2023 City of Hopkins BudgetCity of Hopkins, Minnesota
Annual Budget
January 1 - December 31, 2023
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, 2023
City Council
Term Expires
Mayor Patrick Hanlon ....................December 31, 2023
Councilmember Gerard Balan .................December 31, 2025
Councilmember Heidi Garrido .................December 31, 2025
Councilmember Brian Hunke .................December 31, 2023
Councilmember Alan Beck ..................December 31, 2023
Management Team
Mike Mornson .........................City Manager
Kersten Elverum ...............Director of Planning & Development
Ari Lenz .......................Assistant City Manager
Nick Bishop ........................Director of Finance
Kelly O’Dea ........................Recreation Director
Brent Johnson ..........................Police Chief
Dale Specken ...........................Fire Chief
Chuck Autio .....................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 ....................................................................................15
Budget Calendar ...................................................................................................................18
Budget Planning Process .....................................................................................................20
Fund Structure ......................................................................................................................21
Budget Overview
Authorized and Approved Staffing Levels ............................................................................25
2023 Summary Budget Information by Major and Non-Major Funds .................................27
2023 Budget Summary – All Funds .....................................................................................28
2023 Revenue Summary – All Funds ..................................................................................30
2023 Appropriation Summary – All Funds ...........................................................................34
Property Tax Information ......................................................................................................37
Fund Balance........................................................................................................................42
Debt Overview ......................................................................................................................45
Capital Improvements Overview ..........................................................................................50
General Fund Budget Projection ..........................................................................................54
Other Major Funds Budget Projections ................................................................................58
General Fund ............................................................................................................................62
Special Revenue Funds ..........................................................................................................124
Enterprise Funds .....................................................................................................................153
General Debt Service Funds...............................................................................................170
Glossary ..................................................................................................................................171
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 2023
Residents, Honorable Mayor, City Council
City of Hopkins
Hopkins, Minnesota 55343
Dear Residents, Mayor and Council Members:
It is my pleasure to present to you the City of Hopkins 2023 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 2023 tax levy. The final result is an adopted 2023 budget
totaling $39,771,515 of which $17,188,440 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’ residents and constituents through its mission and vision statement
“Inspire • Educate • Involve • Communicate” by: conducting Hopkins Academy for residents, 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.
2023 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 Median Value Home – A Financial Management Plan model is being
used that can provide council with long range estimates of the tax changes on a median value
home. The model incorporates many variable that can affect tax rates, including projected operating
costs, future debt service, capital costs, and changes to the tax base.
Net Tax Cost by Program – This provides both a dollar and percentage of property tax support for
each of the City’s general fund programs.
Community Engagement - Informs residents of the difficult decisions made during the budget
process and assists City Council in determining what programs and services are most valued by the
community. Opportunities for engagement have included: information kiosks, a budget survey and a
community budget event.
City of Hopkins Mission Statement
Inspire Educate Involve Communicate
4
CITY OF HOPKINS
HOPKINS IN 2022
In the year 2022, the nation's economy continued to adapt and grow after the COVID-19 pandemic. 2022 saw
continued challenges to the City and service delievery. All core services have been provided in 2022 with
some revised service models. Program budgeting has helped in our analysis of city services, while we look at
ways to continue to as efficient as possible. The Council and city staff also continues to investigate additional
revenue sources.
In 2022, the City’s tax base continued to grow due primarily due to market growth, with the largest increases
coming from residential and apartment properties. The City's total tax capacity increased 3.4% due mainly to
these factors. In 2022 the overall taxable market value increased by 3.1% due to the same factors. The city’s
levy has increased an average of 5.8% per year over the last five years. The City’s general fund expenditures
have increased an average of 5.1% a year over the last five years. This increase is directly related to salary
and benefit increases for employees, insurance costs and infrastructure. 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. This was affirmed by a Classification and Compensation Study conducted during 2017. The
number of employees has remained stable at 114-116.
ECONOMIC OUTLOOK
Hopkins is a diverse community made up of a healthy mix of residential, commercial and industrial properties.
United Natural Food Inc. purchased Supervalu, the largest food wholesaler in the nation, during 2018. United
Natural Food Inc. is a Fortune 500 company that now has a strong presence in Hopkins. Excelsior Crossings
is a large corporate campus with three buildings totaling over 900,000 square feet and room for approximately
4,000 employees. A division of another fortune 500 company, US Bank, occupies a significant portion of the
campus. Digi International, a technology company, is now headquartered in one of the three Excelsior
Crossing buildings.
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 51% residential,
24% commercial and industrial and 25% apartment properties (based on estimated market values). 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 office and clinic site into 163 luxury apartments with retail space
Redevelopment of a vacant downtown building into a craft brewery and tap room.
Redevelopment of a former office building into 241 high end luxury apartments and retail space.
Redevelopment of ten duplexes into 51 affordable apartments adjacent to public transit and parks.
Infill development of a 43 unit affordable apartment building on an existing parking lot
Redevelopment of an underlitized commercial building into a 250 apartments, and mixed use retail
In addition to projects other development continues in Hopkins. During 2022, construction continued on
Southwest Light Rail Green Line Extension. This is the largest public works project in Minnesota’s history and
will have three stations located in Hopkins. The project will make Hopkins an attractive area for
redevelopment. The City has seen an increased interest in properties near the station areas for
redevelopment, especially apartments.
5
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 2023
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:
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 2023 budget year there were no levy limits which give cities more budget flexibility in
meeting the needs of their residents while maintaining essential city services.
State Aids – The City of Hopkins no longer receives significant state aids as a revenue source
however the legislature did increase the amount of Local Government Aid (LGA) allocated to
Cities for 2023. The city received approximately $880,000 of LGA in 2022 and will receive
approximately $926,000 in 2023.
Real Estate Values – Overall real estate values in this community increased by approximately 3.1% in 2022.
This resulted in an increase in the City’s tax capacity of 3.4% due to varying tax capacity rates between
residential, apartment, commercial and industrial properties.
Overall, general fund budgeted expenditures will increase by 6.27% in 2023 due to salaries and benefits
increases and an addition of 1.5 full-time equivalents which were offset by increased revenues. At the time of
this budget, we project an average 4.00% increase for 2023-2026. 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.
6
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.
Tax Impact on Median Value Home
Comparisons of comparable communities
Goal achievement
2023 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 the
City continues to make infrastructure improvements.
The city’s tax rate has held fairly steady over the past five years ranging from 62.93% to 70.17%. The
proposed 2023 city tax rate of 62.93% is a 2.50% decrease from 2022.
The adopted General Fund budget has a 6.27% expenditure increase for a total General Fund Budget of
$17,188,440. The total tax levy increase for 2023 is 3.45%. The levy includes funds designated for general
fund operations, Arts Center, Pavilion and debt service payments. The monthly city tax cost for a median
valued home of $361,000 is about $187 or approximately $2,189 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, residents
and the City Council. They are integral part in meeting the needs of the residents. The goals and strategic
plans set at the beginning of 2022 are included in the budget document on pages 14-15.
Sincerely,
CITY OF HOPKINS
Michael J. Mornson
City Manager
7
PRESENTED TO
City of Hopkins
Minnesota
For the Fiscal Year Beginning
January 01, 2022
Executive Director
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
8
9
CITY OF HOPKINS
COMMUNITY PROFILE
The first settlers of Hopkins arrived in 1852; however, the roots of the town begin in 1887 with the building
of the Minneapolis Threshing Machine Company, later called Minneapolis Moline. Minneapolis Moline
once employed most of the Hopkins residents. The West Minneapolis Land Company was also founded in
1887 and was formed to build housing for the Minneapolis Moline factory workers. In 1893, the Hennepin
County Board of Commissioners received a petition signed by 41 residents, asking that the village be
formed. Following an election, the community was then incorporated as the village of West Minneapolis.
The original village was comprised of three square miles, and it has been enlarged by annexation to its
present size of about four square miles. The population at the time of its incorporation was 1,105; today,
there are 19,713 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 manager.
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. City Hall was renovated 2019. 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 facility was expanded and remodeled in 2018. 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.
It addition to its facilities, the City of Hopkins is home to the annual Raspberry Festival, now in its 87th
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.
10
Minnesota
CITY OF HOPKINS
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
almost 20,000 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.
Burnes Park Splash Pad
Population:
1920 3,055
1930 3,834
1940 4,100
1950 7,595
1960 11,380
1970 (census)13,395
1980 (census)15,336
1990 (census)16,534
2000 (census)17,145
2010 (census)17,591
2020 (census)19,084
11
CITY OF HOPKINS
CITY STATISTICS:
Founded 1852 School Enrollment 8,225
Dated of Incorporation November 27, 1893 Education
Date of Adoption of City Charter December 20, 1947 Elementary Schools 6
Form of Government Council - Manager Middle Schools 2
Fiscal Year Begins January 1, 2023 High School 1
Area of City 4.1 Square Miles Private Schools 8
2,616 acres Charter Schools 2
Housing
Single Family 2,592 Elections:
Multiple Family 5,680 Registered Voters - last general election 10,742
Duplexes 500 Number of votes cast last general election 7,284
Townhouses 690 Percentage of registered voters voting 68%
Population by Age City Bond Rating
0 to 19 4,097 Stand & Poor's AA+
20 to 64 12,092
Over 65 2,737
Miles of Streets and Alleys:
Income by Household Trunk Highways 3.57
Less than $25,000 12.8%County 5.32
$25,000 - $50,000 15.9%City Streets 47.5
$50,000 - $75,000 15.7%Alleys 9.52
$74,000 - $100,000 12.7%
$100,000 - $150,000 18.2%Miles of Sewers:
$150,000 or more 24.7%Storm Sewers 21.4
Sanitary Sewers 45.46
Median Household Income $ 51,500 Miles of Watermains 52.6
Per Capita Personal Income $ 38,600
Civil Defense Warning Sirens 3
Unemployment Rate 2.6%
Fire Protection:
Population Composition Number of Stations 1
White 58.04%Number of FT Employees 5
African American 21.55%Volunteer Firefighters 32
Hispanic or Latinx 8.84%
Asian 7.05%Police Protection:
Two or More Races 4.30%Number of Stations 1
Native American 0.15%Number of Employees 38
Other Races 0.07%
Parks
City Parks 16
Playgrounds 11
Total Property Values $2.734 billion Skating Rinks 7
12
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 is the chief administrative officer of the City. The city manager is 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. 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. The organizational hierarchy is shown on page 9. The hierarchy does not always match financial
reporting requirements (as shown on page 25). Pages 62-171 provide information on the Functions are
several programs. A description of each program, its objectives and budgets are presented in this document.
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 residents 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.
MISSION, VISION AND GOALS
Long-range goals for the City are:
o Continually enhance partnerships with residents.
o Inspire resident 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:
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.
13
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.
Enhance community pride by
providing accessible, friendly
and efficient services
Support a vibrant business
community
Promote Hopkins as a
destination and enhance city
events
Maintain high quality public
safety services
Maintain physical assets and
infrastructure
Practice environmental
responsibility
Strengthen walking and
biking infrastructure in the
city
Support a range of housing
options and opportunities
for affordability
Support transit-oriented
sustainable development
and growth
Foster true inclusion
through community
engagement and
involvement
Engage
underrepresented
populations:
communities of
color and rental
community
Embrace and
strengthen
partnerships
Take It
To Them
Promote a Resilient
Community
Preserve the Hometown
Feel of Hopkins
Creating a spirit of community where...
MISSION
City of
STRATEGIES2023
VISION
GOALS
GOAL SETTING 2023
Explore Additional
Affordable Housing Policies
Develop Green Cost Share
Program
Develop Green Infrastructure
Special Assessment Policy
Implement Proclamations
Review Short Term Rental
Options
Complete Fire Staffing Study
Explore Sustainable Building
Development Policy
Complete Park System
Master Plan
Complete Market
Compensation Study
Adopt Equity Strategic
Action Plan
Discuss Options for Depot
Continue to Build Youth
Workforce Development
Program
Implement Economic
Development ARPA-Funded
Projects
Continue to Partner on
Community Safety Strategies
Priorities for the year aheadACTION
STEPS
14
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.
ANNUAL COMPREHENSIVE FINANCIAL REPORT (ACFR)
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 an Annual
Comprehensive Financial Report (ACFR), prepared by the City’s Finance staff. The ACFR is available to the
public through the City’s website or by request.
The 2022 ACFR will be audited by the independent auditing firm of Abdo 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 ACFR for the
fiscal year ended December 31, 2020. The City believes ACFR for the fiscal year ended December 31, 2021
also meets the program criteria and will receive the award. 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 resident’s capital investment and to minimize future maintenance and
replacement costs.
15
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 quarter 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
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CITY OF HOPKINS
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.
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.
2023 BUDGET CALENDAR
January 7 Meet with Council to set parameters and goals for 2023 budget process
April 4 Distribute budget worksheets to departments
April 12 City Council reviews long term street reconstruction plans
May 27 Departmental budgets to be completed and returned to finance
June-July Finance reviews and compiles budget summary
June 14 City Council reviews long term financial projections
July 12 First draft of the general fund budget and tax levy presented to City Council
August 15 Public presentation about first draft of general fund budget and tax levy
August - September City Council reviews budget and tax levy
September 6 City Council adopts preliminary levy and budget
September 30 Proposed 2022 levy certified to Hennepin County
September - November City Council reviews budget and tax levy
November 30 Public Hearing on Budget, Approval of final budget and tax levy
December 9 Final 2023 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
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CITY OF HOPKINS
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.
DEBT
The City will confine long-term borrowing to capital improvements, equipment or projects that have
a life of more than 10 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 City 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
thereafter 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:
o 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
o 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 yearend but the amount can be
determined at a later date.
o 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. The
authority to “assign” fund balance is delegated to the City Finance Director
o 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. 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 previously considered. In
addition, the resources classified as unassigned can be used to cover expenditures for
revenues not yet received.
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CITY OF HOPKINS
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.
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 for capital
improvements and infrastructure. 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.
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CITY OF HOPKINS
Net Property Tax Cost Median Value Home – This provides information to the council
incorporating expected increases in valuation and projecting actual costs on the Median Value
Home. 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
each of the City’s general fund programs and demonstrates which city programs are most
dependent on taxes. It also provides information to the public on what benefits they receive for their
tax dollars.
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.
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
$1,400,100. Revenues for the ERP are derived from tax levy and 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 (7) – tax increment revenues for housing and economic redevelopment
projects throughout the city.
Parking Fund – parking permits and parking violation fees help support the maintenance of the
city’s 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
Hopkins Race and Equity Initiative – contributions from two outside organizations used in a
collaborative effort centered on race equity
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 24 individual debt service funds for the various bond
issues. The City has established annual financial plans for all 24 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.
Pavilion Addition Fund – contributions from outside organization and bond proceeds to fund
Pavilion addition and remodel.
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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 2023 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
Tax Increment District Super Valu Fund
Permanent Improvement Capital Projects Fund
Water Utility Enterprise Fund
Sewer Utility Enterprise Fund
Storm Sewer Utility Enterprise Fund
Pavilion Enterprise Fund Public art in Hopkins
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CITY OF HOPKINS
City Personnel by Function
Administration of Fund
General Public Community Community
Operating Fund Government Finance Police Fire Works Development Services Recreation
General Fund
Administrative Services X X X
Finance X
Community Services X
Building Maintenance X X X X
Police X
Fire X
Public Works X
Recreation X
Activity Center X
Planning & Zoning X
Community Development X
Special Revenue Funds
Economic Development X
Parking X X
Communication X
Depot Coffee House X
Art Center X
Enterprise Funds
Water X
Sewer X
Refuse X
Storm Sewer X
Pavilion X
Housing & Redevelopment X
Downtown Hopkins
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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
2020 2021 2022 2023
Authorized Authorized Authorized
& Actual & Actual & Actual Authorized
Administrative Services 5.00 5.55 6.67 6.67
Finance 4.00 4.00 3.60 3.60
Municipal Building 1.45 1.45 1.28 1.28
Community Services 8.40 8.40 8.49 9.49
Police 37.28 37.28 37.23 37.23
Fire 4.10 4.10 4.50 5.50
Public Works 20.48 20.48 20.49 20.49
Skate Park 0.05 0.05 0.05 0.05
Activity Center 3.00 3.00 3.00 3.00
Zoning & Planning 1.35 1.35 1.35 1.35
Community Development 0.85 0.85 0.85 0.85
General Fund Total 85.96 86.51 87.51 89.51
Economic Development 2.00 2.00 2.00 2.50
Parking 1.12 1.12 1.12 1.12
Communications 1.00 1.00 1.00 1.00
Depot Coffee House 2.75 2.75 2.75 2.75
Art Center 4.66 5.50 4.53 4.53
Special Revenue Fund Total 11.53 12.37 11.40 11.90
Water 4.79 4.15 4.15 4.15
Sanitary Sewer 2.60 2.24 2.24 2.24
Refuse 3.39 3.56 3.56 3.56
Storm Sewer 0.63 0.66 0.66 0.66
Pavilion/Ice Arena 2.40 2.90 2.42 2.42
Housing & Redevelopment 2.40 2.40 2.40 2.40
Total Proprietary Funds 16.21 15.91 15.43 15.43
Total All Funds 113.70 114.79 114.34 116.84
The decrease in authorized staffing from 2021 to 2022 of .45 is due to the elimination and combination of
positions withing the Public Works Deparment, Art Center and Activity Center.
The increase in authorized staffing from 2022 to 2023 is due to an additional police officer and planner
position funded through the American Rescue Plan Act and an inspector position funded by increased
revenue.
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CITY OF HOPKINS
Operating Fund Crosswalk
This matrix shows the relationship between functional units and funds.
Major Funds
Capital
Special Revenue Project Enterprise
Tax Increment Permanent Storm
General Economic District - Super Arts Improvement Water Sewer Sewer
Function Fund Dev Valu Center Revolving Utility Utility Utility Pavilion
General Government X X X X X X
Public Safety X
Health and Welfare X
Highways and Streets X X
Urban Redevelopment and
Housing X X
Culture and Recreation X X X
Capital Outlay X X X X X
Debt Service X X X X
Water X
Sewer X
Storm Sewer X
Non-Major Funds
Special Capital Debt
Function Revenue Projects Service Enterprise
General Government X X X X
Public Safety X
Health and Welfare X
Highways and Streets X
Urban Redevelopment and Housing X
Culture and Recreation X
Capital Outlay X X
Debt Service X
Refuse X
The Hopkins Academy, a five week program held in even years during March and April allows residents to get a better understanding of how
their City government works. The Academy covers the topics of, General Government, Police, Fire, Public Works and Planning & Economic
Development. The program has been well received by the community with over 25 participants each year. The 2021 edition of Hopkins
Academy was cancelled due to the COVID-19 Pandemic. The City will continue hosting this event when it is safe to do so.
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CITY OF HOPKINS
Summary Budget Information - Major Funds and Non-Major Funds by Fund Type
2020
Actual
2021
Actual
2022
Budget
2023
Budget
Budget
Difference %age
REVENUES
General Fund 16,284,759 16,071,416 16,173,620 17,188,440 1,014,820 6.00
Special Revenue Funds
Economic Development Fund 1,155,443 955,682 506,302 571,531 65,229 11.00
Arts Center 1,005,974 942,624 1,087,458 1,164,132 76,674 7.00
Non-major Special Revenue Funds 4,463,588 4,818,045 4,320,219 6,301,724 1,981,505 31.00
Capital Project Funds
Permanent Improvement Fund 9,540,879 5,212,229 4,697,963 4,479,102 (218,861) -5.00
Capital Improvement Fund 880,069 360,777 413,572 790,140 376,568 48.00
Non-major Capital Projects Funds 1,223,546 720,653 862,683 2,566,468 1,703,785 66.00
Non-major Debt Service Funds 22,044,946 13,492,538 7,302,503 7,096,537 (205,966) -3.00
Enterprise Funds
Water Utility Enterprise Fund 1,906,579 2,382,355 2,366,750 2,513,000 146,250 6.00
Sewer Utility Enterprise Fund 2,475,719 3,128,205 3,213,750 3,460,000 246,250 7.00
Storm Sewer Enterprise Fund 835,616 803,066 792,332 810,332 18,000 2.00
Pavilion Enterprise Fund 664,937 805,863 836,500 819,000 (17,500) -2.00
Non-major Enterprise Funds 1,014,025 993,176 1,243,270 1,271,200 27,930 2.00
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CITY OF HOPKINS
Summary of Budgeted Funds
GENERAL FUND
2020
Actual
2021
Actual
2022
Budget
2023
Budget
Budget
Difference %age
REVENUES
Property Taxes $ 12,451,755 $ 12,792,890 $ 13,305,239 $ 14,020,781 $ 715,542 5.38%
Intergovernmental Revenue 2,394,279 1,559,221 1,502,066 1,630,794 128,728 8.57
Licenses, Permits & Fines 841,140 898,361 781,515 869,215 87,700 11.22
Charges for Current Services 241,423 478,540 258,550 329,900 71,350 27.60
Interest on Investments 7,779 - 15,000 20,000 5,000 33.33
Franchise Fees 306,497 306,032 296,200 296,200 --
Other Revenues 41,886 36,372 15,050 21,550 6,500 43.19
$16,284,759 $16,071,416 $16,173,620 $17,188,440 $1,014,820 5.90%
APPROPRIATIONS
Council $ 81,766 $ 75,782 $ 104,699 $ 105,850 $ 1,151 1.10%
Administrative Services 859,909 865,971 912,950 1,020,029 107,079 11.73
Finance 475,619 417,125 462,665 488,795 26,130 5.65
Legal 286,522 282,546 225,000 225,000 --
Municipal Building 377,616 393,878 380,901 380,831 (70) -0.02
Community Services 1,239,125 1,015,071 1,368,920 1,563,673 194,753 14.23
Police 6,117,868 6,047,743 6,417,544 6,958,768 541,224 8.43
Fire 1,531,616 1,687,830 1,616,824 1,633,391 16,567 1.02
Public Works 2,942,042 3,126,374 3,509,559 3,632,028 122,469 3.49
Recreation 627,241 670,940 761,863 793,185 31,322 4.11
Planning 191,295 190,090 204,784 170,842 (33,942) -16.57
Community Development 110,296 106,802 118,711 126,848 8,137 6.85
Unallocated 170,331 34,906 89,200 89,200 --
$15,011,246 $14,915,058 $16,173,620 $17,188,440 $1,014,820 5.90%
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CITY OF HOPKINS
Summary of Budgeted Funds
DEBT SERVICE FUNDS (all funds)
2020
Actual
2021
Actual
2022
Budget
2023
Budget
Budget
Difference % age
REVENUES
Property Taxes $ 4,232,097 $ 4,114,950 $ 4,003,044 $ 3,892,746 $ (110,298) -3.00%
Special Fees 583,124 941,854 735,713 762,447 26,734 4.00
Miscellaneous 19,320 15,429 ---0.00
Proceeds from Bond Sale 5,836,513 3,856,611 ---0.00
Operating Transfers In 11,373,892 4,563,694 2,563,746 2,441,344 (122,402) -5.00
$22,044,946 $13,492,538 $7,302,503 $7,096,537 $(205,966)-2.90%
APPROPRIATIONS
Bond Principal $ 11,552,921 $ 8,265,000 $ 4,855,000 $ 5,805,000 $ 950,000 20.00%
Bond Interest 2,050,729 1,961,352 1,488,370 1,793,497 305,127 20.00
Miscellaneous other charges 226,068 124,241 ---0.00
Transfer out 4,534,606 5,479,736 ---0.00
$18,364,324 $15,830,329 $6,343,370 $7,598,497 $1,255,127 16.52%
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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 $44,000,300. The
largest source of revenue by category is property
taxes of $23,387,755 comprising 58.43% of total
revenues. Property taxes are levied to support
the general fund activities, help pay debt and
provide tax increment redevelopment funding
sources. Successful tax increment projects have
helped create a larger tax base for the City.
Currently the City is collecting tax increment
revenues from several districts to pay off
redevelopment notes, redevelopment bonds and
help in future redevelopment costs of properties
within certain districts. Levy limits have been on
again and off again since 2004 and remain off for 2023. Levy limits while providing assurances to taxpayers do
give the City the additional challenges in meeting resident’s requests for sustained services or in some
instances increased services. In 2023 budgeted taxes increased in total by 5.81% mainly as a result of new tax
increments being collected for fully completed projects. The General Fund had a 5.42% increase in the levy due
to increases in expenditures that were not offset by other revenue sources. The total levy, excluding tax
increments, certified to taxpayers increased by 3.45%
Intergovernmental Revenues: Total $2,315,794 or
5.79% of the City’s revenues. The City currently receives
local government aid, highway funding, police and fire
aid, chemical assessment grants, fire grants Community
Development Block Grant funds and other miscellaneous
state grants. The City has also receive approximately $2
million of American Rescue Plan Act grants over 2 years.
Estimates for intergovernmental revenues are based on
known revenue sources and projections are based on
information from the various state and county agencies
from which the revenues are received. The city has
reduced its reliance on revenues from state and federal
governments due to decreased availability and reduced
funding in the various state programs. Over the past
several years the city has been successful in getting
grants for specific projects. Those projects are not budgeted due to the uncertainty in the success of our
application for those funds. In 2022 we are scheduled to receive $925,794 in Local Government Aid, a $45,728
increase from 2022 that will go to the General Fund and is utilized to reduce the general fund tax levy.
