Performance Measurement Report & SMART Goals 2021PERFORMANCE MEASUREMENT REPORT
& SMART GOALS
CITY OF NEW HOPE, MINNESOTA
SEPTEMBER 1, 2021
In an effort to better measure and continually improve overall levels of service and quality of
life, the city of New Hope developed the Performance Measurement Report and SMART goals
document. The Performance Measurement Report compares top tier indicators, which capture
the state of the city, while SMART goals track Specific, Measurable, Achievable, Realistic, and
Timely objectives set forth by department heads.
TABLE OF CONTENTS
OVERVIEW & HISTORY............................................................................................................................3
PERFORMANCE MEASUREMENT REPORT............................................................................................4
COMMUNITY SAFETY & SECURITY.............................................................................................................5
PUBLIC SERVICE DELIVERY & COMMUNITY SUSTAINABILITY...............................................................10
GENERAL GOVERNMENT INFRASTRUCTURE CONDITION....................................................................14
ATTRACTIVE, HIGH QUALITY NEIGHBORHOODS & BUSINESS DISTRICTS .........................................20
PUBLIC COMMUNICATION & COMMUNITY INVOLVEMENT.................................................................24
COMPARATIVE ANALYSIS TO SIMILAR CITIES.........................................................................................26
SMART GOALS.......................................................................................................................................27
GENERAL FUND.........................................................................................................................................28
PUBLIC SAFETY ..........................................................................................................................................32
STREETS......................................................................................................................................................35
PARKS & RECREATION...............................................................................................................................36
SPECIAL REVENUE FUND..........................................................................................................................37
CAPITAL PROJECTS FUND.........................................................................................................................38
ENTERPRISE FUNDS...................................................................................................................................39
INTERNAL SERVICE FUNDS.......................................................................................................................41
PAGE 2
OVERVIEW & HISTORY
CITY OF NEW HOPE OVERVIEW & HISTORY
LOCATION
The city of New Hope is a suburb located northwest
of Minneapolis with strong neighborhoods, an
abundance of parks and recreational opportunities,
excellent schools, and great shopping nearby. The
city has easy access to the entire Twin Cities area
with major arterials of Highway 169, Highway 100,
Interstate 694, and Interstate 394 all nearby.
POPULATION (2020 CENSUS)SIZE/AREA YEAR FORMED
21,986 5.1 square miles 1953
BUSINESSES JOBS SHOPPING CENTERS
480 11,080 5
SCHOOL DISTRICT SCHOOLS PARKS/ACREAGE
Robbinsdale Area (281)5 18/200
HISTORY
In the early 1900s, New Hope was a farming-rich
community. The area was settled as part of Crystal
Lake Township and became the home for many
family farms. As housing developments spread west
from Minneapolis in the 1930s, the residents of Crystal Lake Township began the movement to
incorporate the township. In 1936, the city of Crystal was incorporated. Forming a city, though,
was not supported by all residents in the township. The rural residents in the western half of
the township broke away from the city of Crystal and formed their own township. The resistant
residents, mostly farmers, were unhappy about paying taxes for projects such as street lighting
and sanitary sewer. The name the farmers selected for their new township was a reflection of
the time, New Hope.
Many residents along the New Hope-Crystal border formed groups and requested to be
annexed by Crystal in order to receive what were the most modern city services at the time.
Others, however, were happy to be part of New Hope township and remained separate from
Crystal. Therefore, pockets of New Hope residents were created along the eastern boundary.
By the early 1950s, the rapidly developing township of New Hope chose the fate it had eluded
just over 15 years earlier. In 1953, New Hope incorporated as a city to prevent losing more of
its land and residents to Crystal via annexation. This move was again opposed by the farming
community of New Hope, but housing developments between 1936 and 1953 had made farmers
a minority in New Hope.
When the township was incorporated, it had 600 residents. The city grew rapidly and was home
to over 2,500 people by 1958. This rapid population growth continued through the 1960s, and by
1971, there were 24,000 residents in New Hope. The population of the community has declined
slightly since 1971.
PAGE 3
PERFORMANCE MEASUREMENT REPORT
The city of New Hope Performance Measurement Report is a cumulative summary report
compiled from various sources, primarily the City Services Survey, an annual paper and
web-based survey, and the Morris Leatherman Company Survey, an extensive professional
community-wide phone survey. SMART goals that appear within the report are denoted with a
light bulb symbol (💡).
CITY OF NEW HOPE, MINNESOTA
SEPTEMBER 1, 2021
COMPARISON OF TOP TIER INDICATORS
COMMUNITY SAFETY & SECURITY
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
1. SAFETY (CITIZEN RATING)
2016 2017 2018 2019 2020
Very or somewhat safe 93%91%92%93%92%
Somewhat or very unsafe 7%8%7%7%8%
Unknown/Blank 1%2%1%1%0%
PAGE 5
COMPARISON TO OTHER CITIES 2016
New Hope Crystal Golden Valley New Brighton Richfield
Very or somewhat safe/Excellent or good 93%77%N/A N/A N/A
Somewhat or very unsafe/Fair or poor 7%21%N/A N/A N/A
Unknown 1%1%N/A N/A N/A
Comparison data was compiled from reports submitted by each individual city to the state as part of the City Services Survey or
Morris Leatherman Company Survey. “N/A” signifies that no data was reported.
2017
New Hope Crystal Golden Valley New Brighton Richfield
Very or somewhat safe/Excellent or good 91%82%N/A 86%N/A
Somewhat or very unsafe/Fair or poor 8%18%N/A 14%N/A
Unknown 2%0%N/A 0%N/A
2018
New Hope Crystal Golden Valley New Brighton Richfield
Very or somewhat safe/Excellent or good 92%84%N/A N/A N/A
Somewhat or very unsafe/Fair or poor 7%16%N/A N/A N/A
Unknown 1%0%N/A N/A N/A
2019
New Hope Crystal Golden Valley New Brighton Richfield
Very or somewhat safe/Excellent or good 93%82%N/A N/A N/A
Somewhat or very unsafe/Fair or poor 7%18%N/A N/A N/A
Unknown 1%0%N/A N/A N/A
2020
New Hope Crystal Golden Valley New Brighton Richfield
Very or somewhat safe/Excellent or good 92%83%N/A N/A 78%
Somewhat or very unsafe/Fair or poor 8%18%N/A N/A 22%
Unknown 0%0%N/A N/A 0%
Data for citizens’ rating of safety in the community from 2016-2020 was compiled from the City Services Survey, an annual paper
and web-based survey hosted by the League of Minnesota Cities as part of the city’s participation in the state’s Performance
Measurement Program.
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
2. CRIME RATE
2016 2017 2018 2019 2020
Part I crimes 583 581 682 611 600
Part II crimes 814 628 721 680 503
Crime rate data for 2016-2020 was compiled by the city’s police department. Part I crimes include murder, rape, aggravated
assault, burglary, larceny, motor vehicle theft, and arson. Part II crimes include other assaults, forgery/counterfeiting,
embezzlement, stolen property, vandalism, weapons, prostitutions, other sex offenses, narcotics, gambling, family/children
crime, DUI, liquor laws, and disorderly conduct.
PAGE 6
COMPARISON TO OTHER CITIES 2016
New Hope Crystal Golden Valley New Brighton Richfield
Part I crimes 583 518 515 545 997
Part II crimes 814 925 571 628 1,283
Comparison data was compiled from reports posted on official city websites or requested and supplied directly by city staff.
2017
New Hope Crystal Golden Valley New Brighton Richfield
Part I crimes 581 613 508 624 1,007
Part II crimes 628 847 753 628 1,289
2018
New Hope Crystal Golden Valley New Brighton Richfield
Part I crimes 682 551 456 591 868
Part II crimes 721 786 623 556 1,332
2019
New Hope Crystal Golden Valley New Brighton Richfield
Part I crimes 611 666 490 473 864
Part II crimes 680 753 538 538 1,143
2020
New Hope Crystal1 Golden Valley New Brighton Richfield1
Part I crimes 600 268 633 651 679
Part II crimes 503 665 482 546 1,031
Group A crimes N/A 712 N/A N/A 868
Group B crimes N/A 274 N/A N/A 213
1 The cities of Crystal and Richfield moved to the National Incident-Based Reporting System (NIBRS) on September 1, 2020.
Part I and Part II crimes include data from January 1, 2020-August 31, 2020. Group A and Group B crimes include data from
September 1, 2020- December 31, 2020. Group A offense categories include 52 offenses within 24 crime categories. Group
B offenses include 10 crime categories. The change in recording methods makes comparing data between the two systems
difficult. When multiple offenses take place, each offense is now tracked in NIBRS. Previously, only the highest offense was
tracked. Additionally, there is no way to combine or compare groups of data.
3. TRAFFIC ACCIDENT RATE
2016 2017 2018 2019 2020
Accidents 428 422 411 432 334
Accidents per 1,000 population 21.04 20.75 20.21 21.24 16.42
Traffic accident data for 2016-2020 was compiled by the city’s police department.
