2025 City of Hopkins BudgetCity of Hopkins, Minnesota
Annual Budget
January 1 - December 31, 2025
Inspire ● Educate ● Involve ● Communicate
City of Hopkins
1010 First St S
Hopkins, MN 55343
952-935-8474
CITY OF HOPKINS BUDGET
FISCAL YEAR BEGINNING JANUARY 1, 2025
City Council
Term Expires
Mayor Patrick Hanlon .................................................................................... December 31, 2025
Councilmember Brian Hunke ........................................................................ December 31, 2027
Councilmember Heidi Garrido ...................................................................... December 31, 2025
Councilmember Ben Goodlund ..................................................................... December 31, 2027
Councilmember Aaron Kuznia ...................................................................... December 31, 2025
Management Team
Mike Mornson ......................................................................................................... City Manager
Kersten Elverum ............................................................... Director of Planning & Development
Casey Casella ........................................................................................... 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
2025 Summary Budget Information by Major and Non-Major Funds ................................ 27
2025 Budget Summary – All Funds ................................................................................. 28
2025 Revenue Summary – All Funds............................................................................... 31
2025 Appropriation Summary – All Funds ........................................................................ 34
Property Tax Information ................................................................................................. 36
Fund Balance .................................................................................................................. 37
Debt Overview ................................................................................................................. 38
Capital Improvements Overview ...................................................................................... 42
General Fund Budget Projection ...................................................................................... 45
Other Major Funds Budget Projections ............................................................................ 47
General Fund ....................................................................................................................... 51
Special Revenue Funds ....................................................................................................... 69
Debt Service Fund................................................................................................................ 86
Enterprise Funds......................................................................................................................87
Glossary ............................................................................................................................... 92
January 2025
Dear Residents, Mayor and Council Members:
It is my pleasure to present to you the City of Hopkins 2025 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 2025 tax levy. The final result is an adopted 2025 budget
totaling $45,518,941 of which $19,920,490 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.
2025 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 departmentsprovide 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 allowsus 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 futuresources 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 beingused 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 Department – This provides both a dollar and percentage of property tax support
for each of the City’s general fund departments and other programs relying on tax levy support.
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.
Partnering with the Community to Enhance the Quality of Life
• Inspire • Educate • Involve • Communicate •
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HOPKINS IN 2024
In the year 2024, the nation's economy continued to adapt and grow after the COVID-19 pandemic. 2024 saw
continued challenges to the City, service delivery and employee retention. Core services continue to be provided
in 2024 with some revised service models. City staff continues to analyze city services and look at ways to
continue to as efficient as possible. The Council and city staff also continues to investigate additional revenue
sources.
In 2024, the City’s tax base continued to grow due to market growth and redevelopment, with the largest
increases coming from new apartments. The City's total tax capacity increased 7.2% due mainly to these factors.
In 2023 the overall taxable market value increased by 4.9% due to the same factors. The city’s levy has
increased an average of 3.3% per year over the last five years. The City’s general fund expenditures have
increased an average of 5.4% 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 Compensation Study conducted during 2023. The number of employees will
remain stable at 120 in 2025.
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 is an attractive place to live and is expanding
its tax base through the redevelopment of most multifamily dwellings. Hopkins is an inner-ring suburb of
Minneapolis with a good mix of 52% residential, 23% commercial and industrial and 24% 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 underutilized commercial building into a 500 apartments, and mixed use retail
Transformative redevelopment of 13-acre cold storage facility into 833 units of varying housing
types, a 5-story 116-unit low income housing development was competed in 2023
In addition to projects other development continues in Hopkins. During 2024, 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
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 2025
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, except when fund
balance exceeds policy
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 2025 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.
Local Government Aid (LGA) did increase in 2025, but at a rate less than inflation. The city
received approximately $1,081,000 of LGA in 2024 and will receive approximately $1,085,000 in
2025.
Real Estate Values – Overall real estate values in this community increased by approximately 4.9% in 2024.
This resulted in an increase in the City’s tax capacity of 7.2% due to varying tax capacity rates between
residential, apartment, commercial and industrial properties.
Overall, general fund budgeted expenditures will increase by 8.14% in 2025 due to salaries and benefits
increases, expiration of one-time grant funding used for new fulltime positions and the inclusion of the
Communications budget (formerly accounted for in a special revenue fund). The general fund increase was
offset by a one-time use of fund balance based on an operating surplus in 2023. At the time of this budget, we
project an average 5.00% increase for 2026-2029. Future programs and services provided by the City of Hopkins
may change in relation to available revenue sources. The City Council and staff will be update long-range
financial projections to help with current and future budgeting. Long range planning assists in minimizing the
impacts of potential tax freezes, additional state aid losses and sets forth a plan to stabilize all funds.
6
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
Goal achievement
2025 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 decreased over the past five years ranging from 69.301% in 2020 to a proposed rate of
61.519% in 2025. The proposed 2025 city tax rate of 61.519% is a 1.54% increase from 2024.
The adopted General Fund budget has a 8.14% expenditure increase for a total General Fund Budget of
$19,920,490. The total tax levy increase for 2024 is 4.92%. The levy includes funds designated for general fund
operations, Arts Center, Pavilion, equipment replacement, permanent improvements, capital improvements and
debt service payments. The monthly city tax cost for a median valued home of $378,800 is about $188 or
approximately $2,254 for the year not including credits for state programs.
The city’s goals and objectives were once again reviewed and updated by City Council and City staff. They are
integral part in meeting the needs of the residents. The goals and strategic plans set at the beginning of 2024
are included in the budget document on pages 13-14.
Sincerely,
CITY OF HOPKINS
Michael J. Mornson
City Manager
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The Government Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to City of Hopkins, Minnesota for its annual budget for the fiscal
year beginning January 1, 2024. In order to receive this award, a government unit must publish a budget
document that meets program criteria as a policy document, as an operations guide, as a financial plan,
and as a communications device.
This award is valid for a period of one year only. We believe our current budget continues to conform to
program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
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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 90th year.
The first festival was organized in 1934 by a group of community business people who were concerned that
the Hopkins economy and community needed a boost.
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CITY OF HOPKINS
Minnesota
Hopkins is a suburban city in Hennepin County, Minnesota located just 13 minutes west of the Twin
Cities of Minneapolis and St. Paul. The City is four square miles in size surrounded by larger suburban
communities. Hopkins is about 98% developed with little remaining vacant land. U.S. Route 169 and
Minnesota Highway 7 are two of the main arterial routes in the City. Hopkins is a dynamic community of
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
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)19,079
2023 (Met
Council
es timate)
18,441
Population
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CITY OF HOPKINS
Founded 1852 Education
Dated of Incorporation November 26, 1893 School Enrollment 8,225
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, 2024 High School 1
Area of City 4.1 Square Miles Private Schools 8
2,616 acres Charter Schools 2
Housing
Single Family 2,596 Elections:
Multiple Family 5,723 Registered Voters - last general election 12,187
Duplexes 500 Number of votes cast last general election 9,651
Townhouses 690 Percentage of registered voters voting 79.2%
Population by Age City Bond Rating
0 to 19 3,766 Standard & Poor's AA+
20 to 64 11,353
Over 65 3,353
Miles of Streets and Alleys:
Income by Household Trunk Highways 3.57
Less than $50,000 26%County 5.32
$50,000 - $100,000 27%City Streets 47.5
$100,000 - $150,000 18%Alleys 9.52
$150,000 or more 29%
Miles of Sewers:
Storm Sewers 21.4
Median Household Income $71,200 Sanitary Sewers 45.46
Per Capita Personal Income $48,400
Unemployment Rate 4.1%Miles of Watermains 52.6
Population Composition Civil Defense Warning Sirens 3
White 63.17%
African American 19.74%Fire Protection:
Hispanic or Latinx 5.53%Number of Stations 1
Asian 3.62%Number of FT Employees 6
Two or More Races 7.50%Volunteer Firefighters 32
Native American 0.18%
Other Races 0.26%Police Protection:
Number of Stations 1
Number of Employees 40
Total Property Values $3.013 Billion Parks
City Parks 16
Playgrounds 11
Skating Rinks 7
STATISTICAL INFORMATION
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 26). Pages 51-91 provide further information on each
department’s objectives and budgets.
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.
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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
Preserve the Hometown
Feel of Hopkins
Creating a spirit of community where...
MISSION
City of
STRATEGIES2024
VISION
GOALS
GOAL SETTING 2024
Complete city-wide meter
changeout
Develop Police Department
recruitment & retention
strategies
Complete a Police
Department staffing study
Explore options for the
property at 907 Mainstreet
Offer Commercial Façade
Loan Program & expand
eligibility to all of Mainstreet
Explore additional affordable
housing policies & programs
Implement Economic
Development ARPA-funded
projects
Explore sustainable building
development policy
Finalize plans to reopen the
Depot
Continue work on Equity
Strategic Action Plan
Develop green infrastructure
special assessment policy
Complete Park System
Master Plan
Review long-range financial
management plan
Continue to build Youth
Workforce Development
Program Continue to research and
pursue grant opportunities
Priorities for the year aheadACTION
STEPS
Promote a Resilient
Community
Take It To
Them
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 2024 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, 2023. The City believes ACFR for the fiscal year ended December 31, 2024 will also
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.
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CITY OF HOPKINS
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 General Fund budget that will meet the
City’s fund balance policy. The City’s policy is to have a fund balance equal to 42% of general fund
expenditures. City funds may or may not have a balanced budget depending on when funding is received for
specific expenditure needs. Forexample 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.
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CITY OF HOPKINS
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.
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.
2025 BUDGET CALENDAR
January 5 Meet with Council to set parameters and goals for 2025 budget process
April 16 City Council reviews long term street reconstruction plans
April 19 Distribute budget worksheets to departments
June 5 Departmental budgets to be completed and returned to finance
June-July Finance reviews and compiles budget summary
July 16 First draft of the general fund budget and tax levy presented to City Council
August 12 Public presentation about first draft of general fund budget and tax levy
August - September City Council reviews budget and tax levy
September 3 City Council adopts preliminary levy and budget
September 4 Proposed 2025 levy certified to Hennepin County
October - November City Council reviews budget and tax levy
December 2 Public Hearing on Budget, Approval of final budget and tax levy
December 3 Final 2025 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
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CITY OF HOPKINS
RISK MANAGEMENT
The City has an informal risk management policy, the purpose of which is to maintain the integrity and financial
stability of the City, protect its employees from injury, and reduce overall costs of operations. The City has insurance coverage through the League of Minnesota Cities Insurance Trust (LMCIT) to ensure
City property, contractors and miscellaneous equipment, crime, employee performance bonds, autos and
general liability. General liability coverage amounts to $1,000,000 per occurrence (and aggregate), with a
$50,000 per occurrence, $100,000 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
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CITY OF HOPKINS
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.
• 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.
• 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.
Long range financial projections 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. City staff will make 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.
• 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.
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
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CITY OF HOPKINS
of the city.
• Depot Coffee House Fund – grants, leases and concession revenues support a local chemical
free teen center and coffee house.
• Sustainability Fund - franchise fees received from gas and electric utilties dedicated to improving
the overall sustainability and resilience of the community.
• MN Public Safety Aid Fund - State aid received restricted to providing public safety
• 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 Fund
The Debt Service Fund accounts for the accumulation of resources for the payment of general long-term debt
principal, interest, and related costs. The City maintains 26 individual sub-accounts for the various bond issues
that make up the Debt Service Fund. The City has established annual financial plans for all 26 general
obligation bond funds, which are shown in total as the Debt Service Fund.
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.
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.
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CITY OF HOPKINS
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 2025 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
• Tax Increment District Super Valu 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
Sustainability X
MN Public Safety Aid X 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
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.
The increase in authorized staffing from 2023 to 2024 is due to two additional police officers
and assistant fire chief funded through MN Public Safety Aid, sustainability specialists
funded with franchise fees and a forestry worker. These increases were offset by the
decrease in the equivalent of 1.75 FTE for a temporary closure of the Depot.
The increase in authorized staffing from 2024 to 2025 occurred after the Depot was
reopened in the fall of 2024.
2022 2023 2024 2025
Authorized Authorized Authorized
& Actual & Actual & Actual Authorized
Administrative Services 2.67 2.67 2.67 2.67
Communications - - - 1.00
Information Technology 4.00 4.00 4.00 4.00
Finance 3.60 3.60 3.60 3.60
Municipal Building 1.28 1.28 1.28 1.28
City Clerk 2.05 2.05 2.05 2.05
Inspections 6.44 7.44 7.44 7.44
Police 37.23 36.23 36.23 36.23
Fire 4.50 4.50 4.50 4.50
Public Works 20.49 20.49 21.54 21.54
Skate Park 0.05 0.05 - -
Activity Center 3.00 3.00 3.00 3.00
Planning & Zoning 1.35 1.35 1.35 1.68
Community Development 0.85 0.85 0.85 0.85
87.51 87.51 88.51 89.84
Economic Development 2.00 2.50 2.50 2.84
Parking 1.12 1.12 1.12 1.12
Communications 1.00 1.00 1.00 -
Depot Coffee House 2.75 2.75 1.00 2.75
Sustainability - - 1.00 1.33
American Rescue Plan Act - 2.00 2.00 1.00
MN Public Safety Aid - - 3.00 3.00
Art Center 4.53 4.53 4.53 4.53
Special Revenue Fund Total 11.40 13.90 16.15 16.57
Water 4.15 4.15 4.15 4.15
Sanitary Sewer 2.24 2.24 2.24 2.24
Refuse 3.56 3.56 3.56 3.56
Storm Sewer 0.66 0.66 0.66 0.66
Pavilion/Ice Arena 2.42 2.42 2.42 2.42
Housing & Redevelopment 2.40 2.40 2.40 2.40
Total Proprietary Funds 15.43 15.43 15.43 15.43
Total All Funds 114.34 116.84 120.09 121.84
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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.