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CITY OF HOPKINS
Utility Fees: For water, sewer, refuse and storm sewer
account for $7,573,432 of the City’s revenue or 18.92%. Utility
revenue is planned to increase by 5.26% due to operational
needs. The increased rates will provide adequate cash flow for
operating and capital cost. The City conducted a utility rate
study in 2016 and raised water and sewer rates were both
increased by approximately 40% in 2017. Each subsequent
year has seen a more modest rate increase. 2023 rates will
increase by 7.0% for water and sewer. Recycling and organic
recycling will increase by 4.8% and 4.6%. Refuse collection
and storm sewer rates will not increase in 2023.
Charges for Services: Other than utilities are
$2,927,099 or 7.31% 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 projected to increase in 2023. 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. 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: Special assessments are
$762,447 or 1.90% of City Revenue. Special
Assessments are levied for street, sidewalk, alley, water,
sewer or storm sewer improvements that benefit private
property. Special assessment revenue projections are
based on the special assessment rolls and scheduled
payments in the budget year.
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CITY OF HOPKINS
License, Permits & Fines: are $979,215 or 2.45% of
revenues. Permit revenues are dependent on the
economy and on future development of the City. The
City continues to see redevelopment and as had 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: The City collects franchise fees for cable
television, electric and gas utilities. The electric and gas rates
were increased in 2019. A residential user will pay $3.50
monthly each for gas and electric, or $7.00 per month. The
rate progresses higher for multiple dwellings and commercial
properties. Total franchise fees collected in budgeted funds
will be $1,194,200 or 2.71% of City revenues. The City
expected collections of $305,022 and $361,500 for the Park
Improvement and Capital Improvement funds, respectively.
The City uses franchise fees for four different purposes: 1. To
provide live streaming and archiving of city council and other
meetings, 2. For capital improvement, specifically funding a
City Hall renovation, 3. For Park Improvements and 4. To
reduce the levy in the general fund.
Total 2023 Budgeted Revenue: Increased from
2022 as a result of increased tax revenues and tax
increments. The 2023 budget was prepared with
increased and decreased revenue as described
above. 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.
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CITY OF HOPKINS
Major Revenue Trends: The chart to the
right is 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 increased in
2023 due to higher allotment of local
government aid; we have also continued to
be successful in receiving federal COPS
grant, a fire prevention and safety grant
SAFER grant. Intergovernmental revenues
are less reliable and the City is cognizant of
that during the budget process. Tax revenues
have risen to fill that gap; however we
continue to seek other revenue sources to
meet our budget needs which include grants. Utility charges have increased to continue to provide adequate
cash flow for operating and capital costs..
Shown below is a chart showing the relationship between all revenue sources.
33
CITY OF HOPKINS
APPROPRIATION SUMMARY
Appropriations for all funds total $42,850,012. This is more than anticipated revenues for 2023 and results in
an decrease of fund balance of $1,654,116 overall. The special revenue funds will subtract $800,763 where
tax increments have built up and will be used, other funds such as the parking fund and communication fund
are projected to decrease their fund balance, partially as a result of the COVID-19 pandemic. Enterprise
funds are budgeted to slightly decrease their net position by ($351,393) as we work mitigate rising costs in
addition to rebuild fund equity and bring the water and sewer fund to a more stable financial position. Debt
service funds will see an decrease of $501,960 as our debt service levy increases for new bond issuances.
The largest source of appropriations by category is employee salaries and benefits at $15,803,316.
Employee salary and benefits make up 36.88% of the City’s annual appropriation and represent a 6.03%
increase from 2022 budget. The City completed a classification and compensation study for all employees in
2018. The resulting wage scales were used for the 2023 budget. 3 of 5 union contracts were not settled at
the time of budget adoption, actual wage scales or estimates were used as appropriate.
Materials, supplies and services make up 23.38% of appropriations at $10,019,976. This amount represents
a 35.61% increase from the 2022 budget. The City will make payments towards pay-as-you go notes and
other tax increment payments. Staff continues to be as efficient as possible when purchasing materials and
supplies and using outside services.
Capital outlay and improvements can fluctuate substantially every year. In 2023, the appropriated amount is
$180,000 or 0.45% of total appropriations. Anticipated capital costs are street equipment, technology
advancements and improvements at the Arts Center. 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 repayment make up 19.24% of appropriations at $8,242,846. This amount represents an decrease of
4.53% from 2022 due to required payment schedules.
The six largest programs of the City in 2023 account for 90% of the appropriations budget and are as follows:
Public Safety 8.7 million
Utilities (water, sewer, storm sewer, refuse) 8.1 million
Debt 7.6 million
Tax Increment Financing 6.4 million
General Government 4.2 million
Public Works 3.8 million
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CITY OF HOPKINS
35
CITY OF HOPKINS
REVENUES - ALL FUNDS
COMPARATIVE ANALYSIS BY SOURCE
2019
ACTUAL
2020
ACTUAL
2022
BUDGET
ADOPTED
2023
BUDGET
Current Revenues
Property Taxes $17,957,852 $18,159,689 $18,428,902 $19,302,755
Tax Increment 3,812,055 4,244,240 3,600,000 4,085,000
Special Assessments 1,469,269 972,490 735,713 762,447
Intergovernmental Revenue 4,432,868 3,215,372 2,126,875 2,315,794
Licenses, Permits & Fines 1,019,496 942,438 901,515 979,215
Charges for Current Services 3,074,273 3,140,751 2,756,476 2,927,099
Interest on Investments 137,452 25,057 67,844 126,406
Utility Service Charges 6,558,626 6,948,435 7,175,332 7,573,432
Franchise Fees 1,625,241 1,183,050 1,205,246 1,194,200
Other Revenues 6,369,309 493,455 2,895,813 758,952
TOTAL CURRENT REVENUES $46,456,441 $39,324,977 $39,893,716 $40,025,300
Other Financing Sources 5,836,513 3,836,550 2,941,000 3,975,000
TOTAL REVENUES $52,292,954 $43,161,527 $42,834,716 $44,000,300
Inter-Fund Transfers 14,526,489 8,469,208 2,663,746 6,338,516
Other Financing Uses (878,452)---
TOTAL REVENUES $65,940,991 $51,630,735 $45,498,462 $50,338,816
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CITY OF HOPKINS
PROPERTY TAXES
Tax Capacity & Market Values The growth in tax
capacity from 2013 to 2022 reflects overall
increased market value of property in Hopkins
from redevelopment. During the years 2012 &
2013 the housing market saw significant declines
across the country and Hopkins was no exception.
The chart to the right depicts tax capacity value
over the last ten years as of January 2 or each
year. From 2014 through 2020, Hopkins continued
to have growth due to commercial development
that was already in place when the market turned
and a recovering housing market. 2021 & 2022
have increased based on residential and
apartment valuations, while commercial remained
flat. Based on preliminary information, the tax
capacity is expected to continue to grow as of January 2, 2023 with all property types expecting moderate
growth.
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 $414,000. Other property classes primarily commercial have increased slightly which has
mitigated the overall decrease in market values.
37
CITY OF HOPKINS
2022 Property Taxes by Taxing Districts
The City’s levy is allocated against the tax base along with
the levies for the school district, county and miscellaneous
government entities. The median value home in Hopkins is
valued at $315,000 and is projected to pay $4,800 in
property taxes in 2021 (based on preliminary levies passed
in September).
The chart to the right shows the components of City of
Hopkins taxes by taxing district.
City Property Tax Levy
Shown to the left is the annual cost of CITY
taxes on a home valued at $225,000 in each
year and based on the City’s median value in
each year, called change in value. The Cities
median value home has increased from
$191,000 in 2012 to $291,000 in 2020. Taxes
for 2012, 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 2022 tax
levy provides for the continuation of outstanding
customer service by City workers, exceptional
police and fire protection and helps maintain a vibrant, authentic downtown.
This residential property owner in Hopkins will experience a $179 increase in City property taxes in 2022. The
total City taxes on a median valued home would be $2,002 in 2022 as compared to $1,823 in 2021.
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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 2022 as based on the City’s Utility Rate Plan and continued capital
costs. 2022 will be the sixth year the City used a tiered rate structure. Refuse rates are analyzed each year and
if necessary are only increased every couple of years. There was a 4.4% increase in refuse or recycling rates for
2022. The storm sewer rate is not expected to increase in the near future. Hopkins utility rates continue to rank
in the middle tier of the Minneapolis/St. Paul metropolitan area despite the rate increases.
2023 Annual Property Tax Cost (average home)Annual Service Cost
City of Hopkins Average Annual Service Costs
Council $ 11.39 on an Average Home.
Administrative Services $ 109.82 2023 2022
Finance $ 51.63 City Property Taxes $ 2,189.00 $ 2,002.00
Legal $ 9.64
Unallocated $ 9.60 Water - Consumption
Municipal Building $ 41.00 7,500 gallons a month
Community Services $ 81.25 $3.42/$3.94/$4.52 Tiered Rates $ 393.36
Police $ 682.98 $3.20/$3.68/$4.22 Tiered Rates $ 367.56
Fire $ 157.40
Public Works $ 247.00 Sewer - Consumption
Parks and Recreation $ 152.20 5,000 gallons a month
Activity Center $ 40.06 $7.58/ 1,000 gallons $ 454.80
Planning and Community Development $ 31.58 $7.08/ 1,000 gallons $ 424.80
Capital $ 0.00
Equipment Replacement $ 29.16 Refuse Collection $ 274.20 $ 274.20
Arts Center $ 40.56 Organics Recycling $ 69.00 $ 66.00
Pavilion $ 39.66 Storm Sewer $ 60.00 $ 60.00
Debt $ 454.07 Franchise Fees $ 84.00 $ 84.00
Annual Cost for City Services $ 2,189.00 Total $ 3,524.36 $ 3,278.56
City Levy – By Purpose
2023 2022
General Fund $ 13,935,781 $ 13,219,739 5.42% increase
Capital Levy -50,000 100.00% decrease
Arts Center 347,697 339,317 2.47% increase
Pavilion Fund 340,000 418,000 -18.66% decrease
Equipment Replacement 250,000 - 100.00% increase
Permanent Improvement -110,000 100.00% decrease
Debt 3,892,746 4,003,044 -2.76% decrease
Total Levy $ 18,766,224 $ 18,140,100 3.45% increase
In 2022 the City continued its property tax levy for the purpose of funding the debt for the residential street
improvements, Arts Center, Pavilion and Equipment Purchases. In 2023 levy limits were once again eliminated
and remain off for 2023.
A city tax rate of 62.930% result in payments of $2,189 annually or approximately $182 per month for the
average homeowner. Net property tax costs by program, was developed by crediting related revenues against
appropriate programs expenditures.
39
CITY OF HOPKINS
Net annual property tax costs for program budgets
The City’s overall net levy increase is 3.45%. The general fund levy increased in 2023 by 5.42% or
$716,042. The debt levy was decreased due to utilizing franchise fees to make payments on debt
associated with park projects. The debt levy decrease was 2.76% or $110,298. The capital levy was
eliminated for for 2023. The Arts Center levy was increased by 2.47% to $8,380. The City reinstated the
equipment replacement levy for the purchases of vehicles and equipment. The total levy increase for 2023
is $716,042 or 3.45%. The City’s tax rate will decrease by 2.496% from 65.426% to 62.930%.
City Council and Management Staff celebrating the grand re-opening of City Hall
following the 2019 renovation and remodel to better suit staff and provide enhanced
customer service to our residents and business owners.
40
CITY OF HOPKINS
PRINCIPAL TAXPAYERS
Percentage of
Total Tax
Taxpayer Type of Business Tax Capacity Capacity
BOF II Minnesota Excelsior Crossing Commerical 1,859,170 5.98%
Piedmont 9320 Excelsior LLC Commerical 942,430 3.03%
Doran 810 Apartments Apartments 741,513 2.39%
Hopkins Distribution Co LLC Industrial 559,250 1.80%
Individual Apartments 527,375 1.70%
Southwest Real Estate, Inc.Apartments 366,843 1.18%
Greenfield Apartments LP Apartments 612,538 1.97%
Duke Realty Corporation Industrial 302,830 0.97%
TKG-Storagemart Partnership Industrial 301,450 0.97%
Super Valu Inc.Industrial 297,490 0.96%
City's Total Tax Capacity 31,079,760
Shown above are the main taxpayers in the City of Hopkins and their percentage of total tax capacity. The
largest taxpayer comprises 5.98% of total tax capacity and the next largest comprises 3.03%. The city has a
diverse and stable tax base, which provides the city with assurance that tax revenues will remain stable against
the loss of a significat taxpayer.
PRINCIPAL EMPLOYERS 1
Percentage
of Total
Taxpayer Type of Business Employees Employment
ISD 270 (Hopkins Public Schools)Elementary and Secondary School 1,550 8.564%
UNFI Whole food distributor and warehouse 1,200 6.630%
Cargill Agricultural products 1,173 6.481%
Thermotech Plastic mold manufacturer 400 2.210%
US Post Office Post Office 314 1.735%
Oak Ridge Country Club County/Golf Club 185 1.022%
Augustana Chapel View Nursing home 185 1.022%
US Bank Financial Institution 185 1.022%
City of Hopkins Municipal Government 154 0.851%
Walser Auto Group Automobile dealer 100 0.553%
Major employers in Hopkins include ISD 270 (Hopkins Public School District) UNFI a wholesale food distributor,
and Cargill, an international producer and market of food, agricultural and industrial products. While these three
organizations employ over 20% of the workforce in Hopkins, the City has a diverse group of employers with
long-term presence in the City.
41
CITY OF HOPKINS
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.
Estimated
YE 2022
Fund
Balance/% Change $ Change Reason for
Working Ending in Fund in Fund Greater than
Fund Name Capital*Revenues Expenditures Balance Balance Balance 10% Variance
Major Funds
General Fund $ 9,309,077 $ 17,188,440 $ 17,188,440 $ 9,309,077 0.00% -
Economic 4,532,512 571,531 519,236 $ 4,584,807 1.15% 52,295
Development
Special Revenue
Fund
Art Center (412,838) 1,164,132 1,104,132 $ (352,838)-14.53% 60,000 The Arts Center has focued
on eliminating its deficity
position. Each year the fund
budgets for a $60,000
increase.
Permanent 1,072,137 4,479,102
3,980,00
0 $ 1,571,239 46.55% 499,102
The fund will issue bonds
in 2023 to fund
2023/2024 projects. Fund
balance will decrease in
2024.
Improvement
Revolving Fund
Water Enterprise 1,760,262 2,513,000 2,770,115 $ 1,503,147 -14.61%(257,115)The fund will rely on rate
increases and existing
balances for operational
expenditures in 2023.
Fund *
Sewer Enterprise 1,559,844 3,460,000 3,449,216 $ 1,570,628 0.69% 10,784
Fund *
Storm Sewer 2,506,473 810,332 786,034 $ 2,530,771 0.97% 24,298 Storm sewer rates have
not been increased for
multiple years because of
growing balance.
Enterprise Fund *
Pavilion * 26,135 819,000 798,175 $ 46,960 79.68% 20,825 The Pavilion Fund is
projectted to have a small
dollar change in its fund
balance in 2023.
The general fund balance is preliminary and unaudited. The 2023 budget was adopted based on projected
cost of living increases in settled union contracts and expected step movements. The general fund is above
its fund balance goal of 42% of expenditures and is at 54% of expenditures. 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 2022 tax revenue collections were over budget as excess tax increment
revenues were received. These are revenues over and above what is required in the tax increment plans and
therefore are reported in the Economic Development fund to be used for future development. The Economic
Development fund provides the funding to assist in development efforts in Hopkins. It has a strong fund
balance with available resources to assist potential development efforts. The main source of income is an
economic 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 fund plans to reduce approximately $50,000 to fund balance while
still being able to provide funding for future development incentives.
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CITY OF HOPKINS
The Art Center has yet to meet its fund balance goals due to the amount of debt as a result of building the
facility in the mid-1990’s. The Art Center has long-term lease arrangements with a theater company, the
school district and an arts group that fund operations. It also receives supporting transfers from the
Communication and Economic Development funds. 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 successfully revamped its concert programming to appeal to a wider audience, the 2018 and
2019 concert series were both financial successes. The Arts Center has also benefited from Coronavirus
Aid, Relief, and Economic Security Act and American Rescue Plan Act grant funding.The Arts Center is still
on target to meet financial goals. The Art Center funding issues will be addressed by a $60,000 annual tax
levy to pay back the outstanding deficit owed to the general fund.. It is anticipated the negative fund balance
will be eliminated in 2029.
The Permanent Improvement Revolving Fund will increase its fund balance in 2022. Bonds are issued to
fund street projects and all expenditures are included in the fund. Increases and decreases in the fund are
primarily timing difference between bond issuances and construction costs.
The Water Enterprise Fund’s working capital is expected to decrease slightly in 2023. Rates were increased
by 7%. A water rate study was first implemented in 2016 to address the growing capital and replacement
costs in the fund. The fund will continue to see incremental increases to rates each year.
The Sewer Enterprise Fund’s working capital is expected to increase slightly in 2023. Rates were increase by
7%. A sewer rate study was first implemented in 2016 to address the growing capital and replacement costs
in the fund, however fees paid to the Metropolitan Council represent over half of the costs in the sewer
budget. Sewer charges paid to the Metropolitan Council will increase by 10.2% in 2023
The Storm Sewer Enterprise Fund’s working capital will increase in 2023 as fees continue to exceed
expenses. The Storm Sewer Fund is adequately funded for projected operations and infrastructure
improvements and no rate increased are planned for the near future.
The Pavilion Ice Arena will show a net decrease in 2022. The pavilion was able to benefit from American
Rescue Plan Act funding to eliminate a negative cash position Pavilion staff continues to actively market the
facility to various groups to increase off season rental income. These efforts are paying off as an
underutilized portion of the facility is being leased to the Hopkins School District.
The Artery is a bike, pedestrian and
vehicle connection and community space
connecting a future light rail station with
historic downtown.
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CITY OF HOPKINS
Non-Major Funds
Estimated
YE 2022
Fund
Balance/
%
Change $ Change Reason for
Working Ending in Fund in Fund Greater than
Fund Name Capital*Revenues Expenditures Balance Balance Balance 10% Variance
Non-Major Funds
Special Revenue Funds
Chemical - 65,000 65,000 - -% -
Assessment
Parking (10,054) 143,250 158,610 (25,414)152.78%(15,360)COVID Pandemic altered
the need for parking
permits. Will continue to
evaluate proper funding
sources.
Communications 215,156 233,000 293,596 154,560 -28.16%(60,596)Fund is utilizing available
balance for operating costs
and evaluating funding
sources.
HREI 10,067 6,000 6,000 10,067 -% -
Depot Coffee (215,156) 248,224 263,224 (230,156)6.97%(15,000)
House
Tax Increment (62,969) 5,606,250 6,428,352 (885,071)1305.57%(822,102)Budgeted amounts used
Funds to pay pay-as-you go and
(aggregate)other TIF notes. Actual
expenditures reflect
amounts
available in 2023.
Debt Service 7,554,630 7,096,537 7,598,497 7,052,670 -6.64%(501,960)
Funds
(aggregate)
Enterprise
Refuse * 1,041,218 1,271,200 1,251,809 1,060,609 1.86% 19,391
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.
The Parking fund, fund balance is projected to decrease in 2023. The parking fund’s primary revenue source
is parking permits for nearby office buildings. The fund has seen a significant decrease due to the COVID-19
Pandemic and the prevalence of employees working from home. The city is evaluating the future funding
sources needed to maintain the parking lots and cover operations.
The Communication fund will continue to support the advertising and promotion of the Art Center by
transferring $50,000 to the Arts Center. 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.
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
$20,000 transfer as well as the Hopkins-Minnetonka Joint Recreation program ($20,000), Three Rivers Park
District ($20,000) and Hopkins School District ($50,000). The coffee shop portion of the Youth Center has
historically been a successful venture of the Depot and able to provide funding for the youth project.
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CITY OF HOPKINS
The coffee shop has been unable to be profitable in 2017-2019 due nearby construction projects and 2020-2022
due to the COVID-19 pandemic. The facility has eliminated positions, implemented price increases and reduced
hours during less profitable times. 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. With
the changes made we expect that the coffee shop will continue to provide support for the youth programming and
provide adequate funds for cash flow.
Tax Increment fund balance may be used to retire tax increment debt early. Currently most tax increment funds
meet their combined fund balance goals.
Debt Service fund balance may be used to retire general obligation debt. All debt service funds meet their debt
service needs.
The Refuse Enterprise Fund has several programs that are subsidized by the refuse rates. The City has explored
charging separate fees for these services but has met with resistance from the public. Staff continues to explore
options for having these programs generate at least some revenue. Recycling rates were increased for 2023.
Working capital continues to be adequate for this operation.
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 has been upheld for each subsequent bond issuance. Standard and Poor’s stated
that this is based on the city’s rated the City as having very strong economy, very strong management, very
strong budgetary flexibility and very strong liquidity. The City’s total outstanding debt on December 31, 202, was
$82,020,000. The City’s per capita debt at December 31, 2021 is $4,298.
The total debt principal and interest due in 2023 is $9,605,798 of which $3,892,746 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 $2,924,965 in 2036 and
to $901,475 in 2037 before the final issue matures in 2039. The ability to retire 83% of the City’s debt in the next
ten years is a major strength. The City is planning on issuing, GO bonds for residential street project and utility
improvements in 2023. The actual amount to be bonded is estimated at $7,265,000 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.
The City has maintained an AA+
bond rating since 2014.
45
Minnesota State law
limits the amount of G.O.
debt for any municipality
to 3% of market value,
estimated to be
$2,734,042,000 in 2023.
This limitation provides
reasonable assurance of
the municipality’s ability
to pay. The legal debt
limit for Hopkins is
$ 8 2 , 0 2 1 , 2 6 0 ;
outstanding debt being
paid solely from taxes is
$21,050,000 or 26% of
total debt limit allowed.
CITY OF HOPKINS
The graph below illustrates the retirement of debt (principal and interest) in years 2022 through 2037.
OUTSTANDING DEBT AND PURPOSE
2022A GO Bonds Street Improvement & Equipment Certificates $ 7,265,000
2021A GO Bonds Street Improvement and Revenue $ 8,170,000
2020B GO Refunding Bonds Refunding of 2012B & 2013A Bonds $ 3,435,000
2020A GO Bonds Street Improvement and Revenue $ 8,585,000
2019B GO Refunding Bonds Refunding of 2009A and 2009B Bonds $ 1,060,000
2019A GO Improvement Bonds Street Improvements, City Hall & Utility Revenue $ 10,960,000
2018A GO Improvement Bonds Street Improvements $ 5,525,000
2018B GO Tax Abatement Bonds Parks and Water & Sewer Improvements $ 2,740,000
2017A GO Improvement Bonds Street Improvements $ 9,230,000
2017B GO Tax Abatement Bonds Parks and Water & Sewer Improvements $ 2,500,000
2016A GO Improvement Bonds Street Improvements $ 3,035,000
2016B GO Tax Abatement Parks and Municipal Parking Ramp $ 1,135,000
2016C GO Bonds Equipment Certificates & Water Revenue Bonds $ 1,510,000
2016D GO Tax Increment Revenue Refunding Bonds
Refunding of 2009 HRA Tax Increment Revenue
Bonds $ 2,320,000
2015A GO Street Reconstruction Bonds Street Improvements $ 2,615,000
2015B GO Tax Abatement Cottageville Park and Parking Lot Improvements $ 2,195,000
2015C GO Tax Increment Revenue Refunding Bonds
Refunding of 2008 HRA Tax Increment Revenue
Bonds $ 2,640,000
2015D GO Tax Increment Revenue Refunding Bonds
Refunding of 2007 HRA Tax Increment Revenue
Bonds $ 4,795,000
2014A GO Improvement Bonds Street Improvements $ 1,080,000
2014B GO Refunding Bonds Refunding of 2007A and 2007B Bonds $ 770,000
2012A GO Capital Improvement Plan Bonds Police Station Expansion and Remodeling $ 185,000
2010B GO Refunding Bonds
County Road 3 Improvements Phase II (2002B),
Street Improvements (2002A), Sewer (2003A) $ 270,000
Total Outstanding Debt December 31, 2021 $ 82,020,000
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CITY OF HOPKINS
SCHEDULE OF DEBT SERVICE REQUIREMENTS – ALL FUNDS
Tax Increment Bonds Special Assmnt Bonds Revenue Bonds G.O Bonds
Principal Interest Principal Interest Principal Interest Principal Interest
2023 1,230,000 229,933 120,000 30,969 1,370,000 638,300 4,455,000 1,531,596
2024 1,090,000 201,013 125,000 27,294 1,540,000 557,118 4,050,000 1,362,300
2025 1,295,000 171,644 130,000 23,469 1,590,000 490,394 4,195,000 1,218,325
2026 1,350,000 139,844 135,000 19,494 1,520,000 436,719 4,325,000 1,067,346
2027 1,410,000 107,450 135,000 15,444 1,580,000 385,994 4,065,000 920,354
2028 1,470,000 72,744 140,000 11,319 1,630,000 334,694 4,210,000 781,941
2029 1,540,000 35,031 145,000 6,953 1,580,000 284,017 4,015,000 647,159
2030 555,000 7,631 150,000 2,344 1,500,000 236,118 4,010,000 512,678
2031 - - - - 1,545,000 194,520 4,090,000 387,803
2032 - - - - 1,500,000 158,254 3,890,000 276,471
2033 - - - - 1,530,000 123,049 3,380,000 175,790
2034 - - - - 1,440,000 88,633 2,200,000 98,513
2035 - - - - 1,205,000 59,101 1,740,000 45,583
2036 - - - - 1,175,000 33,550 795,000 19,940
2037 345,000 15,825 85,000 3,975
$ 355,000 $ 5,325 $ 90,000 $ 1,350
$ 9,940,000 $ 965,290 $ 1,080,000 $ 137,286 $ 21,405,000 $ 4,041,611 $ 49,595,000 $ 9,051,124
Total
Principal Interest
2023 7,175,000 2,430,798
2024 6,805,000 2,147,725
2025 7,210,000 1,903,832
2026 7,330,000 1,663,403
2027 7,190,000 1,429,242
2028 7,450,000 1,200,698
2029 7,280,000 973,160
2030 6,215,000 758,771
2031 5,635,000 582,323
2032 5,390,000 434,725
2033 4,910,000 298,839
2034 3,640,000 187,146
2035 2,945,000 104,684
2036 1,970,000 53,490
2037 430,000 19,800
2038 445,000 6,675
$ 82,020,000 $ 14,195,311
An example of a recently completed
street reconstruction project.
