recorded here.
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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 2017:
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 2016FY 2017
FY 2016ApprovedApprovedPercent
ActualBudgetBudgetChange
$348,060 $380,100 $293,100 -22.89%
OPERATING REVENUES:
OPERATING EXPENSES:
Personnel Services239,995 240,226 255,566 6.39%
Other Services & Charges125,660 139,626 131,026 -6.16%
Depreciation Expense72,000 72,000 72,000 0.00%
1.49%
Operating Income (Loss)437,655 451,852 458,592
69,659 75,500 111,000 47.02%
NON-OPERATING REVENUES:
(2,624)(2,625)(2,225)-15.24%
NON-OPERATING EXPENSES:
-5150.49%
NET INCOME (LOSS)($22,560)$1,123 ($56,717)
Capital Outlay/Construction$0 $125,000 $0 -100.00%
PERSONNEL:
Number of FTE positions2.42.42.9
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CITY OF HOPKINS
DEBT SERVICE FUNDS
Revenue
s and Expenditures
ActualActualActualBudgetBudgetPercent
20142015201620162017Change
Revenues
Property Tax$1,876,459$2,799,325$2,581,352-7.79%
$ 1,589,092$ 1,530,837
Special Assessments1,020,853828,529829,065909,355973,9527.10%
Interest20,44422,56415,68716,1603.02%
28,298
Bond Premium190,674452,970
425,129 - -
Transfer In6,967,005756,2481,191,965391,2771,545,248294.92%
Bond Proceeds8,240,000 12,310,00018,735,000
- -
Total Revenues 22,304,04118,028,068 16,683,0235,116,71224.32%
4,115,644
Expenditures
Bond expenditures
Professional Fees98,482329,052425,09518,0000.28%
17,950
Principal1,970,0003,075,0003,075,0003,080,0000.16%
8,570,000
Interest683,725814,199814,1991,048,63928.79%
617,988
Fiscal charges5,6748,3545,5009.09%
7,378 6,000
Bond Discount 43,610-
- - -
Deposit to Escrow Account 3,937,887-7,305,660 3,678,548-
Transfer Out8,269,4668,765,862
7,118,707 - -
Total Expenditures 20,581,01211,070,957 20,394,1707,831,187100.15%
3,912,649
Sources (Uses) of Fund Balance6,957,111(3,711,147)202,995(2,714,475)-105.47%
1,723,029
Debt Service funds finance and account for the payment of interest and principal on all general obligation debt other than debt
issued for an enterprise fund.
InJanuary 2014 the City's credit
AA+
rating was upgraded to a
following an interium rating
review. This rating has been
reaffirmed each year since.
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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.
Budget Calendar
– The schedule of key dates involved in the process of adopting and executing
an adopted budget.
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CITY OF HOPKINS
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.
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.
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CITY OF HOPKINS
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
service funds and permanent funds); assigned fund balance represents the amount
that is not restricted or limited.
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CITY OF HOPKINS
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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CITY OF HOPKINS
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.
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.
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CITY OF HOPKINS
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.
157