Performance Measurement Report & SMART Goals 2022PERFORMANCE MEASUREMENT REPORT
& SMART GOALS
CITY OF NEW HOPE, MINNESOTA
SEPTEMBER 1, 2022
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 ..........................................................................................................................................31
STREETS......................................................................................................................................................34
PARKS & RECREATION...............................................................................................................................35
SPECIAL REVENUE FUND..........................................................................................................................36
CAPITAL PROJECTS FUND.........................................................................................................................37
ENTERPRISE FUNDS...................................................................................................................................38
INTERNAL SERVICE FUNDS.......................................................................................................................40
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, 2022
COMPARISON OF TOP TIER INDICATORS
COMMUNITY SAFETY & SECURITY
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
1. SAFETY (CITIZEN RATING)
2017 2018 2019 2020 2021
Very or somewhat safe 91%92%93%92%88%
Somewhat or very unsafe 8%7%7%8%11%
Unknown/Blank 2%1%1%0%1%
PAGE 5
COMPARISON TO OTHER CITIES 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
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.
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%
2021
New Hope Crystal Golden Valley New Brighton Richfield
Very or somewhat safe/Excellent or good 88%71%N/A N/A N/A
Somewhat or very unsafe/Fair or poor 11%29%N/A N/A N/A
Unknown 1%1%N/A N/A N/A
Data for citizens’ rating of safety in the community from 2017-2021 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
2017 2018 2019 2020 2021
Part I crimes 581 682 611 600 N/A
Part II crimes 628 721 680 503 N/A
Group A crimes N/A N/A N/A N/A 1,240
Group B crimes N/A N/A N/A N/A 103
Crime rate data for 2017-2021 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. The city of New Hope has transitioned to the National-Incident Based Reporting
System (NIBRS). NIBRS data is shared in a Group A and Group B format. 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.
PAGE 6
COMPARISON TO OTHER CITIES 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
Comparison data was compiled from reports posted on official city websites or requested and supplied directly by city staff.
The cities of Crystal, Golden Valley, 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. The city of New Brighton moved to NIBRS on June 1, 2018, however, the Bureau
of Criminal Apprehension (BCA) continued to provide Part I and Part II crime breakouts, which were used by the city for tracking
crime data through the end of 2020. 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. Data for 2020 provided by the city of Golden Valley was
adjusted in the 2022 report.
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 Crystal Golden Valley New Brighton Richfield
Part I crimes 600 268 330 651 679
Part II crimes 503 665 339 546 1,031
Group A crimes N/A 712 365 N/A 868
Group B crimes N/A 274 87 N/A 213
2021
New Hope Crystal Golden Valley New Brighton Richfield
Part I crimes N/A N/A N/A N/A N/A
Part II crimes N/A N/A N/A N/A N/A
Group A crimes 1,240 1,106 926 1,230 2,163
Group B crimes 103 450 249 292 656
3. TRAFFIC ACCIDENT RATE
2017 2018 2019 2020 2021
Accidents 422 411 432 334 391
Accidents per 1,000 population 20.75 20.21 21.24 16.42 17.78
Traffic accident data for 2017-2021 was compiled by the city’s police department.
COMPARISON TO OTHER CITIES
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 7
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
2021
New Hope Crystal Golden Valley New Brighton Richfield
Accidents per 1,000 population 17.78 13.03 21.11 13.39 20.81
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
2017 2018 2019 2020 2021
Priority 1 call response time (average minutes)4.32 4.36 4.35 4.03 3.40
Police response data for 2017-2021 was compiled by the city’s police department.
COMPARISON TO OTHER CITIES 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
2021
New Hope Crystal Golden Valley New Brighton Richfield
Priority 1 call response time (average minutes)3.40 N/A 4.00 5.17 4.00
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
2017 2018 2019 2020 2021
Calls for service 979 972 1,097 983 1,168
Calls per 1,000 population 48.13 47.79 53.94 48.33 53.12
Emergency services data for 2017-2021 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 2017
New Hope Crystal Golden Valley New Brighton Richfield
Calls per 1,000 population 48.13 39.64 31.38 14.40 121.52
Comparison data was compiled from reports posted on official city websites or requested and supplied directly by city staff.
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
2021
New Hope Crystal Golden Valley New Brighton Richfield
Calls per 1,000 population 53.12 37.81 28.87 16.93 126.86
6. CODE ENFORCEMENT SERVICES (CITIZEN RATING)
2017 2018 2019 2020 2021
Too tough 7%7%7%8%6%
About right 47%53%58%63%62%
Not tough enough 36%34%34%28%31%
Unknown/Blank 10%6%1%1%1%
Data for citizens’ rating of the quality of code enforcement services from 2017-2021 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
7. FIRE PROTECTION (CITIZEN RATING)
2017 2018 2019 2020 2021
Excellent or good 67%79%80%78%76%
Fair or neutral 2%17%18%19%22%
Poor 0%1%1%1%0%
Unknown or blank 31%4%2%1%2%
PAGE 9
Data for citizens’ rating of the quality of fire protection services from 2017-2021 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 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
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.