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CITY OF HOPKINS
The following is a schedule of the City’s debt by major and non-major funds. Debt Service Fund debt
includes, tax increment debt, special assessment debt, and capital projects debt. Enterprise Fund debt
consists of water, sewer, storm sewer debt and Pavilion. 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
Non-Major Funds - Aggregate
Total - All Funds Debt Service Bonds Total Debt Service Fund
Principal Interest Principal Interest Principal Interest
2023 7,175,000 7,175,000 5,805,000 1,792,498 5,805,000 1,792,498
2024 6,805,000 6,805,000 5,265,000 1,590,607 5,265,000 1,590,607
2025 7,210,000 7,210,000 5,620,000 1,413,438 5,620,000 1,413,438
2026 7,330,000 7,330,000 5,810,000 1,226,684 5,810,000 1,226,684
2027 7,190,000 7,190,000 5,610,000 1,043,248 5,610,000 1,043,248
2028 7,450,000 7,450,000 5,820,000 866,004 5,820,000 866,004
2029 7,280,000 7,280,000 5,700,000 689,143 5,700,000 689,143
2030 6,215,000 6,215,000 4,715,000 522,653 4,715,000 522,653
2031 5,635,000 5,635,000 4,090,000 387,803 4,090,000 387,803
2032 5,390,000 5,390,000 3,890,000 276,471 3,890,000 276,471
2033 4,910,000 4,910,000 3,380,000 175,790 3,380,000 175,790
2034 3,640,000 3,640,000 2,200,000 98,513 2,200,000 98,513
2035 2,945,000 2,945,000 1,740,000 45,583 1,740,000 45,583
2036 1,970,000 1,970,000 795,000 19,940 795,000 19,940
2037 430,000 430,000 85,000 3,975 85,000 3,975
2038 445,000 445,000 90,000 1,350 90,000 1,350
$ 82,020,000 $ 82,020,000 $ 60,615,000 $ 10,153,700 $ 60,615,000 $ 10,153,700
Major Enterprise Fund Bonds
Water Fund Bonds Sewer Fund Bonds Storm Sewer Fund Bonds Pavilion Fund Bonds Total Enterprise Funds
Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest
485,450 324,595 377,540 142,519 312,010 91,911 195,000 79,275 1,370,000 638,300
699,600 271,348 398,170 128,076 242,230 84,345 200,000 73,350 1,540,000 557,119
719,050 241,531 413,550 109,047 252,400 72,541 205,000 67,275 1,590,000 490,394
692,500 216,737 354,640 94,942 262,860 63,990 210,000 61,050 1,520,000 436,719
720,950 193,021 369,970 82,688 274,080 55,610 215,000 54,675 1,580,000 385,994
743,850 169,131 379,450 70,317 281,700 47,171 225,000 48,075 1,630,000 334,694
715,200 145,692 368,330 58,115 266,470 38,961 230,000 41,250 1,580,000 284,018
664,550 123,548 350,710 46,688 244,740 31,682 240,000 34,200 1,500,000 236,118
685,700 103,857 362,940 37,463 251,360 26,275 245,000 26,925 1,545,000 194,520
624,550 87,256 370,550 29,626 254,900 21,872 250,000 19,500 1,500,000 158,254
637,450 72,219 374,270 21,639 258,280 17,341 260,000 11,850 1,530,000 123,049
629,450 57,066 285,940 14,887 259,610 12,705 265,000 3,975 1,440,000 88,633
647,750 41,763 292,710 9,361 264,540 7,977 - 1,205,000 59,101
624,050 26,542 281,480 3,904 269,470 3,104 - - 1,175,000 33,550
313,950 14,401 20,700 950 10,350 475 - - 345,000 15,826
323,050 4,846 21,300 320 10,650 160 - - 355,000 5,326
$ 9,927,100 $ 2,093,553 $ 5,022,250 $ 850,542 $ 3,715,650 $ 576,120 $ 2,740,000 $ 521,400 $ 21,405,000 $ 4,041,615
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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.
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CITY OF HOPKINS
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.
2023 Capital Improvement Projects
Building Improvements
The Hopkins Center for the Arts built in 1997 has been upgrading and enhancing the facility that is over 20
years old. The facility has two projects planned for 2023. The projects are to replace the security access
throughout the entire building and to update the outside signage/lighting. The 2023 projects will continue to
enhance the facility and be a noticeable improvement for all patrons during their visit.
The Activity Center, a facility for senior programming, has no projects scheduled in 2023
Hopkins City Hall was renovated in 2019. The project included lobby replacement, council chamber
equipment upgrade, city hall roof, city hall carpet and window replacement and cost approximately $4.8
million. There are no projects scheduled in 2023.
The Pavilion Ice Arena built in 1990 completed a $5.7 million renovation in 2018. The pavilion now has a
environmental friendly refrigeration plan, expanded locker rooms, shower rooms, expanded lobby and floor
improvements. There is one project scheduled in 2023, the replacement of the indoor turf system.
The Fire Station was renovated in 2003. There is one project scheduled in 2022. There is one project
schedule in 2023, the installation of an alerting system.
Parks – Shady Oak Beach, a facility shared with the City of Minnetonka will get beach improvements. 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 2022
the City anticipates spending approximately $7,228,000 on street improvements that also include water,
sewer and storm sewer infrastructure improvements. Projects scheduled for 2023 include West Central
Avenues street reconstruction project, pedestrian and bicycle access improvements, along with street
overlay upgrades. Also scheduled are street sign and street lighting replacements. 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.
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CITY OF HOPKINS
Utilities – Included in the CIP for 2023 is sewer lining, 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 $5,000-10,000 annually.
CAPITAL IMPROVEMENT PROJECTS FOR 2023
Project Title Investment Project Description
Comm Svcs - Arts Center $ 25,000 Arts Center - Outdoor Signage/Lighting
Comm Svcs - Arts Center $ 10,000 Arts Center - Key Card Exterior & Interior Access
Pavilion $ 120,000 Pavilion - Indoor Turf System Replacement
Public Works: Streets/Traffic $ 190,000 City Street Lighting Upgrades
Public Works: Streets/Traffic $ 100,000 Central Business District Lighting Upgrades
Public Works: Streets/Traffic $ 20,000 Street Sign Management
Public Works: Streets/Traffic $ 25,000 Pedestrian & Bicycle Access Improvements
Public Works: Streets/Traffic $ 6,493,000 Residential Street Improvements and Utilities
Public Works: Streets/Traffic $ 425,000 Street Rehabilitation Improvements
Public Works: Utilities $ 26,000 Storm Drainage System Maintenance - Alley Repairs
Public Works: Utilities $ 55,000 Sewer Lining
Recreation $ 15,000 Shady Oak Beach Improvements
TOTAL $ 7,504,000
The projects described above and on the previous page are planned for 2023. 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
2023 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 $1.4 million. Revenues for the ERP are derived
from tax levy and 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 2023-2027 ERP and
have been approved for purchase in 2023.
Project Title Investment Project Description
Technology Upgrades $ 36,465 Computers
Technology Upgrades $ 42,000 IT - Windows 10 Enterprise Upgrade
Technology Upgrades $ 10,000 IT - Laptops for Mobile Computer Lab
Technology Upgrades $ 33,000 IT - Patching Automation Software
Technology Upgrades $ 44,000 IT - Office 365
Technology Upgrades $ 72,120 Backup Server
Technology Upgrades $ 60,000 Network Infrastructure Upgrade - Fiber
Technology Upgrades $ 26,250 PD - Network Server
Technology Upgrades $ 89,600 Telephone System
Technology Upgrades $ 26,250 CH - Network Server
Fire $ 100,000 Fire - Station Alerting System
Fire $ 18,000 Fire - Lucus Device
Fire $ 38,000 Extrication Tool
Fire $ 10,609 Outfit Duty Chief Leased Vehicle
Fire $ 35,740 Fire/Duty Chief & Utility Leased Vehicle
Police $ 290,000 Portable Radios
Police $ 70,000 Administrative Vehicles
Police $ 25,000 Police Equipment
Police $ 18,577 Protestor Management
Police $ 200,000 Records Management System
Police $ 140,000 Taser Replacement
Police $ 81,160 Tactical Vests & Helmets (SWAT)
Police $ 16,000 Drug Task Force Vehicle
Police $ 39,000 Police Administrative Vehicles
Police $ 120,000 Market Patrol Vehicles
Police $ 22,000 Building Video Server
Public Works: Parks/Forestry $ 35,400 1/2 Ton Pickup Truck
Public Works: Parks/Forestry $ 231,600 Log Truck
Public Works: Streets/Traffic $ 35,000 Streets Supervisor Vehicle
Public Works: Streets/Traffic $ 28,900 1/2 Ton Pickup Truck with Plow
Water/Sewer $ 35,000 Utilities Supervisor Vehicle
TOTAL $ 2,029,671
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CITY OF HOPKINS
2023 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 Fund. 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 Fund. 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. There are no
capital items in the 2023 General Fund.
Total budgeted capital items from all funding sources totals $9,533,671 for 2023.
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
Approved Projected
2022 2023 2024 2025 2026 2027
Budget Budget Budget Budget Budget Budget
Current Revenues
Property Tax $ 13,305,239 $ 14,020,781 $ 14,665,691 $ 15,337,147 $ 16,036,219 $ 16,764,019
Intergovernmental Revenues 1,502,066 1,630,794 1,647,102 1,663,573 1,680,209 1,697,011
License, Permits and Fines 781,515 870,215 878,917 887,706 896,583 905,549
Charges for Current Services 258,550 326,900 339,976 353,575 367,718 382,427
Other Revenue 30,050 43,550 45,292 47,104 48,988 50,948
Franchise Fee 296,200 296,200 296,200 296,200 296,200 296,200
Total Reveues 16,173,620 17,188,440 17,873,178 18,585,305 19,325,917 20,096,154
Current Expenses
Salaries and Employee Benefits 12,140,696 12,717,918 13,226,635 13,755,700 14,305,928 14,878,165
Materials, Supplies and Services 3,962,924 4,400,522 4,576,543 4,759,605 4,949,989 5,147,989
Capital Outlay 50,000 50,000 50,000 50,000 50,000 50,000
Transfer Out 20,000 20,000 20,000 20,000 20,000 20,000
Total Expenditures 16,173,620 17,188,440 17,873,178 18,585,305 19,325,917 20,096,154
Change in Fund Balance - - - - - -
Fund Balance $ 9,309,077 $ 9,309,077 $ 9,309,077 $ 9,309,077 $ 9,309,077 $ 9,309,077
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 2023 through 2027 is projected to be 4.89%,
however City Council will continue to review these projections throughout the year. This projection reflects an
appropriation increase of 5.38% for 2023 and an average increase for years 2023-2027 of 4.73%. 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 now uses a conservative estimate for state support while budgeting.
Tax base growth is used as a guide in keeping the property tax increase to a reasonable level. Due to recent
economic development Hopkins saw taxable market value increase by 3.14% in the current tax year. 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 and
2018. The franchise fee is set to expire December 31, 2023 and staff most likely will recommend its renewal
as this source of income has become an important component of the budget.
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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 10% 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 will also provide Hopkins with about $926,000 in Local Government Aid. This funding source was
eliminated in by Minnesota from 2004 to 2013, it was reinstated in 2014 and saw modest increase between
2022 and 2023.
Licenses, permits and fines include building permits are dependent on new construction and remodeling
projects. Based on projected new construction projects, historical information and economic conditions
revenues are budgeted to increase substantially from the 2022 to 2023 budget with revenues continuing to
show small increases. Fine revenue continues to be stable. 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 timing of projected development and the resulting plan review fees we expect to
see higher increases for the 2023 budget. Future projections are to forecast an increase of 4% annually.
The general fund, which accounts for one third of the City's operating expenses, has a revenue budget of
$17,188,440 and an appropriation budget of the same. The increase in appropriations over 2022 is
$1,014,820 or 6.27%. The budget was prepared with the intention of meeting the budget goals, while
assuring efficiency and effectiveness in all positions.
In 2022, the general fund expenditure budget ws increased for cost of living increases, step increases for
elibible employees, equipment charges and two new employees. The cost of one employee is paid for by
increased inspections permits and plan review fees. The council attempts to balance maintaining the current
level of services while meeting the needs of residents.
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 2023 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 above shows the 2023 approved budget and projected budgets from 2027 through 2027
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
2020 2021 2022 2023 Budget
Budget Budget Budget Budget $ Amount Change Change
Council $ 97,630 $ 102,095 $ 104,699 $ 105,851 $ 1,152 1.10%
Administrative Services 855,056 866,312 912,950 1,020,031 107,081 11.73%
Finance 400,476 426,277 462,665 488,794 26,129 5.65%
Legal 175,000 200,000 225,000 225,000 - 0.00%
Municipal Building 398,472 390,560 380,901 380,832 (69) -0.02%
Community Services 1,329,162 1,302,163 1,368,920 1,563,674 194,754 14.23%
Police 5,977,172 6,242,455 6,417,544 6,958,766 541,222 8.43%
Fire 1,483,100 1,566,528 1,616,824 1,633,390 16,566 1.02%
Public Works 3,442,841 3,469,191 3,509,559 3,632,027 122,468 3.49%
Recreation 783,082 748,136 761,863 793,185 31,322 4.11%
Planning & Economic Dev. 222,370 233,000 204,784 170,842 (33,942) -16.57%
Community Development 108,155 114,921 118,711 126,848 8,137 6.85%
Unallocated 89,200 89,200 89,200 89,200 - 0.00%
TOTAL $ 15,361,716 $ 15,750,838 $ 16,173,620 $ 17,188,440 $ 1,014,820 6.27%
2022 Mayor, Council & City Mangement
Goal Setting Event 2022
57
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
Enterprise Funds – Water, Sewer, Storm Sewer
Economic Development Fund
Approved Projected
2022 2023 2024 2025 2026 2027
Budget Budget Budget Budget Budget Budget
Current Revenues
Property Tax $ 491,302 $ 551,531 $ 573,592 $ 596,536 $ 620,397 $ 645,213
Intergovernmental Revenues - - - - - -
Other Revenue 15,000 20,000 20,000 20,000 20,000 20,000
Total Reveues 506,302 571,531 593,592 616,536 640,397 665,213
Current Expenses
Salaries and Employee Benefits 275,065 294,897 306,693 318,961 331,719 344,988
Materials, Supplies and Services 197,007 194,339 202,113 210,198 218,606 227,350
Transfer Out 30,000 30,000 30,000 30,000 30,000 30,000
Total Expenditures 502,072 519,236 538,806 559,159 580,325 602,338
Change in Fund Balance 4,230 52,295 54,786 57,377 60,072 62,875
Fund Balance $ 4,532,512 $ 4,584,807 $ 4,639,593 $ 4,696,970 $ 4,757,042 $ 4,819,917
The main source of revenue for the Economic Development Fund is a special development tax levy based on
a percentage of the market value. Hopkins market value has increased each year since 2011 allowing
Hopkins to increase this levy in each of those years. 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 and 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.
New development located near the future Blake Road light rail transit station.
58
CITY OF HOPKINS
Arts Center
Approved Projected
2022 2023 2024 2025 2026 2027
Budget Budget Budget Budget Budget Budget
Current Revenues
Property Tax $ 339,317 $ 347,697 $ 356,328 $ 365,218 $ 374,375 $ 383,806
Intergovernmental Revenues 32,000 32,000 32,320 32,643 32,969 33,299
Charges for Current Services 615,632 679,435 699,818 720,813 742,437 764,710
Other Revenue 20,509 25,000 25,000 25,000 25,000 25,000
Transfer In 80,000 80,000 80,000 80,000 80,000 80,000
Total Reveues 1,087,458 1,164,132 1,193,466 1,223,674 1,254,781 1,286,815
Current Expenses
Salaries and Employee Benefits 460,847 512,678 533,185 554,512 576,692 599,760
Materials, Supplies and Services 463,983 429,019 446,180 464,027 482,588 501,892
Capital Outlay 102,628 162,435 154,101 145,135 135,501 125,163
Total Expenditures 1,027,458 1,104,132 1,133,466 1,163,674 1,194,781 1,226,815
Change in Fund Balance 60,000 60,000 60,000 60,000 60,000 60,000
Fund Balance $ (412,838) $ (352,838) $ (292,838) $ (232,838) $ (172,838) $ (112,838)
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. As a result the City implemented a tax levy for 2015 that will keep the fund from increasing the
deficit. The City is considering many options to eliminate the deficit including donations, naming rights, tax
levy support or transfers from other funds. 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 3.75% 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.
59
CITY OF HOPKINS
Water Fund
Approved Projected
2022 2023 2024 2025 2026 2027
Budget Budget Budget Budget Budget Budget
Current Revenues
Utility Charges $ 2,208,750 $ 2,365,000 $ 2,459,600 $ 2,557,984 $ 2,660,303 $ 2,766,715
Other Revenue 158,000 148,000 149,480 150,975 152,485 154,010
Total Reveues 2,366,750 2,513,000 2,609,080 2,708,959 2,812,788 2,920,725
Current Expenses
Salaries and Employee Benefits 502,871 594,466 594,467 543,905 565,661 588,288
Materials, Supplies and Services 1,126,189 1,239,276 1,239,277 1,218,086 1,266,809 1,317,482
Depreciation 325,000 328,922 330,000 330,000 330,000 330,000
Debt Service Payments 87,578 207,832 210,000 210,000 210,000 210,000
Transfer Out 322,961 257,091 275,000 325,000 350,000 375,000
Total Expenditures 2,364,599 2,627,587 2,648,744 2,626,991 2,722,470 2,820,770
Net Income 2,151 (114,587)(39,664) 81,968 90,318 99,955
Water utility rates were increased by approximately 7.0% in 2023 to continue to cover capital and
replacement costs. Operating costs are projected to increase by approximately 4.00% on average over the
next 4 years. Budgeted transfers are for the water funds share of street improvement projects.
Sewer Fund
Approved Projected
2022 2023 2024 2025 2026 2027
Budget Budget Budget Budget Budget Budget
Current Revenues
Utility Charges $ 3,198,750 $ 3,425,000 $ 3,562,000 $ 3,704,480 $ 3,852,659 $ 4,006,765
Other Revenue 15,000 35,000 35,000 35,000 35,000 35,000
Total Reveues 3,213,750 3,460,000 3,597,000 3,739,480 3,887,659 4,041,765
Current Expenses
Salaries and Employee Benefits 254,443 287,835 299,348 311,322 323,775 336,726
Materials, Supplies and Services 2,197,810 2,377,303 2,472,395 2,571,291 2,674,143 2,781,109
Depreciation 350,000 340,288 360,000 380,000 400,000 425,000
Debt Service Payments 89,691 202,372 215,000 225,000 250,000 275,000
Transfer Out 260,394 190,166 190,166 190,166 190,166 190,166
Total Expenditures 3,152,338 3,397,964 3,536,909 3,677,779 3,838,084 4,008,001
Net Income 61,412 62,036 60,091 61,701 49,575 33,764
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 by 7.0% in 2022 to continue to pay for
capital and replacement costs. Budgeted transfers are for the sewer funds share of street improvement
projects.
60
CITY OF HOPKINS
Storm Sewer Fund
Approved Projected
2022 2023 2024 2025 2026 2027
Budget Budget Budget Budget Budget Budget
Current Revenues
Utility Charges $ 779,332 $ 779,332 $ 779,332 $ 802,712 $ 826,793 $ 851,597
Other Revenue 13,000 31,000 31,000 31,000 31,000 31,000
Total Reveues 792,332 810,332 810,332 833,712 857,793 882,597
Current Expenses
Salaries and Employee Benefits 65,949 67,136 69,821 72,614 75,519 78,540
Materials, Supplies and Services 79,677 81,227 84,476 87,855 91,369 95,024
Depreciation 300,804 319,498 320,000 330,000 340,000 350,000
Debt Service Payments 44,704 148,824 150,000 160,000 170,000 180,000
Transfer Out 188,588 176,837 176,837 176,837 176,837 176,837
Total Expenditures 679,722 793,522 801,134 827,306 853,725 880,401
Net Income 112,610 16,810 9,198 6,406 4,068 2,196
The storm sewer fund has not had to raise rates since 2009 due to its strong financial position. The projected
budgeted includes rates increases of 3% beginning in 2025. Expenditures continue to be stable with no
significant maintenance projects planned for 2023. Budgeted transfers are for the storm sewer funds share
street improvement projects.
Pavilion Fund
Approved Projected
2022 2023 2024 2025 2026 2027
Budget Budget Budget Budget Budget Budget
Current Revenues
Property Tax $ 340,000 $ 340,000 $ 340,000 $ 340,000 $ 340,000 $ 340,000
Charges for Current Services 492,000 474,500 479,245 484,037 488,877 493,766
Other Revenue 4,500 4,500 4,500 4,500 4,500 4,500
Total Reveues 836,500 819,000 823,745 828,537 833,377 838,266
Current Expenses
Salaries and Employee Benefits 342,237 359,064 373,427 388,364 403,899 420,055
Materials, Supplies and Services 170,361 164,836 171,429 178,286 185,417 192,834
Depreciation 480,000 477,786 477,786 477,786 477,786 477,786
Capital 8,000 - 25,000 25,000 25,000 25,000
Debt Service Payments 85,850 79,275 73,350 67,275 61,050 57,000
Total Expenditures 1,086,448 1,080,961 1,120,992 1,136,711 1,153,152 1,172,675
Net Income (249,948)(261,961)(297,247)(308,174)(319,775)(334,409)
The Hopkins Pavilion is an arena used year-round for a multitude of activities including ice skating, broomball,
soccer, lacrosse, inline skating, rugby and other community or private events. Charges for services are the
largest revenue source and come primarily from ice rental. The facility was renovated in 2018 with funds from
the City, local school district and a local youth hockey organization. The City’s property tax levy is being used
to pay the debt service for its contribution. Operating costs are projected to increase by approximately 2.06%
on average over the next 4 years.
61
CITY OF HOPKINS
FUNCTION: UNALLOCATED
Revenues and Expenditures
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Property Taxes $ 12,451,605 $ 12,792,890 $ 13,304,739 $ 14,020,781 5.38%
Intergovernmental Revenue 1,630,855 853,667 880,066 925,794 5.2%
Charges for Current Services -16 - - 0%
Interest on Investments 7,779 -15,000 20,000 33.33%
Franchise Fees 306,497 306,032 296,200 296,200 0%
Other Revenues 2 36 250 250 0%
14,396,738 13,952,641 14,496,255 15,263,025 5.29%
Expenditures
Salaries and Wages $ 1,119 $ (3,646) $- $-0%
Fringe Benefits 1,230 7,534 -- 0%
Professional & Technical Services 130,000 2,066 -- 0%
Operations 5,125 17,074 69,200 69,200 0%
City Support Services 15,798 (8,122) - - 0%
Supplies and Materials (2,941) - - - 0%
Other Financing Uses 20,000 20,000 20,000 20,000 0%
170,331 34,906 89,200 89,200 0%
Indirectly Funded Amount (14,226,407) (13,917,735) (14,407,055) (15,173,825) 5.32%
62
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Unallocated
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 2023:
1. Monitor tax collections
2. Monitor franchise fee structure and set rates for 2024
3. Maximize investment earnings
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Property Taxes $ 12,451,605 $ 12,792,890 $ 13,304,739 $ 14,020,781 5.38%
Intergovernmental Revenue 1,630,855 853,667 880,066 925,794 5.2%
Charges for Current Services -16 - - 0%
Interest on Investments 7,779 -15,000 20,000 33.33%
Franchise Fees 306,497 306,032 296,200 296,200 0%
Other Revenues 2 36 250 250 0%
14,396,738 13,952,641 14,496,255 15,263,025 5.29%
Expenditures
Salaries and Wages $ 1,119 $ (3,646) $- $-0%
Fringe Benefits 1,230 7,534 -- 0%
Professional & Technical Services 130,000 2,066 -- 0%
Operations 5,125 17,074 69,200 69,200 0%
City Support Services 15,798 (8,122) - - 0%
Supplies and Materials (2,941) - - - 0%
Other Financing Uses 20,000 20,000 20,000 20,000 0%
170,331 34,906 89,200 89,200 0%
NET TAX AND GENERAL
REVENUE SUPPORTED (14,226,407)(13,917,735)(14,407,055)(15,173,825)5.32%
63
CITY OF HOPKINS
FUNCTION: CITY COUNCIL
Revenues and Expenditures
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Expenditures
Salaries and Wages $ 39,896 $ 39,747 $ 42,573 $ 43,424 2%
Fringe Benefits 3,764 3,116 3,257 3,322 2%
Professional & Technical Services 2,331 2,676 1,500 1,500 0%
Operations 32,238 26,423 53,469 53,704 0.44%
Supplies and Materials 3,537 3,820 3,900 3,900 0%
81,766 75,782 104,699 105,850 1.1%
Indirectly Funded Amount 81,766 75,782 104,699 105,850 1.1%
The City Council Department accounts for the expenses of the mayor and council.