COMPARISON TO OTHER CITIES
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 7
2016
New Hope Crystal Golden Valley New Brighton Richfield
Accidents per 1,000 population 21.04 12.91 18.16 14.82 24.95
2017
New Hope Crystal Golden Valley New Brighton Richfield
Accidents per 1,000 population 20.75 16.67 17.97 12.72 26.14
2018
New Hope Crystal Golden Valley New Brighton Richfield
Accidents per 1,000 population 20.21 17.65 18.84 15.38 26.54
2019
New Hope Crystal Golden Valley New Brighton Richfield
Accidents per 1,000 population 21.24 15.08 14.82 17.67 25.46
2020
New Hope Crystal Golden Valley New Brighton Richfield
Accidents per 1,000 population 16.42 12.64 9.87 12.49 15.39
Comparison data was compiled from reports submitted by each individual city to the state as part of the Performance
Measurement Program or requested and supplied directly by city staff.
4. POLICE RESPONSE
2016 2017 2018 2019 2020
Priority 1 call response time (average minutes)4.34 4.32 4.36 4.35 4.03
Traffic accident data for 2016-2020 was compiled by the city’s police department.
COMPARISON TO OTHER CITIES 2016
New Hope Crystal Golden Valley New Brighton Richfield
Priority 1 call response time (average minutes)4.34 N/A N/A N/A 3.71
2017
New Hope Crystal Golden Valley New Brighton Richfield
Priority 1 call response time (average minutes)4.32 N/A N/A N/A 3.69
2018
New Hope Crystal Golden Valley New Brighton Richfield
Priority 1 call response time (average minutes)4.36 N/A N/A N/A 4.04
2019
New Hope Crystal Golden Valley New Brighton Richfield
Priority 1 call response time (average minutes)4.35 N/A 2.23 4.02 4.02
2020
New Hope Crystal Golden Valley New Brighton Richfield
Priority 1 call response time (average minutes)4.03 N/A 2.80 5.07 4.01
Comparison data was compiled from reports submitted by each individual city to the state as part of the Performance
Measurement Program or requested and supplied directly by city staff.
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
5. EMERGENCY SERVICES
2016 2017 2018 2019 2020
Calls for service 795 979 972 1,097 983
Calls per 1,000 population 39.09 48.13 47.79 53.94 48.33
Emergency services data for 2016-2020 was compiled by the West Metro Fire-Rescue District. Calls for service include fire,
hazardous conditions, target hazards, EMS, rescue, weather, police assistance, service, good intent, and false alarms, amongst
others.
PAGE 8
COMPARISON TO OTHER CITIES
2016
New Hope Crystal Golden Valley New Brighton Richfield
Calls per 1,000 population 39.09 31.46 36.67 14.45 114.31
Comparison data was compiled from reports posted on official city websites or requested and supplied directly by city staff.
2017
New Hope Crystal Golden Valley New Brighton Richfield
Calls per 1,000 population 48.13 39.64 31.38 14.40 121.52
2018
New Hope Crystal Golden Valley New Brighton Richfield
Calls per 1,000 population 47.79 36.93 29.23 13.70 118.23
2019
New Hope Crystal Golden Valley New Brighton Richfield
Calls per 1,000 population 53.94 37.88 36.03 17.80 125.21
2020
New Hope Crystal Golden Valley New Brighton Richfield
Calls per 1,000 population 48.33 35.26 35.54 15.05 126.35
6. CODE ENFORCEMENT SERVICES (CITIZEN RATING)
2016 2017 2018 2019 2020
Excellent or good 45%N/A N/A N/A N/A
Fair 16%N/A N/A N/A N/A
Poor 9%N/A N/A N/A N/A
Too tough N/A 7%7%7%8%
About right N/A 47%53%58%63%
Not tough enough N/A 36%34%34%28%
Unknown/Blank 30%10%6%1%1%
Data for citizens’ rating of the quality of code enforcement services from 2016-2020 was compiled from the City Services Survey,
an annual paper and web-based survey hosted by the League of Minnesota Cities as part of the city’s participation in the state’s
Performance Measurement Program. Potential responses to the survey were changed in 2017 to better correlate with how the
survey question was worded. “N/A” signifies that no data was reported.
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
7. FIRE PROTECTION (CITIZEN RATING)
2016 2017 2018 2019 2020
Excellent or good 68%67%79%80%78%
Fair or neutral 2%2%17%18%19%
Poor 0%0%1%1%1%
Unknown or blank 30%31%4%2%1%
PAGE 9
Data for citizens’ rating of the quality of fire protection services from 2016-2020 was compiled from the City Services Survey,
an annual paper and web-based survey hosted by the League of Minnesota Cities as part of the city’s participation in the state’s
Performance Measurement Program.
COMPARISON TO OTHER CITIES 2016
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 68%61%N/A N/A N/A
Fair or neutral 2%10%N/A N/A N/A
Poor 0%2%N/A N/A N/A
Unknown or blank 30%27%N/A N/A N/A
Comparison data was compiled from reports submitted by each individual city to the state as part of the City Services Survey or
Morris Leatherman Company Survey. “N/A” signifies that no data was reported.
2017
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 67%66%N/A 97%N/A
Fair or neutral 2%4%N/A 3%N/A
Poor 0%1%N/A 0%N/A
Unknown or blank 31%29%N/A 0%N/A
2018
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 79%71%N/A N/A N/A
Fair or neutral 17%3%N/A N/A N/A
Poor 1%0%N/A N/A N/A
Unknown or blank 4%26%N/A N/A N/A
2019
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 80%73%N/A N/A N/A
Fair or neutral 18%3%N/A N/A N/A
Poor 1%1%N/A N/A N/A
Unknown or blank 2%23%N/A N/A N/A
2020
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 78%73%N/A N/A N/A
Fair or neutral 19%5%N/A N/A N/A
Poor 1%1%N/A N/A N/A
Unknown or blank 1%22%N/A N/A N/A
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
8. CITY SERVICES/QUALITY OF LIFE (CITIZEN RATING)
2016 2017 2018 2019 2020
Excellent or good 87%84.5%81%81%81%
Fair or neutral 10%10.5%16%17%16%
Poor 1%1%1%1%1%
Unknown or blank 3%4%2%1%2%
PAGE 10
Data for citizens’ rating of the overall quality of city services from 2016-2020 was compiled from the City Services Survey, an
annual paper and web-based survey hosted by the League of Minnesota Cities as part of the city’s participation in the state’s
Performance Measurement Program.
COMPARISON TO OTHER CITIES 2016
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 87%62%N/A N/A N/A
Fair or neutral 10%27%N/A N/A N/A
Poor 1%8%N/A N/A N/A
Unknown or blank 3%3%N/A N/A N/A
Comparison data was compiled from reports submitted by each individual city to the state as part of the City Services Survey or
Morris Leatherman Company Survey. “N/A” signifies that no data was reported.
2017
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 84.5%78%N/A 91%N/A
Fair or neutral 10.5%14%N/A 9%N/A
Poor 1%4%N/A 0%N/A
Unknown or blank 4%4%N/A 0%N/A
2018
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 81%76%N/A N/A N/A
Fair or neutral 16%15%N/A N/A N/A
Poor 1%4%N/A N/A N/A
Unknown or blank 2%5%N/A N/A N/A
2019
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 81%73%N/A N/A N/A
Fair or neutral 17%17%N/A N/A N/A
Poor 1%5%N/A N/A N/A
Unknown or blank 1%5%N/A N/A N/A
2020
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 81%76%N/A N/A 87%
Fair or neutral 16%16%N/A N/A 13%
Poor 1%4%N/A N/A 0%
Unknown or blank 2%4%N/A N/A 0%
PUBLIC SERVICE DELIVERY & COMMUNITY SUSTAINABILITY
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
9. CREDITWORTHINESS
PAGE 11
2016 2017 2018 2019 2020
Bond rating 💡AA AA AA AA AA
The city’s bond rating for 2016-2020 was determined by Standard & Poor’s Ratings Services. Standard & Poor’s rating definitions
state that “an issuer rated ‘AA’ has very strong capacity to meet its financial commitments and differs from the highest-rated
issuers only to a small degree.” The rating reflects an assessment of various factors for the city, including strong economy (an
improvement from 2016); very strong management with “strong” financial policies; strong budgetary performance, with an
operating surplus in the general fund; very strong budgetary flexibility; very strong liquidity; weak debt and contingent liability
profile; and a strong institutional framework score.
COMPARISON TO OTHER CITIES 2016
New Hope Crystal Golden Valley New Brighton Richfield
Bond rating AA AA2 AA1 AA AA+
Comparison data was compiled from reports posted on official websites for each city. The AAA rating represents minimum
credit risk and signifies that the insurer has extremely strong capacity to meet its financial commitments. It is the highest rating
assigned by Moody’s Investors Service and Standard & Poor’s. Moody’s AA1 rating and Standard & Poor’s AA+ rating are the
second highest ratings assigned by each agency and indicate a slightly higher rating as compared to Standard & Poor’s AA rating
and Moody’s AA2 rating.