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
2021
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 76%69%N/A N/A N/A
Fair or neutral 22%4%N/A N/A N/A
Poor 0%2%N/A N/A N/A
Unknown or blank 2%25%N/A N/A N/A
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
8. CITY SERVICES/QUALITY OF LIFE (CITIZEN RATING)
2017 2018 2019 2020 2021
Excellent or good 84.5%81%81%81%82%
Fair or neutral 10.5%16%17%16%17%
Poor 1%1%1%1%1%
Unknown or blank 4%2%1%2%0%
PAGE 10
Data for citizens’ rating of the overall quality of city services from 2017-2021 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 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
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.
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%
2021
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 82%68%N/A N/A N/A
Fair or neutral 17%24%N/A N/A N/A
Poor 1%5%N/A N/A N/A
Unknown or blank 0%3%N/A N/A N/A
PUBLIC SERVICE DELIVERY & COMMUNITY SUSTAINABILITY
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
9. CREDITWORTHINESS
PAGE 11
2017 2018 2019 2020 2021
Bond rating 💡AA AA AA AA AA
The city’s bond rating for 2017-2021 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 2017
New Hope Crystal Golden Valley New Brighton Richfield
Bond rating AA AA2 AA1 AA AA+
Comparison data was compiled from reports posted on official city websites. 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.
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+
2021
New Hope Crystal Golden Valley New Brighton Richfield
Bond rating AA AA2 AA1 AA+AA+
10. FINANCIAL MANAGEMENT
2017 2018 2019 2020 2021
Unmodified audit on financial statements 💡
Unqualified or unmodified financial audits for 2017-2021 were performed by Malloy, Montague, Karnowski, Radosevich & Co.,
P.A.
11. FINANCIAL CONDITION
2017 2018 2019 2020 2021
Property taxes (general fund)$9,541,667 $9,971,064 $10,297,018 $10,422,823 $10,914,572
Personnel costs (general fund)$7,771,859 $8,156,899 $8,634,285 $8,696,425 $9,033,179
Ratio of tax revenues to personnel costs 1.23 1.22 1.19 1.19 1.21
Property tax payment rate 99.40%99.40%99.15%99.20%99.76%
Financial condition data for 2017-2021 was compiled by the city’s financial consultant, Abdo Financial Solutions, LLC, 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
2017 2018 2019 2020 2021
Taxable market value 💡$1,697,092,365 $1,831,436,951 $2,021,382,123 $2,177,389,934 $2,308,596,615
Percent change in taxable market value 10.56%7.92%10.37%7.72%6.03%
Taxable market value data for 2017-2021 was determined by Hennepin County. Taxable market value for 2017 was payable in
2018, value for 2018 was payable in 2019, etc.
COMPARISON TO OTHER CITIES 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%
Comparison data was compiled from comprehensive market value reports posted on county websites.
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%
2021
New Hope Crystal Golden Valley New Brighton Richfield
Taxable market value $2,308,596,615 $2,290,082,627 $4,540,229,944 $2,859,131,500 $4,120,572,807
Percent change in taxable market value 6.03%9.61%4.96%3.58%6.70%
13. EMPLOYEE RETENTION
2017 2018 2019 2020 2021
Turnover rate 💡9.4%6.5%5.4%11.8%7.5%
Employee turnover rate data for 2017-2021 was compiled by the city’s human resources department.
💡SMART Goal
💡SMART Goal
14. WORKERS’ COMPENSATION
2017 2018 2019 2020 2021
Number of insurance claims 20 41 19 41 44
Experience modification rate 💡1.40 1.08 1.05 0.92 0.82
Insurance claims and Experience Modification Rate (EMR) data for 2017-2021 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 2021-2022 is calculated using 2017,
2018, and 2019 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.
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
2019
New Hope Crystal Golden Valley New Brighton Richfield
Minnesota GreenStep Cities rating Step 3 Step 3 Step 4 Step 4 Step 3
2021
New Hope Crystal Golden Valley New Brighton Richfield
Minnesota GreenStep Cities rating Step 3 Step 3 Step 5 Step 5 Step 3
2017 2018 2019 2020 2021
Minnesota GreenStep Cities step level Step 3 Step 3 Step 3 Step 3 Step 3
Best practices completed 21 24 24 25 25
Best practice actions completed 💡76 83 88 91 92
2020
New Hope Crystal Golden Valley New Brighton Richfield
Minnesota GreenStep Cities rating Step 3 Step 3 Step 4 Step 5 Step 3
💡SMART Goal
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
16. CITY ROADS (CITIZEN RATING)
2017 2018 2019 2020 2021
Excellent or good 76%70%66%64%72%
Fair or neutral 20%23%31%32%26%
Poor 4%2%3%3%1%
Unknown or blank 0%5%1%1%1%
PAGE 14
Data for citizens’ rating of city roads from 2017-2021 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 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
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.
