Goal Setting Packet
Hopkins Council and Staff Retreat 2019
Agenda Draft – January 3
Session Date January 11, 2019
Introduction and Purpose
This document is presented as a proposed agenda for the Hopkins City Council and Staff
Retreat, to be help on Friday, January 11, at Oak Ridge Country Club in Hopkins. It includes an
appendix with a statement of strategic priorities taken from the 2018 retreat and
recommended preparation work for all participants (no more than 30 minutes). We will refer
to the strategic priorities statement in the upcoming retreat.
Agenda
Times are approximate; we will adjust to the needs of the group.
9:00 AM Welcome – Mayor Cummings and City Manager Mornson
9:05 Opening Exercise: “What’s in the Cards for Hopkins?”
9:45 Street Reconstruction: Work that is completed, underway, and planned. – Nate Stanley,
City Engineer
10:30 Break
10:45 Financial Management Plan – Stacie Kvilvang, Ehlers & Associates
12:00 Lunch
1:00 Morning Debriefing Discussion – what did we learn, and what does it mean for us going
forward? - Weinstein
2:00 Break
2:15 Future Vision Exercise. Interactive exercise that will help leaders reach shared
perspectives and mutual understanding concerning the City’s strategic themes and how
they should be pursued in the coming year(s). – Weinstein
Themes as captured in 2018 are presented in the Appendix to this agenda.
• What do each of these themes mean, at the levels of language and of action?
• What do we envision in terms of the successful realization of these thematic
visions?
• Where do we have full agreement, where do we have general consensus, and
where do we have substantively differing views at this point?
• What specific guidance do both appointed and elected officials take from this
discussion?
3:45 Concluding Exercise
4:00 Adjourn
Proposed Agenda Page 2
City of Hopkins Council and Staff Retreat Draft January 3, 2019
APPENDIX
Strategic Themes and Preparatory Work
Strategic Themes from 2018 Retreat
1. Strategic investment in infrastructure and staff, governed by a high-level,
comprehensive, budget –sensitive plan. Infrastructure includes roads and utilities, city
workplaces, as well as parks and amenities. The people of Hopkins also benefit when the
City is an employer of choice.
2. Economic and Community Development. To support independent businesses and
expand a vibrant Mainstreet district.
3. True inclusion. Inclusion that respects the diversity of the sub-communities that
comprise Hopkins. “E pluribus unum” means “from many, one”. It is applicable to
Hopkins, insofar as you want to build both unity and the diversity of your community.
You want diverse voices to inform and support policymaking.
4. Affordable Housing must promote conditions that allow the people of Hopkins to stay in
their homes, without squelching renewal, economic development, and the positive tax
base consequences of new development.
Preparatory Work for 2019 Retreat
In the afternoon of the retreat, we will think critically about the above strategic themes, and
consider what they mean for Hopkins’s residents, businesses and their customers, visitors, etc.
To stimulate creative thinking about the experiences of the people of Hopkins, I propose that
retreat participants watch a TED talk by journalist Courtney E. Martin entitled, The New
American Dream. https://www.ted.com/talks/courtney_martin_the_new_american_dream .
(If the link does not work, search for the title or author on Ted.com.) The video is under 13
minutes in length.
I do not recommend this presentation because I agree with it entirely – indeed, my own views
differ from Ms. Martin’s in some respects, and I think most participants will feel the same way.
Rather, I recommend this video because it may stimulate us to look at our strategic themes
from a different perspective.
After viewing the video, please consider the following:
In what ways might our city government contribute – alone or in partnership with other
stakeholders - to the connectedness and sense of community experienced by residents?
In what ways do the values of creativity and community that Courtney Martin describes relate
to the traditional goals of economic development?
If you have questions or concerns, please contact me via cell at 612-819-8246 or email at
cweinstein@ethinact.com
Inspire. Educate. Involve. Communicate.
All people feel safe and
respected, and diversity
is celebrated.
Business growth is
supported and a
vibrant downtown is
maintained.
People enjoy exceptional
government services,
neighborhoods and
outstanding schools.
Support a vibrant business
community
Promote and enhance city
events
Provide accessible, friendly
and efficient city services
Embrace and strengthen
partnerships
Improve walking and biking
infrastructure in the city
Practice environmental
responsibility
Support a range of housing
options
Support transit-oriented
development
Involve diverse
populations
Engage the rental
community of
Hopkins
Inspire community
and citizen
engagement
Take It
To Them
Urban Design:
Do It Right
Preserve the Home
Town Feel of Hopkins
Creating a spirit of community where...