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CITY OF HOPKINS
2022 2023 2024 2025 Budget Percentage
Revenues Actual Actual Budget Budget Difference Difference
General Fund 17,008,040 18,335,410 18,021,803 19,520,490 1,498,687 8.32%
Special Revenue Funds
Economic Development Fund 513,084 1,296,390 557,706 591,646 33,940 6.09%
Tax Increment Super Valu 2,952,249 2,420,753 2,820,000 2,820,000 - 0.00%
Non-major Special Revenue Funds 11,312,917 5,693,760 5,412,577 4,597,943 (814,634) -15.05%
Total Special Revenue Funds 14,778,250 9,410,903 8,790,283 8,009,589 (780,694) -8.88%
Debt Service Fund 11,046,793 12,226,287 7,353,496 7,002,911 (350,585) -4.77%
Enterprise Funds
Water Utility Fund 2,437,423 2,645,879 2,892,400 3,101,000 208,600 7.21%
Sewer Utility Fund 3,170,830 3,410,283 3,635,000 3,835,000 200,000 5.50%
Storm Sewer Fund 806,214 802,037 810,332 810,332 - 0.00%
Pavilion Fund 1,159,467 850,114 913,700 931,500 17,800 1.95%
Non-major Enterprise Fund 1,219,081 1,273,518 1,340,085 1,398,603 58,518 4.37%
Total Enterprise Funds 8,793,015 8,981,831 9,591,517 10,076,435 484,918 5.06%
Total Revenues 51,626,098 48,954,431 43,757,099 44,609,425 852,326 1.95%
2022 2023 2024 2025 Budget Percentage
Expenditures Actual Actual Budget Budget Difference Difference
General Fund 16,560,358 17,888,125 18,421,804 19,920,490 1,498,686 8.14%
Special Revenue Funds
Economic Development Fund 498,798 616,177 520,278 555,646 35,368 6.80%
Tax Increment Super Valu 9,975,183 3,272,972 2,875,266 2,900,000 24,734 0.86%
Non-major Special Revenue Funds 9,172,300 4,666,072 5,425,871 4,326,599 (1,099,272) -20.26%
Total Special Revenue Funds 19,646,281 8,555,221 8,821,415 7,782,245 (1,039,170) -11.78%
Debt Service Fund 10,615,763 11,908,639 7,048,156 7,628,200 580,044 8.23%
Enterprise Funds
Water Utility Fund 2,482,678 2,356,988 2,858,975 2,995,099 136,124 4.76%
Sewer Utility Fund 3,223,575 3,082,664 3,584,058 3,685,009 100,951 2.82%
Storm Sewer Fund 701,314 684,977 826,094 776,093 (50,001) -6.05%
Pavilion Fund 1,085,392 1,061,592 1,133,473 1,212,353 78,880 6.96%
Non-major Enterprise Fund 1,348,035 1,285,832 1,477,104 1,519,452 42,348 2.87%
Total Enterprise Funds 8,840,994 8,472,053 9,879,704 10,188,006 308,302 3.12%
Total Expenditures 55,663,396 46,824,038 44,171,079 45,518,941 1,347,862 3.05%
Summary Budget Information - Major Funds and Non-Major Funds by Fund Type
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CITY OF HOPKINS
2022 2023 2024 2025 Budget Percentage
Actual Actual Budget Budget Difference Difference
Revenues
Property Taxes 12,636,270 13,628,351 14,511,326 15,406,075 894,749 6.17%
Franchise Fees 303,957 304,979 346,200 620,200 274,000 79.15%
Intergovernmental 1,702,401 1,884,698 1,878,012 1,894,775 16,763 0.89%
Licenses, Permits & Fines 1,418,449 1,519,192 878,315 1,022,665 144,350 16.43%
Charges for Services 811,710 773,635 351,100 502,375 151,275 43.09%
Interest 60,859 159,390 25,000 45,000 20,000 80.00%
Miscellaneous Revenue 74,394 65,165 31,850 29,400 (2,450) -7.69%
17,008,040 18,335,410 18,021,803 19,520,490 1,498,687 8.32%
Appropriations
City Council 101,396 109,621 133,033 156,598 23,565 17.71%
Administrative Services 521,322 624,988 536,656 661,290 124,634 23.22%
Communications - - - 240,002 240,002 #DIV/0!
Information Technology 454,076 502,488 644,926 718,227 73,301 11.37%
Diversity, Equity & Inclusion - - 133,530 107,000 (26,530) -19.87%
Finance 697,204 718,964 732,254 616,124 (116,130) -15.86%
Legal 299,128 322,549 250,000 265,000 15,000 6.00%
Municipal Building 395,147 496,649 404,690 407,462 2,772 0.68%
City Clerk 194,661 234,476 339,242 327,542 (11,700) -3.45%
Inspections 833,327 829,984 1,208,270 1,265,345 57,075 4.72%
Police 6,401,833 6,874,510 7,185,842 7,519,166 333,324 4.64%
Fire 1,767,381 2,332,396 1,709,014 1,982,177 273,163 15.98%
Public Works 3,808,823 3,728,900 3,858,812 4,289,315 430,503 11.16%
Recreation 230,214 274,733 276,441 276,735 294 0.11%
Activity Center 487,909 520,792 554,334 609,695 55,361 9.99%
Planning & Zoning 220,574 165,577 196,248 247,454 51,206 26.09%
Community Development 116,178 77,228 129,312 125,358 (3,954) -3.06%
Unallocated 31,185 74,270 129,200 106,000 (23,200) -17.96%
16,560,358 17,888,125 18,421,804 19,920,490 1,498,686 8.14%
Summary of Budgeted Funds
General Fund
28
CITY OF HOPKINS
2022 2023 2024 2025 Budget Percentage
Actual Actual Budget Budget Difference Difference
Revenues
Chemical Assessment Team 28,720 62,148 65,000 65,000 - 0.00%
Economic Development 513,084 1,296,390 557,706 591,646 33,940 6.09%
Tax Increment Spending Plan 6,404,400 - - - - 0.00%
American Rescue Plan Act 95,504 486,173 - - - 0.00%
TIF 1-8 Entertainment District 61,195 57,778 45,000 - (45,000) -100.00%
MN Public Safety Fund - 828,207 439,095 453,901 14,806 3.37%
Parking 166,237 87,535 125,000 164,000 39,000 31.20%
Hopkins Race & Equity Initiative 5,994 36,618 6,000 6,000 - 0.00%
Communications 200,032 200,297 230,000 30,961 (199,039) -86.54%
Depot 224,077 134,296 203,832 285,611 81,779 40.12%
TIF 2-6 1,591 - - - - 0.00%
TIF 2-11 Super Valu 2,952,249 2,420,753 2,820,000 2,820,000 - 0.00%
TIF 1-4 Marketplace & Main 203,466 228,803 226,000 245,000 19,000 8.41%
TIF 1-5 Moline 2,526,146 2,209,609 2,515,000 1,770,000 (745,000) -29.62%
Arts Center 1,395,555 1,362,295 1,172,650 1,232,470 59,820 5.10%
Sustainability - - 385,000 345,000 (40,000) -10.39%
14,778,250 9,410,902 8,790,283 8,009,589 (780,694) -8.88%
Appropriations
Chemical Assessment Team 54,350 110,722 65,000 65,000 - 0.00%
Economic Development 498,798 616,177 520,278 555,646 35,368 6.80%
Tax Increment Spending Plan 3,750,000 - - - - 0.00%
Hennepin County CDBG 3,698 4,112 - - - 0.00%
American Rescue Plan Act 95,504 486,173 - - - 0.00%
TIF 1-8 Entertainment District 307,740 148 14,228 - (14,228) -100.00%
MN Public Safety Fund - 50,747 439,095 453,901 14,806 3.37%
Parking 164,032 174,670 159,894 161,186 1,292 0.81%
Hopkins Race & Equity Initiative 756 612 6,000 6,000 - 0.00%
Communications 266,005 342,433 281,487 30,961 (250,526) -89.00%
Depot 303,761 110,410 183,832 270,610 86,778 47.21%
TIF 2-6 16,091 5,244 2,095 - (2,095) 0.00%
TIF 2-11 Super Valu 9,975,183 3,272,972 2,875,266 2,900,000 24,734 0.86%
TIF 1-4 Marketplace & Main 205,403 215,808 214,948 44,768 (170,180) -79.17%
TIF 1-5 Moline 3,002,547 2,120,549 2,530,195 1,729,914 (800,281) -31.63%
Arts Center 1,002,413 1,044,443 1,144,097 1,219,259 75,162 6.57%
Sustainability - - 385,000 345,000 (40,000) -10.39%
19,646,281 8,555,220 8,821,415 7,782,245 (1,039,170) -11.78%
Special Revenue Funds
Summary of Budgeted Funds (continued)
29
CITY OF HOPKINS
2022 2023 2024 2025 Budget Percentage
Actual Actual Budget Budget Difference Difference
Revenues
Property Taxes 4,049,190 3,892,746 4,107,613 3,748,530 (359,083) -8.74%
Special Assessments 761,641 855,354 782,039 841,600 59,561 7.62%
Interest 80,070 1,042,327 - - - 0.00%
Bonds Issued 2,985,000 3,985,000 - - - 0.00%
Premium on Bonds Issued 238,981 8,081 - - - 0.00%
Transfers In 2,931,911 2,442,780 2,463,844 2,412,781 (51,063) -2.07%
11,046,793 12,226,288 7,353,496 7,002,911 (350,585) -4.77%
Appropriations
Bond Principal 5,530,000 5,805,000 5,265,000 5,905,000 640,000 12.16%
Bond Interest 1,853,620 1,792,497 1,783,156 1,723,200 (59,956) -3.36%
Other Services & Charges 156,143 103,742 - - - 0.00%
Transfer Out 3,076,000 4,207,401 - - - 0.00%
10,615,763 11,908,640 7,048,156 7,628,200 580,044 8.23%
2022 2023 2024 2025 Budget Percentage
Actual Actual Budget Budget Difference Difference
Revenues
Water 2,437,423 2,645,879 2,892,400 3,101,000 208,600 7.21%
Sewer 3,170,830 3,410,283 3,635,000 3,835,000 200,000 5.50%
Storm Sewer 806,214 802,037 810,332 810,332 - 0.00%
Pavilion 1,159,467 850,114 913,700 931,500 17,800 1.95%
Refuse 1,219,081 1,273,518 1,340,085 1,398,603 58,518 4.37%
8,793,015 8,981,831 9,591,517 10,076,435 484,918 5.06%
Appropriations
Water 2,482,678 2,356,988 2,858,975 2,995,099 136,124 4.76%
Sewer 3,223,575 3,082,664 3,584,058 3,685,009 100,951 2.82%
Storm Sewer 701,314 684,977 826,094 776,093 (50,001) -6.05%
Pavilion 1,085,392 1,061,592 1,133,473 1,212,353 78,880 6.96%
Refuse 1,348,035 1,285,832 1,477,104 1,519,452 42,348 2.87%
8,840,994 8,472,053 9,879,704 10,188,006 308,302 3.12%
Summary of Budgeted Funds (continued)
Debt Service Fund
Enterprise Funds
30
CITY OF HOPKINS
APPROVED BUDGET SUMMARY – ALL FUNDS
REVENUE SUMMARY
The total budget represents planned or anticipated revenues for all funds, excluding unbudgeted special revenue
funds and capital project funds. The amount of the annual total anticipated revenues fluctuates up or down from
year to year, depending on special projects and grants which may occur during the plan budget period. The
budget provides guidelines to staff for City operations.
Property Taxes: One purpose of the budget is to communicate the financial plans for the City and its allocation
of resources. The budgeted revenues for all funds total $44,609,425. The largest source of revenue by category
is property taxes of $24,336,592 comprising 49.7% of current revenues. Property taxes are levied to support the
general fund, Arts Center, Pavilion, Parking fund and help pay debt. Levy limits have been on again and off
again since 2004 and remain off for 2024. 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 2024 budgeted taxes increased in total by 3.90% mainly as a result of operations and debt payments.
The General Fund had a 7.18% increase in the levy due to increases in salaries, benefits and other operating
expenditures which was offset by a one-time use of surplus fund balance. The total levy, excluding tax
increments, certified to taxpayers increased by 4.86%
Tax increments: Total $4,164,000 or 10.1% of the City’s current revenues. Tax increments provide revenue
for redevelopment. Successful tax increment projects have helped create a larger tax base for the City.
Currently, the City is collecting tax increments from several districts to pay off redevelopment notes,
redevelopment bonds and help in future redevelopment costs of properties within certain districts.
31
CITY OF HOPKINS
Utility Fees: For water, sewer, refuse and storm sewer account for $8,829,835 of the City’s current revenue or
21.3%. Utility revenue is planned to increase by 5.5% 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. 2025 rates will increase by 7.6% for water, 5.5% for sewer, 4.5% for refuse collection,
3.6% for recycling and 3.6% for organic recycling. Storm sewer rates will not increase in 2025.
Total 2025 Budgeted Revenue: Increased from 2025 as a result of increased property taxes, tax increments,
franchise fees, special assessments, intergovernmental revenue, licenses/permits/fines, charges for services
and utility fees. The 2025 budget was prepared with increased 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.
32
CITY OF HOPKINS
Major Revenue Trends: The chart to the right is showing the trends of three of our major revenue sources
(taxes, tax increments and utility fees). Taxes and utility fees continue to increase as operating costs continue
to increase. Charges for services, license and permit fees have also been increased to improve cost recovery
and reduce the reliance on property taxes. The City continues to seek other revenue sources to meet budget
needs which includes grants. Tax increments have remained steady, but will see increases as one major
redevelopment project has been approved, but not constructed.
Shown below is a chart showing the relationship between all current revenue sources.
33
CITY OF HOPKINS
APPROPRIATION SUMMARY
Appropriations for all funds total $45,518,941. This is more than anticipated revenues for 2025 and results
in an decrease of fund balance of $909,516 overall. The general fund will subtract $400,000 based on a
one-time use of surplus fund balance. The debt service fund will subtract $628,289 where tax levy and
special assessment revenue has built up and will be used. Other funds are seeing only minor changes to
their fund balance in the 2025 Budget.
The largest useof appropriations by category is personal services at $18,774,728. Personal services make
up 41.3% of the City’s annual appropriation and represent a 9.9% increase from 2024 budget. The City
completed a compensation study for all positions in 2023, with the resulting wage scales being implemented
in the 2024 budget. 5 of 7 union contracts were settled between the adoption of the 2024 and 2025 budgets,
actual wage scales or estimates were used as appropriate.
Other services and charges make up 20.9% of appropriations at $9,523,742. This amount represents a
0.8% increase from the 2024 budget. Staff continues to be as efficient as possible when contracting with
outside vendors for services.