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 66%70%N/A N/A N/A
Fair or neutral 31%23%N/A N/A N/A
Poor 3%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
2021
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 72%66%N/A N/A N/A
Fair or neutral 26%29%N/A N/A N/A
Poor 1%4%N/A N/A N/A
Unknown or blank 1%1%N/A N/A N/A
GENERAL GOVERNMENT INFRASTRUCTURE CONDITION
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
17. PAVEMENT
PAGE 15
2017 2018 2019 2020 2021
Pavement condition rating 💡76 (good)76 (good)76 (good)80 (good)81 (excellent)
Pavement condition rating data from 2017-2021 was compiled by the city engineer.
18. ROAD SNOWPLOWING (CITIZEN RATING)
2017 2018 2019 2020 2021
Excellent or good 84%80%78%81%82%
Fair or neutral 12%15%18%16%14%
Poor 2%4%4%2%3%
Unknown or blank 2%1%0%1%0%
Data for citizens’ rating of the quality of snowplowing of city streets from 2017-2021 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 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
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.
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
2021
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 82%66%N/A N/A N/A
Fair or neutral 14%23%N/A N/A N/A
Poor 3%10%N/A N/A N/A
Unknown or blank 0%2%N/A N/A N/A
💡SMART Goal
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 16
19. WATER UTILITY INFRASTRUCTURE
2017 2018 2019 2020 2021
Water main breaks 12 24 14 18 26
Water main break data for 2017-2021 was compiled by the city’s public works department.
COMPARISON TO OTHER CITIES 2017
New Hope Crystal Golden Valley New Brighton Richfield
Water main breaks 12 13 11 14 11
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.
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
2021
New Hope Crystal Golden Valley New Brighton Richfield
Water main breaks 26 15 36 14 9
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 17
20. WATER QUALITY (CITIZEN RATING)
2017 2018 2019 2020 2021
Excellent or good 90%86%87%88%87%
Fair or neutral 6%12%11%10%12%
Poor 2%1%1%1%0%
Unknown or blank 2%1%1%1%1%
Data for citizens’ rating of the dependability and quality of the city water supply from 2017-2021 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 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
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.
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
2021
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 87%81%N/A N/A N/A
Fair or neutral 12%10%N/A N/A N/A
Poor 0%6%N/A N/A N/A
Unknown or blank 1%4%N/A N/A N/A
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 18
21. SANITARY SEWER (CITIZEN RATING)
2017 2018 2019 2020 2021
Excellent or good 86%80%81%80%83%
Fair or neutral 5%16%17%18%17%
Poor 1%1%1%1%0%
Unknown or blank 8%3%1%1%0%
Data for citizens’ rating of the dependability and quality of the city sanitary sewer service from 2017-2021 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 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
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.
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
2021
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 83%81%N/A N/A N/A
Fair or neutral 17%10%N/A N/A N/A
Poor 0%1%N/A N/A N/A
Unknown or blank 0%8%N/A N/A N/A
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 19
22. SEWER UTILITY INFRASTRUCTURE
2017 2018 2019 2020 2021
Blockages 0 0 1 2 0
Blockages per 1,000 connections (5,400 total).000 .000 .185 .370 .000
Sewer blockage data for 2017-2021 was compiled by the city’s public works department.
COMPARISON TO OTHER CITIES 2017
New Hope Crystal Golden Valley New Brighton Richfield
Blockages per 1,000 connections .000 1.000 .267 .169 .000
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.
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
2021
New Hope Crystal Golden Valley New Brighton Richfield
Blockages per 1,000 connections .000 1.000 .267 .169 .185
24. STORMWATER MANAGEMENT (CITIZEN RATING)
2017 2018 2019 2020 2021
Excellent or good N/A N/A 70%72%75%
Fair or neutral N/A N/A 26%25%22%
Poor N/A N/A 3%2%1%
Unknown or blank N/A N/A 1%1%1%
Data for citizens’ rating of the quality of stormwater management from 2019-2021 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.
23. SEWER LINING
2017 2018 2019 2020 2021
Miles of sewer lined 💡1.18 1.25 1.62 2.15 1.80
Sewer lining data from 2017-2021 was compiled by the city’s public works department.