2017
New Hope Crystal Golden Valley New Brighton Richfield
Bond rating AA AA2 AA1 AA AA+
2018
New Hope Crystal Golden Valley New Brighton Richfield
Bond rating AA AA2 AA1 AA AA+
2019
New Hope Crystal Golden Valley New Brighton Richfield
Bond rating AA AA2 AA1 AA+AA+
2020
New Hope Crystal Golden Valley New Brighton Richfield
Bond rating AA AA2 AA1 AA+AA+
10. FINANCIAL MANAGEMENT
2016 2017 2018 2019 2020
Unmodified audit on financial statements 💡
Unqualified financial audits for 2016-2020 and unmodified financial audits for 2020 were performed by Malloy, Montague,
Karnowski, Radosevich & Co., P.A.
11. FINANCIAL CONDITION
2016 2017 2018 2019 2020
Property taxes (general fund)$8,954,626 $9,541,667 $9,971,064 $10,297,018 $10,422,823
Personnel costs (general fund)$7,429,564 $7,771,859 $8,156,899 $8,634,285 $8,696,425
Ratio of tax revenues to personnel costs 1.21 1.23 1.22 1.19 1.19
Property tax payment rate 99.48%99.40%99.40%99.15%99.20%
Financial condition data for 2016-2020 was compiled by the city’s financial consultant, Abdo, Eick and Meyers, LLP, as a part of
the city’s Comprehensive Annual Financial Report.
💡SMART Goal
💡SMART Goal
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 12
12. PROPERTY VALUES
2016 2017 2018 2019 2020
Taxable market value 💡$1,535,054,114 $1,697,092,365 $1,831,436,951 $2,021,382,123 $2,177,389,934
Percent change in taxable market value 7.28%10.56%7.92%10.37%7.72%
Data for taxable market values of properties in New Hope for 2016-2020 was determined by Hennepin County. Taxable market
value for 2016 was payable in 2017, value for 2017 was payable in 2018, etc.
COMPARISON TO OTHER CITIES 2016
New Hope Crystal Golden Valley New Brighton Richfield
Taxable market value $1,535,054,114 $1,482,067,331 $3,271,878,353 $2,058,438,500 $2,897,764,130
Percent change in taxable market value 7.28%10.67%5.63%6.81%8.49%
Data for taxable market values was compiled from comprehensive market value reports posted on county websites.
2017
New Hope Crystal Golden Valley New Brighton Richfield
Taxable market value $1,697,092,365 $1,637,892,494 $3,523,108,955 $2,233,653,900 $3,079,159,709
Percent change in taxable market value 10.56%10.51%7.68%8.51%6.26%
2018
New Hope Crystal Golden Valley New Brighton Richfield
Taxable market value $1,831,436,951 $1,780,685,897 $3,842,319,483 $2,417,354,100 $3,421,012,095
Percent change in taxable market value 7.92%8.72%9.06%8.22%11.1%
2019
New Hope Crystal Golden Valley New Brighton Richfield
Taxable market value $2,021,382,123 $1,995,358,954 $4,136,243,370 $2,568,417,900 $3,688,345,783
Percent change in taxable market value 10.37%12.06%7.65%6.25%7.81%
2020
New Hope Crystal Golden Valley New Brighton Richfield
Taxable market value $2,177,389,934 $2,089,227,330 $4,325,815,780 $2,760,181,800 $3,861,992,678
Percent change in taxable market value 7.72%4.70%4.58%7.47%4.71%
13. EMPLOYEE RETENTION
2016 2017 2018 2019 2020
Turnover rate 💡10.7%9.4%6.5%5.4%11.8%
Employee turnover rate data for 2016-2020 was compiled by the city’s human resources department.
💡SMART Goal
💡SMART Goal
14. WORKERS’ COMPENSATION
2016 2017 2018 2019 2020
Number of insurance claims 28 20 41 19 41
Experience modification rate 💡1.30 1.40 1.08 1.05 0.92
Insurance claims and Experience Modification Rate (EMR) data for 2016-2020 was compiled by the city’s human resources
department. The EMR gauges the past cost of injuries and future chances of risk, impacting the cost of the city’s worker
compensation insurance premiums. The industry benchmark average EMR is 1.0. An EMR of less than 1.0 effectively reduces
the premium paid, where an EMR greater than 1.0 increases the premium paid. The EMR for 2020-2021 is calculated using 2016,
2017, and 2018 data.
💡SMART Goal
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 13
15. ENVIRONMENTAL STEWARDSHIP
The Minnesota GreenStep Cities Program is a voluntary challenge, assistance, and recognition program that helps cities
achieve their sustainability and quality-of-life goals. This free continuous improvement program, managed by a public-private
partnership, is based upon 29 best practices comprised of 175 best practice actions. The program recognizes cities for their
accomplishments by assigning a step level ranging from 1 to 5, which is determined by Minnesota GreenStep Cities.
COMPARISON TO OTHER CITIES
Comparison data was compiled from the Minnesota GreenStep Cities’ website.
2016
New Hope Crystal Golden Valley New Brighton Richfield
Minnesota GreenStep Cities rating Step 3 Step 2 Step 1 Step 2 Step 2
2017
New Hope Crystal Golden Valley New Brighton Richfield
Minnesota GreenStep Cities rating Step 3 Step 2 Step 2 Step 2 Step 2
2018
New Hope Crystal Golden Valley New Brighton Richfield
Minnesota GreenStep Cities rating Step 3 Step 2 Step 3 Step 3 Step 2
2020
New Hope Crystal Golden Valley New Brighton Richfield
Minnesota GreenStep Cities rating Step 3 Step 3 Step 4 Step 5 Step 3
2016 2017 2018 2019 2020
Minnesota GreenStep Cities step level Step 3 Step 3 Step 3 Step 3 Step 3
Best practices completed 18 21 24 24 25
Best practice actions completed 💡70 76 83 88 91
2019
New Hope Crystal Golden Valley New Brighton Richfield
Minnesota GreenStep Cities rating Step 3 Step 3 Step 4 Step 4 Step 3
💡SMART Goal
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
16. CITY ROADS (CITIZEN RATING)
2016 2017 2018 2019 2020
Excellent or good 63%76%70%66%64%
Fair or neutral 30%20%23%31%32%
Poor 6%4%2%3%3%
Unknown or blank 1%0%5%1%1%
PAGE 14
Data for citizens’ rating of city roads from 2016-2020 was compiled from the City Services Survey, an annual paper and web-
based survey hosted by the League of Minnesota Cities as part of the city’s participation in the state’s Performance Measurement
Program.
COMPARISON TO OTHER CITIES 2016
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 63%63%N/A N/A N/A
Fair or neutral 30%25%N/A N/A N/A
Poor 6%12%N/A N/A N/A
Unknown or blank 1%0%N/A N/A N/A
Comparison data was compiled from reports submitted by each individual city to the state as part of the City Services Survey or
Morris Leatherman Company Survey. “N/A” signifies that no data was reported.
2017
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 76%75%N/A 63%N/A
Fair or neutral 20%19%N/A 30%N/A
Poor 4%5%N/A 7%N/A
Unknown or blank 0%0%N/A 0%N/A
2018
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 70%73%N/A N/A N/A
Fair or neutral 23%23%N/A N/A N/A
Poor 2%4%N/A N/A N/A
Unknown or blank 5%0%N/A N/A N/A
2019
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 62%70%N/A N/A N/A
Fair or neutral 31%23%N/A N/A N/A
Poor 6%7%N/A N/A N/A
Unknown or blank 1%0%N/A N/A N/A
2020
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 64%71%N/A N/A N/A
Fair or neutral 32%23%N/A N/A N/A
Poor 3%6%N/A N/A N/A
Unknown or blank 1%0%N/A N/A N/A
GENERAL GOVERNMENT INFRASTRUCTURE CONDITION
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
17. PAVEMENT
PAGE 15
2016 2017 2018 2019 2020
Pavement condition rating 💡75 (good)76 (good)76 (good)76 (good)80 (good)
Data for pavement condition ratings from 2016-2020 was compiled by the city engineer.
18. ROAD SNOWPLOWING (CITIZEN RATING)
2016 2017 2018 2019 2020
Excellent or good 84%84%80%78%81%
Fair or neutral 10%12%15%18%16%
Poor 4%2%4%4%2%
Unknown or blank 2%2%1%0%1%
Data for citizens’ rating of the quality of snowplowing of city streets from 2016-2020 was compiled from the City Services Survey,
an annual paper and web-based survey hosted by the League of Minnesota Cities as part of the city’s participation in the state’s
Performance Measurement Program.
COMPARISON TO OTHER CITIES 2016
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 84%43%N/A N/A N/A
Fair or neutral 10%35%N/A N/A N/A
Poor 4%17%N/A N/A N/A
Unknown or blank 2%6%N/A N/A N/A
Comparison data was compiled from reports submitted by each individual city to the state as part of the City Services Survey or
Morris Leatherman Company Survey. “N/A” signifies that no data was reported.