Debt repayment make up 18.1% of appropriations at $8,231,900. This amount represents an increase of
7.4% from 2024 due to required payment schedules.
The five largest programs of the City in 2025 account for 81.3% of the appropriations budget and are as
follows:
Public Safety(police, fire, inspections) 11.4 million
Utilities (water, sewer, storm sewer, refuse) 9.0 million
Debt 7.6 million
Tax Increment Financing 4.7 million
Public Works 4.4 million
The following chart shows the 2025 budgeted appropriations by category:
Personal Service
41%
Other Services
and Charges
21%Supplies
4%
Payments on
Tax Increment
Notes
6%
Depreciation
3%
Capital Outlay
1%
Debt Service
18%
Transfers Out
6%
2025 Budgeted Appropriations
34
CITY OF HOPKINS
2022 2023 2024 2025 Budget Percentage
Actual Actual Budget Budget Difference Difference
Current Revenues
Property Taxes 17,806,633 18,652,955 19,891,592 20,569,751 678,159 3.41%
Tax Increments 4,122,254 3,515,056 4,135,000 4,164,000 29,000 0.70%
Franchise Fees 504,179 502,740 961,200 995,200 34,000 3.54%
Special Assessments 761,641 855,354 782,039 841,600 59,561 7.62%
Intergovernmental 2,564,696 4,320,510 2,504,607 2,541,176 36,569 1.46%
Licenses, Permits & Fines 1,430,321 1,532,332 890,315 1,034,665 144,350 16.21%
Charges for Services 2,343,317 2,235,929 1,835,382 2,049,845 214,463 11.68%
Utility Fees 7,415,018 7,756,726 8,368,717 8,829,835 461,118 5.51%
Interest 277,952 1,380,386 121,000 151,961 30,961 25.59%
Miscellaneous Revenue 239,795 301,624 208,403 221,811 13,408 6.43%
Total Current Revenue 37,465,806 41,053,612 39,698,255 41,399,844 1,701,589 4.29%
Other Financing Sources
Bonds Issued 2,985,000 3,985,000 - - - 0.00%
Premium on Bonds Issued 238,981 8,081 - - - 0.00%
Transfers In 10,936,311 3,907,738 4,058,844 3,209,581 (849,263) -20.92%
Total Other Financing Sources 14,160,292 7,900,819 4,058,844 3,209,581 (849,263) -20.92%
Total Revenue 51,626,098 48,954,431 43,757,099 44,609,425 852,326 1.95%
2022 2023 2024 2025 Budget Percentage
Actual Actual Budget Budget Difference Difference
Current Appropriations
Personal Services 14,929,396 15,707,885 17,082,939 18,774,728 1,691,789 9.90%
Other Services and Charges 12,201,753 8,953,770 9,447,811 9,523,742 75,931 0.80%
Supplies 1,628,813 1,735,305 1,900,197 2,053,380 153,183 8.06%
Payments on Tax Increment Notes 3,592,353 2,993,639 3,510,000 2,520,729 (989,271) -28.18%
Depreciation 1,536,161 1,534,024 1,560,000 1,560,000 - 0.00%
Total Current Appropriations 33,888,476 30,924,623 33,500,947 34,432,579 931,632 2.78%
Capital Outlay 507,445 371,565 205,202 280,900 75,698 36.89%
Debt Service
Bond Principal 5,530,000 5,805,000 5,265,000 5,905,000 640,000 12.16%
Bond Interest 2,275,958 2,348,463 2,398,901 2,326,900 (72,001) -3.00%
Total Debt Service 7,805,958 8,153,463 7,663,901 8,231,900 567,999 7.41%
Transfers Out 13,461,517 7,374,387 2,801,029 2,573,562 (227,467) -8.12%
Total Appropriations 55,663,396 46,824,038 44,171,079 45,518,941 1,347,862 3.05%
All Funds - Revenue by Source
All Funds - Appropriations by Object
35
CITY OF HOPKINS
PROPERTY TAXES
The City’s tax levy in 2025 is $20,648,105, a $969,166 or 4.92% increase from 2024. City taxes on a median
value home ($378,800) will be $2,254, a $63 or 2.88% increase from 2024.
In 2025, the City continued its tax levy for the purpose of funding debt for residential street improvements, Arts
Center, Pavilion and equipment purchases. The City has added a levy for capital improvements and to support
the parking operation in 2025.
Shown below is a summary of annual costs an average homeowner would expect to pay living in Hopkins.
City Property Taxes 2,254$
Water - Consumption
7,500 gallons per month 491$
Sewer - Consumption
5,000 gallons per month 504$
Refuse Collection
Garbage, 65 Gallon 301$
Recycling 70$
Organic Recycling 73$
Storm Sewer 60$
Franchise Fees (based on average) 91$
Total 3,844$
Annual Service Cost
Average Home
Public Safety 861$
General Government 344$
Public Works 276$
Parks and Recreation 290$
Capital Projects & Debt 483$
Total City Property Taxes 2,254$
2025 Annual Property Tax
Median Value Home
($378,800)
Percentage
Purpose 2024 2025 Change
General Operations
General Fund 14,426,326 15,321,075 6.20%
Capital Levy - 445,000 100.00%
Arts Center 345,000 380,000 10.14%
Pavilion Fund 440,000 448,500 1.93%
Equipment Replacement 360,000 180,000 -50.00%
Permanent Improvement - 50,000 100.00%
Parking - 75,000 100.00%
Total General Operations 15,571,326 16,899,575 8.53%
Debt Levy 4,107,613 3,748,530 -8.74%
Total Levy 19,678,939 20,648,105 4.92%
City of Hopkins - Tax Levy by Purpose
36
CITY OF HOPKINS
Changes in Fund Balance
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.
Fund Name
Estimated YE
2024 Fund
Balance/
Working
Capital Revenues Expenditures
Ending
Balance
%
Change
in Fund
Balance
$ Changes
in Fund
Balance
Reason for Greater than 10%
Variance
General 9,060,382 19,520,490 19,920,490 8,660,382 -4.41% (400,000)
Economic Development 5,243,418 591,646 555,646 5,279,418 0.69% 36,000
Tax Increment Super Valu (562,983) 2,820,000 2,900,000 (642,983) 14.21% (80,000) The fund continues to support a
TIF Spending Plan Fund based on
special legislation. Based on
projections, the fund will fulfill
obligations at the time of
decertification.
Debt Service Fund 9,727,963 7,002,911 7,048,156 9,682,718 -0.47% (45,245)
Nonmajor Governmental Funds 4,726,480 4,597,943 4,326,599 4,997,824 5.74% 271,344
Water Utility*1,658,018 3,101,000 3,471,366 1,287,652 -22.34% (370,366) The fund will rely on rate increases
and existing balances for
operational expenditures in 2025.
Sewer Utility*1,958,753 3,835,000 3,827,112 1,966,641 0.40% 7,888
Storm Sewer*3,004,766 810,332 750,092 3,065,006 2.00% 60,240
Pavilion*- 931,500 942,851 (11,351) -100.00% (11,351) The Pavilion Fund is expected to
have a small dollar change it its
working capital in 2025. Budget is
conservative
Nonmajor Enterprise Fund*2,463,560 1,398,603 1,444,451 2,417,712 -1.86%(45,848)
The Artery is a bike, pedestrian and
vehicle connection and community space
connecting a future light rail station with
historic downtown.
37
CITY OF HOPKINS
Debt Overview
The City of Hopkins has been conservative in its debt issuance practices and holds Standard and Poor’s’
AA+ debt ratings. Standard and Poor’s stated that this is based on the city’s rated the City as having very
strong economy, strong budgetary performance, very strong budgetary flexibility, very strong liquidity and
very strong management. The City’s total outstanding debt on December 31, 2024, was $84,160,000. The
City’s per capita debt at December 31, 2024 is $4,564.
The total debt principal and interest due in 2025 is $10,290,839 of which $3,748,530 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 $4,022,884 in 2035 and to $867,000 in 2040 when the final issue matures. The ability to retire 88%
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 2025. 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.
The City issued GO temporary bonds for residential street project and utility improvements in in 2023 due
to a high interest rate environment and plans to refinance before a large principal payment is due on
2/1/2026.Budget impact of the new debt has been factored into the utility funds budgets and the tax levy
portion has been factored into long-range financial planning.
The graph below illustrates the retirement of debt (principal and interest) in years 2024 through 2040.
Legal Debt Limit
Minnesota State law limits the amount of G.O. debt for any municipality to 3% of market value,
estimated to be $3,013,090,100 in 2025. This limitation provides reasonable assurance of the
municipality’s ability to pay. The legal debt limit for Hopkins is $90,392,703; outstanding debt
being paid solely from taxes is $21,050,000 or 23.3% of the total debt limit allowed.
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.
38
CITY OF HOPKINS
The following chart shows the City’s outstanding debt by purpose and issuance.
2024A GO Bonds Street Improvement and Revenue $ 8,785,000
2023A GO Temporary Bonds Street Improvement and Revenue $ 7,335,000
2022A GO Bonds Street Improvement & Equipment Certificates $ 6,820,000
2021A GO Bonds Street Improvement and Revenue $ 7,350,000
2020B GO Refunding Bonds Refunding of 2012B & 2013A Bonds $ 2,465,000
2020A GO Bonds Street Improvement and Revenue $ 7,575,000
2019B GO Refunding Bonds Refunding of 2009A and 2009B Bonds $ 465,000
2019A GO Improvement Bonds Street Improvements, City Hall & Utility Revenue $ 9,615,000
2018A GO Improvement Bonds Street Improvements $ 4,675,000
2018B GO Tax Abatement Bonds Parks and Water & Sewer Improvements $ 2,345,000
2017A GO Improvement Bonds Street Improvements $ 7,800,000
2017B GO Tax Abatement Bonds Parks and Water & Sewer Improvements $ 2,120,000
2016A GO Improvement Bonds Street Improvements $ 2,480,000
2016B GO Tax Abatement Parks and Municipal Parking Ramp $ 920,000
2016C GO Bonds Equipment Certificates & Water Revenue Bonds $ 945,000
2016D GO Tax Increment Revenue Refunding Bonds Refunding of 2009 HRA Tax Increment Revenue Bonds $ 1,725,000
2015A GO Street Reconstruction Bonds Street Improvements $ 2,080,000
2015B GO Tax Abatement Cottageville Park and Parking Lot Improvements $ 1,930,000
2015C GO Tax Increment Revenue Refunding Bonds Refunding of 2008 HRA Tax Increment Revenue Bonds $ 2,030,000
2015D GO Tax Increment Revenue Refunding Bonds Refunding of 2007 HRA Tax Increment Revenue Bonds $ 3,865,000
2014A GO Improvement Bonds Street Improvements $ 835,000
Total Outstanding Debt December 31, 2024 $ 84,160,000
OUTSTANDING DEBT AND PURPOSE
An example of a recently completed
street reconstruction project.
39
CITY OF HOPKINS
The following debt schedules show the City’s outstanding debt by type. Revenue bonds consist of water, sewer, storm sewer and
pavilion debt.
Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest
2025 1,295,000 171,644 130,000 23,469 1,805,000 857,638 4,480,000 1,528,088 7,710,000 2,580,839
2026 1,350,000 139,844 135,000 19,494 4,655,000 714,320 8,025,000 1,285,996 14,165,000 2,159,654
2027 1,410,000 107,450 135,000 15,444 1,580,000 609,044 4,065,000 1,074,254 7,190,000 1,806,192
2028 1,470,000 72,744 140,000 11,319 1,630,000 557,744 4,210,000 935,841 7,450,000 1,577,648
2029 1,540,000 35,031 145,000 6,953 1,855,000 500,192 4,280,000 794,434 7,820,000 1,336,610
2030 555,000 7,631 150,000 2,344 1,855,000 436,543 4,290,000 646,328 6,850,000 1,092,846
2031 - - - - 1,925,000 376,570 4,385,000 507,078 6,310,000 883,648
2032 - - - - 1,895,000 320,929 4,200,000 380,621 6,095,000 701,550
2033 - - - - 1,940,000 267,649 3,700,000 265,790 5,640,000 533,439
2034 - - - - 1,875,000 216,333 2,535,000 175,413 4,410,000 391,746
2035 - - - - 1,655,000 169,101 2,090,000 108,783 3,745,000 277,884
2036 - - - - 1,640,000 125,250 1,055,000 70,940 2,695,000 196,190
2037 - - - - 830,000 88,525 355,000 44,375 1,185,000 132,900
2038 - - - - 865,000 58,125 370,000 30,750 1,235,000 88,875
2039 - - - - 520,000 32,200 290,000 18,000 810,000 50,200
2040 - - - - 545,000 10,900 305,000 6,100 850,000 17,000
7,620,000 534,344 835,000 79,023 27,070,000 5,341,063 48,635,000 7,872,791 84,160,000 13,827,221
Tax Increment Bonds Special Assmnt Bonds Revenue Bonds G.O Bonds Total
40
CITY OF HOPKINS
The following schedule shows the City’s outstanding debt by fund. The City’s Debt Service Fund includes tax increment debt, special
assessment debt, and capital project debt. All debt service funds are major.
Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest
2025 5,905,000 1,723,201 806,269 403,434 492,106 241,671 301,625 145,258 205,000 67,275 7,710,000 2,580,839
2026 9,510,000 1,445,334 1,964,280 340,709 1,500,085 195,029 980,635 117,532 210,000 61,050 14,165,000 2,159,654
2027 5,610,000 1,197,148 720,950 295,048 369,970 162,730 274,080 96,591 215,000 54,675 7,190,000 1,806,192
2028 5,820,000 1,019,904 743,850 271,158 379,450 150,359 281,700 88,152 225,000 48,075 7,450,000 1,577,648
2029 5,965,000 836,418 840,990 244,573 467,014 135,690 316,996 78,679 230,000 41,250 7,820,000 1,336,610
2030 4,995,000 656,303 826,933 215,226 478,102 118,611 309,965 68,506 240,000 34,200 6,850,000 1,092,846
2031 4,385,000 507,078 859,518 187,130 499,304 102,792 321,178 59,723 245,000 26,925 6,310,000 883,648
2032 4,200,000 380,621 805,230 161,666 512,296 88,002 327,474 51,761 250,000 19,500 6,095,000 701,550
2033 3,700,000 265,790 824,991 138,361 521,399 73,529 333,610 43,909 260,000 11,850 5,640,000 533,439
2034 2,535,000 175,413 828,427 115,478 442,040 60,712 339,533 36,168 265,000 3,975 4,410,000 391,746
2035 2,090,000 108,783 853,588 92,078 454,193 48,835 347,219 28,188 - - 3,745,000 277,884
2036 1,055,000 70,940 836,749 68,487 448,346 36,811 354,905 19,952 - - 2,695,000 196,190
2037 355,000 44,375 535,797 47,654 194,743 27,039 99,460 13,832 - - 1,185,000 132,900
2038 370,000 30,750 556,333 28,997 204,314 19,267 104,353 9,861 - - 1,235,000 88,875
2039 290,000 18,000 237,856 14,729 186,603 11,555 95,541 5,916 - - 810,000 50,200
2040 305,000 6,100 249,292 4,986 195,574 3,911 100,134 2,003 - - 850,000 17,000
57,090,000 8,486,158 12,491,053 2,629,714 7,345,539 1,476,543 4,888,408 866,031 2,345,000 368,775 84,160,000 13,827,221
TotalDebt Service Fund Water Fund Sewer Fund Storm Sewer Fund Pavilion
41
CITY OF HOPKINS
CAPITAL EXPENDITURES
Capital Improvement Plan
The Capital Improvement Plan (CIP) is a five-year schedule or plan for capital improvement expenditures
more than $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 because 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.
2025 Capital Improvement Projects
Building Improvements
The City Wide door access control system will update entry controls for every City owned facility. Modern door
access controls provide necessary protection for critical infrastructure such as the City’s water supply. The
current system was last updated in 2006. The City does not expect to reduce or increase operating
expenditures because of these projects.
The Activity Center, a facility for senior programming, has three projects scheduled in 2025, which include
tuckpointing, brick repairs, roof replacement, flashing and architecture work for a gender-neutral bathroom.
The City does not expect to reduce or increase operating expenditures because of these projects.
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 four projects planned for 2025. The access/lockdown system will provide
additional safety in the building. The three projects to improve the theater (flooring replacement, lighting
upgrades and a sound & projection system) will ensure the facility is attractive for renters. The City does not
expect to reduce or increase operating expenditures because of these projects.
The Depot building is a renovated train Depot that has been operated as a coffee house and music venue.
The remodel project would revitalize the building used by the Youth Advisory Board for programming and
events, trailhead access, rental space, music events and movie nights. The project will expand the City’s ability
to attract renters. The City does not expect to reduce or increase operating expenditures because of these
projects.
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 2025.
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 scheduled project in 2025, the replacement of arena exit doors. The City does
not expect to reduce or increase operating expenditures because of these projects.
The Fire Station was renovated in 2003. There are no projects scheduled in 2025.
Parks – Park improvements include the rehabilitation of tennis courts at Central Park and Shady Oak Beach
Improvements. The City does not expect to reduce or increase operating expenditures because of these
projects.
Pedestrian and Bike Trail Improvements – The City recently adopted a plan to increase pedestrian and bicycle
access and safety. As part of that plan a number of bike lanes will be painted along with constructing trails
and sidewalks. There are no operational or budgetary savings from this project but is done as the City’s
commitment to healthy living for Hopkins area residents.
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CITY OF HOPKINS
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 2025 the
City anticipates spending approximately $9,375,000 on street improvements that also include water, sewer
and storm sewer infrastructure improvements. Projects scheduled for 2025 include the second year of the
Central Avenues street reconstruction project which will span four years, pedestrian and bicycle access
improvements, along with street overlay upgrades. Also scheduled are street sign replacement , fence repairs
and cameras in the City’s parking ramp.. A proactive pavement management and infrastructure improvement
program aids in keeping public works maintenance costs to a reasonable level and as a result of the city’s
program, maintenance costs have remained relatively stable over the last five years. Planned street
reconstruction costs will annually save the city an estimated $25,000 in sealcoating and crack seal expenses.
Utilities – Included in the CIP for 2025 is sewer lining, annual storm drainage maintenance in the form of
concrete alley repairs, an emergency generator, a SCADA fiber project and replacement of water meters 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 2025
Department Project Description Investment
Administration City Wide Door Access Controls 225,000
Activity Center Activity Center - Tuckpointing & Repair of Brick 120,000
Activity Center Activity Center - Roof Replacement & Flashing 250,000
Activity Center Activity Center - Gender Neutral Bathroom 10,000
Arts Center Arts Center - Access/Lockdown System 50,000
Arts Center Arts Center - Main Theater Stage Floor Replacement 15,000
Arts Center Arts Center - Main Theater Lighting Upgrades 20,000
Arts Center Arts Center JC Studio Sound System & Projection 31,000
Depot/ACE Program Depot Remodel and Upgrade Project 45,262
Pavilion Pavilion - Arena Exit Door Replacement 92,500
Public Works: Parks Central Park Tennis Courts 220,000
Public Works: Streets/Traffic Residential Street Improvements and Utilities 8,877,000
Public Works: Streets/Traffic Pedestrian & Bicycle Access Improvements 100,000
Public Works: Streets/Traffic Street Rehabilitation Improvements 475,000
Public Works: Streets/Traffic Street Sign Management 22,000
Public Works: Streets/Traffic Excelsrior Blvd. Fencing 50,000
Public Works: Streets/Traffic Parking Ramp Cameras 25,000
Public Works: Utilities Storm Drainage System Maintenance - Alley Repairs 28,000
Public Works: Utilities Sewer Lining 65,000
Public Works: Utilities SCADA Fiber Project 400,000
Public Works: Utilities Well #6 Emergency Generator 350,000
Recreation Shady Oak Beach Improvements 20,000
Total Capital Improvement Projects 11,490,762
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CITY OF HOPKINS
Equipment Replacement Plan
2025 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
residents 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 5% 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 2025-2029 ERP and have been
approved for purchase in 2025. The City does not expect to reduce or increase operating expenditures
because of these purchases.
Department Project Description Investmen
Information Technology CH - Network Server 27,849
Information Technology Computers 38,686
Information Technology PD - Network Server 27,849
Information Technology Network Infrastructure Upgrade - Fiber 70,000
Information Technology Core Network Switch 45,000
Information Technology Distribution Network Switches 75,000
Information Technology IT - Office 365 71,680
Information Technology IT - Patching Automation Software 40,000
Information Technology IT - Windows 10 Enterprise Upgrade 43,260
Inspections Electronic Inspections Processing 16,231
Fire Self Contained Breathing Apparatus (SCBA) (45)400,000
Fire Thermal Imaging Camera (2)18,600
Fire Workout Equipment - Dumb Bells 6,700
Fire Fire Radios - Portable and Mobile Devices 445,000
Pavilion Pavilion - Scissor Lift 10,000
Police Marked Patrol Vehicles (7)145,000
Police Sergeant's Vehicle 72,500
Police Squad Car Camera Systems 26,640
Police Tactical Ballistic Vests / Helmets - SWAT 12,000
Police Police Equipment 12,500
Refuse Refuse Truck (RAP-R) (2)350,000
Total Equipment Replacement Projects 1,954,495
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CITY OF HOPKINS
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 2025 through 2029 is projected to be 6.2%, however
City Council will continue to review these projections throughout the year. This projection reflects an
appropriation increase of 8.1% for 2025 and an average increase for years 2026-2028 of 5.0%. 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 78.9%. 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 4.9% 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 was most recently renewed beginning
in for a five year period beginning January 1, 2024. The fees are now based on a percent of utility revenue
generated, 5% for residential and 4.25% for commercial/industrial accounts. Franchise fees are conservatively
expected to grow by 3% annually as the cost of energy utilities increase. .
During the 2025 budget cycle, the City reviewed licenses, permits and all charges for services against a cost
recovery model. Budgeted revenue in these categories was increased by approximately 24% in 2025 based
on the new fees, projected new construction projects, historical information and economic conditions. Future
projections are to forecast an increase of 3% annually.
2024 2025 2026 2027 2028 2029
Budget Budget Projected Projected Projected Projected
Revenues
Property Taxes 14,511,326 15,406,075 16,677,432 17,594,788 18,560,517 19,577,111
Franchise Fees 346,200 620,200 638,806 657,970 677,709 698,040
Intergovernmental 1,878,012 1,894,775 1,951,618 2,010,167 2,070,472 2,132,586
Licenses, Permits & Fines 878,315 1,022,665 1,053,345 1,084,945 1,117,493 1,151,018
Charges for Services 351,100 502,375 517,446 532,969 548,958 565,427
Interest 25,000 45,000 46,350 47,741 49,173 50,648
Miscellaneous Revenue 31,850 29,400 30,282 31,190 32,126 33,090
Total Revenue 18,021,803 19,520,490 20,915,279 21,959,770 23,056,448 24,207,920
Appropriations
Personal Services 13,456,514 14,585,313 15,314,579 16,080,308 16,884,323 17,728,539
Other Services and Charges 3,601,127 3,686,437 3,870,759 4,064,297 4,267,512 4,480,888
Supplies 1,294,862 1,526,540 1,602,867 1,683,010 1,767,161 1,855,519
Capital Outlay 9,300 60,400 63,420 66,591 69,921 73,417
Transfers Out 60,000 61,800 63,654 65,564 67,531 69,557
Total Appropriations 18,421,803 19,920,490 20,915,279 21,959,770 23,056,448 24,207,920
Change in Fund Balance (400,000) (400,000) - - - -
Fund Balance 9,060,382 8,660,382 8,660,382 8,660,382 8,660,382 8,660,382
GENERAL FUND BUDGET PROJECTIONS
45
CITY OF HOPKINS
In 2025, the general fund expenditure budget was increased based on union contracts, step increases for
eligible employees, and equipment charges. The council attempts to keep property tax levels low while
maintaining an excellent level of service.
An emphasis remained on holding the line on the cost of current government services, while recognizing the
increased cost of providing those services. The council spent considerable time reviewing budget 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 2025 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
2024 Mayor, Council & City Mangement
Goal Setting Event 2024
46
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, Tax Increment Super Valu
Enterprise Funds – Water, Sewer, Storm Sewer, Pavilion
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.
2024 2025 2026 2027 2028 2029
Budget Budget Projected Projected Projected Projected
Revenues
Property Taxes 487,706 511,646 526,995 542,805 559,089 575,862
Tax Increments 50,000 50,000 51,500 53,045 54,636 56,275
Interest 20,000 30,000 30,900 31,827 32,782 33,765
Total Revenue 557,706 591,646 609,395 627,677 646,507 665,902
Appropriations
Personal Services 316,912 419,546 440,523 462,549 485,676 509,960
Other Services and Charges 172,166 99,900 104,895 110,140 115,647 121,429
Supplies 1,200 1,200 1,260 1,323 1,389 1,458
Transfers Out 30,000 35,000 35,000 35,000 35,000 35,000
Total Appropriations 520,278 555,646 581,678 609,012 637,712 667,847
Change in Fund Balance 37,428 36,000 27,717 18,665 8,795 (1,945)
Fund Balance 5,243,418 5,279,418 5,307,135 5,325,800 5,334,595 5,332,650
ECONOMIC DEVELOPMENT FUND BUDGET PROJECTIONS
New development located near the future Blake Road light rail transit station.
47
CITY OF HOPKINS
The main source of revenue for theTax Increment Super Valu fund is tax increments collected for two
significant development projects (Super Valu and Excelsior Crossings). The major expenditures of the fund
are payments on tax increment bonds, transfers out for Tax Increment Financing revenue bonds and
transfers to the City’s TIF Spending Plan Fund. Projected revenues are adequate to for future obligations.
2024 2025 2026 2027 2028 2029
Budget Budget Projected Projected Projected Projected
Revenues
Tax Increments 2,800,000 2,800,000 2,940,000 3,028,200 3,119,046 3,212,617
Interest 20,000 20,000 20,600 21,218 21,855 22,511
Total Revenue 2,820,000 2,820,000 2,960,600 3,049,418 3,140,901 3,235,128
Appropriations
Other Services and Charges 91,936 95,000 99,750 104,738 109,975 115,474
Payments on Tax Increment Bonds 800,000 800,000 800,000 800,000 800,000 800,000
Transfers Out 1,983,330 2,005,000 2,000,000 2,000,000 2,000,000 2,000,000
Total Appropriations 2,875,266 2,900,000 2,899,750 2,904,738 2,909,975 2,915,474
Change in Fund Balance (55,266) (80,000) 60,850 144,680 230,926 319,654
Fund Balance (562,983) (642,983) (582,133) (437,453) (206,527) 113,127
TAX INCREMENT SUPER VALU FUND BUDGET PROJECTIONS
48
CITY OF HOPKINS
Water utility rates were increased by approximately 7.6% in 2025 to continue to cover capital and replacement
costs. Operating costs are projected to increase by approximately 5.00% on average over the next 4 years.
Budgeted transfers are for the water funds share of street improvement projects.
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 5.5% in 2025 to continue to pay for
capital and replacement costs. Budgeted transfers are for the sewer funds share of street improvement
projects.