💡SMART Goal
ATTRACTIVE, HIGH-QUALITY NEIGHBORHOODS & BUSINESS
DISTRICTS
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
25. DEVELOPMENT ACTIVITY
2017 2018 2019 2020 2021
Permits issued 2,652 2,441 2,459 2,536 2,870
Fees collected 💡$867,289 $506,883 $452,267 $513,900 $544,109
Valuation of work 💡$71,895,249 $46,952,876 $38,288,981 $27,832,249 $28,894,527
PAGE 20
COMPARISON TO OTHER CITIES 2017
New Hope Crystal Golden Valley New Brighton Richfield
Permits issued 2,652 2,820 5,013 2,335 5,185
Fees collected $867,289 $499,728 $3,096,448 $941,559 $902,259
Valuation of work $71,895,249 $17,024,791 $276,995,856 $41,167,266 $116,226,763
Comparison data was requested and supplied directly by city staff. Data for previous years provided by the city of Crystal was
adjusted in the 2022 report.
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 2,832 4,840 2,215 4,971
Fees collected $452,267 $577,856 $1,633,690 $1,425,085 $2,336,391
Valuation of work $38,288,981 $26,653,088 $88,061,211 $85,540,662 $242,383,630
2020
New Hope Crystal Golden Valley New Brighton Richfield
Permits issued 2,536 2,745 4,172 2,533 5,756
Fees collected $513,900 $407,138 $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
2021
New Hope Crystal Golden Valley New Brighton Richfield
Permits issued 2,870 3,222 4,818 2,540 6,215
Fees collected $544,109 $607,224 $1,563,660 $1,563,660 $1,488,620
Valuation of work $28,894,527 $29,407,147 $75,719,029 $56,726,175 $182,769,149
Permit data for 2017-2021 was compiled by the city’s community development department. Totals include administrative,
building, business use, courtesy bench, curb cut, electrical, excavation, fire, mechanical, plumbing, point of sale, right-of-way,
sewer and water, and sign permits.
💡SMART Goal
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 21
26. RECREATION PROGRAMS & FACILITIES (CITIZEN RATING)
2017 2018 2019 2020 2021
Excellent or good 73%75%74%72%75%
Fair or neutral 8%22%24%24%22%
Poor 2%1%1%1%2%
Unknown or blank 17%2%1%2%1%
Data for citizens’ rating of the quality of city recreational programs and facilities from 2017-2021 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 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
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.
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%
2021
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 75%67%N/A N/A N/A
Fair or neutral 22%22%N/A N/A N/A
Poor 2%6%N/A N/A N/A
Unknown or blank 1%5%N/A N/A N/A
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
27. RECREATION PARTICIPATION & ATTENDANCE
2017 2018 2019 2020 2021
Participants in recreation programs 💡25,043 25,604 23,598 10,504 17,436
Pool open swimming attendance 18,761 Closed Closed Closed 46,863
Pool passes/coupon books1 657 Closed Closed Closed 1,929
Golf rounds 💡18,662 17,800 16,837 26,553 27,654
Open skating attendance (ice arena) 💡1,962 2,204 2,594 1,055 1,641
Ice hours rented 💡4,030 4,151 4,202 2,984 4,416
PAGE 22
Recreation program participation data for 2017-2021 was compiled by the city’s parks and recreation department.
COMPARISON TO OTHER CITIES 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 (ice arena)1,962 N/A N/A N/A 4,796
Ice hours rented 4,030 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. Richfield transitioned to a new scheduling system in 2021 and was unable to provide data.
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 (ice arena)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 (ice arena)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 (ice arena)1,055 N/A N/A N/A 1,842
Ice hours rented 2,984 N/A N/A N/A 3,524
2021
New Hope Crystal Golden Valley1 New Brighton Richfield
Pool attendance 46,863 14,870 N/A N/A N/A
Pool passes 1,929 942 N/A N/A N/A
Golf rounds 27,654 N/A 26,922 26,268 N/A
Open skating attendance (ice arena)1,641 N/A N/A N/A N/A
Ice hours rented 4,416 N/A N/A N/A N/A
💡SMART Goal
1 Data from par 3 golf course only, does not include rounds at 18-hole regulation course.
1 Beginning in 2021, pool passes were individual, not family passes.
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 23
28. CITY/NEIGHBORHOOD APPEARANCE (CITIZEN RATING)
2017 2018 2019 2020 2021
Excellent or good 82%79%79%80%79%
Fair or neutral 15%20%19%18%19%
Poor 2%1%1%1%1%
Unknown or blank 1%0%1%1%1%
Data for citizens’ rating of the overall appearance of the city from 2017-2021 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 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
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.
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
2021
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 79%57%N/A N/A N/A
Fair or neutral 19%33%N/A N/A N/A
Poor 1%9%N/A N/A N/A
Unknown or blank 1%0%N/A N/A N/A
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
29. DISTRIBUTION OF INFORMATION (CITIZEN RATING)
PAGE 24
Data for citizens’ rating of the quality of communication/distribution of information from 2017-2021 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
30. WEBSITE TRAFFIC
2017 2018 2019 2020 2021
Unique visitors 98,049 91,165 102,583 99,161 123,788
Website data for 2017-2021 was compiled by the city’s communications department.