2017
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 84%69%N/A 81%N/A
Fair or neutral 12%19%N/A 12%N/A
Poor 2%9%N/A 7%N/A
Unknown or blank 2%3%N/A 0%N/A
2018
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 80%63%N/A N/A N/A
Fair or neutral 15%23%N/A N/A N/A
Poor 4%11%N/A N/A N/A
Unknown or blank 1%3%N/A N/A N/A
2019
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 78%65%N/A N/A N/A
Fair or neutral 18%21%N/A N/A N/A
Poor 4%13%N/A N/A N/A
Unknown or blank 0%1%N/A N/A N/A
2020
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 81%69%N/A N/A N/A
Fair or neutral 16%20%N/A N/A N/A
Poor 2%10%N/A N/A N/A
Unknown or blank 1%1%N/A N/A N/A
💡SMART Goal
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 16
19. WATER UTILITY INFRASTRUCTURE
2016 2017 2018 2019 2020
Water main breaks 19 12 24 14 18
Water main break data for 2016-2020 was compiled by the city’s public works department.
COMPARISON TO OTHER CITIES 2016
New Hope Crystal Golden Valley New Brighton Richfield
Water main breaks 19 9 14 28 16
Comparison data was compiled from reports submitted by each individual city to the state as part of the City Services Survey or
requested and supplied directly by city staff.
2017
New Hope Crystal Golden Valley New Brighton Richfield
Water main breaks 12 13 11 14 11
2018
New Hope Crystal Golden Valley New Brighton Richfield
Water main breaks 24 12 17 21 12
2019
New Hope Crystal Golden Valley New Brighton Richfield
Water main breaks 14 10 14 15 10
2020
New Hope Crystal Golden Valley New Brighton Richfield
Water main breaks 18 7 28 15 11
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 17
20. WATER QUALITY (CITIZEN RATING)
2016 2017 2018 2019 2020
Excellent or good 88%90%86%87%88%
Fair or neutral 7%6%12%11%10%
Poor 2%2%1%1%1%
Unknown or blank 3%2%1%1%1%
Data for citizens’ rating of the dependability and quality of the city water supply from 2016-2020 was compiled from the
City Services Survey, an annual paper and web-based survey hosted by the League of Minnesota Cities as part of the city’s
participation in the state’s Performance Measurement Program.
COMPARISON TO OTHER CITIES 2016
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 88%85%N/A N/A N/A
Fair or neutral 7%9%N/A N/A N/A
Poor 2%1%N/A N/A N/A
Unknown or blank 3%5%N/A N/A N/A
Comparison data was compiled from reports submitted by each individual city to the state as part of the City Services Survey
or Morris Leatherman Company Survey. “N/A” signifies that no data was reported. The cities of New Hope, Crystal, and
Golden Valley are members of the Joint Water Commission (JWC), a joint powers board that was formed in 1963 with the intent
of providing its member cities with a secure, reliable, cost-effective water supply. The JWC purchases water from the city of
Minneapolis, which draws its water supply from the Mississippi River in Fridley, where it is treated and purified.
2017
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 90%89%N/A 53%N/A
Fair or neutral 6%6%N/A 29%N/A
Poor 2%3%N/A 18%N/A
Unknown or blank 2%2%N/A 0%N/A
2018
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 86%91%N/A N/A N/A
Fair or neutral 12%6%N/A N/A N/A
Poor 1%2%N/A N/A N/A
Unknown or blank 1%1%N/A N/A N/A
2019
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 87%87%N/A N/A N/A
Fair or neutral 11%9%N/A N/A N/A
Poor 1%2%N/A N/A N/A
Unknown or blank 1%2%N/A N/A N/A
2020
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 88%85%N/A N/A N/A
Fair or neutral 10%9%N/A N/A N/A
Poor 1%4%N/A N/A N/A
Unknown or blank 1%3%N/A N/A N/A
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 18
21. SANITARY SEWER (CITIZEN RATING)
2016 2017 2018 2019 2020
Excellent or good 84%86%80%81%80%
Fair or neutral 6%5%16%17%18%
Poor 1%1%1%1%1%
Unknown or blank 10%8%3%1%1%
Data for citizens’ rating of the dependability and quality of the city sanitary sewer service from 2016-2020 was compiled from
the City Services Survey, an annual paper and web-based survey hosted by the League of Minnesota Cities as part of the city’s
participation in the state’s Performance Measurement Program.
COMPARISON TO OTHER CITIES 2016
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 84%70%N/A N/A N/A
Fair or neutral 6%11%N/A N/A N/A
Poor 1%7%N/A N/A N/A
Unknown or blank 10%12%N/A N/A N/A
Comparison data was compiled from reports submitted by each individual city to the state as part of the City Services Survey or
Morris Leatherman Company Survey. “N/A” signifies that no data was reported.
2017
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 86%82%N/A 77%N/A
Fair or neutral 5%6%N/A 20%N/A
Poor 1%0%N/A 3%N/A
Unknown or blank 8%12%N/A 0%N/A
2018
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 80%84%N/A N/A N/A
Fair or neutral 16%5%N/A N/A N/A
Poor 1%1%N/A N/A N/A
Unknown or blank 3%10%N/A N/A N/A
2019
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 81%80%N/A N/A N/A
Fair or neutral 17%6%N/A N/A N/A
Poor 1%2%N/A N/A N/A
Unknown or blank 1%11%N/A N/A N/A
2020
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 80%82%N/A N/A N/A
Fair or neutral 18%7%N/A N/A N/A
Poor 1%0%N/A N/A N/A
Unknown or blank 1%11%N/A N/A N/A
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 19
22. SEWER UTILITY INFRASTRUCTURE
2016 2017 2018 2019 2020
Blockages 0 0 0 1 2
Blockages per 1,000 connections (5,400 total).000 .000 .000 .185 .370
Sewer blockages data for 2016-2020 was compiled by the city’s public works department.
COMPARISON TO OTHER CITIES 2016
New Hope Crystal Golden Valley New Brighton Richfield
Blockages per 1,000 connections .000 1.000 .000 .000 .278
Comparison data was compiled from reports submitted by each individual city to the state as part of the Performance
Measurement Program or requested and supplied directly by city staff.
2017
New Hope Crystal Golden Valley New Brighton Richfield
Blockages per 1,000 connections .000 1.000 .267 .169 .000
2018
New Hope Crystal Golden Valley New Brighton Richfield
Blockages per 1,000 connections .000 1.000 .401 .674 .000
2019
New Hope Crystal Golden Valley New Brighton Richfield
Blockages per 1,000 connections .185 .375 .267 .169 .000
2020
New Hope Crystal Golden Valley New Brighton Richfield
Blockages per 1,000 connections .370 .375 .401 .337 .000
23. STORMWATER MANAGEMENT (CITIZEN RATING)
2016 2017 2018 2019 2020
Excellent or good N/A N/A N/A 70%72%
Fair or neutral N/A N/A N/A 26%25%
Poor N/A N/A N/A 3%2%
Unknown or blank N/A N/A N/A 1%1%
Data for citizens’ rating of the quality of stormwater management from 2019-2020 was compiled from the City Services Survey,
an annual paper and web-based survey hosted by the League of Minnesota Cities as part of the city’s participation in the state’s
Performance Measurement Program. “N/A” signifies that no data was reported.
ATTRACTIVE, HIGH QUALITY NEIGHBORHOODS & BUSINESS
DISTRICTS
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
24. DEVELOPMENT ACTIVITY
2016 2017 2018 2019 2020
Permits issued 2,607 2,652 2,441 2,459 2,536
Fees collected 💡$602,391 $867,289 $506,883 $452,267 $513,900
Valuation of work 💡$37,740,765 $71,895,249 $46,952,876 $38,288,981 $27,832,249
PAGE 20
COMPARISON TO OTHER CITIES 2016
New Hope Crystal Golden Valley New Brighton Richfield
Permits issued 2,607 2,757 4,809 2,586 4,993
Fees collected $602,391 $386,630 $1,748,350 $881,527 $973,395
Valuation of work $37,740,765 $11,466,999 $107,880,740 $29,340,095 $75,795,522
Comparison data was requested and supplied directly by city staff.
2017
New Hope Crystal Golden Valley New Brighton Richfield
Permits issued 2,652 2,808 5,013 2,335 5,185
Fees collected $867,289 $432,094 $3,096,448 $941,559 $902,259
Valuation of work $71,895,249 $17,035,179 $276,995,856 $41,167,266 $116,226,763
2018
New Hope Crystal Golden Valley New Brighton Richfield
Permits issued 2,441 2,562 4,801 2,087 5,384
Fees collected $506,883 $447,303 $1,799,150 $469,215 $1,326,046
Valuation of work $46,952,876 $13,912,369 $99,562,730 $17,164,550 $189,452,625
2019
New Hope Crystal Golden Valley New Brighton Richfield
Permits issued 2,459 2,833 4,840 2,215 4,971
Fees collected $452,267 $477,399 $1,633,690 $1,425,085 $2,336,391
Valuation of work $38,288,981 $26,654,088 $88,061,211 $85,540,662 $242,383,630
2020
New Hope Crystal Golden Valley New Brighton Richfield
Permits issued 2,536 2,751 4,172 2,533 5,756
Fees collected $513,900 $360,128 $1,242,105 $1,493,157 $1,469,468
Valuation of work $27,832,249 $9,465,930 $49,665,715 $86,595,657 $153,378,020
Permit data for 2016-2020 was compiled by the city’s community development department.