64
FUND 101 – GENERAL FUND
FUNCTION: Administration
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 nd approval of the City budget and
various contracts.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2022:
Work across all city departments and the community to implement the current Goals and Strategic Plan: (1)
Preserve the Home Town Feel of Hopkins, (2) Urban Design: Do It Right, and (3) Take it to Them (community
engagement)
1. Promote city marketing efforts
2. Publish 2022/23 City Annual Report
3. Safely host 2023 State of the City event
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Expenditures
Salaries and Wages $ 39,896 $ 39,747 $ 42,573 $ 43,424 2%
Fringe Benefits 3,764 3,116 3,257 3,322 2%
Professional & Technical Services 2,331 2,676 1,500 1,500 0%
Operations 32,238 26,423 53,469 53,704 0.44%
Supplies and Materials 3,537 3,820 3,900 3,900 0%
81,766 75,782 104,699 105,850 1.1%
NET TAX AND GENERAL
REVENUE SUPPORTED 81,766 75,782 104,699 105,850 1.1%
PERSONNEL:
Number of FTE Positions
PERFORMANCE MEASURSES:
2020 2021 2022 2023
Key Measures:Actual Actual Estimated Projected
Residents Represented 19,276 19,276 19,468 19,468
Number of Council Meetings/Worksessions 30 37 36 35
Estimated City Market Value (in billions) $ 2.345 $ 2.450 $ 2.425 $ 2.734
General Fund Budget overseen $ 15,361,716 $ 15,750,838 $ 16,173,620 $ 17,188,440
Total All Budgeted Funds $ 47,525,454 $ 44,540,511 $ 36,730,978 $ 42,850,012
65
CITY OF HOPKINS
FUNCTION: ADMINISTRATIVE SERVICES
Revenues and Expenditures
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Other Revenues $- $ 750 $- $-0%
-750 - - 0%
Expenditures
Salaries and Wages $ 590,066 $ 647,381 $ 647,561 $ 682,793 5.44%
Fringe Benefits 169,083 174,818 225,836 232,711 3.04%
Professional & Technical Services 27,046 20,090 42,026 95,350 126.88%
Utilities and Maintenance 29,652 19,578 18,336 19,817 8.08%
Operations 127,999 132,862 169,675 179,625 5.86%
City Support Services 2,976 3,240 3,572 3,789 6.08%
Supplies and Materials 17,087 16,846 13,800 13,800 0%
963,909 1,014,815 1,120,806 1,227,885 9.55%
Reimbursed Expenditures
City Support Services $ (104,000) $ (148,844) $ (207,856) $ (207,856)0%
(104,000)(148,844)(207,856)(207,856)0%
Net Total Expenditures 859,909 865,971 912,950 1,020,029 11.73%
Indirectly Funded Amount 859,909 865,221 912,950 1,020,029 11.73%
The Administration Services Department is made up of four programs. They are Administration, Personnel, Wellness
and Information Technology Services.
66
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Administrative Services
PROGRAM: Administration
PROGRAM SUMMARY: The Administration program of the Administrative Services Department provides
leadership and support to all city programs and operations. Administration controls and directs the City’s affairs. It
responds to citizen concerns and participates in affiliated organizations.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Other Revenues $- $ 750 $- $-0%
-750 - - 0%
Expenditures
Salaries and Wages $ 254,634 $ 295,828 $ 282,936 $ 295,563 4.46%
Fringe Benefits 56,948 65,411 81,816 76,588 -6.39%
Professional & Technical Services 8,521 2,362 10,100 13,400 32.67%
Utilities and Maintenance 1,018 759 1,066 1,300 21.95%
Operations 10,459 16,144 37,025 37,525 1.35%
City Support Services (64,960)(64,869)(83,338)(83,253)-0.1%
Supplies and Materials 4,964 10,325 8,500 8,500 0%
271,584 325,960 338,105 349,623 3.41%
NET TAX AND GENERAL
REVENUE SUPPORTED 271,584 325,210 338,105 349,623 3.41%
PERSONNEL:
Number of FTE Positions 1.55 2.05 2.77 2.77
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
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
67
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Administrative Services
PROGRAM: 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.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Expenditures
Salaries and Wages $ 43,382 $ 78,500 $ 89,859 $ 96,912 7.85%
Fringe Benefits 16,987 26,952 34,693 37,688 8.63%
Professional & Technical Services 10,321 4,729 11,176 61,200 447.6%
Utilities and Maintenance 853 806 1,570 1,300 -17.2%
Operations 101 13,597 11,170 11,120 -0.45%
City Support Services (15,636)(15,605)(25,858)(25,834)-0.09%
Supplies and Materials 12,054 5,426 1,500 1,500 0%
68,062 114,405 124,110 183,886 48.16%
NET TAX AND GENERAL
REVENUE SUPPORTED 68,062 114,405 124,110 183,886 48.16%
PERSONNEL:
Number of FTE Positions 0.4 0.4 0.8 0.8
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Successfully negotiate union contracts beginning on 1/1/2024
2. Successfully engage new employees.
3. Assist the City Manager with staff development opportunities.
PERFORMANCE MEASURES:
2020 2021 2022 2023
Key Measures:Actual Actual Estimated Projected
Full-time Employees 114 115 115 116
Full-time Employees hired 3 8 11 8
68
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Administrative Services
PROGRAM: 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 2023:
Goal 2, Strategy 3 – Healthy City Initiatives:
1. Continue to provide healthy guidance to employees.
2. Support the Employee Engagement & Wellness Committee
3. Provide wellness events and opportunities for employees
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Expenditures
Professional & Technical Services $- $ 500 $ 1,350 $ 1,350 0%
Operations -- 300 300 0%
Supplies and Materials -774 1,300 1,300 0%
-1,274 2,950 2,950 0%
NET TAX AND GENERAL
REVENUE SUPPORTED -1,274 2,950 2,950 0%
PERSONNEL:
Number of FTE Positions 0 0 0 0
PERFORMANCE MEASURES:
2020 2021 2022 2023
Key Measures:Actual Actual Estimated Projected
Number of Employee Wellness/Education
Events 1 4 4 4
69
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Administrative Services
PROGRAM: Information Technology
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 2023:
1. Continue to provide assistance getting systems in place to allow employees to work from home
2. Continue to provide assistance getting systems in place to allow residents to easily access online information
and communications
3. Work on developing IT financial forecast
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Expenditures
Salaries and Wages $ 292,050 $ 273,053 $ 274,766 $ 290,318 5.66%
Fringe Benefits 95,148 82,455 109,327 118,435 8.33%
Professional & Technical Services 8,204 12,499 19,400 19,400 0%
Utilities and Maintenance 27,781 18,013 15,700 17,217 9.66%
Operations 117,439 103,121 121,180 130,680 7.84%
City Support Services (20,428)(65,130)(95,088)(94,980)-0.11%
Supplies and Materials 69 321 2,500 2,500 0%
520,263 424,332 447,785 483,570 7.99%
NET TAX AND GENERAL
REVENUE SUPPORTED 520,263 424,332 447,785 483,570 7.99%
PERSONNEL:
Number of FTE Positions 3.1 3.1 3.1 3.1
70
CITY OF HOPKINS
FUNCTION: FINANCE
Revenues and Expenditures
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Charges for Current Services $ 8,379 $ 222,862 $ 7,500 $ 7,500 0%
Other Revenues 338 97 1,000 1,000 0%
8,717 222,959 8,500 8,500 0%
Expenditures
Salaries and Wages $ 367,863 $ 334,692 $ 352,469 $ 379,960 7.8%
Fringe Benefits 151,305 108,318 134,205 143,001 6.55%
Professional & Technical Services 150,523 164,767 147,650 138,050 -6.5%
Utilities and Maintenance 409 328 3,375 3,125 -7.41%
Operations 10,260 13,683 20,550 21,900 6.57%
City Support Services 2,112 2,306 2,368 2,511 6.04%
Supplies and Materials 4,206 11,199 3,900 2,100 -46.15%
686,678 635,293 664,517 690,647 3.93%
Reimbursed Expenditures
City Support Services $ (211,059) $ (218,168) $ (201,852) $ (201,852)0%
(211,059)(218,168)(201,852)(201,852)0%
Net Total Expenditures 475,619 417,125 462,665 488,795 5.65%
Indirectly Funded Amount 466,902 194,166 454,165 480,295 5.75%
The Finance department consists of five programs. They are Debt Management, General Accouting, Payroll, Tax
Increment Financing Administration and Utility Billing.
In January 2014 the City was
upgraded to a AA+ 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 2021.
71
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Finance
PROGRAM: 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 2023:
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 2023 bond issue.
4. Analyze possibilities of debt refunding(s).
5. Prepare annual debt reporting for county as required by state statutes
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Expenditures
Salaries and Wages $ 12,000 $ 12,549 $ 13,318 $ 14,207 6.68%
Fringe Benefits 4,100 2,545 3,648 4,061 11.32%
Professional & Technical Services 1,700 5,825 2,000 2,100 5%
City Support Services (15,078)(17,875)(15,109)(15,106)-0.02%
2,722 3,044 3,857 5,262 36.43%
NET TAX AND GENERAL
REVENUE SUPPORTED 2,722 3,044 3,857 5,262 36.43%
PERSONNEL:
Number of FTE Positions 0.1 0.1 0.1 0.1
PERFORMANCE MEASURES:
2020 2021 2022 2023
Key Measures:Actual Actual Estimated Projected
Standard & Poors credit rating AA+AA+AA+AA+
Vendor checks issued 4,230 3,989 4,000 4,000
Receipts Processed 29,578 29,697 30,000 3,000
Utility accounts serviced 3,591 3,597 3,600 3,600
Date of audit opinion (target June 15)June 15 June 28 June 30 June 15
GFOA CAFR Award Yes Yes Yes Yes
GFOA Budget Award Yes Yes Yes Yes
72
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Finance
DEPARTMENT: 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 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Charges for Current Services $ 8,019 $ 222,652 $ 2,500 $ 2,500 0%
Other Revenues 338 97 1,000 1,000 0%
8,357 222,749 3,500 3,500 0%
Expenditures
Salaries and Wages $ 190,193 $ 193,391 $ 204,115 $ 218,445 7.02%
Fringe Benefits 71,403 54,892 65,833 72,839 10.64%
Professional & Technical Services 62,114 65,588 55,000 55,000 0%
Utilities and Maintenance 164 164 175 175 0%
Operations 8,320 8,629 13,950 14,400 3.23%
City Support Services (62,940)(62,847)(74,397)(74,326)-0.1%
Supplies and Materials 4,154 10,670 3,200 1,500 -53.13%
273,408 270,487 267,876 288,033 7.52%
NET TAX AND GENERAL
REVENUE SUPPORTED 265,051 47,738 264,376 284,533 7.62%
PERSONNEL:
Number of FTE Positions 1.95 1.95 1.95 1.95
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Submit ACFR for the GFOA award program.
2. Provide accurate and timely quarterly financial reports.
3. Update the Financial Management Plan
4. Prepare 5-year Capital Improvement Plan.
5. Prepare 20-year Equipment Replacement Plan
73
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Finance
PROGRAM: 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.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Expenditures
Salaries and Wages $ 92,461 $ 53,604 $ 56,385 $ 61,203 8.54%
Fringe Benefits 37,167 18,510 25,334 23,420 -7.56%
Professional & Technical Services 13,107 12,985 14,250 14,750 3.51%
Utilities and Maintenance 82 82 600 350 -41.67%
Operations 622 836 1,850 2,150 16.22%
City Support Services (19,544)(19,502)(22,416)(22,385)-0.14%
Supplies and Materials - - 200 100 -50%
123,895 66,515 76,203 79,588 4.44%
NET TAX AND GENERAL
REVENUE SUPPORTED 123,895 66,515 76,203 79,588 4.44%
PERSONNEL:
Number of FTE Positions 1.0 1.0 0.6 0.6
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
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
74
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Finance
PROGRAM: Tax Increment Financing (TIF) Administration
PROGRAM SUMMARY: The Tax Increment Financing Administration program of the Finance Department records
and reports tax increment program activities. It is charged with the responsibility of ensuring compliance with state
statutes and guidelines.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Expenditures
Salaries and Wages $ 12,000 $ 12,549 $ 13,318 $ 14,207 6.68%
Fringe Benefits 4,100 2,545 8,892 4,648 -47.73%
Professional & Technical Services 2,500 2,600 3,900 3,700 -5.13%
Operations - - 250 250 0%
City Support Services (16,900)(21,203)(15,496)(15,493)-0.02%
1,700 (3,509) 10,864 7,312 -32.7%
NET TAX AND GENERAL
REVENUE SUPPORTED 1,700 (3,509) 10,864 7,312 -32.7%
PERSONNEL:
Number of FTE Positions 0.1 0.1 0.1 0.1
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Continue analysis of Tax Increment Financing funds.
2. Assist with implementation of new TIF districts.
3. Prepare annual Office of the State Auditor reports
75
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Finance
PROGRAM: 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 202
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.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Charges for Current Services $ 360 $ 210 $ 5,000 $ 5,000 0%
360 210 5,000 5,000 0%
Expenditures
Salaries and Wages $ 61,209 $ 62,599 $ 65,333 $ 71,898 10.05%
Fringe Benefits 34,535 29,826 30,498 38,033 24.71%
Professional & Technical Services 71,102 77,769 72,500 62,500 -13.79%
Utilities and Maintenance 163 82 2,600 2,600 0%
Operations 1,318 4,218 4,500 5,100 13.33%
City Support Services (94,485)(94,435)(72,066)(72,031)-0.05%
Supplies and Materials 52 529 500 500 0%
73,894 80,588 103,865 108,600 4.56%
NET TAX AND GENERAL
REVENUE SUPPORTED 73,534 80,378 98,865 103,600 4.79%
PERSONNEL:
Number of FTE Positions 0.85 0.85 0.85 0.85
76
CITY OF HOPKINS
FUNCTION: LEGAL
Revenues and Expenditures
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Licenses, Permits & Fines $ 98,225 $ 96,702 $ 125,000 $ 125,000 0%
98,225 96,702 125,000 125,000 0%
Expenditures
Professional & Technical Services $ 286,522 $ 282,546 $ 225,000 $ 225,000 0%
286,522 282,546 225,000 225,000 0%
Indirectly Funded Amount 188,297 185,844 100,000 100,000 0%
The Legal Department is made up of two programs. They are Legal Counsel and Prosecution.
77
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Administration
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 2023:
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 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Licenses, Permits & Fines $ 98,225 $ 96,702 $ 125,000 $ 125,000 0%
98,225 96,702 125,000 125,000 0%
Expenditures
Professional & Technical Services $ 286,522 $ 282,546 $ 225,000 $ 225,000 0%
286,522 282,546 225,000 225,000 0%
NET TAX AND GENERAL
REVENUE SUPPORTED 188,297 185,844 100,000 100,000 0%
PERSONNEL:
The City contracts with a legal firm to represent the City.
78
CITY OF HOPKINS
FUNCTION: MUNICIPAL BUILDING
Revenues and Expenditures
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Expenditures
Salaries and Wages $ 96,630 $ 98,094 $ 114,651 $ 104,417 -8.93%
Fringe Benefits 40,525 36,462 42,586 47,305 11.08%
Professional & Technical Services 53,612 59,813 55,550 57,550 3.6%
Utilities and Maintenance 168,892 197,120 159,300 162,325 1.9%
Operations 335 966 3,150 3,040 -3.49%
City Support Services 22,095 23,830 22,975 23,755 3.39%
Supplies and Materials 13,061 10,407 17,775 17,525 -1.41%
Equipment Allocation 15,282 - - - 0%
410,432 426,692 415,987 415,917 -0.02%
Reimbursed Expenditures
City Support Services $ (32,816) $ (32,814) $ (35,086) $ (35,086)0%
(32,816)(32,814)(35,086)(35,086)0%
Net Total Expenditures 377,616 393,878 380,901 380,831 -0.02%
Indirectly Funded Amount 377,616 393,878 380,901 380,831 -0.02%
The Municipal Building Department consists of building maintenace.
79
CITY OF HOPKINS
FUNCTION: Building Maintenance
PROGRAM: Maintenance – Municipal Buildings
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 2023:
1. Maintain City Hall to assure a safe and comfortable environment for Residents and City employees at the
lowest cost
2. Continue Green Initiatives within City Hall.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Expenditures
Salaries and Wages $ 96,630 $ 98,094 $ 114,651 $ 104,417 -8.93%
Fringe Benefits 40,525 36,462 42,586 47,305 11.08%
Professional & Technical Services 53,612 59,813 55,550 57,550 3.6%
Utilities and Maintenance 168,892 197,120 159,300 162,325 1.9%
Operations 335 966 3,150 3,040 -3.49%
City Support Services (10,721)(8,984)(12,111)(11,331)-6.44%
Supplies and Materials 13,061 10,407 17,775 17,525 -1.41%
Equipment Allocation 15,282 - - - 0%
377,616 393,878 380,901 380,831 -0.02%
NET TAX AND GENERAL
REVENUE SUPPORTED 377,616 393,878 380,901 380,831 -0.02%
PERSONNEL:
Number of FTE Positions 1.45 1.45 1.28 1.28
FUND 101 – GENERAL FUND
80
CITY OF HOPKINS
FUNCTION: COMMUNITY SERVICES
Revenues and Expenditures
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Property Taxes $ 150 $- $ 500 $- -100%
Licenses, Permits & Fines 608,942 714,179 484,500 568,000 17.23%
Charges for Current Services 123,768 169,925 110,400 178,450 61.64%
732,860 884,104 595,400 746,450 25.37%
Expenditures
Salaries and Wages $ 741,672 $ 573,101 $ 766,484 $ 916,498 19.57%
Fringe Benefits 257,260 187,405 292,212 287,932 -1.46%
Professional & Technical Services 214,113 224,455 253,285 300,181 18.52%
Utilities and Maintenance 8,584 9,440 13,880 13,880 0%
Operations 15,295 12,683 34,060 36,640 7.57%
City Support Services 44,247 49,833 60,846 60,189 -1.08%
Supplies and Materials 14,179 8,111 14,485 14,685 1.38%
Equipment Allocation 4,775 10,175 5,300 5,300 0%
1,300,125 1,075,203 1,440,552 1,635,305 13.52%
Reimbursed Expenditures
City Support Services $ (61,000) $ (60,132) $ (71,632) $ (71,632)0%
(61,000)(60,132)(71,632)(71,632)0%
Net Total Expenditures 1,239,125 1,015,071 1,368,920 1,563,673 14.23%
Indirectly Funded Amount 506,265 130,967 773,520 817,223 5.65%
81
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Community Services
PROGRAM: Receptionist
PROGRAM SUMMARY: The Receptionist program of the Community Services Department answers calls at main
switchboard and route calls to various departments. Directs walk-in customers to the appropriate department.
Sales of dog licenses and parking permits occur in this program. Receipts are accepted for payment of building
permits and utility bills. The program also provides clerical and secretarial services to other departments.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Expenditures
Professional & Technical Services $ 76 $- $- $-0%
City Support Services 232 -- - 0%
Supplies and Materials 87 -- - 0%
395 - - - 0%
NET TAX AND GENERAL
REVENUE SUPPORTED 395 - - - 0%
PERSONNEL:
Number of FTE Positions 0 0 0 0
The FTE allocation was reclassified to administration in 2020.
OBJECTIVES TO BE ACCOMPLISHED IN 2022:
Goal 1, Strategy 3- Provide Accessible and Friendly City Services:
1. N/A – Program Combined with Administration Department
82
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Community Services
PROGRAM: 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.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Charges for Current Services $ 966 $ 256 $ 3,000 $ 3,000 0%
966 256 3,000 3,000 0%
Expenditures
Salaries and Wages $ 62,640 $ 58,639 $ 68,664 $ 72,302 5.3%
Fringe Benefits 37,214 29,698 36,275 38,597 6.4%
Professional & Technical Services 168,571 174,033 184,375 190,171 3.14%
Utilities and Maintenance 343 246 350 350 0%
Operations 124 89 800 900 12.5%
City Support Services (22,884)(22,786)(46,606)(46,531)-0.16%
Supplies and Materials 504 267 300 300 0%
246,512 240,186 244,158 256,089 4.89%
NET TAX AND GENERAL
REVENUE SUPPORTED 245,546 239,930 241,158 253,089 4.95%
PERSONNEL:
Number of FTE Positions 1.05 1.05 1.00 1.00
OBJECTIVES TO BE ACCOMPLISHED IN 2023:
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 Springbrook Financial and Permitworks Software.
83
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Community Services
PROGRAM: 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 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Licenses, Permits & Fines $ 8,657 $ 8,520 $ 7,000 $ 8,000 14.29%
8,657 8,520 7,000 8,000 14.29%
Expenditures
Salaries and Wages $ 76,739 $ 74,437 $ 83,199 $ 88,462 6.33%
Fringe Benefits 26,478 21,089 25,842 28,378 9.81%
Professional & Technical Services 2,315 4,575 5,000 6,000 20%
Utilities and Maintenance 164 164 200 200 0%
Operations 7,038 8,535 11,400 12,325 8.11%
City Support Services (33,836)(32,685)(20,197)(19,980)-1.07%
Supplies and Materials 1,275 436 -200 0%
80,173 76,551 105,444 115,585 9.62%
NET TAX AND GENERAL
REVENUE SUPPORTED 71,516 68,031 98,444 107,585 9.29%
PERSONNEL:
Number of FTE Positions 0.75 0.75 0.75 0.75
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
Goal 2, Strategy 2 – Go Green
1. Purchase “green” or recycled products when available if the pricing is competitive and product meets quality
standards.
2. Ensure that the City Document Archives section of the City’s website contains the most up to date information
in all areas listed.
3. Review and update where needed applications and forms that are available on the Web site.
PERFORMANCE MEASURES:
2020 2021 2022 2023
Key Measures:Actual Actual Estimated Projected
Registered voters 12,613 11,896 10,742 11,500
Voter turnout
Absentee voter count 7,511 516 2,500 500
In person voter count 3,087 2,158 4,784 2,000
Number of Elections & Primaries Held 3 1 2 3
Number of Days Open for Early Voting 43 43 43 43
84
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Community Services
PROGRAM: 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.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Charges for Current Services $ 11,203 $ 28,762 $- $-0%
11,203 28,762 - - 0%
Expenditures
Salaries and Wages $ 82,414 $ 45,688 $ 86,933 $ 90,273 3.84%
Fringe Benefits 13,701 10,320 13,024 12,693 -2.54%
Professional & Technical Services -107 -10,000 0%
Utilities and Maintenance 4,043 3,897 4,000 4,000 0%
Operations 2,454 206 4,200 6,700 59.52%
City Support Services 208 226 202 215 6.44%
Supplies and Materials 7,466 4,148 6,000 6,000 0%
110,286 64,592 114,359 129,881 13.57%
NET TAX AND GENERAL
REVENUE SUPPORTED 99,083 35,830 114,359 129,881 13.57%
PERSONNEL:
Number of FTE Positions 0.35 0.35 0.35 0.35
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Recruit and train additional Election Judges for the early voting, primaries and general election.
2. Work with Hennepin County City to review voting equipment and the possible replacement.
3. Work to better organize information and supplies for Election Judges use on Election Day.
85
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Community Services
PROGRAM: 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 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Licenses, Permits & Fines $ 312,707 $ 401,262 $ 233,000 $ 316,000 35.62%
Charges for Current Services 96,054 137,487 79,000 157,000 98.73%
408,761 538,749 312,000 473,000 51.6%
Expenditures
Salaries and Wages $ 193,892 $ 221,892 $ 201,479 $ 326,243 61.92%
Fringe Benefits 67,035 84,367 80,583 81,145 0.7%
Professional & Technical Services 39,138 40,661 57,000 87,000 52.63%
Utilities and Maintenance 2,000 2,372 3,500 3,500 0%
Operations 3,884 3,561 8,420 7,600 -9.74%
City Support Services 37,519 42,772 52,970 51,833 -2.15%
Supplies and Materials 4,394 2,752 5,875 5,875 0%
Equipment Allocation 4,775 6,375 5,300 5,300 0%
352,637 404,752 415,127 568,496 36.95%
NET TAX AND GENERAL
REVENUE SUPPORTED (56,124)(133,997) 103,127 95,496 -7.4%
PERSONNEL:
Number of FTE Positions 2.2 2.2 2.5 3.5
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
Goal 1, Strategy 3- Provide Accessible and Friendly City Services:
1. Work on closing out aging permits from the past years.
2. Continue utilizing Laserfiche for paperless document retention
3. Review Permit Fees for rate increases
4. Continue to provide excellent customer service especially as
86
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Community Services
PROGRAM: 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 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Licenses, Permits & Fines $ 5,022 $ 5,103 $ 9,000 $ 6,000 -33.33%
5,022 5,103 9,000 6,000 -33.33%
Expenditures
Salaries and Wages $ 34,983 $ 31,076 $ 40,139 $ 82,320 105.09%
Fringe Benefits 14,279 8,781 15,106 33,158 119.5%
Professional & Technical Services 36 299 -100 0%
Utilities and Maintenance 49 49 50 50 0%
Operations 15 2 25 --100%
City Support Services 468 507 640 679 6.09%
49,830 40,714 55,960 116,307 107.84%
NET TAX AND GENERAL
REVENUE SUPPORTED 44,808 35,611 46,960 110,307 134.9%
PERSONNEL:
Number of FTE Positions 0.25 0.25 0.25 0.25
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Continue the fire prevention inspection program.