2017 2018 2019 2020 2021
Excellent or good 77%77%72%71%73%
Fair or neutral 19%20%24%25%24%
Poor 2%3%3%3%2%
Unknown or blank 2%1%1%1%1%
COMPARISON TO OTHER CITIES 2017
New Hope Crystal Golden Valley New Brighton Richfield
Unique visitors 98,049 90,037 N/A N/A N/A
Comparison data was requested and supplied directly by city staff.
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
2021
New Hope Crystal Golden Valley New Brighton Richfield
Unique visitors 123,788 126,088 N/A N/A N/A
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 25
31. MEETING VIEWERSHIP
2017 2018 2019 2020 2021
Online views of city meetings 1,429 803 555 1,796 1,188
Online viewership data for 2017-2021 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 2017
New Hope Crystal Golden Valley New Brighton Richfield
Online views of city meetings 1,429 1,220 1,169 N/A N/A
Comparison data was requested and supplied directly by CCX Media.
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
2021
New Hope Crystal Golden Valley New Brighton Richfield
Online views of city meetings 1,188 1,522 2,768 N/A N/A
COMPARATIVE ANALYSIS TO SIMILAR CITIES
32. TAX RATE
2017 2018 2019 2020 2021
New Hope1 59.93%58.59%67.99%67.09%63.94%
New Hope without street infrastructure levy2 51.43%50.29%59.23%57.725%55.73%
Crystal 50.36%50.42%48.77%47.86%49.51%
Golden Valley 56.11%55.15%53.78%53.40%52.60%
Champlin 43.00%41.19%39.61%39.56%40.78%
Hopkins 64.49%67.83%71.70%70.75%67.66%
Brooklyn Center 71.90%68.43%71.86%66.60%66.26%
Tax rate data for 2017-2021 was compiled by the city’s financial consultant, Abdo Financial Solutions, LLC, 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.
33. DEBT PER CAPITA
2017 2018 2019 2020 2021
New Hope 2,040 2,448 2,605 2,094 2,239
Crystal 884 760 668 553 494
Golden Valley 4,134 2,808 3,938 2,913 N/A
Champlin 184 164 143 452 477
Hopkins 3,518 3,797 4,055 4,467 4,428
Brooklyn Center 1,757 1,921 1,954 1,977 1,956
Debt per capita data for New Hope from 2017-2021 was compiled by the city’s financial consultant, Abdo Financial Solutions,
LLC, as a part of the city’s Comprehensive Annual Financial Report. “N/A” signifies that no data was reported.
34. RESPONSE RATE
2017 2018 2019 2020 2021
New Hope 632 679 610 839 663
Crystal 530 362 399 389 271
Golden Valley N/A N/A N/A N/A N/A
Richfield N/A N/A N/A 673 N/A
New Brighton 330 N/A 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,
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 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, 2022
ESTABLISHED BETWEEN 2016 & 2021
FINANCE
Goal: Maintain bond rating of at least AA over the next five years.
Status: On track. The city’s bonds are rated by Standard and Poor’s (S&P) and remained stable at “AA” in
2021, 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.
2021 2022 2023 2024 2025
0 findings TBD TBD TBD TBD
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.
2021 2022 2023 2024 2025
$1,429,806 TBD TBD TBD TBD
Status: On track. The city received $1,429,806 in grants or outside funding sources in 2021, including
$1.14 million from the American Rescue Plan Act.
PAGE 28
Goal: Submit at least three Minnesota GreenStep Cities best practice actions for review per year over
the next three years.
2021 2022 2023 2024 2025
AA TBD TBD TBD TBD
Status: On track. MMKR completed an unqualified audit on financial statements in 2021 that revealed no
findings.
2021 2022 2023 2024 2025
4 actions TBD TBD TBD TBD
Status: On track. Actions submitted for review in 2021 included upgrading to LED interior lighting at a fire
station, participation in a federal incentive program for the construction of the energy-efficient
police station/city hall building, participating in a county pre-demolition inspection program, and
the installation of new water bottle filling stations.
CITY OF NEW HOPE SMART GOALS
PAGE 29
COMMUNICATIONS
Goal: Write and coordinate distribution of 12 In the Pipeline utility bill inserts annually over the next
three years.
Status: Completed. In the Pipeline was distributed monthly with 2019, 2020, and 2021 city utility bills,
with 2021 marking the final year of the utility bill insert as the communication strategy adjusts to
better reach all residents within the city.
2019 2020 2021
12 12 12
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 112 times in 2021. 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.
2020 2021 2022
134 112 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. The newsletter was distributed four times in 2021. For
2022, to reach more residents and businesses, the In the Pipeline newsletter was discontinued,
and distribution of In Touch increased to six times per year.
2020 2021 2022
3 4 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 193 times in 2021.
2020 2021 2022
137 193 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. It increased by 33%
between 2020 and 2021, significantly higher than 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. The
number of website sessions increased by 25% between 2020 and 2021.