💡SMART Goal
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 21
25. RECREATION PROGRAMS & FACILITIES (CITIZEN RATING)
2016 2017 2018 2019 2020
Excellent or good 74%73%75%74%72%
Fair or neutral 10%8%22%24%24%
Poor 1%2%1%1%1%
Unknown or blank 16%17%2%1%2%
Data for citizens’ rating of the quality of city recreational programs and facilities from 2016-2020 was compiled from the
City Services Survey, an annual paper and web-based survey hosted by the League of Minnesota Cities as part of the city’s
participation in the state’s Performance Measurement Program.
COMPARISON TO OTHER CITIES 2016
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 74%61%N/A N/A N/A
Fair or neutral 10%19%N/A N/A N/A
Poor 1%14%N/A N/A N/A
Unknown or blank 16%7%N/A N/A N/A
Comparison data was compiled from reports submitted by each individual city to the state as part of the City Services Survey or
Morris Leatherman Company Survey. “N/A” signifies that no data was reported.
2017
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 73%71%N/A 70%N/A
Fair or neutral 8%19%N/A 26%N/A
Poor 2%5%N/A 4%N/A
Unknown or blank 17%6%N/A 0%N/A
2018
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 75%72%N/A N/A N/A
Fair or neutral 22%17%N/A N/A N/A
Poor 1%5%N/A N/A N/A
Unknown or blank 2%6%N/A N/A N/A
2019
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 74%71%N/A N/A N/A
Fair or neutral 24%15%N/A N/A N/A
Poor 1%6%N/A N/A N/A
Unknown or blank 1%8%N/A N/A N/A
2020
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 72%72%N/A N/A 81%
Fair or neutral 24%18%N/A N/A 17%
Poor 1%5%N/A N/A 2%
Unknown or blank 2%5%N/A N/A 0%
1 Survey separated questions for recreation programs and recreation facilities.
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
26. RECREATION PARTICIPATION & ATTENDANCE
2016 2017 2018 2019 2020
Participants in recreation programs 💡23,717 25,043 25,604 23,598 10,504
Pool attendance 19,755 18,761 Closed Closed Closed
Pool passes 665 657 Closed Closed Closed
Golf rounds 💡20,375 18,662 17,800 16,837 26,553
Open skating attendance 💡1,728 1,962 2,204 2,594 1,055
Ice hours rented 💡3,567 4,030 4,151 4,202 2,984
PAGE 22
Recreation program participant data for 2016-2020 was compiled by the city’s parks and recreation department.
COMPARISON TO OTHER CITIES 2016
New Hope Crystal Golden Valley1 New Brighton Richfield
Pool attendance 19,755 26,769 N/A N/A 46,615
Pool passes 665 812 (family)N/A N/A N/A
Golf rounds 20,375 N/A 16,364 22,072 N/A
Open skating attendance 1,728 N/A N/A N/A 3,423
Ice hours rented 3,567 N/A N/A N/A N/A
Comparison data was requested and supplied directly by city staff. “N/A” signifies that the city does not operate a pool or golf
course or ice arena.
2017
New Hope Crystal Golden Valley1 New Brighton Richfield
Pool attendance 18,761 27,098 N/A N/A 36,288
Pool passes 657 626 (family)N/A N/A 1,856
Golf rounds 18,662 N/A 15,556 19,675 N/A
Open skating attendance 1,962 N/A N/A N/A 4,796
Ice hours rented 4,030 N/A N/A N/A N/A
2018
New Hope Crystal Golden Valley1 New Brighton Richfield
Pool attendance Closed 30,350 N/A N/A 42,480
Pool passes Closed 2,276 (ind.)N/A N/A 1,840
Golf rounds 17,800 N/A 15,723 18,128 N/A
Open skating attendance 2,204 N/A N/A N/A 4,673
Ice hours rented 4,151 N/A N/A N/A N/A
2019
New Hope Crystal Golden Valley1 New Brighton Richfield
Pool attendance Closed 26,631 N/A N/A 43,560
Pool passes Closed 2,024 (ind.)N/A N/A 1,961
Golf rounds 16,837 N/A 16,430 16,893 N/A
Open skating attendance 2,594 N/A N/A N/A 4,448
Ice hours rented 4,202 N/A N/A N/A 5,702
2020
New Hope Crystal Golden Valley1 New Brighton Richfield
Pool attendance Closed Closed N/A N/A Closed
Pool passes Closed Closed N/A N/A Closed
Golf rounds 26,553 N/A 25,879 23,473 N/A
Open skating attendance 1,055 N/A N/A N/A 1,842
Ice hours rented 2,984 N/A N/A N/A 3,524
💡SMART Goal
1 Data from par 3 golf course only, does not include rounds at 18-hole regulation course.
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 23
27. CITY/NEIGHBORHOOD APPEARANCE (CITIZEN RATING)
2016 2017 2018 2019 2020
Excellent or good 78%82%79%79%80%
Fair or neutral 20%15%20%19%18%
Poor 2%2%1%1%1%
Unknown or blank 0%1%0%1%1%
Data for citizens’ rating of the overall appearance of the city from 2016-2020 was compiled from the City Services Survey, an
annual paper and web-based survey hosted by the League of Minnesota Cities as part of the city’s participation in the state’s
Performance Measurement Program.
COMPARISON TO OTHER CITIES 2016
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 78%50%N/A N/A N/A
Fair or neutral 20%43%N/A N/A N/A
Poor 2%7%N/A N/A N/A
Unknown or blank 0%0%N/A N/A N/A
Comparison data was compiled from reports submitted by each individual city to the state as part of the City Services Survey or
Morris Leatherman Company Survey. “N/A” signifies that no data was reported.
2017
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 82%69%N/A 82%N/A
Fair or neutral 15%26%N/A 19%N/A
Poor 2%4%N/A 1%N/A
Unknown or blank 1%0%N/A 0%N/A
2018
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 79%63%N/A N/A N/A
Fair or neutral 20%31%N/A N/A N/A
Poor 1%6%N/A N/A N/A
Unknown or blank 0%0%N/A N/A N/A
2019
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 79%65%N/A N/A N/A
Fair or neutral 19%30%N/A N/A N/A
Poor 1%5%N/A N/A N/A
Unknown or blank 1%0%N/A N/A N/A
2020
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 80%66%N/A N/A N/A
Fair or neutral 18%28%N/A N/A N/A
Poor 1%5%N/A N/A N/A
Unknown or blank 1%0%N/A N/A N/A
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
28. DISTRIBUTION OF INFORMATION (CITIZEN RATING)
PAGE 24
Data for citizens’ rating of the quality of communication/distribution of information from 2016-2020 was compiled from the
City Services Survey, an annual paper and web-based survey hosted by the League of Minnesota Cities as part of the city’s
participation in the state’s Performance Measurement Program.
PUBLIC COMMUNICATION & COMMUNITY INVOLVEMENT
29. WEBSITE TRAFFIC
2016 2017 2018 2019 2020
Unique visitors 115,356 98,049 91,165 102,583 99,161
Website data for 2016-2020 was compiled by the city’s communications department.
2016 2017 2018 2019 2020
Excellent or good 78%77%77%72%71%
Fair or neutral 16%19%20%24%25%
Poor 1%2%3%3%3%
Unknown or blank 5%2%1%1%1%
COMPARISON TO OTHER CITIES 2016
New Hope Crystal Golden Valley New Brighton Richfield
Unique visitors 115,356 98,839 N/A N/A N/A
Comparison data was requested and supplied directly by city staff.
2017
New Hope Crystal Golden Valley New Brighton Richfield
Unique visitors 98,049 90,037 N/A N/A N/A
2018
New Hope Crystal Golden Valley New Brighton Richfield
Unique visitors 91,165 91,105 N/A N/A N/A
2019
New Hope Crystal Golden Valley New Brighton Richfield
Unique visitors 102,583 96,539 N/A N/A N/A
2020
New Hope Crystal Golden Valley New Brighton Richfield
Unique visitors 99,161 101,832 N/A N/A N/A
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 25
30. MEETING VIEWERSHIP
2016 2017 2018 2019 2020
Online views of city meetings 1,197 1,429 803 555 1,796
Online viewership data for 2016-2020 was compiled by CCX Media, the organization that broadcasts city meetings. Viewership
numbers include city council, economic development authority, and planning commission meetings as well as candidate
forums and state of the city events. A technical problem prevented Northwest Community Television from gathering data from
November and December 2018, therefore viewership data for those two months is not included in the total.
COMPARISON TO OTHER CITIES 2016
New Hope Crystal Golden Valley New Brighton Richfield
Online views of city meetings 1,119 1,184 1,234 N/A N/A
Comparison data was requested and supplied directly by CCX Media.
2017
New Hope Crystal Golden Valley New Brighton Richfield
Online views of city meetings 1,429 1,220 1,169 N/A N/A
2018
New Hope Crystal Golden Valley New Brighton Richfield
Online views of city meetings 803 584 1,016 N/A N/A
2019
New Hope Crystal Golden Valley New Brighton Richfield
Online views of city meetings 555 503 1,509 N/A N/A
2020
New Hope Crystal Golden Valley New Brighton Richfield
Online views of city meetings 1,796 1,159 2,550 N/A N/A
COMPARATIVE ANALYSIS TO SIMILAR CITIES
31. TAX RATE
2016 2017 2018 2019 2020
New Hope1 57.41%59.93%58.59%67.99%67.09%
New Hope without street infrastructure levy2 48.57%51.43%50.29%59.23%57.725%
Crystal 53.21%50.36%50.42%48.77%47.86%
Golden Valley 54.45%56.11%55.15%53.78%53.40%
Champlin 44.28%43.00%41.19%39.61%39.56%
Hopkins 65.58%64.49%67.83%71.70%70.75%
Brooklyn Center 73.29%71.90%68.43%71.86%66.60%
Tax rate data for 2016-2020 was compiled by the city’s financial consultant, Abdo, Eick and Meyers, LLP, from the county rate
cards.