2. Implement new fire code software.
87
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Community Services
PROGRAM: Heating and Plumbing Code Inspection
PROGRAM SUMMARY: The Heating and Plumbing Code Inspection program of the Community Services
Department inspects new and remodeled buildings for heating and plumbing compliance. The process begins with
easily accessible customer service at the inspections counter and continues with plan review; permit issuance,
inspection of construction phases. Become familiar with new gas, mechanical and energy code.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Licenses, Permits & Fines $ 109,734 $ 152,320 $ 88,000 $ 96,000 9.09%
109,734 152,320 88,000 96,000 9.09%
Expenditures
Salaries and Wages $ 93,283 $ 96,907 $ 89,826 $ 92,565 3.05%
Fringe Benefits 34,765 28,601 30,429 32,098 5.48%
Professional & Technical Services 1,855 3,609 1,200 1,200 0%
Utilities and Maintenance 678 1,155 1,750 1,750 0%
Operations 379 19 2,350 2,350 0%
City Support Services 544 589 798 847 6.14%
Supplies and Materials -232 500 500 0%
Equipment Allocation -950 - - 0%
131,504 132,062 126,853 131,310 3.51%
NET TAX AND GENERAL
REVENUE SUPPORTED 21,770 (20,258) 38,853 35,310 -9.12%
PERSONNEL:
Number of FTE Positions 1.0 1.0 1.1 1.1
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2022:
1. PermitWorks Training
2. Close Out Aging Permits
3. Look at Updating Permit Fees
PERFORMANCE MEASURES:
2020 2021 2022 2023
Key Measures:Actual Actual Estimated Projected
New Commercial/Industrial Permits 2 1 5 -
Valuation 5,138,000 912,500 82,106,328 -
New Single-Family Home Permits - 1 3 1
Valuation - 575,000 1,298,000 600,000
New Multiple Family Building Permits - 1 3 3
Valuation -8,871,151 31,235,491 35,000,000
Fire Permits 50 74 75 75
Total Building Permits 636 707 446 500
Valuation 21,124,486 38,156,628 137,019,951 100,000,000
88
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Community Services
PROGRAM: 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.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Property Taxes $ 150 $- $ 500 $--100%
Licenses, Permits & Fines 159,172 137,874 145,000 139,000 -4.14%
Charges for Current Services 15,545 3,420 26,000 16,050 -38.27%
174,867 141,294 171,500 155,050 -9.59%
Expenditures
Salaries and Wages $ 129,867 $ 27,190 $ 131,923 $ 140,513 6.51%
Fringe Benefits 41,613 5,371 60,951 53,039 -12.98%
Professional & Technical Services 2,028 1,092 3,810 3,810 0%
Utilities and Maintenance 1,258 1,021 2,580 2,580 0%
Operations 1,233 224 4,240 4,240 0%
City Support Services 720 781 919 975 6.09%
Supplies and Materials 453 276 1,550 1,550 0%
Equipment Allocation -1,900 - - 0%
177,172 37,855 205,973 206,707 0.36%
NET TAX AND GENERAL
REVENUE SUPPORTED 2,305 (103,439) 34,473 51,657 49.85%
PERSONNEL:
Number of FTE Positions 1.82 1.82 0.82 0.82
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
Goal 1, Strategy 3- Provide Accessible and Friendly City Services:
1. Retain all new rental inspection results on Laserfiche
2. Update Rental Licensing and Inspection Fees
89
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Community Services
PROGRAM: 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 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Licenses, Permits & Fines $ 13,650 $ 9,100 $ 2,500 $ 3,000 20%
Charges for Current Services - - 400 400 0%
13,650 9,100 2,900 3,400 17.24%
Expenditures
Salaries and Wages $ 66,479 $ 15,853 $ 62,281 $ 21,652 -65.23%
Fringe Benefits 21,687 (1,424) 29,246 8,134 -72.19%
Professional & Technical Services 94 79 1,900 1,900 0%
Utilities and Maintenance 49 536 1,450 1,450 0%
Operations 166 45 2,625 2,525 -3.81%
City Support Services 276 297 488 519 6.35%
Supplies and Materials - - 260 260 0%
Equipment Allocation -950 - - 0%
88,751 16,336 98,250 36,440 -62.91%
NET TAX AND GENERAL
REVENUE SUPPORTED 75,101 7,236 95,350 33,040 -65.35%
PERSONNEL:
Number of FTE Positions 0.860 0.86 0.70 0.70
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
Goal 1, Strategy 3- Provide Accessible and Friendly City Services:
1. Continue neighborhood sweeps and respond to resident complaints in a prompt and courteous manner.
2. Send out newsletter in spring regarding sweeps potential violations.
90
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Community Services
PROGRAM: Vacant Property Management
PROGRAM SUMMARY: The Vacant Property Management program of the Community Services Department
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Charges for Current Services $- $- $ 2,000 $ 2,000 0%
- - 2,000 2,000 0%
Expenditures
Salaries and Wages $ 1,375 $ 1,419 $ 2,040 $ 2,168 6.27%
Fringe Benefits 488 602 756 690 -8.73%
Operations 2 2 - - 0%
1,865 2,023 2,796 2,858 2.22%
NET TAX AND GENERAL
REVENUE SUPPORTED 1,865 2,023 796 858 7.79%
PERSONNEL:
Number of FTE Positions 0.02 0.02 0.02 0.02
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
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
91
CITY OF HOPKINS
FUNCTION: POLICE
Revenues and Expenditures
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Intergovernmental Revenue $ 405,199 $ 372,327 $ 330,000 $ 380,000 15.15%
Licenses, Permits & Fines 122,777 76,717 149,300 151,800 1.67%
Charges for Current Services 1,712 5,720 35,000 35,000 0%
Other Revenues 8,533 9,532 500 500 0%
538,221 464,296 514,800 567,300 10.2%
Expenditures
Salaries and Wages $ 3,684,854 $ 3,757,326 $ 3,926,587 $ 4,147,197 5.62%
Fringe Benefits 1,674,820 1,397,071 1,604,014 1,767,420 10.19%
Professional & Technical Services 108,582 144,533 177,615 177,615 0%
Utilities and Maintenance 158,481 186,207 166,306 219,184 31.8%
Operations 170,769 217,647 195,148 208,468 6.83%
City Support Services 218,906 238,240 238,664 262,845 10.13%
Supplies and Materials 93,061 99,979 94,210 161,039 70.94%
Equipment Allocation 8,395 6,740 15,000 15,000 0%
6,117,868 6,047,743 6,417,544 6,958,768 8.43%
Indirectly Funded Amount 5,579,647 5,583,447 5,902,744 6,391,468 8.28%
92
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Police
PROGRAM: 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 2023:
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 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Expenditures
Salaries and Wages $ 409,777 $ 417,974 $ 433,394 $ 460,654 6.29%
Fringe Benefits 170,789 172,705 179,216 187,870 4.83%
Professional & Technical Services 8,800 19,388 23,717 23,717 0%
Utilities and Maintenance 59,673 81,068 61,892 98,437 59.05%
Operations 56,783 57,657 64,534 65,314 1.21%
City Support Services 21,492 22,670 22,724 24,491 7.78%
Supplies and Materials 19,261 10,929 17,699 18,666 5.46%
Equipment Allocation 8,395 2,789 10,000 10,000 0%
754,970 785,180 813,176 889,149 9.34%
NET TAX AND GENERAL
REVENUE SUPPORTED 754,970 785,180 813,176 889,149 9.34%
PERSONNEL:
Number of FTE Positions 3.1 2.95 2.95 2.95
PERFORMANCE MEASURES:
2020 2021 2022 2023
Key Measures:Actual Actual Estimated Projected
Calls for Service 26,139 21432 Not Available Not Available
Traffic Stops 3589 1720 Not Available Not Available
Total Citations 423 303 Not Available Not Available
Part I Crimes - Felony 491 503 Not Available Not Available
Part II Crimes - Non Felony 707 658 Not Available Not Available
93
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Police
PROGRAM: 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 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Intergovernmental Revenue $ 405,199 $ 372,327 $ 330,000 $ 380,000 15.15%
Licenses, Permits & Fines 33,087 19,410 73,700 75,500 2.44%
Charges for Current Services 1,712 5,634 25,000 25,000 0%
Other Revenues 8,533 9,532 - - 0%
448,531 406,903 428,700 480,500 12.08%
Expenditures
Salaries and Wages $ 2,536,559 $ 2,639,421 $ 2,777,371 $ 2,727,400 -1.8%
Fringe Benefits 1,206,251 991,746 1,172,924 1,212,582 3.38%
Professional & Technical Services 70,486 81,512 94,276 94,276 0%
Utilities and Maintenance 20,472 21,777 22,900 28,000 22.27%
Operations 68,621 89,184 49,322 57,262 16.1%
City Support Services 130,944 142,885 140,633 157,962 12.32%
Supplies and Materials 54,666 63,456 47,871 76,121 59.01%
4,087,999 4,029,981 4,305,297 4,353,603 1.12%
NET TAX AND GENERAL
REVENUE SUPPORTED 3,639,468 3,623,078 3,876,597 3,873,103 -0.09%
PERSONNEL:
Number of FTE Positions 26.08 26.88 27.18 27.18
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Provide the highest level of professional customer service to the public with each and every contact.
2. Create trust and partnerships with our multi-cultural community.
3. Provide proactive criminal enforcement through intelligence-lead policing efforts.
4. Committed to identifying and solving problems through building positive community partnerships
94
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Police
PROGRAM: 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.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Expenditures
Salaries and Wages $ 52,089 $ 55,544 $ 45,781 $ 48,721 6.42%
Fringe Benefits 20,671 18,500 17,881 44,592 149.38%
Professional & Technical Services -196 - - 0%
Utilities and Maintenance 670 7,435 2,150 2,150 0%
Operations 6,651 9,772 8,107 10,187 25.66%
City Support Services 8,172 8,906 9,401 9,966 6.01%
Supplies and Materials 3,137 5,942 5,249 5,249 0%
91,390 106,295 88,569 120,865 36.46%
NET TAX AND GENERAL
REVENUE SUPPORTED 91,390 106,295 88,569 120,865 36.46%
PERSONNEL:
Number of FTE Positions 0.35 0.5 0.5 0.5
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
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.
4. Continue to prepare for civil unrest while protecting everyone’s civil liberties
95
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTON: Police
PROGRAM: Reserves
PROGRAM SUMMARY: The Hopkins Police Reserve Unit provides civilian volunteers with exceptional training to
assist the police department with civic events, community-building and outreach efforts.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Expenditures
Salaries and Wages $ 9,564 $ 6,932 $ 10,403 $ 266,404 2460.84%
Fringe Benefits 3,667 2,065 3,988 85,250 2037.66%
Operations 723 741 1,764 1,764 0%
City Support Services 612 666 668 709 6.14%
Supplies and Materials 2,595 3,400 5,625 9,040 60.71%
17,161 13,804 22,448 363,167 1517.81%
NET TAX AND GENERAL
REVENUE SUPPORTED 17,161 13,804 22,448 363,167 1517.81%
PERSONNEL:
Number of FTE Positions 0.1 0.05 0.15 0.15
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Continue to recruit individuals with diverse backgrounds.
2. Continue to supplement uniformed patrol 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.
96
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTON: Police
PROGRAM: 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.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Licenses, Permits & Fines $ 42,415 $ 53,507 $ 71,600 $ 72,000 0.56%
42,415 53,507 71,600 72,000 0.56%
Expenditures
Salaries and Wages $ 248,413 $ 271,925 $ 265,060 $ 220,748 -16.72%
Fringe Benefits 122,166 104,282 116,730 95,921 -17.83%
Professional & Technical Services 28,016 42,153 58,838 58,838 0%
Utilities and Maintenance 580 607 1,040 1,040 0%
Operations 11,083 15,727 19,345 21,865 13.03%
City Support Services 27,078 29,767 30,457 32,870 7.92%
Supplies and Materials 6,356 8,447 7,057 7,757 9.92%
443,692 472,908 498,527 439,039 -11.93%
NET TAX AND GENERAL
REVENUE SUPPORTED 401,277 419,401 426,927 367,039 -14.03%
PERSONNEL:
Number of FTE Positions 2.95 2.45 2.45 2.45
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
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.
97
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Police
PROGRAM: 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 2023:
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 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Licenses, Permits & Fines $ 43,275 $- $- $-0%
43,275 - - - 0%
Expenditures
Salaries and Wages $ 97,482 $ 45,037 $ 12,000 $ 12,240 2%
Fringe Benefits 31,539 10,840 240 245 2.08%
Operations 6,453 8,306 6,500 6,500 0%
City Support Services 7,260 7,918 8,319 8,788 5.64%
Supplies and Materials -857 - - 0%
Equipment Allocation -3,951 5,000 5,000 0%
142,734 76,909 32,059 32,773 2.23%
NET TAX AND GENERAL
REVENUE SUPPORTED 99,459 76,909 32,059 32,773 2.23%
PERSONNEL:
Number of FTE Positions 0.85 0.95 - -
98
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Police
PROGRAM: Crime Prevention Specialist/Outreach
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 2023:
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 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Licenses, Permits & Fines $ 4,000 $ 3,800 $ 3,500 $ 3,800 8.57%
Other Revenues - - 500 500 0%
4,000 3,800 4,000 4,300 7.5%
Expenditures
Salaries and Wages $ 86,200 $ 87,347 $ 100,025 $ 102,304 2.28%
Fringe Benefits 39,342 30,262 38,574 41,103 6.56%
Professional & Technical Services 197 467 - - 0%
Operations 20,230 36,009 43,073 43,073 0%
City Support Services 1,564 1,695 1,589 1,688 6.23%
Supplies and Materials 5,639 1,930 5,699 7,196 26.27%
153,172 157,710 188,960 195,364 3.39%
NET TAX AND GENERAL
REVENUE SUPPORTED 149,172 153,910 184,960 191,064 3.3%
PERSONNEL:
Number of FTE Positions 0.85 1.0 1.0 1.0
Torch Run Cops ‘n Kids Fishing
99
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Police
PROGRAM: 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 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Licenses, Permits & Fines $- $- $ 500 $ 500 0%
Charges for Current Services -86 10,000 10,000 0%
-86 10,500 10,500 0%
Expenditures
Salaries and Wages $ 244,770 $ 233,146 $ 282,553 $ 308,726 9.26%
Fringe Benefits 80,395 66,671 74,461 99,857 34.11%
Professional & Technical Services 1,083 817 784 784 0%
Utilities and Maintenance 137 778 1,274 1,274 0%
Operations 225 251 2,503 2,503 0%
City Support Services 2,944 3,201 3,228 3,425 6.1%
Supplies and Materials - - 490 490 0%
329,554 304,864 365,293 417,059 14.17%
NET TAX AND GENERAL
REVENUE SUPPORTED 329,554 304,778 354,793 406,559 14.59%
PERSONNEL:
Number of FTE Positions 3 3 3 3
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Continue to refine processes for better efficiency of records maintenance.
2. Continue to provide weekly crime statistics and learning additional crime analysis software and mapping tools.
3. Maintain efficiency with report flow to respective agencies.
100
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Police
PROGRAM: 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 2023:
1. Continue to provide exceptional services to all stakeholders.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Expenditures
Utilities and Maintenance $ 76,949 $ 74,542 $ 77,050 $ 88,283 14.58%
City Support Services 18,840 20,532 21,645 22,946 6.01%
Supplies and Materials 1,407 5,018 4,520 36,520 707.96%
97,196 100,092 103,215 147,749 43.15%
NET TAX AND GENERAL
REVENUE SUPPORTED 97,196 100,092 103,215 147,749 43.15%
PERSONNEL:
Number of FTE Positions 0 0 0 0
101
CITY OF HOPKINS
FUNCTION: FIRE
Revenues and Expenditures
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Intergovernmental Revenue $ 153,250 $ 148,007 $ 122,000 $ 140,000 14.75%
Licenses, Permits & Fines 5,231 4,808 2,300 4,000 73.91%
Charges for Current Services 2,085 4,970 10,500 10,500 0%
Other Revenues 1,195 650 3,500 3,500 0%
161,761 158,435 138,300 158,000 14.24%
Expenditures
Salaries and Wages $ 591,545 $ 657,576 $ 624,360 $ 661,293 5.92%
Fringe Benefits 372,282 369,871 387,675 370,376 -4.46%
Professional & Technical Services 13,306 26,284 24,900 24,900 0%
Utilities and Maintenance 110,749 133,361 128,550 129,800 0.97%
Operations 77,337 139,469 86,570 86,670 0.12%
City Support Services 228,551 250,868 266,409 277,592 4.2%
Supplies and Materials 129,136 108,959 81,660 82,760 1.35%
Equipment Allocation 8,710 1,442 16,700 - -100%
1,531,616 1,687,830 1,616,824 1,633,391 1.02%
Indirectly Funded Amount 1,369,855 1,529,395 1,478,524 1,475,391 -0.21%
The Fire Department is made up of two programs. They are Fire Prevention/Suppresion and Emergency
Preparedness.
102
CITY OF HOPKINS
FUNCTION: Fire
PROGRAM: Fire
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 2022:
1. Recruitment and Retention of members.
2. Implement a Mental Health and PTSD program for Fire Department Staff.
3. Develop and Implement a Staffing plan for the future of HFD.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Intergovernmental Revenue $ 153,250 $ 148,007 $ 122,000 $ 140,000 14.75%
Licenses, Permits & Fines 5,231 4,808 2,300 4,000 73.91%
Charges for Current Services 2,085 4,970 10,500 10,500 0%
Other Revenues 1,195 650 3,500 3,500 0%
161,761 158,435 138,300 158,000 14.24%
Expenditures
Salaries and Wages $ 591,545 $ 657,576 $ 624,360 $ 661,293 5.92%
Fringe Benefits 372,282 369,871 387,675 370,376 -4.46%
Professional & Technical Services 13,306 26,284 24,900 24,900 0%
Utilities and Maintenance 110,749 133,361 128,550 129,800 0.97%
Operations 77,337 139,469 86,570 86,670 0.12%
City Support Services 228,551 250,868 266,409 277,592 4.2%
Supplies and Materials 129,136 108,959 81,660 82,760 1.35%
Equipment Allocation 8,710 1,442 16,700 --100%
1,531,616 1,687,830 1,616,824 1,633,391 1.02%
NET TAX AND GENERAL
REVENUE SUPPORTED 1,369,855 1,529,395 1,478,524 1,475,391 -0.21%
PERSONNEL:
Number of FTE Positions 4.1 4.1 5.5 6.0
Volunteer Firefighters 32 32 32 32
PERFORMANCE MEASURES:
2020 2021 2022 2023
Key Measures:Actual Actual Estimated Projected
Total Calls (Medical & Fire Suppression) 1,445 1,585 1,585 Not Available
Average Response Time (minutes) 4.1 4.6 4.6 Not Available
Dollar Loss From Fire Damage $ 1,560,000 $ 442,000 $ 442,000 Not Available
FUND 101 – GENERAL FUND
103
CITY OF HOPKINS
FUNCTION: PUBLIC WORKS
Revenues and Expenditures
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Intergovernmental Revenue $ 204,975 $ 185,220 $ 170,000 $ 185,000 8.82%
Licenses, Permits & Fines 4,395 4,640 19,415 19,415 0%
Charges for Current Services 41,573 8,039 3,150 3,150 0%
Other Revenues 26,885 13,925 5,300 5,300 0%
277,828 211,824 197,865 212,865 7.58%
Expenditures
Salaries and Wages $ 1,652,097 $ 1,674,681 $ 1,635,746 $ 1,666,097 1.86%
Fringe Benefits 751,862 617,476 734,404 743,099 1.18%
Professional & Technical Services 314,047 471,492 525,000 583,000 11.05%
Utilities and Maintenance 290,788 382,643 445,665 468,750 5.18%
Operations 12,975 48,097 42,170 54,600 29.48%
City Support Services 267,885 291,785 320,721 295,004 -8.02%
Supplies and Materials 274,799 260,583 336,475 378,100 12.37%
Equipment Allocation 50,951 5,844 26,000 - -100%
3,615,404 3,752,601 4,066,181 4,188,650 3.01%
Reimbursed Expenditures
City Support Services $ (673,362) $ (626,227) $ (556,622) $ (556,622)0%
(673,362)(626,227)(556,622)(556,622)0%
Net Total Expenditures 2,942,042 3,126,374 3,509,559 3,632,028 3.49%
Indirectly Funded Amount 2,664,214 2,914,550 3,311,694 3,419,163 3.25%
104
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Public Works
PROGRAM: 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 covers the entire public works complex. The
buildings and equipment are maintained by in house maintenance personnel and the custodial duties by a contract
cleaner.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Other Revenues $ 1,210 $- $- $-0%
1,210 - - - 0%
Expenditures
Salaries and Wages $ 28,642 $ 25,494 $ 26,453 $ 27,556 4.17%
Fringe Benefits 9,274 7,860 9,299 10,514 13.07%
Professional & Technical Services 24,459 33,890 26,200 25,000 -4.58%
Utilities and Maintenance 65,897 84,043 76,965 78,700 2.25%
Operations 557 21,237 700 700 0%
City Support Services (63,996)(64,132)(27,229)(27,230)0%
Supplies and Materials 6,784 6,913 11,775 12,325 4.67%
71,617 115,305 124,163 127,565 2.74%
NET TAX AND GENERAL
REVENUE SUPPORTED 70,407 115,305 124,163 127,565 2.74%
PERSONNEL:
Number of FTE Positions 0.4 0.4 0.4 0.4
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Maintain PW building to assure a safe and comfortable environment for all City employees at the lowest cost to
the taxpayer.
105
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Public Works
PROGRAM: 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.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Charges for Current Services $ 95 $ 213 $ 150 $ 150 0%
95 213 150 150 0%
Expenditures
Salaries and Wages $ 166,539 $ 141,456 $ 225,376 $ 261,469 16.01%
Fringe Benefits 82,725 47,373 113,555 117,085 3.11%
Professional & Technical Services 6,137 8,885 6,500 7,500 15.38%
Utilities and Maintenance 11,232 8,853 9,300 10,400 11.83%
Operations 1,261 3,608 5,850 13,500 130.77%
City Support Services (49,620)(44,254)(154,162)(152,701)-0.95%
Supplies and Materials 4,561 9,001 8,350 9,850 17.96%
222,835 174,922 214,769 267,103 24.37%
NET TAX AND GENERAL
REVENUE SUPPORTED 222,740 174,709 214,619 266,953 24.38%
PERSONNEL:
Number of FTE Positions 2.35 2.35 2.00 2.00
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Continue aggressive maintenance and repair of all city equipment.
2. Purchase pickup trucks, log truck and supervisor vehicles as provided in the City’s Equipment Replacement Plan
106
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Public Works
PROGRAM: 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 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Expenditures
Salaries and Wages $ 172,822 $ 227,700 $ 203,880 $ 213,748 4.84%
Fringe Benefits 62,872 61,848 72,867 74,070 1.65%
Professional & Technical Services 1,392 3,507 2,000 3,500 75%
Utilities and Maintenance 5,528 5,914 6,000 6,000 0%
Operations 5,721 8,986 11,400 11,400 0%
City Support Services (147,008)(146,920)(118,275)(118,208)-0.06%
Supplies and Materials 4,432 4,478 3,000 3,000 0%
105,759 165,513 180,872 193,510 6.99%
NET TAX AND GENERAL
REVENUE SUPPORTED 105,759 165,513 180,872 193,510 6.99%
PERSONNEL:
Number of FTE Positions 1.35 1.35 1.68 1.68
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Southwest Light Rail: protect city interests during construction
2. Continue to analyze and respond to opportunities to save energy and be more environmentally conscious while
improving service quality and efficiency.
3. Complete 2023 program of street and utility improvements.
107
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Public Works
PROGRAM: 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 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Licenses, Permits & Fines $ 4,290 $ 4,605 $ 18,000 $ 18,000 0%
Charges for Current Services 10 45 - - 0%
Other Revenues 19,240 9,200 - - 0%
23,540 13,850 18,000 18,000 0%
Expenditures
Salaries and Wages $ 175,877 $ 163,982 $ 118,701 $ 124,520 4.9%
Fringe Benefits 73,590 56,481 43,261 46,741 8.04%
Professional & Technical Services 22,820 23,932 23,500 27,000 14.89%
Utilities and Maintenance 2,533 2,456 3,800 3,300 -13.16%
Operations 3,253 4,973 13,150 13,150 0%
City Support Services (275,983) (231,205)(113,281)(113,998)0.63%
Supplies and Materials 1,340 746 2,300 3,000 30.43%
Equipment Allocation 50,951 5,844 26,000 --100%
54,381 27,209 117,431 103,713 -11.68%
NET TAX AND GENERAL
REVENUE SUPPORTED 30,841 13,359 99,431 85,713 -13.8%
PERSONNEL:
Number of FTE Positions 1.75 1.75 1.20 1.20
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Continue to develop and verify utility base maps in the GIS system and integrate with Cartegraph software.