2019 2020 2021 2022
3,474 3,897 5,165 TBD
2019 2020 2021 2022
150,594 151,329 189,616 TBD
ASSESSING
2020 2021 2022 2023 2024 2025
$2,177,389,934 $2,308,596,615 TBD TBD TBD TBD
Goal: Increase total city taxable property market value by $50 million per year over the next five years.
Status: On track. Taxable property market value for the city increased by $131 million (6.03%) between
2020 and 2021.
CITY OF NEW HOPE SMART GOALS
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HUMAN RESOURCES
2019 2020 2021
5.4%11.8%7.5%
Goal: Maintain full-time employee turnover rate of 12% or below over the next three years.
Status: Completed. The full-time employee turnover rate did not exceed 12% between 2019 and 2021.
Goal: Maintain or decrease average historic Experience Modification Rate (EMR) from 2013-2017 for
2018-2022.
Status: Discontinued. This goal was discontinued in 2022 and replaced with a new goal that utilizes a
rolling average instead. The new goal is intended to be easier to understand and will make year-
to-year trends more apparent. This data will allow staff to make adjustments on a more timely
basis.
PLANNING
Goal: Increase median household value by at least 3% per year over the next five years.
2020 2021 2022 2023 2024 2025
$257,000 $275,000 TBD TBD TBD TBD
+5.33%+7.00%
Status: On track. Median household value increased by 7% between 2020 and 2021.
Goal: Maintain full-time employee turnover rate of 12% or below over the next three years.
Status: New for 2022.
Goal: Maintain a five-year rolling average of the Experience Modification Rate (EMR) at or below
1.15 over the next five years. 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.
Status: New for 2022.
ELECTIONS
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: In progress. No elections were held in 2021.
2021 2022 2023 2024 2025 2026
N/A TBD TBD TBD TBD TBD
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PUBLIC SAFETY
PUBLIC SAFETY
Goal: Complete a minimum of 70 hours of department-wide training per year over the next three years.
Status: Completed. Officers receive a minimum of 60 hours of training per year. Each year the
department receives additional training in a variety of topic areas.
2019 2020 2021
80+ hours 80+ hours 80+ hours
Goal: Complete a minimum of eight inter/intra-jurisdictional traffic details over the next three years.
Status: Not completed. The details were put on hold as a result of the pandemic and police staffing levels.
2019 2020 2021
8 On-hold On-hold
RESERVES/EXPLORERS
Goal: Maintain a minimum staffing level of eight active police reserves per year over the next three
years.
Status: Completed. The reserve unit continued to recruit and train staff and maintained a minimum
staffing level of eight active police reserves over the last three years.
2019 2020 2021
8 9 8
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 On-hold
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 On-hold
Goal: Improve officer visibility in the community by completing at least 1,000 spot checks at community
businesses, apartment complexes, etc. per year over the next three years.
Status: New for 2022.
Goal: Host at least ten community engagement events per year over the next three years.
Status: New for 2022.
Goal: Maintain a minimum of 12 hours per week that reserves are working or attending events in the
community over the next three years.
Status: New for 2022.
CITY OF NEW HOPE SMART GOALS
PAGE 32
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 48 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
pandemic. In 2021, there were 48 applicants with 14 recruits hired.
Goal: Complete a minimum of 30 Home Safety Surveys annually over the next five years.
Status: Not completed. Home Safety Surveys were put on hold in March of 2020 due to the pandemic. In
2021 the West Metro Fire-Rescue District resumed the program and completed 30 surveys. 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 residents with fire extinguishers, a night-light/flashlight, a cooking timer, and a fire
safety booklet.
2019 2020 2021 2022 2023
41 3 30 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 99 TBD TBD
Status: Not completed. In 2021, West Metro Fire-Rescue District firefighters each averaged 99 hours of
training. This does not include hours for 14 new hires.
Goal: Obtain an average of $50,000 in grants, reimbursements, and donations annually over the next
five years.
2021 2022 2023 2024 2025
$797,967 TBD TBD TBD TBD
Status: On track. In 2021, the West Metro Fire-Rescue District obtained $797,967 in grants,
reimbursements, and donations. COVID-19 public assistance grants from the federal government
accounted for $563,649 in funds, $23,318 in training reimbursements were received from
the Minnesota Board of Firefighter Training and Education, a $1,500 grant was received from
CenterPoint Energy, and $209,500 in donations were received through the West Metro Fire-
Rescue District Firefighters Relief Association.
CITY OF NEW HOPE SMART GOALS
PAGE 33
PROTECTIVE INSPECTIONS
Goal: Perform at least 600 code compliance investigations annually over the next five years.
2016 2017 2018 2019 2020 2021
955 1,147 1,546 1,419 971 804
Status: Completed. City inspectors have completed at least 600 code compliance inspections per year
with an average of 1,140 code compliance investigations per year between 2016 and 2021.