1 New Hope’s total tax capacity rate does not take into account that New Hope does not levy special assessments for street
infrastructure improvement projects.
2 Removing New Hope’s street infrastructure levy from the tax capacity rate puts it on an equal playing field with neighboring
communities. The city funds street infrastructure improvement projects through its annual street infrastructure levy with the
cost of street improvements spread across all taxpaying properties.
32. DEBT PER CAPITA
2016 2017 2018 2019 2020
New Hope 1,160 2,040 2,448 2,605 2,094
Crystal 696 884 760 668 553
Golden Valley 2,965 4,134 2,808 3,938 2,913
Champlin 404 184 164 143 452
Hopkins 2,812 3,518 3,797 4,055 4,467
Brooklyn Center 1,663 1,757 1,921 1,954 1,977
Debt per capita data for New Hope from 2016-2020 was compiled by the city’s financial consultant, Abdo, Eick and Meyers, LLP,
as a part of the city’s Comprehensive Annual Financial Report.
33. RESPONSE RATE
2016 2017 2018 2019 2020
New Hope 646 632 679 610 839
Crystal 89 530 362 399 389
Golden Valley N/A N/A N/A N/A N/A
Richfield N/A N/A N/A N/A 673
New Brighton N/A 330 N/A N/A N/A
All comparison data was compiled from reports submitted by each individual city to the state as part of the City Services Survey.
“N/A” signifies that no survey was conducted.
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 26
SMART GOALS
The city developed SMART (Specific, Measurable, Attainable, Realistic, and Timely) goals in 2016
based on sections of the annual budget. The objective of a SMART goal is to tell exactly what is
expected, why it is important, who is involved, when it is going to happen, and which attributes
are important. Such goals have a much greater chance of being accomplished as compared to
general goals.
CITY OF NEW HOPE, MINNESOTA
SEPTEMBER 1, 2021
ESTABLISHED BETWEEN 2015 & 2020
GENERAL FUND
CITY OF NEW HOPE SMART GOALS
CITY MANAGER
Goal: Coordinate with department heads to ensure an average of $500,000 per year in grants or
outside funding sources for city programs over the next five years.
2016 2017 2018 2019 2020
$647,126 $280,597 $2,266,459 $505,403 $320,789
Status: Completed. The city received an average of $804,075 per year in grants or outside funding
sources between 2016 and 2020. This does not include $1,653,393 in CARES Act funds that were
awarded to the city to assist with the impact of COVID-19 in 2020. The Minnesota Legislature
approved a request by the city for $2 million to help pay for a new 50-meter outdoor pool in
2018.
PAGE 28
Goal: Complete or improve star rating for three or more best practices through the Minnesota
GreenStep Cities program in 2020.
Status: Completed. In 2020, the city received credit for one new best practice, three new best practice
actions, and increased its star rating for an additional two best practice actions. Newly completed
actions from 2020 included the use of energy efficient and environmentally friendly technology,
equipment, and building materials in the construction of the new police station/city hall, a
stormwater treatment and draintile system at the new police station/city hall, and the installation
of water bottle filling stations inside of the building. Other actions included a Safe Routes to
School grant for a temporary installation at the intersection of Boone and 62nd avenues, near
Meadow Lake Elementary, the reuse of appliances from a city-acquired scattered site housing
property, and the establishment of solar energy system regulations allowing for roof and ground
mounted solar energy systems. City staff also initiated a plastics recycling program for staff at city
hall. The city has completed 91 best practice actions, which ranks third amongst 141 participating
cities in total number completed.
2019 2020
88 91
Goal: Coordinate with department heads to ensure an average of $500,000 per year in grants or
outside funding sources for city programs over the next five years.
Status: New for 2021.
Goal: Submit at least three Minnesota GreenStep Cities best practice actions for review per year over
the next three years.
Status: New for 2021.
CITY OF NEW HOPE SMART GOALS
PAGE 29
FINANCE
Goal: Increase bond rating from AA to AA+ in the next five years.
2015 2016 2017 2018 2019 2020
AA AA AA AA AA AA
Status: Not completed. The city’s bonds are rated by Standard and Poor’s (S&P) and remained stable at
“AA” in 2020, signifying that the city has very strong capacity to meet its financial commitments
and is just two rankings below the highest-rated AAA issuers. The city’s financial consultant
developed and implemented a Comprehensive Financial Management Plan in 2016. The plan
includes a debt management plan, revenue management, capital assets, and an update to
the investment policy. City staff also published an economic development report, which was
submitted with the financial management plan in an effort to increase the city’s bond rating. In
2017, S&P recognized these efforts by improving the city’s “Management” score from “Strong” to
“Very Strong,” which is the highest value assigned by S&P for this portion of the rating, but the
overall rating did not change. According to S&P, if the city’s economic indicators improve to a level
commensurate with higher rated peers and the debt profile improves, a higher rating is possible.
The economic indicators used by S&P include per capita income in the city relative to the nation
and the market value of property in the city on a per capita basis. While these factors are largely
outside the city’s control, continued redevelopment efforts can help contribute to movement on
these measures.
Goal: Conduct unqualified/unmodified audit on prior year’s financial statements with clean findings
annually over the next five years.
2016 2017 2018 2019 2020
1 finding 0 findings 0 findings 0 findings 0 findings
Status: Not completed. MMKR completed unqualified/unmodified audits on financial statements from
2016 to 2020. The 2016 audit revealed that certain vendor claims were not paid within the time
frame required by state statute. The issue from 2016 was corrected and future audits revealed no
findings.
Goal: Maintain bond rating of at least AA over the next five years.
Status: New for 2021.
Goal: Conduct unmodified audit on prior year’s financial statements with clean findings annually over
the next five years.
Status: New for 2021.
ASSESSING
2015 2016 2017 2018 2019 2020
$1,430,939,117 $1,535,054,114 $1,697,092,365 $1,831,436,951 $2,021,382,123 $2,177,389,934
Goal: Increase total city taxable property market value by $50 million per year over the next five years.
Status: Completed. Taxable property market value for the city increased by $104 million (7.28%) between
2015 and 2016, $162 million (10.56%) between 2016 and 2017, $134 million (7.92%) between 2017
and 2018, $190 million (10.37%) between 2018 and 2019, and $156 million (7.72%) between 2019
and 2020. Overall, taxable property market value for the city has increased by 52.17% since 2015.
Goal: Increase total city taxable property market value by $50 million per year over the next five years.
Status: New for 2021.
CITY OF NEW HOPE SMART GOALS
PAGE 30
ELECTIONS
2016 2017 2018 2019 2020
80.31%N/A 74.51%N/A 83.47%
Goal: Achieve at least 55% voter turnout rate for gubernatorial races and at least 80% voter turnout
rate for presidential races over the next five years.
Status: Completed. The city had an 80.31% voter turnout rate for the 2016 presidential election, a
74.51% turnout rate for the 2018 gubernatorial election, and an 83% turnout rate for the 2020
presidential election. No elections were held in 2017 or 2019.
COMMUNICATIONS
Goal: Write and coordinate distribution of 12 In the Pipeline utility bill inserts annually over the next
three years.
Status: On track. In the Pipeline was distributed monthly with 2019 and 2020 city utility bills.
2019 2020 2021
12 12 TBD
Goal: Execute more than 100 reader board updates annually over the next three years.
Status: On track. The reader board at 42nd and Xylon avenues was updated 134 times in 2020. The sign
includes information on upcoming meetings, events, and fundraisers, city programming, city
facilities, emergency notifications, job openings, and general information.
Goal: Write and coordinate distribution of four In Touch newsletters annually over the next three years.
Goal: Achieve at least 55% voter turnout rate for gubernatorial races and at least 80% voter turnout
rate for presidential races over the next six years.
Status: New for 2021.
2020 2021 2022
134 TBD TBD
Status: Not completed. At the start of the COVID-19 pandemic, the city’s website and social media
accounts were utilized as the primary means of communication with residents. For this reason,
three newsletters were distributed in 2020.
2020 2021 2022
3 TBD TBD
Goal: Update the city’s website with news features 100 times annually over the next three years.
Status: On track. The news and features section of the website was updated 137 times in 2020.
2020 2021 2022
137 TBD TBD
Goal: Increase the city’s social media following by 15% annually over the next three years.
Status: Not completed. The number of people following the city’s Facebook and Instagram pages
increased by 12.2% between 2019 and 2020, just short of the 15% goal.
Goal: Increase traffic to the city’s website by 10% annually over the next three years.
Status: Not completed. The number of website sessions increased by 4.9% between 2019 and 2020.