2024 2025 2026 2027 2028 2029
Budget Budget Projected Projected Projected Projected
Revenues
Utility Fees 2,744,400 2,953,000 3,041,590 3,132,838 3,226,823 3,323,628
Charges for Services 145,000 145,000 149,350 153,831 158,446 163,199
Miscellaneous Revenue 3,000 3,000 3,090 3,183 3,278 3,376
Total Revenue 2,892,400 3,101,000 3,194,030 3,289,852 3,388,547 3,490,203
Appropriations
Personal Services 648,590 822,098 863,203 906,363 951,681 999,265
Other Services and Charges 1,131,530 1,166,498 1,224,823 1,286,064 1,350,367 1,417,885
Supplies 215,750 229,750 241,238 253,300 265,965 279,263
Depreciation 330,000 330,000 330,000 330,000 330,000 330,000
Bond Interest 294,798 287,327 285,000 285,000 280,000 280,000
Transfers Out 238,307 159,426 215,000 200,000 185,000 160,000
Total Appropriations 2,858,975 2,995,099 3,159,264 3,260,727 3,363,013 3,466,413
Net Income 33,425 105,901 34,766 29,125 25,534 23,790
WATER FUND BUDGET PROJECTIONS
2024 2025 2026 2027 2028 2029
Budget Budget Projected Projected Projected Projected
Revenues
Utility Fees 3,600,000 3,800,000 3,914,000 4,031,420 4,152,363 4,276,934
Interest 20,000 20,000 20,600 21,218 21,855 22,511
Miscellaneous Revenue 15,000 15,000 15,450 15,914 16,391 16,883
Total Revenue 3,635,000 3,835,000 3,950,050 4,068,552 4,190,609 4,316,328
Appropriations
Personal Services 330,346 362,903 381,048 400,100 420,105 441,110
Other Services and Charges 2,450,860 2,619,262 2,750,225 2,887,736 3,032,123 3,183,729
Supplies 58,500 70,500 74,025 77,726 81,612 85,693
Depreciation 350,000 350,000 330,000 330,000 330,000 330,000
Bond Interest 149,768 150,512 145,000 145,000 140,000 140,000
Transfers Out 244,584 131,832 190,000 190,000 180,000 180,000
Total Appropriations 3,584,058 3,685,009 3,870,298 4,030,562 4,183,840 4,360,532
Net Income 50,942 149,991 79,752 37,990 6,769 (44,204)
SEWER FUND BUDGET PROJECTIONS
49
CITY OF HOPKINS
The storm sewer fund has not had to raise rates since 2009 due to its strong financial position. The projected
budget does not include rate increases through 2029. Expenditures continue to be stable with no significant
maintenance projects planned for 2025. Budgeted transfers are for the storm sewer funds share street
improvement projects.
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 City’s property tax levy is
being used to pay the debt service for its contribution and capital costs. Operating costs are projected to
increase by approximately 1.5% on average over the next 4 years.
2024 2025 2026 2027 2028 2029
Budget Budget Projected Projected Projected Projected
Revenues
Utility Fees 779,332 779,332 779,332 779,332 779,332 779,332
Interest 25,000 25,000 25,750 26,523 27,319 28,139
Miscellaneous Revenue 6,000 6,000 6,180 6,365 6,556 6,753
Total Revenue 810,332 810,332 811,262 812,220 813,207 814,224
Appropriations
Personal Services 78,693 86,938 91,285 95,849 100,641 105,673
Other Services and Charges 104,464 104,765 110,003 115,503 121,278 127,342
Supplies 5,300 5,300 5,565 5,843 6,135 6,442
Depreciation 325,000 325,000 325,000 325,000 325,000 325,000
Bond Interest 97,829 98,586 95,000 95,000 90,000 90,000
Transfers Out 214,808 155,504 175,000 175,000 175,000 175,000
Total Appropriations 826,094 776,093 801,853 812,195 818,054 829,457
Net Income (15,762) 34,239 9,409 25 (4,847) (15,233)
STORM SEWER FUND BUDGET PROJECTIONS
2024 2025 2026 2027 2028 2029
Budget Budget Projected Projected Projected Projected
Revenues
Property Taxes 440,000 448,500 340,000 340,000 340,000 340,000
Charges for Services 461,700 471,000 485,130 499,684 514,675 530,115
Miscellaneous Revenue 12,000 12,000 12,360 12,731 13,113 13,506
Total Revenue 913,700 931,500 837,490 852,415 867,788 883,621
Appropriations
Personal Services 312,605 390,931 410,478 431,002 452,552 475,180
Other Services and Charges 145,643 147,847 155,239 163,001 171,151 179,709
Supplies 21,875 23,800 24,990 26,240 27,552 28,930
Capital Outlay 100,000 102,500 - - - -
Depreciation 480,000 480,000 480,000 480,000 480,000 480,000
Bond Interest 73,350 67,275 61,050 57,000 54,500 52,000
Total Appropriations 1,133,473 1,212,353 1,131,757 1,157,243 1,185,755 1,215,819
Net Income (219,773) (280,853) (294,267) (304,828) (317,967) (332,198)
PAVILION FUND BUDGET PROJECTIONS
50
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Appropriations
Personal Services 43,619 46,472 69,973 69,973 0.00%
Other Services and Charges 51,562 61,417 60,060 84,625 40.90%
Supplies 6,215 1,732 3,000 2,000 -33.33%
Total Appropriations 101,396 109,621 133,033 156,598 17.71%
Indirectly Funded Amount 101,396 109,621 133,033 156,598 17.71%
Summary
Major Objectives to be Accomplished in 2025
1. W ork across all City departments to implement the current Goals and Strategic Plan
2. Promote city marketing efforts
3. Publish 2024/25 City Annual Report
4. Safely host 2025 State of the City event
Performance Measurement
2022 2023 2024 2025
Key Measures:Actual Actual Estimated Projected
Residents Represented 19,079 18,441 18,807 19,173
35 29 28 28
$2.47 $2.73 $2.87 $3.01
$ 16,560,358 $ 17,888,125 $ 18,421,804 $ 19,920,490
Total All Budgeted Funds $ 55,663,396 $ 46,824,038 $ 44,171,079 $ 45,518,941
General Fund - City Council
The City Council 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.
Estimated City Market Value (in billions)
Number of Council Meetings/Worksessions
General Fund Budget overseen
51
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Intergovernmental - 49,567 - - 0.00%
Charges for Services 401 3,033 - 100 100.00%
Miscellaneous Revenue 11,963 17,000 - - 0.00%
Total Revenue 12,364 69,600 - 100 #DIV/0!
Appropriations
Personal Services 524,519 621,941 589,496 663,445 12.54%
Other Services and Charges 89,107 103,330 76,393 125,271 63.98%
Supplies 18,677 10,695 9,300 9,500 2.15%
Intergovernmental Chargebacks (110,980) (110,980) (138,537) (136,926) -1.16%
Total Appropriations 521,323 624,986 536,652 661,290 23.23%
Indirectly Funded Amount (508,959) (555,386) (536,652) (661,190) 23.21%
Summary
Major Objectives to be Accomplished in 2025
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
6. Successfully complete negotiations for one open union contract
7. Successfully engage new employees
8. Provide staff development opportunities
Performance Measurement
2022 2023 2024 2025
Key Measures:Actual Actual Estimated Projected
Implement 2024 Strategic Plan Actions Steps
Explore Options for 907 Mainstreet - - - In Progress
- - -
In Progress
Full-time Employees 114.34 116.84 120.09 121.84
Full-time Employees hired 12 13 17 15
General Fund - Administrative Services
Administrative Services provides leadership and support to all city programs and operations. It
controls and directs City affairs, responds to resident concerns, and provides human rescource
support for all departments and employees.
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.
Continue to research and pursue grant
opportunities
52
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Franchise Fees - - - 240,000 #DIV/0!
Total Revenue - - - 240,000 #DIV/0!
Appropriations
Personal Services - - - 145,974 #DIV/0!
Other Services and Charges - - - 91,328 #DIV/0!
Supplies - - - 700 #DIV/0!
Capital Outlay - - - 2,000 #DIV/0!
Total Appropriations - - - 240,002 #DIV/0!
Indirectly Funded Amount - - - (2) #DIV/0!
Summary
Major Objectives to be Accomplished in 2025
1. Promote City events, large and small
2. Work on engaging and reaching all community members
3. Engage the Rental Community of Hopkins
4. Continue to distribute newsletter to all addresses
Note:
Prior to 2025 the Communications function was accounted for in a Special Revenue Fund.
General Fund - Communications
Provides two-way communication between the City and its residents, employees and
businesses; its civic, service, and fraternal organizations; and other communities and
government agencies. It uses written, verbal and visual communication tools.
53
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Appropriations
Personal Services 396,175 441,391 511,746 565,558 10.52%
Other Services and Charges 24,709 22,818 46,929 49,274 5.00%
Supplies 130,068 135,155 208,500 262,200 25.76%
Intergovernmental Chargebacks (96,876) (96,876) (122,249) (158,805) 29.90%
Total Appropriations 454,076 502,488 644,926 718,227 11.37%
Indirectly Funded Amount 454,076 502,488 644,926 718,227 11.37%
Summary
Major Objectives to be Accomplished in 2025
1. Continue to provide assistance getting systems in place to allow employees to work from home
3. Work on developing IT financial forecast
General Fund - Information Technology
Information Technology provices all network hardware and software support for the City. It also
provides individual city employees with hardware and software support. The internal website is
designed and maintained through this program.
2. Continue to provide assistance getting systems in place to allow residents to easily access online
information and communications
54
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Appropriations
Personal Services - - 21,530 20,000 -7.11%
Other Services and Charges 112,000 87,000 -22.32%
Total Appropriations - - 133,530 107,000 -19.87%
Indirectly Funded Amount - - 133,530 107,000 -19.87%
Summary
City Council adopted three vision statements to shape Diversity, Equity & Inclusion work:
2. The City of Hopkins makes decisions informed by equitable and authentic community
engagement, genuine partnerships and relationships with the community.
Major Objectives to be Accomplished in 2025
Performance Measurement
2022 2023 2024 2025
Key Measures:Actual Actual Estimated Projected
Implement 2024 Strategic Plan Actions Steps
- - - In Progress
General Fund - Diversity, Equity & Inclusion
3. The City of Hopkins is committed to equity, diversity and inclusion in the development and evaluation
of servises and programs
Continue work on Equity Strategic
Action Plan
1.The City of Hopkins is reflective and inclusive of our diverse community in all roles across the
organization.
1. Continue to support systemic change related to diversity, equity and inclusion across the
organization through implementation of a Equity Strategic Action Plan with a focus on Financial
Investment and Human Development.
55
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Charges for Services 263,843 6,126 8,500 8,500 0.00%
Miscellaneous Revenue 11,861 462 3,000 3,000 0.00%
Total Revenue 275,704 6,588 11,500 11,500 0.00%
Appropriations
Personal Services 546,412 545,972 618,787 652,492 5.45%
Other Services and Charges 394,815 420,971 353,367 195,322 -44.73%
Supplies 5,649 2,046 2,400 2,500 4.17%
Intergovernmental Chargebacks (249,672) (250,025) (242,299) (234,190) -3.35%
Total Appropriations 697,204 718,964 732,255 616,124 -15.86%
Indirectly Funded Amount (421,500) (712,376) (720,755) (604,624) -16.11%
Summary
Major Objectives to be Accomplished in 2025
2. Submit ACFR for the GFOA award program.
3. Provide accurate and timely quarterly financial reports.
4. Provide accurate and timely payroll and reports.
Performance Measures
2022 2023 2024 2025
Key Measures:Actual Actual Estimated Projected
Standard & Poors credit rating AA+AA+AA+AA+
Date of audit opinion (target June 15)June 29 June 3 June 15 June 15
GFOA ACFR Award Yes Yes Yes Yes
GFOA Budget Award Yes Yes Yes Yes
Implement 2024 Strategic Plan Actions Steps
Complete city-wide meter changeout - - - 95% Complete
- - - Complete
General Fund - Finance
Provides financial management for the City and the Housing and Redevelopment Authority. It provides support
services to other departments in the City through fiscal plans, accounting and analysis of transactions, manages
debt, processes payroll, administers Tax Increment Financing and completes utility billing.
1. Maintain the current bond rating of AA+ through conservative financial management and accurate
reporting of financial and economic conditions of the city
Review long-range financial management
plan
56
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Licenses, Permits & Fines 87,063 96,362 125,000 125,000 0.00%
Total Revenue 87,063 96,362 125,000 125,000 0.00%
Appropriations
Other Services and Charges 299,128 322,549 250,000 265,000 6.00%
Total Appropriations 299,128 322,549 250,000 265,000 6.00%
Indirectly Funded Amount (212,065) (226,187) (125,000) (140,000) 12.00%
Summary
Major Objectives to be Accomplished in 2025
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
General Fund - Legal
Represents the City in court, at City Council meetings and direct contact with staff and the general public.
57
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Miscellaneous Revenue 492 - - - 0.00%
Total Revenue 492 - - - 0.00%
Appropriations
Personal Services 132,933 148,051 158,465 167,804 5.89%
Other Services and Charges 289,669 360,301 267,116 273,558 2.41%
Supplies 10,546 14,748 19,800 24,600 24.24%
Capital Outlay - 6,674 - - 0.00%
Intergovernmental Chargebacks (38,000) (33,124) (40,691) (58,500) 43.77%
Total Appropriations 395,148 496,650 404,690 407,462 0.68%
Indirectly Funded Amount (394,656) (496,650) (404,690) (407,462) 0.68%
Summary
Major Objectives to be Accomplished in 2025
2. Continue green initiatives at City Hall
General Fund - Municipal Building
The Municipal Building function is responsible for the maintenance and repair of City Hall and the Police
Deparment (which are housed in the same building).
1. Maintain City Hall to assure a safe and comfortable environment for Residents and City employees at
the lowest cost
58
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Licenses, Permits & Fines 10,575 10,115 8,900 12,400 39.33%
Charges for Services - 380 - - 0.00%
Total Revenue 10,575 10,495 8,900 12,400 39.33%
Appropriations
Personal Services 174,654 224,584 303,275 299,305 -1.31%
Other Services and Charges 22,217 30,246 37,307 36,560 -2.00%
Supplies 4,156 3,458 6,000 2,600 -56.67%
Capital Outlay 17,444 - - - 0.00%
Intergovernmental Chargeback (23,812) (23,812) (7,340) (10,923) 48.81%
Total Appropriations 194,659 234,476 339,242 327,542 -3.45%
Indirectly Funded Amount (184,084) (223,981) (330,342) (315,142) -4.60%
Summary
Major Objectives to be Accomplished in 2025
1. Recruit and train additional Election Judges for the early voting and municipalelection.
2. Work with Hennepin County City to review voting equipment and the possible replacement.
Performance Measures
2022 2023 2024 2025
Key Measures:Actual Actual Estimated Projected
Registered voters 10,742 10,820 12,187 12,000
Voter turnout 7,284 2,072 9,651 2,400
Number of Elections & Primaries Hald 2 1 5 1
Number of Days Open for Early Voting 43 43 43 43
General Fund - City Clerk
City Clerk division is responsible for the all updates to the City Code, Business Licensing and all elections
(Federal, State and Municipal).
3. Ensure that the City Document Archives section of the City’s website contains the most up to date
information in all areas listed.