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 4.33
Status: Completed. There were five nests recorded in 2019, four nests recorded in 2020, and four nests
recorded in 2021, lower than the average number recorded between 2016 and 2018.
Goal: Collect $1,500,000 in permit fees between 2019 and 2021.
Status: Completed. The city generated $1,510,276 in permit fees between 2019 and 2021.
2019 2020 2021
$452,267 $513,900 $544,109
Goal: Generate $100,000,000 in value of work for permits issued between 2019 and 2021.
Status: Not completed. The total value of work completed in the city from 2019 to 2021 was $94,791,542.
2019 2020 2021
$38,064,766 $27,832,249 $28,894,527
Goal: Collect an average of at least $400,000 in permit fees annually over the next five years.
Status: New for 2022.
Goal: Generate an average of $25,000,000 in value of work for permits issued over the next five years.
Status: New for 2022.
Goal: Complete at least 800 code compliance investigations annually over the next five years.
Status: New for 2022.
Goal: Maintain average number of goose nests in city at or below four over the next three years.
Status: New for 2022.
CITY OF NEW HOPE SMART GOALS
PAGE 34
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 2020 has been uploaded to the system and data from 2021 will be
uploaded in 2022. A new asset management program is currently being developed and should be
live within the next few years.
STREETS
Goal: Dedicate engineering and public works staff time to inflow and infiltration (I&I) investigation.
STREETS
Goal: Maintain an average Pavement Rating Index of at least 80 over the next five years.
2021 2022 2023 2024 2025
81 TBD TBD TBD TBD
Status: On track. The city’s Pavement Rating Index for local streets increased from 80 to 81 in 2021.
Goal: Update pavement management plan annually over the next five years.
2021 2022 2023 2024 2025
TBD TBD TBD TBD
Status: On track. A 10-year pavement management plan was created in 2016. The plan extends through
2030 and is updated annually.
2021 2022 2023 2024 2025
1.80 TBD TBD TBD TBD
Status: On track. Suspected infiltration areas have been investigated by staff and projects to reduce I&I
were completed in 2021, including sewer lining in the northwest corner of the city (Liberty Park
area).
CITY OF NEW HOPE SMART GOALS
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PARKS & RECREATION
RECREATION
Goal: Offer eight special events per year over the next five years.
PARKS
Goal: Replace a minimum of one playground structure per year over the next four years.
Status: On track. The playground equipment at Corner Park was replaced in 2021.
Goal: Average $15,000 per year in donations, grants, and sponsorships over the next five years.
Goal: Produce three In Motion program brochures annually over the next five years.
2021 2022 2023 2024 2025
8 TBD TBD TBD TBD
Status: On track. Events in 2021 included the Bike Rodeo, Competition Food Show, Vehicle Fair, Young
Mudder, Trick or Trot, and three dance recitals.
2021 2022 2023 2024 2025
$103,549 TBD TBD TBD TBD
Status: On track. The total amount collected in 2021 included $91,452 in grants and $12,097 in
sponsorships/donations. The city received numerous other non-cash donations as well.
2021 2022 2023 2024 2025
3 TBD TBD TBD TBD
Status: On track. Brochures were produced in the spring/summer, fall, and winter of 2021.
2021 2022 2023 2024
1 TBD TBD TBD
Goal: Crack fill, resurface, or rebuild a minimum of one court surface per year over the next five years.
Status: On track. In 2021, the basketball court at Little Acre Park was replaced, the basketball court at
Corner Park was resurfaced, the pickleball courts at Meadow Lake School Park were crack-filled,
and the tennis courts at Civic Center Park were crack-filled.
2021 2022 2023 2024 2025
4 TBD TBD TBD TBD
Goal: Replace three park name signs per year over the next three years.
Status: Not completed. The park name signs at Corner Park and Civic Center Park were replaced in 2021.
2021 2022 2023
2 TBD TBD
CITY OF NEW HOPE SMART GOALS
PAGE 36
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 3
Status: Not completed. 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. Three projects were completed by the end of 2021, including a Habitat
for Humanity rehabilitation project at 8720 47th Avenue North and demolition and rebuild
projects at 4215 Louisiana Avenue North and 5353 Oregon Avenue North (second home). Projects
at 4637 Aquila Avenue North and 5213 Pennsylvania Avenue North were underway at the end
of 2021, but not included in the total count for the year. Those 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 28 homes (some currently in progress).
Goal: Attract at least 10 new businesses per year over the next five years.
2021 2022 2023 2024 2025
86 TBD TBD TBD TBD
Status: On track. A total of 86 business applied for new business permits in 2021.
SOLID WASTE MANAGEMENT
Goal: Maintain 80% or greater recycling participation rate over the next five years.
2021 2022 2023 2024 2025
92.2%TBD TBD TBD TBD
Status: On track. The city achieved a recycling participation rate of 92.2% in 2021.