2019 2020 2021 2022
3,474 3,897 TBD TBD
2019 2020 2021 2022
150,594 151,329 TBD TBD
CITY OF NEW HOPE SMART GOALS
PAGE 31
HUMAN RESOURCES
2019 2020 2021
5.4%11.8%TBD
Goal: Maintain full-time employee turnover rate of 12% or below over the next three years.
Status: On track. The full-time employee turnover rate increased from 5.4% in 2019 to 11.8% in 2020.
Goal: Maintain or decrease average historic Experience Modification Rate (EMR) from 2013-2017 for
2018-2022.
2013-2017 2018-2022
1.33 1.07
Status: On track. The city’s Experience Modification Rate (EMR) was 1.08 in 2018 and 1.05 in 2019. An
EMR gauges the past cost of injuries and future chances of risk, impacting the cost of the city’s
worker compensation insurance premiums. The industry benchmark average EMR is 1.0. An EMR
of less than 1.0 would effectively reduce the premium paid, where an EMR greater than 1.0 would
increase the premium paid. The EMR for 2019-2020 is calculated using 2015, 2016, and 2017 data.
PLANNING
Goal: Increase population as reported by the 2010 census by at least 3% by the 2020 census.
2010 2020
20,339 21,986
Status: Completed. The city’s population increased by 1,647 residents, or 8.10%, between 2010 and
2020. The decennial census determines the number of seats each state has in the U.S. House of
Representatives and is used to adjust or redraw electoral districts based on where populations
have increased or decreased. The results also inform decisions about allocating hundreds of
billions of dollars in federal funding to communities across the country.
Goal: Increase median household value by at least 3% over the next five years.
2015 2016 2017 2018 2019 2020
$188,500 $196,000 $213,000 $229,000 $244,000 $257,000
Status: Completed. Median household value for the city increased by 3.98% between 2015 and 2016,
8.67% between 2016 and 2017, 7.51% between 2017 and 2018, 6.55% between 2018 and 2019,
and 5.33% between 2019 and 2020.
Goal: Increase median household value by at least 3% per year over the next five years.
Status: New for 2021.
CITY OF NEW HOPE SMART GOALS
PAGE 32
PUBLIC SAFETY
PUBLIC SAFETY
Goal: Complete a minimum of 70 hours of department-wide training per year over the next three years.
Status: On track. Officers receive a minimum of 60 hours of training per year. Each year the department
receives additional training in de-escalation, implicit bias, and individual administrative and/or
tactical training.
2019 2020 2021
80+ hours 80+ hours TBD
Goal: Complete a minimum of eight inter/intra-jurisdictional traffic details over the next three years.
Status: Not completed. In 2019, Officer Kaitlyn Baker participated in several details, some of which took
place in New Hope. The details were put on hold in 2020 due to limited interactions with the
public as a result of the pandemic and police staffing levels.
2019 2020 2021
8 On-hold TBD
RESERVES/EXPLORERS
Goal: Maintain a minimum staffing level of eight active police reserves per year over the next three
years.
Status: On track. The reserve unit continues to recruit and train staff.
2019 2020 2021
8 9 TBD
Goal: Maintain a minimum staffing level of four police explorers per year over the next three years.
Status: Not completed. In 2019 there were four explorers who achieved statewide recognition for their
work. The program was put on hold in 2020 due to the pandemic.
2019 2020 2021
5 On-hold TBD
Goal: Complete at least 33 community education and outreach programs per year over the next three
years.
Status: Not completed. Community services continues to find innovative ways to provide services for
residents. The program was put on hold in 2020 due to the pandemic.
2019 2020 2021
35 On-hold TBD
CITY OF NEW HOPE SMART GOALS
PAGE 33
FIRE & EMS
Goal: Attract a minimum of 50 firefighter candidates each year recruiting takes place over the next 10 years.
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
47 N/A 54 N/A N/A TBD TBD TBD TBD TBD
Status: Not completed. The West Metro Fire-Rescue District had 47 applicants in 2016, nearly reaching its
goal of 50, and hired 11 recruit firefighters. In 2018, there were 54 applicants with 10 recruits hired.
No recruiting took place in 2017 or 2019. Recruiting planned for 2020 did not take place due to the
COVID-19 pandemic.
Goal: Receive $50,000 in grants, reimbursements, and donations annually over the next five years.
2016 2017 2018 2019 2020
$42,526 $91,067 $50,214 $136,156 $240,632
Status: Not completed. The West Metro Fire-Rescue District averaged $112,119 in grants, reimbursements,
and donations over the next five years, but did not receive at least $50,000 each of those years.
In 2020, $240,632 was received in grants, reimbursements, and donations. That included $30,000
in donations, two training reimbursements from the Minnesota Board of Fire Training and
Education (MBFTE) for $6,792, $593.86 from Hennepin County for participating in a radiation
emergency training, $9,901 in reimbursements from the city of Becker for mutual aid response
for a fire at the Northern Metal Recycling Plant in February, and $193,345 CARES reimbursement
from the cities of Crystal and New Hope.
Goal: Complete a minimum of 30 Home Safety Surveys annually over the next five years.
Status: Not completed. The West Metro Fire-Rescue District completed 41 Home Safety Surveys in
2019, 18 of which were in New Hope. The surveys were put on hold in March of 2020 due to
the pandemic. The voluntary program is a free service for residential homeowners in which
firefighters evaluate for hazards by completing a room-by-room walk-through of the home.
If a hazard is found, the firefighter provides recommendations on how to correct the issue.
Firefighters check all smoke and carbon monoxide (CO) detectors to verify they are properly
located and functioning correctly. If needed, they will provide and install new smoke and CO
detectors. The Home Safety Survey takes about an hour to complete. If the homeowners’ family is
present, firefighters will discuss escape planning, meeting places, and sleeping with closed doors.
The Home Safety Survey also provides fire extinguishers, a night-light/flashlight, a cooking timer,
and a fire safety booklet.
2019 2020 2021 2022 2023
41 3 TBD TBD TBD
Goal: Exceed the district firefighter minimum training requirement of 44 hours annually by an average
of 44 hours per firefighter per year (88 hours total) for the next five years.
2019 2020 2021 2022 2023
141 77 TBD TBD TBD
Status: Not completed. In 2020, 58 West Metro Fire-Rescue District firefighters each averaged 77 hours of
training. The nine POC apprentice firefighters each averaged 133 hours of training, including FAO
hours.
Goal: Obtain an average of $50,000 in grants, reimbursements, and donations annually over the next
five years.
Status: New for 2021.
CITY OF NEW HOPE SMART GOALS
PAGE 34
PROTECTIVE INSPECTIONS
Goal: Perform at least 600 code compliance investigations annually over the next five years.
2016 2017 2018 2019 2020 2020
955 1,147 1,546 1,419 971 TBD
Status: On track. City inspectors have completed an average of 1,208 code compliance investigations per
year between 2016 and 2020.
ANIMAL CONTROL
Goal: Maintain average number of goose nests in city from 2016-2018 at same level for 2019-2021.
2016-2018 2019-2021
7.33 4.50
Status: On track. There were five nests recorded in 2019 and four nests recorded in 2020, lower than the
average number recorded between 2016 and 2018.
Goal: Collect $1,500,000 in permit fees between 2019 and 2021.
Status: In progress. The city generated $966,167 in permit fees between 2019 and 2020.
2019 2020 2021
$452,267 $513,900 TBD
Goal: Generate $100,000,000 in value of work for permits issued between 2019 and 2021.
Status: In progress. Total valuation of work completed in city in 2019 and 2020 was $65,897,015.
2019 2020 2021
$38,064,766 $27,832,249 TBD
CITY OF NEW HOPE SMART GOALS
PAGE 35
ENGINEERING
Goal: Input new assets into asset management program relative to infrastructure projects upon project
completion and availability of record drawings.
Status: In progress. Data from 2019 has been uploaded, with the exception of the ongoing City Center
project. Data from 2020 will be uploaded in 2021. The City Center data will be uploaded in 2021
as well. Additionally, a new asset management program is currently being developed and should
be live by the end of 2021.
STREETS
Goal: Dedicate engineering and public works staff time to inflow and infiltration (I&I) investigation.
Status: In progress. Suspected infiltration areas have been investigated by staff and projects to reduce I
and I have been completed in 2020 and identified for 2021.
STREETS
Goal: Increase Pavement Rating Index for city roads over the next five years, while maintaining an
average of 70 or higher.
2016 2017 2018 2019 2020
75 76 76 76 80
Status: Completed. The city’s Pavement Rating Index on local streets increased from 75 in 2016 to 80 in
2020 upon completion of several infrastructure and maintenance projects. It is expected that the
rating will continue to increase as several pavement projects are planned over the next five years.
Goal: Update pavement management plan annually over the next five years.
2016 2017 2018 2019 2020
Status: On track. A 10-year pavement management plan was created in 2016. The plan extends through
2030 and is updated annually.
Goal: Maintain an average Pavement Rating Index of at least 80 over the next five years.
Status: New for 2021.
Goal: Update pavement management plan annually over the next five years.
Status: New for 2021.
CITY OF NEW HOPE SMART GOALS
PAGE 36
PARKS & RECREATION
RECREATION
Goal: Offer eight special events per year over the next five years.