59
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Licenses, Permits & Fines 1,194,958 1,290,315 566,000 696,500 23.06%
Charges for Services 385,243 544,012 175,450 274,775 56.61%
Miscellaneous Revenue 675 320 - - 0.00%
Total Revenue 1,580,876 1,834,647 741,450 971,275 31.00%
Appropriations
Personal Services 690,451 672,383 969,706 1,018,849 5.07%
Other Services and Charges 134,182 147,359 219,842 228,071 3.74%
Supplies 3,518 5,067 9,422 8,525 -9.52%
Capital Outlay 5,175 5,175 9,300 9,900 6.45%
Total Appropriations 833,326 829,984 1,208,270 1,265,345 4.72%
Indirectly Funded Amount 747,550 1,004,663 (466,820) (294,070) -37.01%
Summary
Major Objectives to be Accomplished in 2025
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
Performance Measures
2022 2023 2024 2025
Key Measures:Actual Actual Estimated Projected
New Commercial/Industrial Permits 5 2 -
Valuation 82,106,328 46,575,000 -
New Single Family Home Permits 3 4 -
Valuation 1,298,000 2,514,365 -
New Multiple Family Building Permits 3 1 -
Valuation 31,235,491 38,993,193 -
Total Building Permits 446 491 500
Valuation 137,019,951 134,521,647 100,000,000
General Fund - Inspections
Inspects all new or remodeled buildings to ensure the meet the minimum requirements of the state building code.
The process includes plan review, permit issuance, inspection of construction phases and issuance of a certificate
of occupancy.
60
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Intergovernmental 337,720 391,765 405,000 425,000 4.94%
Licenses, Permits & Fines 115,087 107,778 152,800 161,150 5.46%
Charges for Services 13,587 31,642 35,000 35,000 0.00%
Miscellaneous Revenue 20,385 804 500 500 0.00%
Total Revenue 486,779 531,989 593,300 621,650 4.78%
Appropriations
Personal Services 5,409,372 5,668,247 5,917,532 6,169,493 4.26%
Other Services and Charges 702,550 884,113 918,870 980,623 6.72%
Supplies 275,987 322,151 349,440 369,050 5.61%
Capital Outlay 13,924 - - - 0.00%
Total Appropriations 6,401,833 6,874,511 7,185,842 7,519,166 4.64%
Indirectly Funded Amount (5,915,054) (6,342,522) (6,592,542) (6,897,516) 4.63%
Summary
Major Objectives to be Accomplished in 2025
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.
Performance Measures
2022 2023 2024 2025
Key Measures:Actual Actual Estimated Projected
Calls for Service 23,718 25,706 Not Available Not Available
Traffic Stops 2,592 4,538 Not Available Not Available
Part I Crimes - Felony 447 374 Not Available Not Available
Part II Crimes - Non-Felony 625 664 Not Available Not Available
Implement 2024 Strategic Plan Actions Steps
- - - In Progress
- - - Complete
Complete a Police Department Staffing
Study
General Fund - Police
The Hopkins Police Department will be recognized as a progressive law enforcement agency, striving to enhance
the quality of life for all residents. They seek to collaborate with all stakeholders to continually improve the
Community. They will recruit, hire and retain the most qualified personnel to fulfill this vision.
5. Provide the highest level of professional customer service to the public with each and every contact.
6. Committed to identifying and solving problems through building positive community partnerships
Develop Police Dept. recruitment &
retention strategies
61
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Intergovernmental 212,168 218,193 202,000 175,000 -13.37%
Licenses, Permits & Fines 4,497 5,415 4,000 4,000 0.00%
Charges for Services 17,169 6,771 10,500 10,500 0.00%
Miscellaneous Revenue 2,803 57 3,500 3,500 0.00%
Total Revenue 236,637 230,436 220,000 193,000 -12.27%
Appropriations
Personal Services 1,094,108 1,478,424 1,082,453 1,287,812 18.97%
Other Services and Charges 553,608 727,351 519,661 573,550 10.37%
Supplies 116,782 111,884 106,900 120,815 13.02%
Capital Outlay 2,883 14,737 - - 0.00%
Total Appropriations 1,767,381 2,332,396 1,709,014 1,982,177 15.98%
Indirectly Funded Amount (1,530,744) (2,101,960) (1,489,014) (1,789,177) 20.16%
Summary
Major Objectives to be Accomplished in 2025
1. Recruitment and Retention of members.
2. Implement a Staffing plan for the future of Hopkins Fire Department
Performance Measures
2022 2023 2024 2025
Key Measures:Actual Actual Estimated Projected
Total Calls (Medical & Fire Suppression)1,948 2,258 2,262 Not Available
Average Response Time (Minutes)4.6 4.6 4.6 Not Available
General Fund - Fire Suppression
The Fire Department includes Emergency Medical Services (EMS) and 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, harzardous materials, special hazards and special rescue incidents in
the city and fire prevention is the enforcement of fire code, and the review and inspection of new construction. It
also provides public education.
62
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Intergovernmental 272,448 299,379 190,000 210,000 10.53%
Licenses, Permits & Fines 3,450 4,900 19,615 19,615 0.00%
Charges for Services 14,684 13,378 3,150 3,000 -4.76%
Miscellaneous Revenue 8,643 19,923 10,600 8,000 -24.53%
Total Revenue 299,225 337,580 223,365 240,615 7.72%
Appropriations
Personal Services 2,297,189 2,358,356 2,499,529 2,711,784 8.49%
Other Services and Charges 1,321,427 1,362,405 1,396,485 1,438,262 2.99%
Supplies 586,286 601,154 558,050 701,650 25.73%
Capital Outlay 38,996 38,721 - 40,000 100.00%
Intergovernmental Chargeback (435,076) (631,737) (595,252) (602,381) 1.20%
Total Appropriations 3,808,822 3,728,899 3,858,812 4,289,315 11.16%
Indirectly Funded Amount (3,509,597) (3,391,319) (3,635,447) (4,048,700) 11.37%
Summary
Major Objectives to be Accomplished in 2025
1. Complete street maintenance utilizing pavement management support information
2. Complete 2025 program of street and utility improvements
3. Continue aggressive maintenance and repair of all city equipment.
4. Maintain Public Works building efficiently
Performance Measures
2022 2023 2024 2025
Key Measures:Actual Actual Estimated Projected
Miles of streets maintained 55 55 55 55
Crack sealing (square yards)32,780 30,000 42,080 45,000
Boulevard Trees Planted 66 214 184 150
Number of poles painted/repainted 55 55 - 55
General Fund - Public Works
Public Works provides maintenance and repair for all the City's buildings, vehicles, equipment, streets, alleys,
parking lots, parking ramp, street lighting, traffic signs, traffic signals and parks. They also provide snow/ice
removal, maintain the urban forest and support for special events.
63
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Appropriations
Personal Services 7,682 8,301 8,774 9,387 6.99%
Other Services and Charges 222,532 266,432 267,667 267,348 -0.12%
Total Appropriations 230,214 274,733 276,441 276,735 0.11%
Indirectly Funded Amount 230,214 274,733 276,441 276,735 0.11%
Summary
Major Objectives to be Accomplished in 2025
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
4. Continue summer playground program for children at 11 locations in Hopkins and Minnetonka.
General Fund - Joint Recreation
Recreation programs for all ages are provided through the Joint Recreation Program. The program is
operated jointly by the neighboring Cities of Hopkins and Minnetonka
3. Provide staff to supervise outdoor ice rinks at 13 locations in Hopkins and Minnetonka from mid-
December through mid-February
64
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Charges for Services 104,901 149,643 118,500 154,500 30.38%
Miscellaneous Revenue 16,481 11,001 14,000 14,000 0.00%
Total Revenue 121,382 160,644 132,500 168,500 27.17%
Appropriations
Personal Services 337,282 344,741 384,226 426,641 11.04%
Other Services and Charges 133,528 156,252 150,558 154,654 2.72%
Supplies 15,720 19,800 19,550 19,900 1.79%
Capital Outlay 1,380 - - 8,500 100.00%
Total Appropriations 487,910 520,793 554,334 609,695 9.99%
Indirectly Funded Amount (366,528) (360,149) (421,834) (441,195) 4.59%
Summary
Major Objectives to be Accomplished in 2025
General Fund - Activity Center
The Activity Center provides a facility for residents to use for active or passive activities. Staff coordinates
all users of the Activity Center including a Senior Adult program, which is geared towards the over 50
Hopkins population.
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.
65
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Licenses, Permits & Fines 2,820 4,308 2,000 4,000 100.00%
Charges for Services 11,798 18,650 - 16,000 100.00%
Miscellaneous Revenue 47 15 - - 0.00%
Total Revenue 14,665 22,973 2,000 20,000 900.00%
Appropriations
Personal Services 193,530 169,670 199,365 259,093 29.96%
Other Services and Charges 42,160 10,549 39,040 36,521 -6.45%
Supplies 635 1,109 1,500 1,500 0.00%
Intergovernmental Chargebacks (15,751) (15,751) (43,657) (49,660) 13.75%
Total Appropriations 220,574 165,577 196,248 247,454 26.09%
Indirectly Funded Amount (205,909) (142,604) (194,248) (227,454) 17.09%
Summary
Major Objectives to be Accomplished in 2025
1. Continue implementing the new zoning code
3. Provide staff assistance to Planning Commission & expertise to the City Council
Performance Measures
2022 2023 2024 2025
Key Measures:Actual Actual Estimated Projected
Estimated Market Value of Median Value Home 361,000 369,300 378,800 395,000
$14.1 $13.4 $13.5 $10.0
Increase in Total Market Value 10.20%5.60%4.90%5.00%
General Fund - Planning & Zoning
Planning and Zoning provides administration and enforcement of locally approved Zoning Ordinances and
Comprehensive Plan
Estimated Market Value of Vacant Land (in
millions)
2. Process land use, sign and fence permit application, and respond to customer’s needs in a timely
manner
66
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Appropriations
Personal Services 110,688 70,573 121,657 117,703 -3.25%
Other Services and Charges 4,481 4,756 6,658 6,655 -0.05%
Supplies 1,009 1,899 1,000 1,000 0.00%
Total Appropriations 116,178 77,228 129,315 125,358 -3.06%
Indirectly Funded Amount 116,178 77,228 129,315 125,358 -3.06%
Summary
Promotion and development of housing programs and activities for City property owners and residents.
Major Objectives to be Accomplished in 2025
1. Continue promotion and support of various housing programs and initiatives
General Fund - Community Development
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
67
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Property Taxes 12,636,270 13,628,351 14,511,326 15,406,075 6.17%
Franchise Fees 303,957 304,979 346,200 380,200 9.82%
Intergovernmental 880,066 925,794 1,081,012 1,084,775 0.35%
Charges for Services 83 - - - 0.00%
Interest 60,859 159,390 25,000 45,000 80.00%
Miscellaneous Revenue 1,043 15,582 250 400 60.00%
Total Revenue 13,882,278 15,034,096 15,963,788 16,916,450 5.97%
Appropriations
Personal Services 549 2,071 - - 0.00%
Other Services and Charges 10,637 15,275 69,200 44,200 -36.13%
Transfers Out 20,000 56,924 60,000 61,800 3.00%
Total Appropriations 31,186 74,270 129,200 106,000 -17.96%
Summary
General Fund - Unallocated
Revenues and expenditures recorded as unallocated are not directly associated with
department, division or program.
68
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Intergovernmental 28,720 62,148 65,000 65,000 0.00%
Total Revenue 28,720 62,148 65,000 65,000 0.00%
Appropriations
Personal Services 25,864 31,484 38,752 38,752 0.00%
Other Services and Charges 15,146 26,324 19,908 19,908 0.00%
Supplies 13,340 52,914 6,340 6,340 0.00%
Total Appropriations 54,350 110,722 65,000 65,000 0.00%
Change in Fund Balance (25,630) (48,574) - - 0.00%
Summary
Major Objectives to be Accomplished in 2025
1. To continue to train to members on all aspects of chemical response.
Special Revenue - Chemical Assessment Team
The State Chemical Assessment Team 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.
2. Prepare the team to respond to all types of emergencies, including hazardous materials and
civil unrest.
69
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Property Taxes 379,175 444,161 487,706 511,646 4.91%
Tax Increments 13,953 33,094 50,000 50,000 0.00%
Intergovernmental 112,702 736,942 - - #DIV/0!
Charges for Services - 123 - - #DIV/0!
Interest 1,927 80,541 20,000 30,000 50.00%
Miscellaneous Revenue 5,327 - - - #DIV/0!
Transfers In - 1,529 - - #DIV/0!
Total Revenue 513,084 1,296,390 557,706 591,646 6.09%
Appropriations
Personal Services 284,657 310,783 316,912 419,546 32.39%
Other Services and Charges 222,977 314,339 222,166 158,400 -28.70%
Supplies 1,164 1,054 1,200 1,200 0.00%
Transfers Out 30,000 30,000 30,000 35,000 16.67%
Intergovernmental Chargebacks (40,000) (40,000) (50,000) (58,500) 17.00%
Total Appropriations 498,798 616,176 520,278 555,646 0.06798
Change in Fund Balance 14,286 680,214 37,428 36,000 -3.82%
Summary
Major Objectives to be Accomplished in 2025
1. Offer Commercial Façade Grant Program
2. Promote Hopkins to development/business community
3. Facilitate redevelopment projects as direct by the City Council
4. Develop a marketing strategy that supports business, education and the arts
Performance Measurement
2022 2023 2024 2025
Key Measures:Actual Actual Estimated Projected
Implement 2024 Strategic Plan Actions Steps
- - Complete -
Special Revenue - Economic Development Fund
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 business to locate in Hopkins. Explore developer incentives aimed at promoting sustainability
and active living. To promote the City as a walkable destination with small town feel. Explore way to
enhance the sense of place through public art and directional signage.
Offer Commercial Façade Loan Program &
expand all elibility to all of Mainstreet
70
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Transfers In 6,404,400 - - - 0.00%
Total Revenue 6,404,400 - - - 0.00%
Appropriations
Other Services and Charges 3,750,000 - - - 0.00%
Total Appropriations 3,750,000 - - - 0.00%
Change in Fund Balance 2,654,400 - - - 0.00%
Summary
Major Objectives to be Accomplished in 2025
N/A
Special Revenue - Tax Increment Spending Plan
Tax Increment Spending Plan was created based on special TIF legislation. The fund is supported by
transfers from the TIF 2-11 SuperValu fund.