MISSION
City of
STRATEGIES2018
VISION
GOALS
GOAL SETTING 2018
»Implement the sidewalk and
trail master plan and partner
with other agencies to improve
and update paths, trails and
crossings in the community,
supporting “Complete Streets”
initiatives
»Explore local transportation
opportunities
»Develop a schedule for rezoning
properties to the mixed-use
zoning classification and begin
implementation
»Partner with Hennepin County
and SWLRT cities to maximize
benefit and minimize disruption
during construction
»Work with Minnetonka and
Hennepin County to implement
the vision for the Shady Oak
LRT Station
»Work with all stakeholders
to implement and build on
recommendations of the Blake
Road Corridor plans
»Continue to explore and
promote sustainability initiatives
in our community
»Refine Mainstreet design and
façade improvement program,
and secure ongoing funding
»Explore ways to strengthen the
edges of downtown
»Ensure the Comprehensive Plan
reflects action steps
»Explore ways to enhance the
Mainstreet experience
»Strengthen image of arts
community
»Promote shopping local
»Promote business assistance
programs
»Develop wayfinding plan for
community
»Work with “Think Hopkins”
on business recruitment
efforts
»Promote city events large
and small (Raspberry
Festival, Mainstreet Days,
Old Fashioned Holiday,
Summerfest, etc.) and have
a city booth at events when
possible
»Improve service delivery
through e-commerce
»Promote interactive park,
trails, and facilities directory
on website
»Support History Center
transition to Mainstreet
»Grow partnerships with:
»Joint Recreation with
Minnetonka
»Hennepin County
»Hopkins School District
»Watershed Districts
»Met Council
»Three Rivers Park District
»Surrounding cities
»Faith and community-based
organizations
»Business community
»Promote cultural
celebrations
»Explore methods to
involve Multicultural
Advisory Committee in
community building
»Continue to seek out
diversity on boards and
commissions
»Intentionally engage rental
communities
»Encourage volunteerism
and expand volunteer
opportunities
»Conduct community
meetings at alternative
locations
»Educate the community
in the area of emergency
preparedness
»Identify opportunities
to partner with youth,
schools, businesses and
faith-based organizations
»Promote opportunities
to raise awareness and
understanding of race,
equity and diversity
»Creatively engage and
market the community
using technology and
unique platforms
GOAL SETTING 2018
GOALS: ACTION STEPS
Preserve the Home
Town Feel of Hopkins
Urban Design:
Do It Right
Take It
To Them
January 11, 2019 City Council Goal Setting
Pavement Management Program
Status of Street Reconstruction
Design Standards
Street Improvement Policy
Future Preservation
What is it and why?
◦Monitor asset condition
◦Maintain assets
◦Project selection
◦Ensure financial stability
◦Community expectations/quality of life
Condition Monitoring
◦ICON – Pavement Consultant
◦Visual field inspection
◦Pavement Condition Index (PCI) 0-100
◦Review entire city every 4-5 years
Rehabilitation Strategies
◦Full Reconstruction
◦Reclaim Asphalt/Pave
◦Mill & Overlay
ICON Map
Data Analysis
◦Evaluate PCI information
◦Select project areas
◦Review utilities
Translation to CIP
◦Cost estimating
◦5-year horizon
What do we have?
◦City Street - 48 miles
◦Sanitary Sewer – 42 miles
◦Water Main – 63 miles
What have we done to date since 1985?
◦City Street – 33 miles
Current CIP Projects
◦City Street – 6 miles
◦Forecast over 2019-2023
◦81% of City completed through current CIP
Reconstruction Beyond 2023
◦City Street – 9 miles
When Will Every Street be Reconstructed?
◦Forecast based on last 5 neighborhood projects and
geography of remaining streets
◦10 to 12 years – if we stay at current rate
◦Forecast starting 2019
Streets
◦Subgrade Excavation/Sub Base Correction
◦Class 5 Granular Base
◦Bituminous Hot-Mix Asphalt
◦Concrete Curb and Gutter – B618 style
Water Main
◦Class 52 Ductile Iron
◦Plastic – PVC or HDPE
Sanitary Sewer
◦PVC
◦Resin infused lining
Street Standards – Why?
◦Prevent deterioration and protect investment
Asphalt is flexible - doesn’t like tensile forces
Wet subgrades become weak
85% of failure is due to moisture penetration – MNDOT
Concrete curb and gutter is rigid, confines pavement,
creates atmosphere of compression
Concrete C&G can be built to fine tolerances
Curb and gutter provides drainage conveyance
Protects boulevards
Legislative Policy – Chapter 8
◦8-B Roadway Improvements
Provides for project development process
Assessments
Street Standards
◦Proposed Updates to Policy
8.02 – Revise curb and gutter petition language,
delegate control to the City Council
8.03 – Revise minimum street width language
No changes to assessment policies
Staff to propose revisions this year
Recent Projects Which Added C&G
◦2016 – 21st Avenue
◦2017 – 9th Ave S and 10th Ave S
◦2018 – Cambridge St, Oxford St, Murphy Ave
◦2019 – Hiawatha Ave, Cambridge St, Van Buren Ave,
Lake St
Reconstruction should become less frequent
◦Will still be warranted eventually
◦Utility considerations - Echologics
◦Reclamation more frequently
Annual Mill and Overlay
◦15-20 years beyond reconstruction – don’t wait for
pavement failures
◦Multiple M&O cycles
◦Costs significantly less than reconstruct
Substantial investment has been made
Continuing is important – the end is near!