Status: New for 2021.
PARKS
Goal: Replace minimum of one playground structure per year over the next five years.
2016 2017 2018 2019 2020
1 1 1 1 1
Status: Completed. In 2016, the playground at Northwood Park was replaced. The playground structure
at Fred Sims Park was replaced in 2017. In 2018, the playground at Sunnyside Park was replaced.
Jaycee Park was replaced in 2019. In 2020, the playground at Begin Park was replaced.
Goal: Average $15,000 per year in donations, grants, and sponsorships over the next five years.
Status: New for 2021.
Goal: Produce three In Motion program brochures annually over the next five years.
Status: New for 2021.
Goal: Replace minimum of one playground structure per year over the next four years.
Status: New for 2021.
Goal: Crack fill, resurface, or rebuild a minimum of one court surface per year over the next five years.
Status: New for 2021.
Goal: Replace three park name signs per year over the next three years.
Status: New for 2021.
CITY OF NEW HOPE SMART GOALS
PAGE 37
ECONOMIC DEVELOPMENT AUTHORITY (EDA)
Goal: Facilitate the construction or renovation of an average of four scattered site single-family homes
per year between 2019 and 2021.
SPECIAL REVENUE FUND
2019 2020 2021
3 4 TBD
Status: In progress. Staff has developed a proactive approach to engage potential sellers of distressed
and/or functionally obsolete properties in an effort to secure purchase contracts before homes
are offered on the open market. In 2019, three EDA projects were completed, with new homes
being sold to private owners. This included demolition and rebuild projects at 7215 62nd Avenue
North and 7311 62nd Avenue North and new construction at 3856 Maryland Avenue North,
parkland that was previously owned by the city of Crystal. In 2020, four EDA projects were
completed with new homes being sold to private owners. This included demolition and rebuild
projects at 5201 Oregon Avenue North, 5355 Oregon Avenue North (lot split with one of two
new homes sold in 2020), and 6027 West Broadway. A rehabilitation project was also completed
at 3924 Utah Avenue North. Five additional projects are on track to be completed by the end of
2021, including demolition and rebuild projects at 8720 47th Avenue North, 4637 Aquila Avenue
North, 4215 Louisiana Avenue North, and 5353 Oregon Avenue North (second home). A Habitat
for Humanity rehabilitation project is also scheduled to be completed. Projects will be included
in the count upon completion and sale of the home. Since the scattered site housing program
was re-instituted in 2014, the acquisition of distressed single-family homes and vacant lots has
resulted in the construction or rehabilitation of 25 homes (some currently in progress).
Goal: Attract at least 15 new businesses per year over the next five years.
2016 2017 2018 2019 2020
31 26 17 26 31
Status: Completed. An average of 26 new businesses opened per year between 2016 and 2020.
SOLID WASTE MANAGEMENT
Goal: Maintain 80% or greater recycling participation rate over the next five years.
2016 2017 2018 2019 2020
92%92.5%91.2%92.4%92.2%
Status: Completed. The city achieved a recycling participation rate greater than 91% for each of the last
five years. The participation rate includes all residential properties, up to eight units, located in
the city.
Goal: Average 450 pounds recycled per household per year over the next five years.
2016 2017 2018 2019 2020
592 pounds 519.6 pounds 564.2 pounds 430.5 pounds 471.8 pounds
Status: Completed. The city averaged 515.6 pounds of material recycled between 2016 and 2020.
Goal: Maintain 80% or greater recycling participation rate over the next five years.
Status: New for 2021.
Goal: Average 450 pounds recycled per household per year over the next five years.
Status: New for 2021.
Goal: Attract at least 10 new businesses per year over the next five years.
Status: New for 2021.
CITY OF NEW HOPE SMART GOALS
PAGE 38
PARK INFRASTRUCTURE
Goal: Increase levy by 3% per year over the next five years to increase funds available for park
improvements.
CAPITAL PROJECTS FUND
2015 2016 2017 2018 2019 2020
$304,880 $314,026 $323,450 $333,150 $349,800 $367,290
Status: Completed. The park infrastructure levy increased by at least 3% each of the last five years. An
additional amount has been levied for the ice arena each of the last four years, for a total of
$400,000 in 2020.
STREET INFRASTRUCTURE
Goal: Reconstruct or mill and overlay streets as proposed in five-year Capital Improvement Plan.
Status: In progress. A total of 0.47 miles were fully reconstructed and 3.69 miles of street were milled or
reclaimed and overlaid. In addition, 2.31 miles of street were crack repaired and 2.22 miles were
seal coated and fog sealed. The .06 mile road and golf course parking lot were crack sealed, seal
coated, and fog sealed. In total, 8.75 miles of streets were improved in 2020.
Goal: Increase resident awareness of projects in the next five years.
Status: Completed. Construction websites have been maintained for all major construction and
infrastructure projects in the city, including live updates for seal coat and fog seal activities that
impacted resident traffic.
Goal: Utilize GIS data during capital project construction to track daily activity and expedite record
planning process.
Status: New for 2021.
Goal: Increase levy by 3% per year over the next five years to increase funds available for park
improvements.
Status: New for 2021.
CITY OF NEW HOPE SMART GOALS
PAGE 39
SANITARY SEWER
ENTERPRISE FUNDS
Goal: Implement inflow and infiltration (I&I) program for private residences in the next five years.
Status: In progress. Target areas were identified for projects that were completed in 2020. Staff is
currently working with the Minnesota Pollution Control Agency on identifying and implementing a
private inflow and infiltration (I&I) program.
Goal: Implement two-year sewer lining contracts and increase feet per year installed of lining.
Status: On track. City and engineering staff are studying infiltration patterns to increase the effectiveness
of sewer lining in targeted areas. The 2020 and 2021 areas were bid together as one project
in an area known to have high infiltration amounts. The 2020 portion of this project has been
completed.
WATER
Goal: Exercise 5% of water valves annually over the next five years.
Status: On track. In 2020, city staff exercised 75 of the city’s water shut-off valves, or 6.7%. Exercising the
valves ensures that they remain operational in case of emergency water breaks. Staff also tracks
and logs any necessary maintenance while exercising the valves. Staff originally intended to
exercise 10% of valves per year, but the goal was reduced to 5% in 2019.
2018 2019 2020 2021 2022
10.6%5.7%6.7%TBD TBD
STORM WATER
Goal: Improve water quality in Northwood Lake in the next five years.
Status: In progress. In 2019 Bassett Creek Watershed evaluated Northwood Lake for a variety of
environmental indicators. Phosphorus, chlorophyll, and water clarity improved from the last
measurements taken in 2017.
Goal: Database Municipal Separate Storm Sewer System (MS4) and inventory public and private
systems in the next two years.
Status: In progress. All new public and private systems will be entered into the city’s MS4 database. Public
systems have been entered and cataloging of private systems will be completed in 2020.
Goal: Improve water quality in both the Shingle Creek and Bassett Creek watershed districts.
Status: In progress. Projects were implemented in both watershed districts in 2019.
Goal: Locate and catalog 20% of all residential service valves annually over the next five years.
Status: Not completed. When digitizing public works records, staff discovered that many property files
do not have accurate information regarding the location of water shut-off valves in relation to a
home. In 2020, staff had planned to dedicate seasonal workers to completing this goal but due to
the COVID-19 pandemic, no seasonal workers were hired. This impacted staff’s ability to complete
the valve exercising program and the residential service location program.
CITY OF NEW HOPE SMART GOALS
PAGE 40
STREET LIGHTING
Goal: Replace aging city-owned lighting infrastructure on 42nd Avenue and convert to LED in 2018.
Status: Completed. The lights along 42nd Avenue were replaced in 2019.
Goal: Conduct improvements with the county at the signal lighting system at Boone and 42nd avenues.
Status: In progress. The lighting system is scheduled to be replaced in the spring of 2021.
GOLF COURSE
ICE ARENA
Goal: Increase number of golf rounds purchased in 2018 by 3% per year from 2019-2021.
Status: Not completed. The number of rounds purchased between 2018 and 2019 decreased by 5.41%;
however rounds between 2019 and 2020 increased by 57.71%.
2018 2019 2020 2021
17,800 16,837 26,553 TBD
Goal: Increase ice hours used for open skate and open hockey by 3% per year over the next four years.
Goal: Increase clubhouse rentals by 3% per year over the next four years.
Status: New for 2021.
Status: New for 2021.
Goal: Increase open skating attendance by 3% per year over the next four years.
Status: New for 2021.
CITY OF NEW HOPE SMART GOALS
PAGE 41
CENTRAL GARAGE
INTERNAL SERVICE FUNDS
Goal: Evaluate goals and needs for potential central garage expansion in 2018.
Status: In progress. Engineering and design of the expansion began in the spring of 2019.
INFORMATION TECHNOLOGY
Goal: Recycle 20% of desktop/laptop computers each year in conjunction with the five-year
replacement schedule.
Status: On track. In 2020, 20.7% of the city’s desktop/laptop computers were replaced. This number is
expected to decrease in 2021 due to moving primarily to laptops in 2020 with CARES funding and
the current price of hardware.
2020 2021 2022 2023 2024
20.7%TBD TBD TBD TBD