71
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Appropriations
Other Services and Charges 3,698 4,112 - - #DIV/0!
Total Appropriations 3,698 4,112 - - #DIV/0!
Change in Fund Balance (3,698) (4,112) - - #DIV/0!
Summary
Major Objectives to be Accomplished in 2025
N/A
Special Revenue - Hennepin County CDBG
This fund accounts for the receipt for Community Development Block Grant Funds and
the issuance of loans and grants for housing rehabilitation.
72
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Intergovernmental 95,504 486,173 - - 0.00%
Total Revenue 95,504 486,173 - - 0.00%
Appropriations
Personal Services - 246,479 - - 0.00%
Other Services and Charges 18,000 227,198 - - 0.00%
Capital Outlay 77,504 12,496 - - 0.00%
Total Appropriations 95,504 486,173 - - 0.00%
Change in Fund Balance - - - - 0.00%
Summary
Major Objectives to be Accomplished in 2025
1. Spend remaining grant proceeds.
Special Revenue - American Rescue Plan Act
This fund was established to record the receipt of American Rescue Plan Act Fund proceeds and the
purchases in accordance with the guidelines determined by the U.S. Department of Treasury.
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CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Tax Increments 61,351 56,725 45,000 - -100.00%
Interest (155) 1,053 - - #DIV/0!
Total Revenue 61,196 57,778 45,000 - -100.00%
Appropriations
Other Services and Charges 5,340 148 6,046 - -100.00%
Transfers Out 302,400 - 8,182 - -100.00%
Total Appropriations 307,740 148 14,228 - -100.00%
Change in Fund Balance (246,544) 57,630 30,772 - -100.00%
Summary
Major Objectives to be Accomplished in 2025
N/A - TIF District has been decertified and the fund is closed.
Special Revenue - TIF 1-8 Entertainment District
Redevelopment activity of the property in the Central Business District, north and south of
Mainstreet between 11th and 12th Avenues.
74
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Intergovernmental - 828,207 439,095 453,901 3.37%
Total Revenue - 828,207 439,095 453,901 3.37%
Appropriations
Personal Services - - 314,675 453,901 44.24%
Other Services and Charges - 14,800 15,000 - -100.00%
Supplies - 23,244 109,420 - -100.00%
Capital Outlay - 12,704 - - 0.00%
Total Appropriations - 50,748 439,095 453,901 3.37%
Change in Fund Balance - 777,459 - - 0.00%
Summary
Major Objectives to be Accomplished in 2025
1. Hire two police officers for patrol
Special Revenue - Minnesota Public Safety Aid
During the 2023 Legislative Session, $210 million of one-time public safety aid was
authorized for Cities. The aid can be spent on fire, police, emergency medical or other public
safety needs. Hopkins received $828,185, which is accounted for in this fund.
75
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Property Taxes - - - 75,000 #DIV/0!
Intergovernmental 65,000 - - - #DIV/0!
Licenses, Permits & Fines 11,872 13,140 12,000 12,000 0.00%
Charges for Services 89,365 74,349 113,000 77,000 -31.86%
Interest - 46 - - #DIV/0!
Total Revenue 166,237 87,535 125,000 164,000 31.20%
Appropriations
Personal Services 109,357 115,067 125,335 132,981 6.10%
Other Services and Charges 53,483 58,426 34,059 27,955 -17.92%
Supplies 1,192 1,178 500 250 -50.00%
Total Appropriations 164,032 174,671 159,894 161,186 0.81%
Change in Fund Balance 2,205 (87,136) (34,894) 2,814 -108.06%
Summary
Major Objectives to be Accomplished in 2025
1. Monitor the effects of current parking enforcement efforts and recommend changes as needed.
2. Inspect and maintain the parking ramp and parking lots as needed
Special Revenue - Parking Fund
The Parking Fund records the receipt of parking permits and parking fines. The revenues are used to
ofset the maintenance costs of parking lots, parking ramp and fund a parking enforcement position.
76
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Interest (6) 618 - - 0.00%
Miscellaneous Revenue 6,000 36,000 6,000 6,000 0.00%
Total Revenue 5,994 36,618 6,000 6,000 0.00%
Appropriations
Other Services and Charges 756 285 6,000 6,000 0.00%
Supplies - 327 - - 0.00%
Total Appropriations 756 612 6,000 6,000 0.00%
Change in Fund Balance 5,238 36,006 - - 0.00%
Summary
Major Objectives to be Accomplished in 2025
1. Continue to host community events to promote race equity.
Special Revenue - Hopkins Race & Equity Initiative
The Hopkins Race & 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.
2. Continue relationships with the Joint Community Policing Program, Multicultural Advisory
Committee and the Government Alliance on Racial Equity.
77
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Franchise Fees 200,222 197,763 230,000 30,000 -86.96%
Interest (190) 2,536 - 961 #DIV/0!
Total Revenue 200,032 200,299 230,000 30,961 -86.54%
Appropriations
Personal Services 141,157 156,655 173,123 - -100.00%
Other Services and Charges 74,118 134,811 99,164 - -100.00%
Supplies 731 575 700 - -100.00%
Transfers Out 50,000 50,000 5,000 - -100.00%
Capital Outlay - 392 3,500 30,961 784.60%
Total Appropriations 266,006 342,433 281,487 30,961 -89.00%
Change in Fund Balance (65,974) (142,134) (51,487) - -100.00%
Summary
Major Objectives to be Accomplished in 2025
N/A
Special Revenue - Communications
Beginning in 2025, the Communications fund will record the City's share of cable franchise
fees restricted for Public, Education and Governement (PEG) programming. The City's
Communication function has been moved into the General Fund.
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CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Intergovernmental 19,500 19,500 - - #DIV/0!
Charges for Services 153,903 68,112 64,332 133,900 108.14%
Interest - - - - #DIV/0!
Miscellaneous Revenue 30,674 26,684 79,500 89,911 13.10%
Transfers In 20,000 20,000 60,000 61,800 3.00%
Total Revenue 224,077 134,296 203,832 285,611 40.12%
Appropriations
Personal Services 210,462 62,702 140,857 188,346 33.71%
Other Services and Charges 37,948 38,448 37,775 66,564 76.21%
Supplies 55,350 9,261 5,200 15,700 201.92%
Total Appropriations 303,760 110,411 183,832 270,610 47.21%
Change in Fund Balance (79,683) 23,885 20,000 15,001 -25.00%
Summary
Major Objectives to be Accomplished in 2025
1. Sustain welcoming and chemical free venue for community youth and other gatherings
2. Continue staffing 2-3 nights a week for year-round youth events and programming
3. Expand the facility as a rental space
4. Expand programming for the general public
Performance Measurement
2022 2023 2024 2025
Key Measures:Actual Actual Estimated Projected
Implement 2024 Strategic Plan Actions Steps
- - Complete -
Special Revenue - Depot
The Depot building is a renovated Train Depot. After a 2024 remodel project is will be used
as a meeting place for the Youth Advisory Board, trailhead access, rental space and for
music and movie nights.
Finalize plans to reopen the Depot
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CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Interest 1,591 - - - 0.00%
Total Revenue 1,591 - - - #DIV/0!
Appropriations
Other Services and Charges 6,591 5,244 2,095 - -100.00%
Transfers Out 9,500 - - - 0.00%
Total Appropriations 16,091 5,244 2,095 - -100.00%
Change in Fund Balance (14,500) (5,244) (2,095) - -100.00%
Summary
Major Objectives to be Accomplished in 2025
N/A - TIF District has been decertified and the fund is closed.
Special Revenue - TIF 2-6
Tax Increment District 2-6 is the handicapped housing development. This fund records the
use of tax increments and bond proceeds.
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CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Tax Increments 2,817,252 2,164,722 2,800,000 2,800,000 0.00%
Interest 134,996 67,603 20,000 20,000 0.00%
Miscellaneous Revenue - - - - #DIV/0!
Transfers In - 188,429 - - #DIV/0!
Total Revenue 2,952,248 2,420,754 2,820,000 2,820,000 0.00%
Appropriations
Other Services and Charges 58,384 39,878 91,936 95,000 3.33%
Payments on Tax Increment Notes 667,444 674,794 800,000 800,000 0.00%
Transfer Out 9,249,355 2,558,300 1,983,330 2,005,000 1.09%
Total Appropriations 9,975,183 3,272,972 2,875,266 2,900,000 0.86%
Change in Fund Balance (7,022,935) (852,218) (55,266) (80,000) 44.75%
Summary
Major Objectives to be Accomplished in 2025
1. Distribute Pay As You Go financing to developer as scheduled.
Special Revenue - TIF 2-11 Super Valu
Tax Increment District 2-11 is the SuperValu and SuperValu North Annex redevelopment. This fund
records the use of tax increments and bond proceeds.
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CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Tax Increments 203,553 225,906 225,000 244,000 8.44%
Interest (87) 2,896 1,000 1,000 0.00%
Total Revenue 203,466 228,802 226,000 245,000 8.41%
Appropriations
Other Services and Charges 4,024 3,111 4,948 2,712 -45.19%
Payments on Tax Increment Notes 201,379 212,697 210,000 42,056 -79.97%
Total Appropriations 205,403 215,808 214,948 44,768 -79.17%
Change in Fund Balance (1,937) 12,994 11,052 200,232 1711.73%
Summary
Major Objectives to be Accomplished in 2025
1. Distribute Pay As You Go financing to developer as scheduled.
Special Revenue - TIF 1-4 Marketplace & Main
Tax increment District 1-4 is the redevelopment of several blocks of the downtown district into
a housing and retail development. This fund records the tax increment revenues and
payments.
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CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Tax Increments 1,026,145 1,034,609 1,015,000 1,070,000 5.42%
Interest - - - - #DIV/0!
Transfers In 1,500,000 1,175,000 1,500,000 700,000 -53.33%
Total Revenue 2,526,145 2,209,609 2,515,000 1,770,000 -29.62%
Appropriations
Other Services and Charges 26,516 14,401 30,195 51,241 69.70%
Payments on Tax Increment Notes 2,723,531 2,106,148 2,500,000 1,678,673 -32.85%
Transfers Out 252,500 - - - #DIV/0!
Total Appropriations 3,002,547 2,120,549 2,530,195 1,729,914 -31.63%
Change in Fund Balance (476,402) 89,060 (15,195) 40,086 -363.81%
Summary
Major Objectives to be Accomplished in 2025
1. Distribute Pay As You Go financing to developer as scheduled.
Special Revenue - TIF 1-5 Moline
Tax increment District 1-5 is the redevelopment of the Johnson Building into a luxury apartment
building that will help connect a future light rail station to historic downtown Hopkins. This fund records
the tax increment revenues and payments.
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CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Property Taxes 332,453 347,697 345,000 380,000 10.14%
Intergovernmental 253,295 178,449 75,000 75,000 0.00%
Charges for Services 710,141 686,951 698,650 718,970 2.91%
Interest - 66 - - #DIV/0!
Miscellaneous Revenue 19,667 69,131 19,000 23,500 23.68%
Transfers In 80,000 80,000 35,000 35,000 0.00%
Total Revenue 1,395,556 1,362,294 1,172,650 1,232,470 5.10%
Appropriations
Personal Services 485,890 557,827 591,520 646,493 9.29%
Other Services and Charges 389,049 419,991 415,575 420,266 1.13%
Supplies 44,997 42,542 46,600 36,500 -21.67%
Capital Outlay 82,477 24,082 90,402 116,000 28.32%
Total Appropriations 1,002,413 1,044,442 1,144,097 1,219,259 6.57%
Change in Fund Balance 393,143 317,852 28,553 13,211 -53.73%
Summary
Major Objectives to be Accomplished in 2025
3. Increase the fundraising capacity of the Arts Center to address operating and capital needs.
5. Strengthen the identity and enhance the reputation of the Hopkins Center for the Arts.
Special Revenue - Arts Center
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 concert series of local and national artists, exhibity 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 Hopkins School District. Hopkins Center for the Arts earnes revenue through tenant leases,
rentals, admission fees, gifts and grants.
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.
4. Build participation in Center arts activities, including concerts and exhibitions, and explore creative
opportunities beyond the walls of the Center.
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CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Franchise Fees - - 385,000 345,000 -10.39%
Total Revenue - - 385,000 345,000 -10.39%
Appropriations
Personal Services - - 125,325 164,303 31.10%
Other Services and Charges - - 255,475 176,497 -30.91%
Supplies - - 2,200 2,200 0.00%
Capital Outlay - - 2,000 2,000 0.00%
Total Appropriations - - 385,000 345,000 -10.39%
Change in Fund Balance - - - - 0.00%
Summary
Major Objectives to be Accomplished in 2025
2. Continue to participate in the Minnesota GreenStep Cities Program
2022 2023 2024 2025
Key Measures:Actual Actual Estimated Projected
Implement 2024 Strategic Plan Actions Steps
- - Complete -
- - In Progress Complete
Special Revenue - Sustainability
Hopkins sustainability initiatives are funded through franchse fees collected from gas and
electric utilities. The City of Hopkins is dedicated to improving the overall sustainability and
resiliency of the community and being a responsible steward of the environment.
Explore sustainable building development
policy
Develop green infrastructure special
assessment policy
1. Continue administering and funding the Hopkins Climate Solutions Fund, a program offering
incentives to residents and business to accelerate the transition to cleaner and more efficient energy
85
CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Property Taxes 4,049,190 3,892,746 4,107,613 3,748,530 -8.74%
Special Assessments 761,641 855,354 782,039 841,600 7.62%
Interest 80,070 1,042,327 - - 0.00%
Bonds Issued 2,985,000 3,985,000 - - 0.00%
Premium on Bonds Issued 238,981 8,081 - - 0.00%
Transfers In 2,931,911 2,442,780 2,463,844 2,412,781 -2.07%
Total Revenues 11,046,793 12,226,288 7,353,496 7,002,911 -4.77%
Appropriations
Bond Principal 5,530,000 5,805,000 5,265,000 5,905,000 12.16%
Bond Interest 1,853,620 1,792,497 1,783,156 1,723,200 -3.36%
Other Services & Charges 156,143 103,742 - - 0.00%
Transfers Out 3,076,000 4,207,401 - - 0.00%
Total Appropriations 10,615,763 11,908,640 7,048,156 7,628,200 8.23%
Net Income 431,030 317,648 305,340 (625,289) -304.78%
Summary
Major Objectives to be Accomplished in 2025
N/A
Debt Service Fund
The City's debt service fund accounts for the payment of principal and interest on all governmental debt
obligations. Any debt issued for a enterprise fund is recorded in that fund.