We are in great shape and well positioned
Hopkins is a great place
Financial Management PlanCity of HopkinsJanuary 11, 2019
What is a Financial Management Plan?A multi-year fiscal plan for all tax-supported fundsIntegrates:Existing DebtCapital Improvement PlansFuture DebtTax base growthFuture operating expensesCompares entity to standardsGovernment Finance Officers Association (GFOA)Similar entities
What Makes It Practical?Helps to manage expectationsNew spending proposals evaluated against other identified prioritiesWeigh proposals vs. predefined affordability parametersHelps to maintain assetsRegular replacementsLarge periodic repairsReduces stress during budget processPreviously agreed spending guidelinesBetter understanding of the effect decisions haveRating Agencies like multi-year planningReduces reactivity amidst an unpredictable fiscal environment and unfunded mandates
Results1. Council can focus on big picture and policy issues– Get away from randomly picking a percent or number increase for the budget2. Council can focus on long-term financial health of the City– Good roads, facilities, services, reinvestment, etc.– Not on single-year tax impacts 3. Projects, in the context of multi-year planning, tend to be less controversial– Provides background/perspective on issues for discussion – Provides framework to make informed decisions4. If there is a plan, projects get done and the City has a vehicle through which to inform the residents on the goals of the City
HistoryDid first comprehensive plan in 2014Average home value was $206,000• Currently $261,000 for Pay 2019•27%increaseFund balance policies agreed to:• General Fund 42%+ of expenditures• Capital Equipment Fund is $750,000 or one year of costs• Capital Improvement Fund is $300,000 Major projects since that time – approximately $36 million• City parking lots - $1.385M• Pavillion $3.285M•8thAvenue - $3.55M• Mainstreet - $4.19M• Parks - $4.915M• Annual road projects - $8.55M• Blake Road - $10.15M
Assumptions In Plan1. Revenues(market value) increases starting in 2019 by 1% annually– Haven’t accounted for new development/redevelopment yet2. Expensesincrease at 4% annually3. All current CIP, parks, equipment, streets, EDA, HCA and Pavillion are funded as requested by department heads (including staffing needs)1. Includes 2019A bonds2. 5.5 new FTE at approximately $680,000 by 2024 4. Fund balances– Capital equipment is $750,000 or one year of costs– Capital improvements is $300,000 – General Fund is 42% + of expenditures per policy5. Average value home is $261,000
Biggest Costs to Tax Levy$350,000/year or more (besides existing staff and services) Fund Balance•$400,000 in 2020 going forwardArts Center•$400,000 in 2020 going up to $1M in 2021Pavillion•$300,000to$450,0002014B Bonds (Refunding bonds)•$670,000/year but done in 20222017A Street Reconstruction Bonds (Blake Road and 8thAve)•$970,000/year2018A Bonds (Blake Road and 2018 Streets)•$460,000/year2019A Bonds (to be issued)•$350,000/year• Only around $60,000/year is for City Hall
General Fund Budget1.Average tax increase over next 5 years is $1392015 2016 2017 2018 2019 2020 2021 2022 2023 2024Actual Actual Actual Adopted Preliminary ProjectedTOTAL REVENUE 11,598,945 12,309,563 13,125,976 13,435,355 14,410,478 15,389,334 16,349,043 17,188,603 18,020,896 18,632,121TOTAL EXPENSES 11,328,480 12,450,769 13,139,583 13,435,355 14,410,478 15,389,334 16,349,043 17,188,603 18,020,896 18,632,121 Fund Balance as a Percent of Annual Expenses53% 47% 45% 44% 41% 40% 40% 41% 41% 41%TAX RATE ON TAX CAPACITY 61.008% 63.988% 62.984% 66.291% 69.040% 79.024% 83.482% 89.212% 88.940% 91.735%TAX RATE % CHANGE-2.54% 4.88% -1.57% 5.25% 4.15% 14.46% 5.64% 6.86% -0.30% 3.14%City Taxes after MVHC or Exclusion $1,143 $1,206 $1,296 $1,445 $1,707 $1,976 $2,112 $2,283 $2,302 $2,401% tax increase on median home (261k) 12.54% 5.50% 7.52% 11.46% 18.13% 15.81% 6.84% 8.11% 0.82% 4.30%Amount increase on median value home $127 $63 $91 $149 $262 $270 $135 $171 $19 $99GENERAL FUND
Issues to Discuss1. Funding of Hopkins Center for the Arts2. Future staffing requests and impacts• 5.5 new FTE at approximately2020 2021 2022 2023 2024Projected DWI Officer 117,437 122,662 129,610 133,857 139,211 Temporary inspector 41,515 42,761 44,043 45,805 Community Engagement - 0.5 FTE 48,493 52,857 53,357 55,491 Police Officer - 123,783 127,855 132,969 Fire Fighter - 97,975 101,894 I.T. Tech - 93,114 98,372 102,307 Fire Fighter - - 97,975 101,894 TOTAL EXPENSES 117,437 212,670 442,125 653,434 679,571 GENERAL FUND