2. Complete West Central Avenues Street Improvement Project
3. Complete 2023 street surface improvement plan.
4. Oversee implementation of the City’s Capital Improvement Plan
108
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Public Works
PROGRAM: 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 2023:
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 maintenance.
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 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Intergovernmental Revenue $ 204,975 $ 185,220 $ 170,000 $ 185,000 8.82%
Licenses, Permits & Fines 105 35 1,415 1,415 0%
Charges for Current Services 9,329 3,721 - - 0%
Other Revenues 1,552 - - - 0%
215,961 188,976 171,415 186,415 8.75%
Expenditures
Salaries and Wages $ 406,253 $ 450,121 $ 401,959 $ 382,978 -4.72%
Fringe Benefits 205,383 186,355 203,338 204,338 0.49%
Professional & Technical Services 136,813 166,320 214,000 229,500 7.24%
Utilities and Maintenance 137,802 193,586 238,500 250,600 5.07%
Operations 658 2,784 5,200 5,900 13.46%
City Support Services 19,515 24,692 46,174 17,697 -61.67%
Supplies and Materials 89,929 77,134 117,200 123,200 5.12%
996,353 1,100,992 1,226,371 1,214,213 -0.99%
NET TAX AND GENERAL
REVENUE SUPPORTED 780,392 912,016 1,054,956 1,027,798 -2.57%
PERSONNEL:
Number of FTE Positions 5.82 5.97 6.88 6.88
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CITY OF HOPKINS
PERFORMANCE MEASURES:
2020 2021 2022 2023
Key Measures:Actual Actual Estimated Projected
Miles of streets maintained 55 55 55 55
Crack sealing (square yards) 29,460 32,780 30,000 30,000
Boulevard Trees Planted 66 66 75 75
Number of poles painted/re-painted 54 -55 55
110
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Public Works
PROGRAM: Snow & Ice Removal
PROGRAM SUMMARY: The Snow & Ice Removal program of the Public Works Department provides snow and
ice control services of 55 miles of streets, 33 miles of alleys and 9 parking lots (including parking ramp) and
economic development properties within the city for convenient day-to-day use, and to provide safe travel and
parking conditions.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Charges for Current Services $ 1,477 $- $- $-0%
1,477 - - - 0%
Expenditures
Salaries and Wages $ 93,504 $ 110,661 $ 131,357 $ 130,341 -0.77%
Fringe Benefits 45,863 44,611 39,354 40,338 2.5%
Professional & Technical Services 8,695 18,484 9,600 18,000 87.5%
Utilities and Maintenance - - 200 1,500 650%
Operations - - - 750 0%
City Support Services 11,964 13,033 13,558 14,350 5.84%
Supplies and Materials 51,386 43,642 57,600 61,175 6.21%
211,412 230,431 251,669 266,454 5.87%
NET TAX AND GENERAL
REVENUE SUPPORTED 209,935 230,431 251,669 266,454 5.87%
PERSONNEL:
Number of FTE Positions 1.04 1 1 1
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2022:
1. Complete plowing/ice treatment operations of all city streets, alleys, parking lots and parking ramp within 10
hours.
2. Complete snow removal operations in downtown areas/ramp/parking lots in efficient manner to meet
parking/traffic flow demands.
3. Increase snow/ice maintenance activities on residential streets.
4. Utilize snow emergency policy to maximize safety and snow removal efforts, while minimizing resident
conflicts.
5. Help ensure safe travel through efficient, environmentally sensitive use of ice control chemicals
PERFORMANCE MEASURES:
2020 2021 2022 2023
Key Measures:Actual Actual Estimated Projected
Snow Removal (inches of precipitation) 52 49 80 Not Available
111
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Public Works
PROGRAM: 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 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Charges for Current Services $ 5,483 $ 3,723 $ 3,000 $ 3,000 0%
Other Revenues 4,883 4,725 5,300 5,300 0%
10,366 8,448 8,300 8,300 0%
Expenditures
Salaries and Wages $ 493,764 $ 430,723 $ 400,821 $ 397,175 -0.91%
Fringe Benefits 213,879 158,322 198,303 193,734 -2.3%
Professional & Technical Services 81,383 156,315 193,000 214,000 10.88%
Utilities and Maintenance 50,985 64,939 81,200 87,150 7.33%
Operations 1,370 3,521 1,950 3,950 102.56%
City Support Services 84,566 98,152 103,639 103,993 0.34%
Supplies and Materials 87,198 96,765 87,400 115,900 32.61%
1,013,145 1,008,737 1,066,313 1,115,902 4.65%
NET TAX AND GENERAL
REVENUE SUPPORTED 1,002,779 1,000,289 1,058,013 1,107,602 4.69%
PERSONNEL:
Number of FTE Positions 6.76 6.95 5.64 5.64
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2022:
1. Continue grounds maintenance of all parks including Shady Oak Beach, plus City Hall, 4 well houses, Public
Works garage and all other City owned right-of-way.
2. Provide open skating and hockey at the following parks: Valley, Harley Hopkins, Oakes, Central, Interlachen,
open skating only at Hilltop and Burnes.
3. Continue to help ensure safe public use of the parks through inspection & maintenance of play equipment,
courts, splash pad and facilities
PERFORMANCE MEASURES:
2019 2020 2021 2022
Key Measures:Actual Actual Estimated Projected
Number of Parks 19 19 19 19
112
CITY OF HOPKINS
FUND 101 – GENERAL FUND
FUNCTION: Public Works
PROGRAM: 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 2022:
1. Trim 12% of trees on city boulevards.
2. Remove all diseased, dead, dying trees on public property.
3. Thin the public tree ash population by removing poorly sited, declining and poorly formed trees.
4. Manage an effective data base record keeping system that tracks forestry activities to better manage and
maintain public trees.
5. Provide for prompt customer service on requests for trimming and tree consultation
6. Continue new tree planting through direct purchase, Hennepin County/Tree Trust programs and grants
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Charges for Current Services $ 25,179 $ 337 $- $-0%
25,179 337 - - 0%
Expenditures
Salaries and Wages $ 114,696 $ 124,544 $ 127,199 $ 128,310 0.87%
Fringe Benefits 58,276 54,626 54,427 56,279 3.4%
Professional & Technical Services 32,348 60,159 50,200 58,500 16.53%
Utilities and Maintenance 16,811 22,852 29,700 31,100 4.71%
Operations 155 2,988 3,920 5,250 33.93%
City Support Services 15,085 16,192 13,675 14,479 5.88%
Supplies and Materials 29,169 21,904 48,850 49,650 1.64%
266,540 303,265 327,971 343,568 4.76%
NET TAX AND GENERAL
REVENUE SUPPORTED 241,361 302,928 327,971 343,568 4.76%
PERSONNEL:
Number of FTE Positions 1.46 1.54 1.69 1.69
PERFORMANCE MEASURES:
2019 2020 2021 2022
Key Measures:Actual Actual Estimated Projected
Linear miles of Blvd streets to manage 55 55 55 55
Public trees planted (reforestation/restoration) 93 66 66 75
113
CITY OF HOPKINS
FUNCTION: RECREATION BUDGET
Revenues and Expenditures
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Expenditures
Salaries and Wages $ 4,931 $ 5,156 $ 5,811 $ 6,141 5.68%
Fringe Benefits 1,612 1,624 1,683 2,305 36.96%
Professional & Technical Services 171,986 299,301 285,000 295,000 3.51%
Utilities and Maintenance 446 749 500 1,200 140%
City Support Services 2,096 2,412 2,481 2,348 -5.36%
181,071 309,242 295,475 306,994 3.9%
Indirectly Funded Amount 181,071 309,242 295,475 306,994 3.9%
The Recreation Department is made up of five main programs. They are Playground, Ice Rink, Park Services, Joint
Recreation and Skate Park.
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CITY OF HOPKINS
FUNCTION: Recreation
PROGRAM: 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 2023:
1. Continue to develop partnerships in order to expand youth programming opportunities
2. Hire and train attendants to supervise park services at Burnes, Oakes and Valley Parks
3. Provide staff to supervise outdoor ice rinks at 13 locations in Hopkins and Minnetonka from mid-December
through mid-February
4. Continue summer playground program for children at 11 locations in Hopkins and Minnetonka.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Expenditures
Professional & Technical Services $ 171,986 $ 299,301 $ 285,000 $ 295,000 3.51%
171,986 299,301 285,000 295,000 3.51%
NET TAX AND GENERAL
REVENUE SUPPORTED 171,986 299,301 285,000 295,000 3.51%
PERSONNEL:
Number of Part-time positions 90 90 90 90
FUND 101 - GENERAL FUND
115
CITY OF HOPKINS
FUNCTION: Recration
PROGRAM: 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 2023:
1. To operate the park under a contractual operating agreement with 3rd 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 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Expenditures
Salaries and Wages $ 4,931 $ 5,156 $ 5,811 $ 6,141 5.68%
Fringe Benefits 1,612 1,624 1,683 2,305 36.96%
Utilities and Maintenance 446 749 500 1,200 140%
City Support Services 2,096 2,412 2,481 2,348 -5.36%
9,085 9,941 10,475 11,994 14.5%
NET TAX AND GENERAL
REVENUE SUPPORTED 9,085 9,941 10,475 11,994 14.5%
PERSONNEL:
Number of FTE Positions 0.05 0.05 0.05 0.05
FUND 101 - GENERAL FUND
116
CITY OF HOPKINS
FUNCTION: ACTIVITY CENTER
Revenues and Expenditures
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Charges for Current Services $ 47,206 $ 68,868 $ 90,000 $ 94,300 4.78%
Other Revenues 4,933 11,382 4,500 11,000 144.44%
52,139 80,250 94,500 105,300 11.43%
Expenditures
Salaries and Wages $ 255,413 $ 213,924 $ 228,520 $ 238,567 4.4%
Fringe Benefits 83,263 4,594 82,983 88,590 6.76%
Professional & Technical Services 13,583 31,445 49,986 50,000 0.03%
Utilities and Maintenance 46,721 47,632 41,088 41,720 1.54%
Operations 6,871 9,085 12,492 12,525 0.26%
City Support Services 15,300 16,675 28,914 33,875 17.16%
Supplies and Materials 13,554 16,816 20,405 20,914 2.49%
Equipment Allocation 11,465 21,527 2,000 - -100%
446,170 361,698 466,388 486,191 4.25%
Indirectly Funded Amount 394,031 281,448 371,888 380,891 2.42%
The Activity Center Department is made up of two programs. They are Community Use and Maintenance.
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CITY OF HOPKINS
FUNCTION: Activity Center
PROGRAM: 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 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Charges for Current Services $ 47,206 $ 68,868 $ 90,000 $ 94,300 4.78%
Other Revenues 4,933 11,382 4,500 11,000 144.44%
52,139 80,250 94,500 105,300 11.43%
Expenditures
Salaries and Wages $ 243,016 $ 196,315 $ 210,284 $ 219,588 4.42%
Fringe Benefits 78,627 (973)76,429 81,281 6.35%
Professional & Technical Services 13,583 31,103 49,300 49,300 0%
Utilities and Maintenance 2,105 351 2,280 2,350 3.07%
Operations 6,871 9,085 12,492 12,525 0.26%
City Support Services 4,744 5,204 7,065 10,817 53.11%
Supplies and Materials 12,818 12,178 14,000 14,500 3.57%
Equipment Allocation 11,465 21,527 2,000 --100%
373,229 274,790 373,850 390,361 4.42%
NET TAX AND GENERAL
REVENUE SUPPORTED 321,090 194,540 279,350 285,061 2.04%
PERSONNEL:
Number of FTE Positions 2.8 2.8 2.3 2.3
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Market the Hopkins Activity Center to the over 50 Hopkins population, especially through electronic media.
2. Work with the Hopkins festivals and special events committees to promote events for the over 50 population
FUND 101 - GENERAL FUND
118
CITY OF HOPKINS
FUNCTION: Activity Center
PROGRAM: 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.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Expenditures
Salaries and Wages $ 12,397 $ 17,609 $ 18,236 $ 18,979 4.07%
Fringe Benefits 4,636 5,567 6,554 7,309 11.52%
Professional & Technical Services -342 686 700 2.04%
Utilities and Maintenance 44,616 47,281 38,808 39,370 1.45%
City Support Services 10,556 11,471 21,849 23,058 5.53%
Supplies and Materials 736 4,638 6,405 6,414 0.14%
72,941 86,908 92,538 95,830 3.56%
NET TAX AND GENERAL
REVENUE SUPPORTED 72,941 86,908 92,538 95,830 3.56%
PERSONNEL:
Number of FTE Positions 0.2 0.2 0.2 0.2
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Maintain Activity Center building to assure a safe and comfortable environment for its employees and
patrons of the facility
FUND 101 - GENERAL FUND
119
CITY OF HOPKINS
FUNCTION: PLANNING
Revenues and Expenditures
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Licenses, Permits & Fines $ 1,570 $ 1,315 $ 1,000 $ 1,000 0%
Charges for Current Services 16,700 (1,860) 2,000 1,000 -50%
18,270 (545)3,000 2,000 -33.33%
Expenditures
Salaries and Wages $ 128,128 $ 133,231 $ 138,676 $ 121,278 -12.55%
Fringe Benefits 39,909 34,658 37,173 45,476 22.34%
Professional & Technical Services 36,952 35,208 25,000 - -100%
Utilities and Maintenance 164 164 200 - -100%
Operations 4,219 5,360 16,725 17,500 4.63%
City Support Services 1,164 1,267 1,261 1,339 6.19%
Supplies and Materials 759 202 1,500 1,000 -33.33%
211,295 210,090 220,535 186,593 -15.39%
Reimbursed Expenditures
City Support Services $ (20,000) $ (20,000) $ (15,751) $ (15,751)0%
(20,000)(20,000)(15,751)(15,751)0%
Net Total Expenditures 191,295 190,090 204,784 170,842 -16.57%
Indirectly Funded Amount 173,025 190,635 201,784 168,842 -16.33%
The Planning and Economic Development Department is made up of three programs. They are Zoning Activities &
Enforcement, Sign & Fence Permits and Miscellaneous Planning.
120
CITY OF HOPKINS
FUNCTION: Planning and Zoning
PROGRAM: 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 2023:
1. Continue implementing the new zoning code
2.2. Process land use, sign and fence permit application, and respond to customer’s needs in a timely manner
3. Provide staff assistance to Planning Commission & expertise to the City Council
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Licenses, Permits & Fines $ 1,570 $ 1,315 $ 1,000 $ 1,000 0%
Charges for Current Services 16,700 (1,860) 2,000 1,000 -50%
18,270 (545)3,000 2,000 -33.33%
Expenditures
Salaries and Wages $ 128,128 $ 133,231 $ 138,676 $ 121,278 -12.55%
Fringe Benefits 39,909 34,658 37,173 45,476 22.34%
Professional & Technical Services 36,952 35,208 25,000 --100%
Utilities and Maintenance 164 164 200 --100%
Operations 4,219 5,360 16,725 17,500 4.63%
City Support Services (18,836)(18,733)(14,490)(14,412)-0.54%
Supplies and Materials 759 202 1,500 1,000 -33.33%
191,295 190,090 204,784 170,842 -16.57%
NET TAX AND GENERAL
REVENUE SUPPORTED 173,025 190,635 201,784 168,842 -16.33%
PERSONNEL:
Number of FTE Positions 1.35 1.35 1.35 1.35
PERFORMANCE MEASURES:
2020 2021 2022 2023
Key Measures:Actual Actual Estimated Projected
Estimated Market Value of Median Value
Home $ 291,000 $ 315,000 $ 330,000 $ 361,000
Estimated Market Value of Vacant Land (in
millions)9.5 7.3 7.5 14.1
Increase in Total Market Value 6.1%4.0%3.0%3.0%
FUND 101 – GENERAL FUND
121
CITY OF HOPKINS
FUNCTION: COMMUNITY DEVELOPMENT
Revenues and Expenditures
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Expenditures
Salaries and Wages $ 79,140 $ 80,329 $ 83,838 $ 89,064 6.23%
Fringe Benefits 27,186 22,789 27,393 30,078 9.8%
Professional & Technical Services 1,331 569 2,500 2,500 0%
Operations 1,205 2,158 3,750 3,750 0%
City Support Services 392 428 430 456 6.05%
Supplies and Materials 1,042 529 800 1,000 25%
110,296 106,802 118,711 126,848 6.85%
Indirectly Funded Amount 110,296 106,802 118,711 126,848 6.85%
The Community Deveopment budget accounts for expenditures used to promote and enhance the community of
Hopkins.
122
CITY OF HOPKINS
FUNCTION: Community Development
PROGRAM: Community Development
PROGRAM SUMMARY: Promotion and development of housing programs and activities for City property owners
and residents. Staff support of housing programs such as 1st Time Home Buyer Mortgage Program, Image
Awards, Housing Improvement Areas and Livable Communities Program.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Continue promotion and support of various housing programs and initiatives
2. Investigate and prepare funding application for redevelopment projects from sources including Hennepin
County Transit Orientated Development (TOD) program and Met Council Livable Communities Demonstration
Account.
3. Continue to be a City of Hopkins representative to Hopkins Apartment Managers’ Association, Southwest Light
Rail Transit Technical Implementation Committee, Blake Road Corridor Collaborative, Hopkins Business &
Civic Association, School & Community Partnerships and other collaborative efforts
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Expenditures
Salaries and Wages $ 79,140 $ 80,329 $ 83,838 $ 89,064 6.23%
Fringe Benefits 27,186 22,789 27,393 30,078 9.8%
Professional & Technical Services 1,331 569 2,500 2,500 0%
Operations 1,205 2,158 3,750 3,750 0%
City Support Services 392 428 430 456 6.05%
Supplies and Materials 1,042 529 800 1,000 25%
110,296 106,802 118,711 126,848 6.85%
NET TAX AND GENERAL
REVENUE SUPPORTED 110,296 106,802 118,711 126,848 6.85%
PERSONNEL:
Number of FTE Positions 0.85 0.85 0.85 0.85
FUND 101 – GENERAL FUND
123
CITY OF HOPKINS
FUNCTION: STATE CHEMICAL ASSESSMENT
Revnues and Expenditures
Special Revenue Fund 203
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Intergovernmental Revenue $ 59,248 $ 74,236 $ - $ - 0%
Other Revenues - - 65,000 65,000 0%
Total Revenues $ 59,248 $ 74,236 $ 65,000 $ 65,000 0%
Expenditures
Salaries and Wages $ 25,750 $ 26,393 $ 38,752 $ 38,752 0%
Fringe Benefits 1,027 1,239 - - 0%
Professional & Technical Services 229 4,427 2,150 2,150 0%
Utilities and Maintenance 7,050 3,433 5,141 5,141 0%
Operations 8,483 24,314 10,623 10,623 0%
City Support Services 2,556 3,120 1,994 1,994 0%
Supplies and Materials 17,453 9,624 6,340 6,340 0%
Equipment Allocation - 585 - - 0%
Total Expenditures $ 62,548 $ 73,135 $ 65,000 $ 65,000 0%
Excess (deficiency) of revenues over
expenditures 3,300 (1,101) - - 0%
124
CITY OF HOPKINS
FUNCTION: State Chemical Assessment Team
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 2023:
1. To continue to train to members on all aspects of chemical response.
2. Prepare the team to respond to all types of emergencies, including hazardous materials and civil unrest.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Intergovernmental Revenue $ 59,248 $ 74,236 $- $-0%
Other Revenues - - 65,000 65,000 0%
59,248 74,236 65,000 65,000 0%
Expenditures
Salaries and Wages $ 25,750 $ 26,393 $ 38,752 $ 38,752 0%
Fringe Benefits 1,027 1,239 - - 0%
Professional & Technical Services 229 4,427 2,150 2,150 0%
Utilities and Maintenance 7,050 3,433 5,141 5,141 0%
Operations 8,483 24,314 10,623 10,623 0%
City Support Services 2,556 3,120 1,994 1,994 0%
Supplies and Materials 17,453 9,624 6,340 6,340 0%
Equipment Allocation -585 - - 0%
62,548 73,135 65,000 65,000 0%
NET TAX AND GENERAL
REVENUE SUPPORTED 3,300 (1,101) - - 0%
PERSONNEL:
Number of FTE Positions 0 0 0 0
FUND 203 – CHEMICAL ASSESSMENT TEAM FUND
125
CITY OF HOPKINS
FUNCTION: ECONOMIC AND COMMUNITY DEVELOPMENT
Revenues and Expenditures
Special Revenue Fund 204
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Property Taxes $ 366,967 $ 377,726 $ 391,302 $ 451,531 15.39%
Intergovernmental Revenue 133,749 - - - 0%
Licenses, Permits & Fines 164,962 31,570 100,000 100,000 0%
Charges for Current Services 399,960 533,876 - - 0%
Interest on Investments 6,698 5,046 - - 0%
Other Revenues 73,442 7,226 - - 0%
Total Revenues $ 1,145,778 $ 955,444 $ 491,302 $ 551,531 12.26%
Expenditures
Salaries and Wages $ 187,342 $ 190,619 $ 203,793 $ 219,692 7.8%
Fringe Benefits 72,495 65,718 71,272 75,205 5.52%
Professional & Technical Services 66,044 52,614 80,050 101,186 26.4%
Utilities and Maintenance 768 758 1,150 1,000 -13.04%
Operations 256,432 13,823 117,100 23,386 -80.03%
City Support Services 20,353 27,089 35,507 35,567 0.17%
Supplies and Materials 405,063 565,676 3,200 3,200 0%
Other Financing Uses 30,000 30,000 30,000 60,000 100%
Total Expenditures $ 1,038,497 $ 946,297 $ 542,072 $ 519,236 -4.21%
Reimbursed Expenditures
City Support Services $ (40,000) $(40,000) $ (40,000) $ - -100%
Total Reimbursed Expenditures $ (40,000) $(40,000) $ (40,000) $ - -100%
Net Total Expenditures $ 998,497 $ 906,297 $ 502,072 $ 519,236 3.42%
Excess (deficiency) of revenues over
expenditures (147,281)(49,147) 10,770 (32,295) -399.86%
126
CITY OF HOPKINS
FUNCTION: Economic Development
PROGRAM: Project Development and Coordination
PROGRAM SUMMARY: Undertake development activities not directly funded by specific project budgets. Meet with
developers, property owners and business tenants to review possible redevelopment/development activities. Recruit
desirable businesses to locate in Hopkins. Explore developer incentives aimed at promoting sustainability and active
living.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Property Taxes $ 366,967 $ 377,726 $ 391,302 $ 451,531 15.39%
Intergovernmental Revenue 42,537 - - - 0%
Licenses, Permits & Fines 164,962 31,570 100,000 100,000 0%
Charges for Current Services 399,960 533,831 - - 0%
Interest on Investments 6,698 5,046 - - 0%
Other Revenues (1,558) 7,226 - - 0%
979,566 955,399 491,302 551,531 12.26%
Expenditures
Salaries and Wages $ 87,000 $ 85,958 $ 94,166 $ 101,577 7.87%
Fringe Benefits 34,435 29,721 33,222 35,076 5.58%
Professional & Technical Services 53,945 43,653 35,200 26,200 -25.57%
Utilities and Maintenance 768 758 1,150 1,000 -13.04%
Operations 5,421 5,295 7,100 10,236 44.17%
City Support Services 8,259 10,558 14,311 14,339 0.2%
Supplies and Materials 405,063 565,676 3,200 3,200 0%
Other Financing Uses - - - 30,000 0%
594,891 741,619 188,349 221,628 17.67%
NET TAX AND GENERAL
REVENUE SUPPORTED (384,675)(213,780)(302,953)(329,903)8.9%
PERSONNEL:
Number of FTE Positions 0.95 0.95 0.95 0.95
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Offer Commercial Façade Grant Program
2. Promote Hopkins to development/business community
3. Facilitate redevelopment projects as direct by the City Council
FUND 204 - ECONOMIC DEVELOPMENT FUND
127
CITY OF HOPKINS
FUNCTION: Economic Development
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 2023:
1. Ensure districts are meeting legal and statutory requirements
2. Continue to monitor all districts
3. Coordinate development activities within districts
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Expenditures
Salaries and Wages $ 55,995 $ 58,283 $ 60,854 $ 65,605 7.81%
Fringe Benefits 20,655 19,374 20,621 21,778 5.61%
Professional & Technical Services 2,133 2,149 2,000 2,986 49.3%
Operations 6 - - - 0%
City Support Services (33,815)(31,594)(28,838) 11,183 -138.78%
44,974 48,212 54,637 101,552 85.87%
NET TAX AND GENERAL
REVENUE SUPPORTED 44,974 48,212 54,637 101,552 85.87%
PERSONNEL:
Number of FTE Positions 0.55 0.55 0.55 0.55
FUND 204 - ECONOMIC DEVELOPMENT FUND
128
CITY OF HOPKINS
FUNCTION: Economic Development
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 2023:
1. Develop a marketing strategy that supports business, education and the arts
2. Support Hopkins Artstreet
3. Work with business community to respond to unique needs and challenges brought on by COVID-19
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Intergovernmental Revenue $ 3,000 $- $- $-0%
Charges for Current Services -45 -- 0%
Other Revenues 75,000 -- - 0%
78,000 45 - - 0%
Expenditures
Salaries and Wages $ 44,347 $ 46,378 $ 48,773 $ 52,510 7.66%
Fringe Benefits 17,405 16,623 17,429 18,351 5.29%
Professional & Technical Services 9,818 6,812 42,850 72,000 68.03%
Operations 156,005 8,528 110,000 13,150 -88.05%
City Support Services 5,909 8,125 10,034 10,045 0.11%
Other Financing Uses 30,000 30,000 30,000 30,000 0%
263,484 116,466 259,086 196,056 -24.33%
NET TAX AND GENERAL
REVENUE SUPPORTED 185,484 116,421 259,086 196,056 -24.33%
PERSONNEL:
Number of FTE Positions 0.5 0.5 0.5 1.0
FUND 204 - ECONOMIC DEVELOPMENT FUND
129
CITY OF HOPKINS
FUNCTION: TIF DISTRICT 1-2
Revenues and Expenditures
Special Revenue Fund 211
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Expenditures
Professional & Technical Services $ 702 $ 270 $ 1,000 $ 8,000 700%
City Support Services 2,000 243 2,000 2,000 0%
Debt Repayment 6,698 5,046 6,046 6,046 0%
Total Expenditures $ 9,400 $ 5,559 $ 9,046 $ 16,046 77.38%
Excess (deficiency) of revenues over
expenditures 9,400 5,559 9,046 16,046 77.38%
130
CITY OF HOPKINS
FUNCTION: Tax Increment Financing
PROGRAM: Redevelopment within Central Business District
PROGRAM SUMMARY: Redevelopment activity of property in the Central Business District (CBD), north and
south of Mainstreet between 11th and 12th Avenues.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Assist in preparation of program budget and other required documentation.