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CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Utility Fees 2,320,035 2,499,752 2,744,400 2,953,000 7.60%
Intergovernmental - 38 - - 0.00%
Charges for Services 99,815 120,879 145,000 145,000 0.00%
Miscellaneous Revenue 17,573 25,210 3,000 3,000 0.00%
Total Revenues 2,437,423 2,645,879 2,892,400 3,101,000 7.21%
Appropriations
Personal Services 603,000 571,941 648,590 822,098 26.75%
Other Services and Charges 1,064,251 876,478 1,131,530 1,166,498 3.09%
Supplies 157,026 169,527 215,750 229,750 6.49%
Depreciation 328,278 315,134 330,000 330,000 0.00%
Bond Interest 170,697 264,482 294,798 287,327 -2.53%
Transfers Out 159,426 159,426 238,307 159,426 -33.10%
Total Appropriations 2,482,678 2,356,988 2,858,975 2,995,099 4.76%
Net Income (45,255) 288,891 33,425 105,901 216.83%
Summary
Major Objectives to be Accomplished in 2025
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.
Performance Measures
2022 2023 2024 2025
Key Measures:Actual Actual Estimated Projected
607 654 615 615
Implement 2024 Strategic Plan Actions Steps
Complete city-wide meter changeout - - 95% Complete Complete
Enterprise Fund - Water
The Water Fund accounts for the revenue and expenditures related to the operation of the City's water
system. The City provides a continued supply of potable water to its customers at a reasonable cost.
Gallons of safe drinking water produced (in
millions)
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CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Utility Fees 3,151,132 3,303,726 3,600,000 3,800,000 5.56%
Interest - 86,494 20,000 20,000 0.00%
Miscellaneous Revenue 19,698 20,063 15,000 15,000 0.00%
Total Revenues 3,170,830 3,410,283 3,635,000 3,835,000 5.50%
Appropriations
Personal Services 277,926 235,576 330,346 362,903 9.86%
Other Services and Charges 2,117,134 2,197,601 2,450,860 2,619,262 6.87%
Supplies 49,512 44,852 58,500 70,500 20.51%
Depreciation 340,043 340,059 350,000 350,000 0.00%
Bond Interest 105,476 132,744 149,768 150,512 0.50%
Capital Outlay 201,652 - - - 0.00%
Transfers Out 131,832 131,832 244,584 131,832 -46.10%
Total Appropriations 3,223,575 3,082,664 3,584,058 3,685,009 2.82%
Net Income (52,745) 327,619 50,942 149,991 194.43%
Summary
Major Objectives to be Accomplished in 2025
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.
Enterprise Fund - Sewer
The Sewer Fund accounts for the revenue and expenditures related to the operation of the City's sanitary
sewer system. The City transports sewage to the Metrpolitan Council's Sewer System for disposal.
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CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Utility Fees 799,340 796,136 779,332 779,332 0.00%
Interest - 4 25,000 25,000 0.00%
Miscellaneous Revenue 6,874 5,897 6,000 6,000 0.00%
Total Revenues 806,214 802,037 810,332 810,332 0.00%
Appropriations
Personal Services 80,913 64,361 78,693 86,938 10.48%
Other Services and Charges 78,175 60,504 104,464 104,765 0.29%
Supplies 59 55 5,300 5,300 0.00%
Depreciation 319,362 319,119 325,000 325,000 0.00%
Bond Interest 67,301 85,434 97,829 98,586 0.77%
Transfers Out 155,504 155,504 214,808 155,504 -27.61%
Total Appropriations 701,314 684,977 826,094 776,093 -6.05%
Net Income 104,900 117,060 (15,762) 34,239 -317.22%
Summary
Major Objectives to be Accomplished in 2025
3. Continue grit chamber cleaning
4. Clean catch basins and inspect for repair.
Enterprise Fund - Storm Sewer
The Storm Sewer Fund accounts for the revenue and expenditures related to the operation of the City's
storm sewer system. The storm sewer system works to manage run-off and drainage.
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).
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CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Utility Fees 1,144,510 1,157,114 1,244,985 1,297,503 4.22%
Intergovernmental 37,574 37,835 47,500 52,500 10.53%
Charges for Services 1,392 1,905 1,600 1,600 0.00%
Interest (1,053) 23,292 10,000 10,000 0.00%
Miscellaneous Revenue 36,658 53,372 36,000 37,000 2.78%
Total Revenues 1,219,081 1,273,518 1,340,085 1,398,603 4.37%
Appropriations
Personal Services 418,052 295,147 429,693 482,223 12.23%
Other Services and Charges 732,578 621,275 815,661 801,929 -1.68%
Supplies 99,859 135,502 131,750 135,300 2.69%
Depreciation 72,546 81,572 75,000 75,000 0.00%
Bond Interest - 127,336 - - 0.00%
Transfers Out 25,000 25,000 25,000 25,000 0.00%
Total Appropriations 1,348,035 1,285,832 1,477,104 1,519,452 2.87%
Net Income (128,954) (12,314) (137,019) (120,849) -11.80%
Summary
Major Objectives to be Accomplished in 2025
1. Continue to explore ways to improve our user fee based system.
3. Continue to provide an option for organic recycling to customers.
4. Continue to improve refuse collection service to our residents.
Enterprise Fund - Refuse
The Refuse Fund accounts for the revenue and expenditures related to refuse collection, yard waste,
recycling, organic recycling and disposal.
2. Monitor the Single Stream Recycling Program and work with residents to increase the volume of waste
recycled.
5. Maintain excellent customer service through monitoring of operations and communicating with
residents.
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CITY OF HOPKINS
Actual Actual Budget Budget Percent
2022 2023 2024 2025 Change
Revenues
Property Taxes 409,544 340,000 440,000 448,500 1.93%
Intergovernmental 250,000 21 - - #DIV/0!
Charges for Services 476,991 509,975 461,700 471,000 2.01%
Miscellaneous Revenue 22,932 118 12,000 12,000 0.00%
Total Revenues 1,159,467 850,114 913,700 931,500 1.95%
Appropriations
Personal Services 333,037 267,912 312,605 390,931 25.06%
Other Services and Charges 101,296 89,844 145,643 147,847 1.51%
Supplies 30,254 23,141 21,875 23,800 8.80%
Capital Outlay 66,009 129,249 100,000 102,500 2.50%
Depreciation 475,931 478,140 480,000 480,000 0.00%
Bond Interest 78,865 73,306 73,350 67,275 -8.28%
Total Appropriations 1,085,392 1,061,592 1,133,473 1,212,353 6.96%
Net Income 74,075 (211,478) (219,773) (280,853) 27.79%
Summary
Major Objectives to be Accomplished in 2025
4. Operate a budget to maximize revenues.
Enterprise Fund - Pavilion
The Paviion Fund accounts for the revenue and expenditures related to the Hopkins Pavilion. The facility is
used year round for a multitude of activies include ice skating, broomball, hockey, soccer, lacrosse, inline
skating, rugby and other community or private events.
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
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CITY OF HOPKINS
GLOSSARY OF TERMS
Accrual Basis – The basis of accounting under which revenues are recorded when earned and
expenditures are recorded as soon as they result in liabilities for benefits received, notwithstanding
that the receipt of cash or the payment of cash may take place, in whole or in part, in another
accounting period.
Adopted Budget – The financial plan of revenues and expenditures for a fiscal year as adopted by
the City Council.
Appropriation – A specific amount of money authorized by the City Council, generally
during adoption of the annual budget, used to make expenditures for specific purposes.
Ad Valorem Tax – Money collected from all the real property within the City based upon the value
of the property.
Annual Budget – The budget authorized by resolution of the City Council for the fiscal year.
Appropriation – Authorization by the City Council to incur obligations and spend City funds.
Appropriations are usually made for fixed amounts and are typically granted for one year.
Artstreet - Hopkins Artstreet is an ongoing program established in 2010 to showcase original art
works in an accessible setting. A collaboration among the City of Hopkins, the Hopkins Business &
Civic Association and the Friends of the Hopkins Center for the Arts, this project is part of a long-
term vision for incorporating public art into Hopkins and enriching the lives of its residents and
visitors. This project is made possible, in part, by funds provided by the Metropolitan Regional Arts
Council through an appropriation by the Minnesota Legislature.
Assets – Property owned by a government which as a monetary value.
Assessed Valuation – A value established by the City Property Appraiser for all real or personal
property for use as a basis for levying property taxes.
Balanced Budget – A budget in which expenditures are equal to income.
Bond – A written promise to pay a sum of money on a specific date at a specified interest rate
as detailed in a bond resolution.
Bond Proceeds – Funds received from the sale of any bond issue.
Budget – The financial plan for a specific period of time that identified proposed expenditures
and the sources of revenue to pay for them.
Budget Adjustment – A revision to the adopted budget occurring during the affected fiscal year
as approved by the City Council by an amendment or a transfer.
Budget Documents – The official written statement prepared by the Finance Director
and supporting staff, which presents the proposed budget to the legislative body.
Budget Calendar – The schedule of key dates involved in the process of adopting and
executing an adopted budget.
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CITY OF HOPKINS
Budget Message – The opening section of the budget which provides the City Council and the
public with a general summary of the most important aspects of the budget, changes from the
current and previous fiscal years, as well as the views and recommendations of the City Manager.
CDBG Community Development Block Grant – This fund receives and expends the City’s
allocation of the Federal Community Development Block Grant Program money.
Capital Asset – Assets of significant value and having a useful life of several years. Capital
assets are also called fixed assets.
Capital Improvement Program (CIP) – A five year schedule of capital improvement projects and
the means of financing them. This is a flexible budget document that is used as a planning tool for
needed improvements. Amounts approved in the CIP are considered guidelines and are not
officially adopted as budgeted amounts until they are incorporated in the operating budget of one
of the City’s funds.
Capital Outlay – Expenditures that result in the acquisition of fixed assets that have a value over
$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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Levy – To impose taxes, special assessments or service charges.
Licenses – Revenues received by the issuance of various licenses that are granted to various
businesses in the City.
Local Government Aid (LGA) – Money given to the City from the State based on a formula that
was originally designed to provide tax relief and equalization among cities.
LMC – The League of Minnesota Cities is a membership organization dedicated to
promoting excellence in local government. The League serves its more than 800 member
cities through advocacy, education and training, policy development, risk management, and
other services.
LRT – Light Rail Transit, a commuter train system in the Minneapolis/St. Paul metropolitan area.
Major Account Series – Three classifications of expenditures made by the City.
Salaries, Wages and Benefits – Costs relating to employees or temporary help,
including fringe benefits.
Materials, Supplies and Services – Costs relating to articles of non-durable nature,
such as office supplies; professional and technical services; utilities and maintenance;
operations and city support services.
Capital Outlay – Costs of durable goods such as furniture and equipment.
Reimbursed Expenditures – Offset against costs for services provided by one fund
to another fund.
Major Fund – Governmental fund or enterprise fund reported as a separate column in the
basic fund financial statements and subject to a separate opinion in the independent auditor’s
report.
Market Value Homestead Credit (MVHC) – Started in 2002, this is the primary State program for
property tax relief. The State remits a portion of sales and income taxes to local government to
assist in keeping property taxes down.
MCES – Metropolitan Council Environmental Services provides the City with wastewater service.
Miscellaneous Revenue – Funds collected from various sources generally on a non-recurring
basis.
Modified Accrual Basis – Under the modified accrual basis of accounting, revenues are
recognized in the period in which they become available and measurable, and expenditures are
recognized at the time a liability is incurred pursuant to appropriation authority.
Net Assets – The equity associated with general government less liabilities.
Non-major Fund – A governmental fund or enterprise fund that is reported in total in the
basic fund financial statements.
Operating Expenditure – Expenditure classifications based upon the types of categories of
goods and services purchased. Typical objects include: personal services (salaries and wages);
contracted services (utilities, maintenance, contracts, travel); supplied and materials; and capital
outlay.
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Operating Budget – Financial plan for the fiscal year, which authorizes proposed
personnel complements, expenditures and the revenues to finance them.
Penalties – Charges to utility customers caused by late payment of their water, sewer, and
refuse bills.
Permits – Revenue derived from various permits as defined in the City Code, for the performance
of a specific action. For example, building a house.
Personal Services – The cost of salaries and wages paid to employees as well as the fringe
benefits associated with employment (i.e. Social Security, PERA, health insurance, life
insurance, etc.).
Program – Within each Department are several divisions or programs in the City, each
charged with carrying out a specific function.
Proposed Budget – Budget as submitted by the City Manager to the City Council.
Proprietary Funds – The funds that account for government operations financed and operated
in a manner similar to a private business.
Refuse Service – Revenue incurred from the sale of trash pick-up and disposal, leaf pick-up,
yard waste and recycling to residential customers of the City.
Retained Earnings – An equity account reflecting the accumulated earnings of the City’s
Proprietary (Enterprise) Funds.
Sewer Service – Revenue incurred from the sale of sanitary sewer service to customers of
the utility.
Special Assessment – Receipts from assessments placed on property within the City for
public improvements that have benefited that property.
Special Revenue Funds – A fund that accounts for revenues derived from specific taxes or
other earmarked revenue sources.
Storm Sewer Sales – Revenue derived from a storm sewer utility fee assessed property owners
based on the amount of impervious surface on their property. Revenues are used to maintain and
improve the City’s storm sewer system.
SWLRT – Southwest Light Rail Transit. A commuter train system in the Southwest area of the
Minneapolis/St. Paul metropolitan area.
Tax Capacity – County tax base for the purposes of levying property taxes. Properties are
assigned rates at which their values will be converted into the tax base, (see tax
classification rate).
Tax Capacity Rate – Tax rate applied to tax capacity to generate property tax revenue. The rate
is obtained by dividing the property tax levy by the available tax capacity.
Tax Classification Rate – Rates at which estimated market values are converted into the property
tax base. The classification rates are assigned to properties depending on their type.
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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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