Goal: Average 450 pounds recycled per household per year over the next five years.
2021 2022 2023 2024 2025
TBD TBD TBD TBD TBD
Status: In progress. Data for 2021 was not available at the time of publication.
Goal: Facilitate the construction or renovation of 12 scattered site single-family homes over the next
four years.
Status: New for 2022.
Goal: Approve at least 10 curbside appeal reimbursement projects per year over the next two years.
Status: New for 2022.
CITY OF NEW HOPE SMART GOALS
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PARK INFRASTRUCTURE
Goal: Increase levy by 3% per year over the next five years to increase funds available for park
improvements.
CAPITAL PROJECTS FUND
2020 2021 2022 2023 2024 2025
$367,290 $385,655 TBD TBD TBD TBD
Status: On track. The levy was increased by 5% between 2020 and 2021.
STREET INFRASTRUCTURE
Goal: Reconstruct or mill and overlay streets as proposed in five-year Capital Improvement Plan.
Status: Completed. A total of 3.23 miles of local streets were reclaimed or milled and overlaid in 2021.
In addition, 4.77 miles of streets received maintenance improvements including crack repair,
seal coating, fog sealing, and mastic crack repair (Boone Avenue North). The parking lot at
Hidden Valley Park received standard crack repair, seal coating, and fog sealing, translating to
approximately 0.06 miles of typical roadway. Combined, a total of 8.06 miles of roadway were
improved in 2021. Over the last six years more than 73 miles of roadway have been improved
throughout the city.
Goal: Utilize GIS data during capital project construction to track daily activity and expedite record
planning process.
Status: In progress. Daily activity tracking will be implemented with the 2022 infrastructure project.
2016 2017 2018 2019 2020 2021
6.44 miles 18.81 miles 20.99 miles 10 miles 8.75 miles 8.06 miles
CITY OF NEW HOPE SMART GOALS
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SANITARY SEWER
ENTERPRISE FUNDS
Goal: Implement inflow and infiltration (I&I) program for private residences in the next five years.
Status: Not completed. Target areas were identified for projects that were completed in 2020. Staff
worked with the Minnesota Pollution Control Agency to identify a private I&I program. The City
Council elected not to move forward with the initiative at this time.
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 project will be completed in 2022. The city
continues to budget more each year in an effort to complete additional lining projects.
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, the 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. Staff continues to work with the watershed to find ways to monitor
and improve water quality.
Goal: Database Municipal Separate Storm Sewer System (MS4) and inventory public and private
systems in the next two years.
Status: Completed. All new public and private systems have been entered into the city’s MS4 database.
Goal: Improve water quality in both the Shingle Creek and Bassett Creek watershed districts.
Status: In progress. In 2021, the city coordinated a drawdown of Meadow Lake with the Shingle Creek
Watershed Management Commission to reset the water quality of the lake. Staff will continue
to work with both the Shingle Creek Watershed Management Commission and Bassett Creek
Watershed Management Commission to implement improvements in both watersheds.
CITY OF NEW HOPE SMART GOALS
PAGE 39
STREET LIGHTING
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 2023.
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%. The number of rounds between
2020 and 2021 increased by 4.15%.
2018 2019 2020 2021
17,800 16,837 26,553 27,654
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.
2020 2021 2022 2023 2024
28 39 TBD TBD TBD
Status: On track. Clubhouse rentals increased by 39.3% between 2020 and 2021.
2020 2021 2022 2023 2024
59.5 hours 82.5 hours TBD TBD TBD
Status: On track. The number of hours used for open skating and open hockey increased by 38.7%
between 2020 and 2021.
Goal: Increase open skating attendance by 3% per year over the next four years.
2020 2021 2022 2023 2024
1,055 1,641 TBD TBD TBD
Status: On track. Open skating attendance increased by 55.6% between 2020 and 2021.
CITY OF NEW HOPE SMART GOALS
PAGE 40
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 central garage expansion began in the spring of
2019. Phase one construction started in 2021 and includes the relocation of reserve soils from
the central garage to a newly constructed shed. It also includes renovations to the security and
heating, ventilation, and air conditioning systems, a reshuffling of storage and office space,
pavement replacement, and an expanded parking lot. If approved by the City Council, the second
phase of the project would take place in 2023/2024.
INFORMATION TECHNOLOGY
Goal: Recycle 20% of desktop/laptop computers each year in conjunction with the five-year
replacement schedule.
Status: Discontinued. This goal was discontinued in 2022 after it was determined that in the coming years
it would no longer be accomplished. This was not because the city was not meeting information
technology needs, but because the metric was focusing on equipment that was no longer being
used as compared to what was in use. A newly implemented goal will focus on the technology
needed to allow staff a higher rate of productivity.
Goal: Ensure that 95% of the city’s desktops and laptops have been in service less than five years.
Status: New for 2022.