2. Prepare required State Auditor Annual Reports.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Expenditures
Professional & Technical Services $ 702 $ 270 $ 1,000 $ 8,000 700%
City Support Services 2,000 243 2,000 2,000 0%
Debt Repayment 6,698 5,046 6,046 6,046 0%
9,400 5,559 9,046 16,046 77.38%
NET TAX AND GENERAL
REVENUE SUPPORTED 9,400 5,559 9,046 16,046 77.38%
PERSONNEL:
Number of FTE Positions 0 0 0 0
FUND 211 – TAX INCREMENT DISTRICT 1-2 FUND
131
CITY OF HOPKINS
FUNCTION: PARKING
Revenues and Expenditures
Special Revenue Fund 214
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Intergovernmental Revenue $ 4,291 $ - $ - $ - 0%
Licenses, Permits & Fines 13,394 12,507 20,000 10,000 -50%
Charges for Current Services 96,338 80,634 110,000 133,000 20.91%
Total Revenues $ 114,023 $ 93,141 $ 130,000 $ 143,000 10%
Expenditures
Salaries and Wages $ 72,343 $ 74,296 $ 73,979 $ 71,853 -2.87%
Fringe Benefits 34,664 32,310 35,945 35,644 -0.84%
Professional & Technical Services 17,718 12,252 6,150 6,150 0%
Utilities and Maintenance 13,219 13,141 11,750 10,750 -8.51%
Operations 332 695 750 750 0%
City Support Services 23,340 26,639 31,856 31,863 0.02%
Supplies and Materials 917 2,611 1,600 1,600 0%
Total Expenditures $ 162,533 $ 161,944 $ 162,030 $ 158,610 -2.11%
Excess (deficiency) of revenues over
expenditures 48,510 68,803 32,030 15,610 -51.26%
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.
132
CITY OF HOPKINS
FUND 214 – PARKING FUND
FUNCTION: Parking
PROGRAM: Parking Enforcement
PROGRAM SUMMARY: Manage and enforce parking rules and regulations. Ensure that parking is available for
customers and parking rules are followed.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Licenses, Permits & Fines $ 13,394 $ 12,507 $ 20,000 $ 10,000 -50%
13,394 12,507 20,000 10,000 -50%
Expenditures
Salaries and Wages $ 45,599 $ 46,390 $ 47,193 $ 49,055 3.95%
Fringe Benefits 23,051 21,472 24,040 24,929 3.7%
Professional & Technical Services 75 279 75 75 0%
Utilities and Maintenance 1,814 1,951 1,250 1,250 0%
Operations 332 695 750 750 0%
City Support Services 10,124 10,653 14,744 14,942 1.34%
Supplies and Materials 723 503 600 600 0%
81,718 81,943 88,652 91,601 3.33%
NET TAX AND GENERAL
REVENUE SUPPORTED 68,324 69,436 68,652 81,601 18.86%
PERSONNEL:
Number of FTE Positions 0.0725 0.0725 0.0725 0.0725
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Monitor the effects of current parking enforcement efforts and recommend changes as needed.
2. Continue to accurately account for fine revenues that result from parking enforcement.
133
CITY OF HOPKINS
FUND 214 – PARKING FUND
FUNCTION: Parking
PROGRAM: Parking Operations
PROGRAM SUMMARY: Implement and manage parking recommendations by the City Council and the Parking
Committee and follow-up on any questions by the general public. Provide information to the Parking Committee
and the City Council on items of operation. Manage the parking as to provide the most convenient parking for
customers.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Intergovernmental Revenue $ 4,291 $- $- $-0%
Charges for Current Services 96,338 80,634 110,000 133,000 20.91%
100,629 80,634 110,000 133,000 20.91%
Expenditures
Salaries and Wages $ 26,744 $ 27,906 $ 26,786 $ 22,798 -14.89%
Fringe Benefits 11,613 10,838 11,905 10,715 -10%
Professional & Technical Services 958 2,573 1,075 1,075 0%
City Support Services 546 1,166 1,870 1,876 0.32%
Supplies and Materials 52 53 - - 0%
39,913 42,536 41,636 36,464 -12.42%
NET TAX AND GENERAL
REVENUE SUPPORTED (60,716)(38,098)(68,364)(96,536)41.21%
PERSONNEL:
Number of FTE Positions 0.4 0.4 0.4 0.4
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Inspect and maintain parking ramp as needed.
2. Complete ramp condition assessment and revise long-range plan.
134
CITY OF HOPKINS
FUND 214 – PARKING FUND
FUNCTION: Parking
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 2023:
1. Review funding options for future maintenance of parking ramp.
2. Maintain and improve parking ramp as needed.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Expenditures
Professional & Technical Services $ 16,685 $ 9,400 $ 5,000 $ 5,000 0%
Utilities and Maintenance 11,405 11,190 10,500 9,500 -9.52%
City Support Services 12,670 14,820 15,242 15,045 -1.29%
Supplies and Materials 142 2,055 1,000 1,000 0%
40,902 37,465 31,742 30,545 -3.77%
NET TAX AND GENERAL
REVENUE SUPPORTED 40,902 37,465 31,742 30,545 -3.77%
PERSONNEL:
Number of FTE Positions 0 0 0 0
135
CITY OF HOPKINS
FUNCTION: HOPKINS RACE & EQUITY INITATIVE
Revenues and Expenditures
Special Revenue Fund 216
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Other Revenues $ 7,275 $ 4,000 $ 6,000 $ 6,000 0%
Total Revenues $ 7,275 $ 4,000 $ 6,000 $ 6,000 0%
Expenditures
Professional & Technical Services $ 1,514 $ 4 $ 1,500 $ 1,500 0%
Operations 4,000 1,500 4,500 4,500 0%
Supplies and Materials - 129 - - 0%
Total Expenditures $ 5,514 $ 1,633 $ 6,000 $ 6,000 0%
Excess (deficiency) of revenues over
expenditures (1,761)(2,367) - - 0%
“Is White Privilege Real or Imagined”
community conversation
136
CITY OF HOPKINS
FUNCTION: Hopkins Race & Equity Initiative
PROGRAM: Hopkins Race & Equity Initiative
PROGRAM SUMMARY: The Hopkins Race and Equity Initiative is a collaborative effort creating opportunities to
increase awareness and understanding of race, equity and diversity and promoting a sense of community that
welcomes and values all residents.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Continue to host community events to promote race equity.
2. Continue relationships with the Joint Community Policing Program, Multicultural Advisory Committee and
the Government Alliance on Racial Equity.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Other Revenues $ 7,275 $ 4,000 $ 6,000 $ 6,000 0%
7,275 4,000 6,000 6,000 0%
Expenditures
Professional & Technical Services $ 1,514 $ 4 $ 1,500 $ 1,500 0%
Operations 4,000 1,500 4,500 4,500 0%
Supplies and Materials -129 - - 0%
5,514 1,633 6,000 6,000 0%
NET TAX AND GENERAL
REVENUE SUPPORTED (1,761)(2,367) - - 0%
PERSONNEL:
Number of FTE Positions 0 0 0 0
FUND 216 – HOPKINS RACE & EQUITY INITATIVE FUND (HREI)
137
CITY OF HOPKINS
FUNCTION: COMMUNICATIONS
Revenues and Expenditures
Special Revenue Fund 217
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Intergovernmental Revenue $ 21,295 $ - $ - $ - 0%
Charges for Current Services - 79 - - 0%
Franchise Fees 220,202 216,584 240,000 233,000 -2.92%
Total Revenues $ 241,497 $ 216,663 $ 240,000 $ 233,000 -2.92%
Expenditures
Salaries and Wages $ 90,028 $ 91,883 $ 114,254 $ 122,441 7.17%
Fringe Benefits 37,742 34,773 38,674 40,630 5.06%
Professional & Technical Services 29,426 38,817 17,250 30,521 76.93%
Utilities and Maintenance 1,101 1,000 900 900 0%
Operations 20,259 33,758 25,750 37,478 45.55%
City Support Services 13,995 15,767 17,892 18,126 1.31%
Supplies and Materials 442 202 3,725 - -100%
Equipment Allocation - - 3,500 3,500 0%
Other Financing Uses 50,000 50,000 50,000 40,000 -20%
Total Expenditures $ 242,993 $ 266,200 $ 271,945 $ 293,596 7.96%
Excess (deficiency) of revenues over
expenditures 1,496 49,537 31,945 60,596 89.69%
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 theSouthwest Suburban Cable Commision.
138
CITY OF HOPKINS
FUNCTION: Communications
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 2023:
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.
Customer Response system.
Ability to fill out forms on the website.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Intergovernmental Revenue $ 21,295 $- $- $-0%
Charges for Current Services -79 -- 0%
Franchise Fees 220,202 216,584 240,000 233,000 -2.92%
241,497 216,663 240,000 233,000 -2.92%
Expenditures
Salaries and Wages $ 90,028 $ 91,883 $ 114,254 $ 122,441 7.17%
Fringe Benefits 37,742 34,773 38,674 40,630 5.06%
Professional & Technical Services 29,426 38,817 17,250 30,521 76.93%
Utilities and Maintenance 1,101 1,000 900 900 0%
Operations 20,259 33,758 25,750 37,478 45.55%
City Support Services 13,995 15,767 17,892 18,126 1.31%
Supplies and Materials 442 202 3,725 --100%
Equipment Allocation - - 3,500 3,500 0%
Other Financing Uses 50,000 50,000 50,000 40,000 -20%
242,993 266,200 271,945 293,596 7.96%
NET TAX AND GENERAL
REVENUE SUPPORTED 1,496 49,537 31,945 60,596 89.69%
PERSONNEL:
Number of FTE Positions 1 1 1 1
FUND 217 – COMMUNICATIONS FUND
139
CITY OF HOPKINS
FUNCTION: DEPOT COFFEE HOUSE
Revenue and Expenditures
Special Revenue Fund 219
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Intergovernmental Revenue $ 23,673 $ 19,500 $ 19,500 $ 19,500 0%
Charges for Current Services 140,387 123,964 194,669 188,224 -3.31%
Other Revenues 19,904 20,025 20,000 20,500 2.5%
Inter-Fund Transfers 20,000 20,000 20,000 20,000 0%
Total Revenues $ 203,964 $ 183,489 $ 254,169 $ 248,224 -2.34%
Expenditures
Salaries and Wages $ 112,341 $ 119,309 $ 128,289 $ 130,112 1.42%
Fringe Benefits 46,644 33,572 44,070 51,317 16.44%
Professional & Technical Services 12,930 11,331 9,250 10,250 10.81%
Utilities and Maintenance 10,398 9,174 9,050 8,850 -2.21%
Operations 3,655 7,034 5,065 4,750 -6.22%
City Support Services 2,400 9,198 2,695 2,645 -1.86%
Supplies and Materials 43,697 38,105 55,750 55,300 -0.81%
Total Expenditures $ 232,065 $ 227,723 $ 254,169 $ 263,224 3.56%
Excess (deficiency) of revenues over
expenditures 28,101 44,234 - 15,000 0%
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.
140
CITY OF HOPKINS
FUNCTION: Depot Coffee House
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.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Intergovernmental Revenue $ 19,500 $ 19,500 $ 19,500 $ 19,500 0%
Charges for Current Services 51,659 54,667 53,400 53,400 0%
Other Revenues 19,904 20,025 20,000 20,500 2.5%
Inter-Fund Transfers 20,000 20,000 20,000 20,000 0%
111,063 114,192 112,900 113,400 0.44%
Expenditures
Salaries and Wages $ 67,596 $ 73,330 $ 76,289 $ 78,112 2.39%
Fringe Benefits 35,655 30,663 34,365 35,857 4.34%
Professional & Technical Services 2,305 2,426 250 1,250 400%
Utilities and Maintenance 10,130 9,174 8,800 8,600 -2.27%
Operations 3,061 6,459 3,915 3,600 -8.05%
City Support Services 2,400 2,680 2,695 2,645 -1.86%
Supplies and Materials 1,268 585 450 --100%
122,415 125,317 126,764 130,064 2.6%
NET TAX AND GENERAL
REVENUE SUPPORTED 11,352 11,125 13,864 16,664 20.2%
PERSONNEL:
Number of FTE Positions 1.0 1.0 1.0 1.0
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Sustain welcoming and chemical free venue for community youth and other gatherings.
2. Continue staffing 2 – 3 night a week year -round youth events programming at the Depot.
3. Support additional youth-initiated projects.
4. Provide learning lab for Business/Marketing classes at Hopkins High School.
5. Promote partnerships with the Depot in the community, with area students, and youth allies.
6. Create new youth learning opportunities with Coffee Operations staff.
7. Provide workplace training and employment opportunities for youth.
FUND 219 - DEPOT COFFEE HOUSE FUND
141
CITY OF HOPKINS
FUNCTION: Depot Coffee House
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 2023:
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. Update prices to increase revenue and remain competitive in marketplace.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Intergovernmental Revenue $ 19,500 $ 19,500 $ 19,500 $ 19,500 0%
Charges for Current Services 51,659 54,667 53,400 53,400 0%
Other Revenues 19,904 20,025 20,000 20,500 2.5%
Inter-Fund Transfers 20,000 20,000 20,000 20,000 0%
111,063 114,192 112,900 113,400 0.44%
Expenditures
Salaries and Wages $ 67,596 $ 73,330 $ 76,289 $ 78,112 2.39%
Fringe Benefits 35,655 30,663 34,365 35,857 4.34%
Professional & Technical Services 2,305 2,426 250 1,250 400%
Utilities and Maintenance 10,130 9,174 8,800 8,600 -2.27%
Operations 3,061 6,459 3,915 3,600 -8.05%
City Support Services 2,400 2,680 2,695 2,645 -1.86%
Supplies and Materials 1,268 585 450 --100%
122,415 125,317 126,764 130,064 2.6%
NET TAX AND GENERAL
REVENUE SUPPORTED 11,352 11,125 13,864 16,664 20.2%
PERSONNEL:
Number of FTE Positions 3.25 3.25 3.5 3.5
FUND 219 - DEPOT COFFEE HOUSE FUND
142
CITY OF HOPKINS
FUNCTION: TIF DISTRICT 2-11
Revenues and Expenditures
Special Revenue Fund 231
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Tax Increment $ 2,522,880 $ 2,947,720 $ 2,350,000 $ 2,800,000 19.15%
Total Revenues $ 2,522,880 $ 2,947,720 $ 2,350,000 $ 2,800,000 19.15%
Expenditures
Professional & Technical Services $ 27,797 $ 33,175 $ 50,000 $ 50,000 0%
City Support Services 47,440 37,955 - 32,000 0%
Supplies and Materials 250 - - - 0%
Other Financing Uses 1,383,300 1,383,300 1,400,000 2,818,000 101.29%
Total Expenditures $ 1,458,787 $ 1,454,430 $ 1,450,000 $ 2,900,000 100%
Excess (deficiency) of revenues over
expenditures (1,064,093) (1,493,290)(900,000) 100,000 -111.11%
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.
143
CITY OF HOPKINS
FUND 231 – TAX INCREMENT 2-11 FUND
FUNCTION: Tax Increment Financing
PROGRAM: Redevelopment Area – North Annex Property
PROGRAM SUMMARY: Coordinate and review development and redevelopment activity.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Assist in preparation of program budget and other required documents.
2. Prepare required annual State Auditor report.
3. Distribute Pay As You Go financing to developer as scheduled.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Tax Increment $ 2,522,880 $ 2,947,720 $ 2,350,000 $ 2,800,000 19.15%
2,522,880 2,947,720 2,350,000 2,800,000 19.15%
Expenditures
Professional & Technical Services $ 27,797 $ 33,175 $ 50,000 $ 50,000 0%
City Support Services 47,440 37,955 -32,000 0%
Supplies and Materials 250 - - - 0%
Other Financing Uses 1,383,300 1,383,300 1,400,000 2,818,000 101.29%
1,458,787 1,454,430 1,450,000 2,900,000 100%
NET TAX AND GENERAL
REVENUE SUPPORTED (1,064,093)(1,493,290)(900,000) 100,000 -111.11%
PERSONNEL:
Number of FTE Positions 0 0 0 0
Super Valu Development Excelsior Crossings Development
144
CITY OF HOPKINS
FUNCTION: 5TH AVENUE FLATS
Revenues and Expenditures
Special Revenue Fund 232
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Expenditures
Professional & Technical Services $ 98 $ - $ - $ - 0%
City Support Services 3,500 53 - - 0%
Total Expenditures $ 3,598 $ 53 $ - $ - 0%
Excess (deficiency) of revenues over
expenditures 3,598 53 - - 0%
5th Avenue Flats is a redevelopment of a block within the downtown district. The fund records the costs and
reimbusement of project expenses.
145
Proposed Fifth
Avenue Flats project
CITY OF HOPKINS
FUNCTION: Tax Increment Financing
PROGRAM: Redevelopment Area –6th & Mainstreet
PROGRAM SUMMARY: Redevelopment of property between Fifth and Sixth Avenues, north of Mainstreet into an
apartment development.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Work with developer on project implementation.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Expenditures
Professional & Technical Services $ 98 $- $- $-0%
City Support Services 3,500 53 -- 0%
3,598 53 - - 0%
NET TAX AND GENERAL
REVENUE SUPPORTED 3,598 53 - - 0%
PERSONNEL:
Number of FTE Positions 0 0 0 0
FUND 232 – 5TH AVENUE
146
CITY OF HOPKINS
FUNCTION: TIF 1-4 MARKETPLACE II
Revenues and Expenditures
Special Revenue Fund 233
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Tax Increment $ 207,297 $ 224,903 $ 205,000 $ 225,000 9.76%
Total Revenues $ 207,297 $ 224,903 $ 205,000 $ 225,000 9.76%
Expenditures
Professional & Technical Services $ 266 $ 112 $ 2,500 $ 2,500 0%
City Support Services 3,000 2,379 3,910 3,910 0%
Other Financing Uses 195,333 211,622 195,000 209,418 7.39%
Total Expenditures $ 198,599 $ 214,113 $ 201,410 $ 215,828 7.16%
Excess (deficiency) of revenues over
expenditures (8,698)(10,790)(3,590)(9,172) 155.49%
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.
147
CITY OF HOPKINS
FUNCTION: Tax Increment Financing
PROGRAM: Redevelopment Area –Marketplace & Main
PROGRAM SUMMARY: Redevelopment of property between 6th and 8th Avenues into mixed-use
apartment, townhome & retail development.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Assist in preparation of program budget and other required documents.
2. Prepare required annual State Auditor report.
3. Distribute Pay As You Go financing to developer as scheduled.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Tax Increment $ 207,297 $ 224,903 $ 205,000 $ 225,000 9.76%
207,297 224,903 205,000 225,000 9.76%
Expenditures
Professional & Technical Services $ 266 $ 112 $ 2,500 $ 2,500 0%
City Support Services 3,000 2,379 3,910 3,910 0%
Other Financing Uses 195,333 211,622 195,000 209,418 7.39%
198,599 214,113 201,410 215,828 7.16%
NET TAX AND GENERAL
REVENUE SUPPORTED (8,698)(10,790)(3,590)(9,172)155.49%
PERSONNEL:
Number of FTE Positions 0 0 0 0
FUND 233 – TAX INCREMENT 1-4 FUND
148
CITY OF HOPKINS
FUNCTION: TIF 1-5 MOLINE
Revenues and Expenditures
Special Revenue Fund 234
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Tax Increment $ 1,021,720 $ 1,010,181 $ 1,015,000 $ 1,015,000 0%
Inter-Fund Transfers - - - 1,500,000 0%
Total Revenues $ 1,021,720 $ 1,010,181 $ 1,015,000 $ 2,515,000 147.78%
Expenditures
Professional & Technical Services $ - $ 225 $ 2,000 $ 2,000 0%
City Support Services - 11,946 18,101 18,101 0%
Other Financing Uses 919,548 909,163 924,000 2,467,786 167.08%
Total Expenditures $ 919,548 $ 921,334 $ 944,101 $ 2,487,887 163.52%
Excess (deficiency) of revenues over
expenditures (102,172)(88,847)(70,899)(27,113) -61.76%
The Tax Increment District 1-5 Fund is the redevelopment of the Johnson Building into an luxury apartment building
than will help connect a future light rail station to historic downtown Hopkins. This fund records the tax increment
revenues beginning in 2019.
149
CITY OF HOPKINS
PROGRAM: Moline Redevelopment Project
PROGRAM SUMMARY
Redevelopment of Johnson Building into luxury apartments.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Assist in preparation of program budget and other required documents.
2. Prepare required annual State Auditor report.
3. Distribute Pay As You Go financing to developer as scheduled.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Tax Increment $ 1,021,720 $ 1,010,181 $ 1,015,000 $ 1,015,000 0%
Inter-Fund Transfers - - - 1,500,000 0%
1,021,720 1,010,181 1,015,000 2,515,000 147.78%
Expenditures
Professional & Technical Services $- $ 225 $ 2,000 $ 2,000 0%
City Support Services -11,946 18,101 18,101 0%
Other Financing Uses 919,548 909,163 924,000 2,467,786 167.08%
919,548 921,334 944,101 2,487,887 163.52%
NET TAX AND GENERAL
REVENUE SUPPORTED (102,172)(88,847)(70,899)(27,113)-61.76%
PERSONNEL:
Number of FTE Positions 0 0 0 0
FUND 234 – TAX INCREMENT 1-5 FUND
150
CITY OF HOPKINS
FUNCTION: ARTS CENTER
Revenues and Expenditures
Special Revenue Fund 250
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Property Taxes $ 323,869 $ 331,694 $ 339,317 $ 347,697 2.47%
Intergovernmental Revenue 230,254 46,808 32,000 32,000 0%
Charges for Current Services 371,308 470,356 615,632 681,435 10.69%
Other Revenues 397 13,751 20,500 23,000 12.2%
Inter-Fund Transfers 80,000 80,000 80,000 80,000 0%
Total Revenues $ 1,005,828 $ 942,609 $ 1,087,449 $ 1,164,132 7.05%
Expenditures
Salaries and Wages $ 304,821 $ 315,750 $ 364,965 $ 400,615 9.77%
Fringe Benefits 102,020 116,824 95,882 112,063 16.88%
Professional & Technical Services 123,004 62,112 224,800 37,050 -83.52%
Utilities and Maintenance 101,007 65,802 82,700 82,500 -0.24%
Operations 49,966 66,011 110,350 57,800 -47.62%
City Support Services 10,668 11,805 11,633 11,669 0.31%
Supplies and Materials 18,442 41,511 34,500 240,000 595.65%
Equipment Allocation 159,989 - 102,628 162,435 58.28%
Total Expenditures $ 869,917 $ 679,815 $ 1,027,458 $ 1,104,132 7.46%
Excess (deficiency) of revenues over
expenditures (135,911)(262,794)(59,991)(60,000) 0.02%
The Arts Center accounts for the maintenance, operation, programming and promotion of the Hopkins Center for the
Arts
151
CITY OF HOPKINS
FUNCTION: Arts Center
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 2023:
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 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Property Taxes $ 323,869 $ 331,694 $ 339,317 $ 347,697 2.47%
Intergovernmental Revenue 230,254 46,808 32,000 32,000 0%
Charges for Current Services 371,308 470,356 615,632 681,435 10.69%
Other Revenues 397 13,751 20,500 23,000 12.2%
Inter-Fund Transfers 80,000 80,000 80,000 80,000 0%
1,005,828 942,609 1,087,449 1,164,132 7.05%
Expenditures
Salaries and Wages $ 304,821 $ 315,750 $ 364,965 $ 400,615 9.77%
Fringe Benefits 102,020 116,824 95,882 112,063 16.88%
Professional & Technical Services 123,004 62,112 224,800 37,050 -83.52%
Utilities and Maintenance 101,007 65,802 82,700 82,500 -0.24%
Operations 49,966 66,011 110,350 57,800 -47.62%
City Support Services 10,668 11,805 11,633 11,669 0.31%
Supplies and Materials 18,442 41,511 34,500 240,000 595.65%
Equipment Allocation 159,989 -102,628 162,435 58.28%
869,917 679,815 1,027,458 1,104,132 7.46%
NET TAX AND GENERAL
REVENUE SUPPORTED (135,911)(262,794)(59,991)(60,000)0.02%
PERSONNEL:
Number of FTE Positions 5.66 5.50 4.25 4.25
FUND 250 – ARTS CENTER FUND
152
CITY OF HOPKINS
EQUIPMENT REPLACEMENT BUDGET
Revenues and Expenses
Internal Service Fund 602
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Property Taxes $ 219,216 $ 200,244 $ - $ 250,000 0%
Intergovernmental Revenue 518,086 - - - 0%
Charges for Current Services 1,161,536 632,614 669,755 709,940 6%
Interest on Investments - - 785 9,906 1161.91%
Other Revenues 263,482 48,233 15,000 116,800 678.67%
OTHER FINANCING SOURCES - - 996,000 - -100%
Inter-Fund Transfers 255,539 - - 220,564 0%
Total Revenues $ 2,417,859 $ 881,091 $ 1,681,540 $ 1,307,210 -22.26%
Expenditures
Professional & Technical Services $ - $ 1,919 $ - $ - 0%
City Support Services 12,666 14,174 6,333 - -100%
Supplies and Materials - - 28,915 35,600 23.12%
Equipment Allocation 1,440,492 472,080 1,585,229 1,701,345 7.32%
Depreciation 1,443,546 699,147 700,000 800,000 14.29%
Total Expenditures $ 2,896,704 $ 1,187,320 $ 2,320,477 $ 2,536,945 9.33%
Excess (deficiency) of revenues over
expenditures 478,845 306,229 638,937 1,229,735 92.47%
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.
153
CITY OF HOPKINS
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 2023:
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 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Property Taxes $ 219,216 $ 200,244 $- $ 250,000 0%
Intergovernmental Revenue 518,086 - - - 0%
Charges for Current Services 1,161,536 632,614 669,755 709,940 6%
Interest on Investments - - 785 9,906 1161.91%
Other Revenues 263,482 48,233 15,000 116,800 678.67%
OTHER FINANCING SOURCES - - 996,000 --100%
Inter-Fund Transfers 255,539 - - 220,564 0%
2,417,859 881,091 1,681,540 1,307,210 -22.26%
Expenditures
Professional & Technical Services $- $ 1,919 $- $-0%
City Support Services 12,666 14,174 6,333 --100%
Supplies and Materials - - 28,915 35,600 23.12%
Equipment Allocation 1,440,492 472,080 1,585,229 1,701,345 7.32%
Depreciation 1,443,546 699,147 700,000 800,000 14.29%
2,896,704 1,187,320 2,320,477 2,536,945 9.33%
NET TAX AND GENERAL
REVENUE SUPPORTED 478,845 306,229 638,937 1,229,735 92.47%
PERSONNEL:
Number of FTE Positions 0 0 0 0
FUND 602 – EQUIPMENT REPLACEMENT FUND
154
CITY OF HOPKINS
FUNCTION: WATER
Revenues and Expenses
Enterprise Fund 703
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Intergovernmental Revenue $ 21,162 $ 2,030 $ - $ - 0%
Charges for Current Services 132,241 130,557 158,000 148,000 -6.33%
Utility Service Charges 2,075,771 2,268,634 2,208,750 2,365,000 7.07%
Other Revenues 8,888 1,195 - - 0%
OTHER FINANCING SOURCES - (20,061) - - 0%
Inter-Fund Transfers 60,816 - - - 0%
Other Financing Uses (392,299) - - - 0%
Total Revenues $ 1,906,579 $ 2,382,355 $ 2,366,750 $ 2,513,000 6.18%
Expenditures
Salaries and Wages $ 356,745 $ 438,073 $ 354,440 $ 422,195 19.12%
Fringe Benefits 130,003 143,184 148,431 172,271 16.06%
Professional & Technical Services 1,961,039 1,889,338 171,100 212,600 24.25%
Utilities and Maintenance 371,240 445,961 506,500 529,000 4.44%
Operations 25,631 12,521 38,200 46,450 21.6%
City Support Services 245,471 283,176 283,689 284,976 0.45%
Supplies and Materials 92,881 127,169 126,700 166,250 31.22%
Depreciation 302,963 314,037 325,000 328,922 1.21%
Debt Repayment 104,182 125,432 87,578 207,832 137.31%
Other Financing Uses 465,220 159,426 322,961 257,091 -20.4%
Total Expenditures $ 4,055,375 $ 3,938,317 $ 2,364,599 $ 2,627,587 11.12%
Excess (deficiency) of revenues over
expenditures 2,148,796 1,555,962 (2,151) 114,587 -5427.15%
The Water fund is a utility enterprise. The operations of water pumps, wells and distribution are recorded here.
155
CITY OF HOPKINS
FUND 703 – WATER FUND
FUNCTION: Water
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 2023:
1. Produce water supply sufficient to meet the needs of 19,000 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. Install new valves & hydrants in new construction areas.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Approved Approved Approved Percent
2020 2021 2022 2023 Change
OPERATING REVENUES
Intergovernmental Revenue $ 21,162.00 $ 2,030.00 $- $-0%
Other Revenues 8,710 - - - 0%
Other Financing Uses (392,299) - - - 0%
Operating 2,081,997 2,280,059 2,221,750 2,368,000 6.58%
Non-operating Revenues 187,009 100,266 145,000 145,000 0%
1,906,579 2,382,355 2,366,750 2,513,000 6.18%
OPERATING EXPENSES
Personnel Services $ 486,748.00 $ 581,257.00 $ 502,871.00 $ 594,466.00 18.21%
Other Services & Charges 911,257 1,094,636 1,126,189 1,239,276 10.04%
Depreciation Expense 302,963 314,037 325,000 328,922 1.21%
Capital Outlay/Construction - (15,602) - - 0%
Non-operating Expenses 569,402 284,858 410,539 464,923 13.25%
2,270,370 2,259,186 2,364,599 2,627,587 11.12%
NET INCOME (LOSS)(363,791.00) 123,169.00 2,151.00 (114,587.00)-5427.15%
PERSONNEL:
Number of FTE Positions 4.79 4.15 4.95 4.95
PERFORMANCE MEASURES:
2020 2021 2022 2023
Key Measures:Actual Actual Estimated Projected
Gallons of safe drinking water produced (in
millions) 537 584 575 575
156
CITY OF HOPKINS
FUNCTION: SANITARY SEWER
Revenue and Expenses
Enterprise fund 707
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Intergovernmental Revenue $ 1,851 $ 117 $ - $ - 0%
Charges for Current Services 4,290 10,772 15,000 15,000 0%
Utility Service Charges 2,922,422 3,117,316 3,198,750 3,425,000 7.07%
Inter-Fund Transfers 33,309 - - - 0%
Other Financing Uses (486,153) - - - 0%
Total Revenues $ 2,475,719 $ 3,128,205 $ 3,213,750 $ 3,440,000 7.04%
Expenditures
Salaries and Wages $ 200,561 $ 229,924 $ 181,209 $ 206,677 14.05%
Fringe Benefits 71,329 72,448 73,234 81,158 10.82%
Professional & Technical Services 1,546,253 1,435,664 147,000 153,000 4.08%
Utilities and Maintenance 1,586,470 1,618,662 1,788,942 1,955,678 9.32%
Operations 2,905 6,349 21,000 24,650 17.38%
City Support Services 161,887 151,816 212,568 213,675 0.52%
Supplies and Materials 8,880 18,714 28,300 30,300 7.07%
Depreciation 346,384 328,362 350,000 340,288 -2.77%
Debt Repayment 90,594 117,733 89,691 202,372 125.63%
Other Financing Uses 385,134 131,832 260,394 190,166 -26.97%
Total Expenditures $ 4,400,397 $ 4,111,504 $ 3,152,338 $ 3,397,964 7.79%
Excess (deficiency) of revenues over
expenditures 1,924,678 983,299 (61,412)(42,036) -31.55%
The Sanitary Sewer fund is a utility enterprise. The operations of the Lift Stations and the Collection/Disposal
process is recorded here.
157
CITY OF HOPKINS
FUND 707 – SEWER FUND
FUNCTION: Sewer
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 2023:
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. Emergency generators maintenance program.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Approved Approved Approved Percent
2020 2021 2022 2023 Change
OPERATING REVENUES
Intergovernmental Revenue $ 1,851.00 $ 117.00 $- $-0%
Interest on Investments - - - 20,000 0%
Other Financing Uses (486,153) - - - 0%
Operating 2,926,712 3,128,088 3,213,750 3,440,000 7.04%
Non-operating Revenues 33,309 - - - 0%
2,475,719 3,128,205 3,213,750 3,460,000 7.66%
OPERATING EXPENSES
Personnel Services $ 271,890.00 $ 302,372.00 $ 254,443.00 $ 287,835.00 13.12%
Other Services & Charges 1,853,273 1,863,671 2,197,810 2,377,303 8.17%
Depreciation Expense 346,384 328,362 350,000 340,288 -2.77%
Capital Outlay/Construction -15,602 - - 0%
Non-operating Expenses 475,869 245,808 350,085 392,538 12.13%
2,947,416 2,755,815 3,152,338 3,397,964 7.79%
NET INCOME (LOSS)(471,697.00) 372,390.00 61,412.00 62,036.00 1.02%
PERSONNEL:
Number of FTE Positions 2.60 2.24 2.44 2.44
PERFORMANCE MEASURES:
2020 2021 2022 2023
Key Measures:Actual Actual Estimated Projected
Number of Gallons Conveyed (in millions) 629 571 597 600
158
CITY OF HOPKINS
FUNCTION: REFUSE
Revenues and Expenses
Enterprise Fund 717
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Intergovernmental Revenue $ 39,089 $ 15,394 $ 16,100 $ 18,500 14.91%
Charges for Current Services 208,629 211,431 232,370 236,600 1.82%
Utility Service Charges 761,167 763,676 988,500 1,004,100 1.58%
Other Revenues 718 2,052 1,300 2,000 53.85%
Total Revenues $ 1,009,603 $ 992,553 $ 1,238,270 $ 1,261,200 1.85%
Expenditures
Salaries and Wages $ 266,046 $ 385,805 $ 273,714 $ 272,799 -0.33%
Fringe Benefits 99,804 93,423 114,294 105,348 -7.83%
Professional & Technical Services 166,647 188,207 402,200 422,340 5.01%
Utilities and Maintenance 214,247 230,439 206,600 187,790 -9.1%
Operations 3,863 3,270 7,340 5,315 -27.59%
City Support Services 117,906 148,332 176,683 177,567 0.5%
Supplies and Materials 30,770 15,896 55,200 55,650 0.82%
Equipment Allocation 79,284 138,288 - - 0%
Depreciation 64,719 45,697 68,028 73,082 7.43%
Other Financing Uses 25,000 25,000 25,000 25,000 0%
Total Expenditures $ 1,068,286 $ 1,274,357 $ 1,329,059 $ 1,324,891 -0.31%
Excess (deficiency) of revenues over
expenditures 58,683 281,804 90,789 63,691 -29.85%
The Refuse fund is a utlity enterprise. The operations of bulk collections, yard waste, recycling, brush service and
refuse disposal are recorded here.
159
CITY OF HOPKINS
FUNCTION: Refuse
PROGRAM: Bulk Collection
PROGRAM SUMMARY: The Bulk Collection program of the Refuse Utility Fund is a user fee based service that
provides bulk item pickup for larger items. Pick ups are scheduled on a call-in basis and take place Thursdays
throughout the year. A bulk item drop off event is provided twice per year (spring & fall).
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Intergovernmental Revenue $ 593 $ 156 $ - $ - 0%
Charges for Current Services 21,480 23,340 22,500 20,000 -11.11%
Other Revenues 699 1,884 1,000 2,000 100%
Total Revenues 22,772 25,380 23,500 22,000 -6.38%
Expenditures
Salaries and Wages $ 20,577 $ 81,738 $ 23,310 $ 22,855 -1.95%
Fringe Benefits (4,801) 6,670 7,254 6,853 -5.53%
Professional & Technical Services 500 500 500 500 0%
Utilities and Maintenance 19,182 23,622 21,200 25,000 17.92%
Operations 400 - 950 1,000 5.26%
City Support Services 8,136 11,995 13,343 13,565 1.66%
Supplies and Materials 161 249 650 275 -57.69%
Total Expenditures 44,155 124,774 67,207 70,048 4.23%
NET INCOME (LOSS) 21,383 99,394 43,707 48,048 -
PERSONNEL:
Number of FTE Positions 0.24 0.26 0.28 0.28
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Review and expand user fee based system. (Council Approval Required)
2. Improve drop off procedures and increase efficiency at our bi-annual drop offs.
FUND 717 - REFUSE FUND
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FUNCTION: Refuse
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.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Charges for Current Services $ 10,264 $ 7,723 $ 10,500 $ 7,600 -27.62%
Total Revenues 10,264 7,723 10,500 7,600 -27.62%
Expenditures
Salaries and Wages $ 42,374 $ 63,136 $ 45,358 $ 46,387 2.27%
Fringe Benefits 16,193 15,576 17,900 17,262 -3.56%
Professional & Technical Services 1,007 1,245 800 1,300 62.5%
Utilities and Maintenance 2,820 45,493 13,400 15,050 12.31%
Operations 111 49 240 115 -52.08%
City Support Services 11,286 14,737 18,555 18,776 1.19%
Supplies and Materials 567 346 450 600 33.33%
Total Expenditures 74,358 140,582 96,703 99,490 2.88%
NET INCOME (LOSS) 64,094 132,859 86,203 91,890 -
PERSONNEL:
Number of FTE Positions 0.53 0.56 1.60 1.60
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
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.
FUND 717 - REFUSE FUND
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FUNCTION: Refuse
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 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Intergovernmental Revenue $ 15,322 $ 15,238 $ 14,100 $ 6,000 -57.45%
Charges for Current Services 173,831 173,933 188,370 198,000 5.11%
Other Revenues 19 168 300 - -100%
Total Revenues 189,172 189,339 202,770 204,000 0.61%
Expenditures
Salaries and Wages $ 37,974 $ 41,100 $ 43,765 $ 43,425 -0.78%
Fringe Benefits 14,740 13,338 16,263 8,682 -46.62%
Professional & Technical Services 148,122 163,798 180,500 187,700 3.99%
Utilities and Maintenance 73 8,045 - - 0%
Operations 582 542 1,400 950 -32.14%
City Support Services 21,190 30,250 36,096 36,096 0%
Supplies and Materials 546 451 650 525 -19.23%
Total Expenditures 223,227 257,524 278,674 277,378 -0.47%
NET INCOME (LOSS) 34,055 68,185 75,904 73,378 -
PERSONNEL:
Number of FTE Positions 0.55 0.55 0.59 0.59
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
1. Monitor the Single Stream Recycling Program and work with residents to increase the volume of waste
recycled.
2. Verify compliance of commercial and multi-family properties.
3. Continue to promote waste abatement through public awareness campaigns and educational presentations.
FUND 717 - REFUSE FUND
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FUNCTION: Refuse
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.)
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Expenditures
Salaries and Wages $ 26,675 $ 31,451 $ 26,538 $ 25,492 -3.94%
Fringe Benefits 9,173 7,611 9,714 9,469 -2.52%
Professional & Technical Services 1,000 1,300 1,000 1,000 0%
Utilities and Maintenance 7,457 1,629 7,800 5,100 -34.62%
Operations - - 500 - -100%
City Support Services 14,071 12,908 13,664 13,891 1.66%
Supplies and Materials 238 1,905 100 1,050 950%
Total Expenditures 58,614 56,804 59,316 56,002 -5.59%
NET INCOME (LOSS) 58,614 56,804 59,316 56,002 -
PERSONNEL:
Number of FTE Positions 0.30 0.35 0.41 0.41
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2023:
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.
FUND 717 - REFUSE FUND
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FUNCTION: Refuse
PROGRAM: Organics
PROGRAM SUMMARY: Organic recycling is a shared drop-off facility available to Hopkins and Minnetonka refuse
customers. Organics can be dropped off 24/7 at the facility.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Intergovernmental Revenue $ - $ - $ 2,000 $ 12,500 525%
Charges for Current Services - - - - 0%
Utility Service Charges - - 191,400 207,000 8.15%
Total Revenues - - 193,400 219,500 13.5%
Expenditures
Professional & Technical Services $ - $ - $ 191,400 $ 204,840 7.02%
Utilities and Maintenance - 802 2,000 2,000 0%
Operations - - - 250 0%
Supplies and Materials - 1,733 2,000 1,500 -25%
Total Expenditures - 2,535 195,400 208,590 6.75%
NET INCOME (LOSS) - 2,535 2,000 (10,910) (6)
PERSONNEL:
Number of FTE Positions 0 0 0 0
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2022:
1. Continue to provide an option for organic recycling to customers.
2. Continue second year of curbside organic recycling service
FUND 717 – REFUSE FUND
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FUND 717 – REFUSE FUND
FUNCTION: Refuse
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 2022:
1. Continue to improve refuse collection service to our residents.
2. Maintain excellent customer service through monitoring of operations and communicating with residents.
FY 2020 FY 2021 FY 2022 FY 2023
Audited Audited Approved Approved Percent
Actuals Actuals Budget Budget Change
Revenues
Intergovernmental Revenue $ 23,174 $- $- $-0%
Charges for Current Services 3,054 6,435 11,000 11,000 0%
Interest on Investments 4,422 623 5,000 10,000 100%
Utility Service Charges 761,167 763,676 797,100 797,100 0%
791,817 770,734 813,100 818,100 0.61%
Expenditures
Salaries and Wages $ 138,446 $ 168,380 $ 134,743 $ 134,640 -0.08%
Fringe Benefits 64,499 50,228 63,163 63,082 -0.13%
Professional & Technical Services (63,266) (116,924) 28,000 27,000 -3.57%
Utilities and Maintenance 184,715 150,848 162,200 140,640 -13.29%
Operations 2,770 2,679 4,250 3,000 -29.41%
City Support Services 63,223 78,442 95,025 95,239 0.23%
Supplies and Materials 29,258 11,212 51,350 51,700 0.68%
Equipment Allocation 79,284 138,288 - - 0%
Depreciation 64,719 45,697 68,028 73,082 7.43%
Other Financing Uses 25,000 25,000 25,000 25,000 0%
588,648 553,850 631,759 613,383 -2.91%
NET TAX AND GENERAL
REVENUE SUPPORTED (203,169)(216,884)(181,341)(204,717)12.89%
Dept. 40100, 48930, 48940, 48950, 49999 excluding account 3700 for FY19
PERSONNEL:
Number of FTE Positions 1.76 1.85 1.94 1.94
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FUNCTION: STORM WATER
Revenues and Expenses
Enterprise Fund 740
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Intergovernmental Revenue $ 3,262 $ 33 $ - $ - 0%
Charges for Current Services 1,339 3,759 6,000 6,000 0%
Utility Service Charges 799,266 798,809 779,332 779,332 0%
Inter-Fund Transfers 27,569 - - - 0%
Total Revenues $ 831,436 $ 802,601 $ 785,332 $ 785,332 0%
Expenditures
Salaries and Wages $ 57,385 $ 74,007 $ 48,284 $ 49,803 3.15%
Fringe Benefits 29,354 31,708 17,665 17,333 -1.88%
Professional & Technical Services 1,471,777 1,415,726 14,000 14,000 0%
Utilities and Maintenance 48,505 14,091 36,000 36,000 0%
Operations 2,750 2,678 4,000 4,000 0%
City Support Services 55,685 25,217 23,877 23,877 0%
Supplies and Materials 5,747 905 1,800 3,350 86.11%
Equipment Allocation - (24,000) - - 0%
Depreciation 300,856 309,542 300,804 319,498 6.21%
Debt Repayment 39,434 72,114 44,704 148,824 232.91%
Other Financing Uses 196,276 155,504 188,588 176,837 -6.23%
Total Expenditures $ 2,207,769 $ 2,077,492 $ 679,722 $ 793,522 16.74%
Excess (deficiency) of revenues over
expenditures 1,376,333 1,274,891 (105,610) 8,190 -107.75%
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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FUNCTION: Storm Sewer
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 2023:
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 2020 FY 2021 FY 2022 FY 2023
Audited Approved Approved Approved Percent
2020 2021 2022 2023 Change
OPERATING REVENUES
Intergovernmental Revenue $ 3,262.00 $ 33.00 $- $-0%
Operating 800,605 802,568 785,332 785,332 0%
Non-operating Revenues 31,749 465 7,000 25,000 257.14%
835,616 803,066 792,332 810,332 2.27%
OPERATING EXPENSES
Personnel Services $ 86,739.00 $ 105,715.00 $ 65,949.00 $ 67,136.00 1.8%
Other Services & Charges 154,612 90,192 79,677 81,227 1.95%
Depreciation Expense 300,856 309,542 300,804 319,498 6.21%
Capital Outlay/Construction - - - - 0%
Non-operating Expenses 235,710 227,618 233,292 325,661 39.59%
777,917 733,067 679,722 793,522 16.74%
NET INCOME (LOSS) 57,699.00 69,999.00 112,610.00 16,810.00 -85.07%
PERSONNEL:
Number of FTE Positions 0.63 0.66 0.65 0.65
FUND 740 – STORM SEWER FUND
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FUNCTION: PAVILION
Revenues and Expenses
Enterprise Fund 747
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Property Taxes $ 288,525 $ 340,249 $ 340,000 $ 340,000 0%
Intergovernmental Revenue 54,802 127 - - 0%
Charges for Current Services 316,822 464,169 496,500 479,000 -3.52%
Other Revenues 4,788 1,317 - - 0%
Total Revenues $ 664,937 $ 805,862 $ 836,500 $ 819,000 -2.09%
Expenditures
Salaries and Wages $ 208,026 $ 286,450 $ 256,905 $ 266,293 3.65%
Fringe Benefits 82,607 84,246 85,332 92,771 8.72%
Professional & Technical Services 10,680 4,647 7,000 7,000 0%
Utilities and Maintenance 119,054 124,415 107,450 102,500 -4.61%
Operations 7,672 19,494 18,840 18,290 -2.92%
City Support Services 15,168 36,458 18,721 18,721 0%
Supplies and Materials 24,709 18,295 18,350 18,325 -0.14%
Equipment Allocation (28,615) - 8,000 - -100%
Depreciation 479,454 477,971 480,000 477,786 -0.46%
Debt Repayment 91,510 86,110 85,850 79,275 -7.66%
Total Expenditures $ 1,010,265 $ 1,138,086 $ 1,086,448 $ 1,080,961 -0.51%
Excess (deficiency) of revenues over
expenditures 345,328 332,224 249,948 261,961 4.81%
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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FUNCTION: Pavilion
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 2023:
1. Create and market programs, events, and opportunities to safely 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 2020 FY 2021 FY 2022 FY 2023
Audited Approved Approved Approved Percent
2020 2021 2022 2023 Change
OPERATING REVENUES
Intergovernmental Revenue $ 54,802.00 $ 127.00 $- $-0%
Other Revenues -1 -- 0%
Operating 321,610 465,486 496,500 479,000 -3.52%
Non-operating Revenues 288,525 340,249 340,000 340,000 0%
664,937 805,863 836,500 819,000 -2.09%
OPERATING EXPENSES
Personnel Services $ 290,633.00 $ 370,696.00 $ 342,237.00 $ 359,064.00 4.92%
Other Services & Charges 177,283 203,309 170,361 164,836 -3.24%
Depreciation Expense 479,454 477,971 480,000 477,786 -0.46%
Capital Outlay/Construction 28,615 - - - 0%
Non-operating Expenses 62,895 86,110 93,850 79,275 -15.53%
1,038,880 1,138,086 1,086,448 1,080,961 -0.51%
NET INCOME (LOSS)(373,943.00) (332,223.00) (249,948.00) (261,961.00)4.81%
PERSONNEL:
Number of FTE Positions 2.90 2.90 2.42 2.42
FUND 747 – PAVILION FUND
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FUNCTION: DEBT SERVICE
Revenues and Expenditures
Actual Actual Budget Budget Percent
2020 2021 2022 2023 Change
Revenues
Property Taxes $ 4,232,097 $ 4,114,950 $ 4,003,044 $ 3,892,746 -2.76%
Special Assessments 583,124 941,854 735,713 762,447 3.63%
Interest on Investments 3,746 11,900 - - 0%
OTHER FINANCING SOURCES 5,836,513 3,856,611 - - 0%
Inter-Fund Transfers 11,373,892 2,765,856 2,563,746 2,441,344 -4.77%
Total Revenues $ 22,029,372 $ 11,691,171 $ 7,302,503 $ 7,096,537 -2.82%
Expenditures
Professional & Technical Services $ 208,896 $ 108,901 $ - $ - 0%
City Support Services 9,618 7,744 - - 0%
Debt Repayment 13,611,204 10,214,534 6,343,370 7,598,497 19.79%
Other Financing Uses 4,534,606 3,681,898 - - 0%
Total Expenditures $ 18,364,324 $ 14,013,077 $ 6,343,370 $ 7,598,497 19.79%
Excess (deficiency) of revenues over
expenditures (3,665,048) 2,321,906 (959,133) 501,960 -152.33%
Debt Service funds finanace and account for the payment of interest and principal on all general obligation
debt other than debt issued for an enterprise fund.
In January 2014 the City's credit
rating was upgraded to a AA+
following an interium rating
review. This rating has been
reaffirmed each year since.
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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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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
$5,000 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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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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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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CITY OF HOPKINS
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.
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