Performance Measurement Report & SMART Goals 2023PERFORMANCE MEASUREMENT REPORT
& SMART GOALS
CITY OF NEW HOPE, MINNESOTA
SEPTEMBER 1, 2023
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..........................................................................................................................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 10,969 5
SCHOOL DISTRICT SCHOOLS PARKS/ACREAGE
Robbinsdale Area (281)6 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, 2023
COMPARISON OF TOP TIER INDICATORS
COMMUNITY SAFETY & SECURITY
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
1. SAFETY (CITIZEN RATING)
20181 20191 20201 20211 20222
Very or somewhat safe1/Excellent or good2 92%93%92%88%92%
Somewhat or very unsafe1/Fair or poor2 7%7%8%11%9%
Unknown/Blank1,2 1%1%0%1%0%
PAGE 5
COMPARISON TO OTHER CITIES 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
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.
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
2022
New Hope Crystal Golden Valley New Brighton Richfield
Very or somewhat safe/Excellent or good 92%69%N/A N/A N/A
Somewhat or very unsafe/Fair or poor 9%31%N/A N/A N/A
Unknown 0%0%N/A N/A N/A
1 Data for citizens’ rating of the overall feeling of safety in the city from 2018-2021 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.
2 Data for citizens’ rating of the quality of service for police protection from 2022 was compiled from the Morris Leatherman
Company Survey, a professional community-wide phone survey.
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
2. CRIME RATE
2018 2019 2020 2021 2022
Part I crimes 682 611 600 N/A N/A
Part II crimes 721 680 503 N/A N/A
Group A crimes N/A N/A N/A 1,240 1,281
Group B crimes N/A N/A N/A 103 95
Crime rate data for 2018-2022 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 transitioned to the National-Incident Based Reporting
System (NIBRS) in 2021. 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 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
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.
2022
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 1,281 1,265 778 919 2,139
Group B crimes 95 523 173 288 874
3. TRAFFIC ACCIDENT RATE
2018 2019 2020 2021 2022
Accidents 411 432 334 391 403
Accidents per 1,000 population 20.21 21.24 16.42 17.78 18.33
Traffic accident data for 2018-2022 was compiled by the city’s police department.
COMPARISON TO OTHER CITIES
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 7
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
2022
New Hope Crystal Golden Valley New Brighton Richfield
Accidents per 1,000 population 18.33 9.13 7.01 13.94 9.92
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
2018 2019 2020 2021 2022
Priority 1 call response time (average minutes)4.36 4.35 4.03 3.40 3.33
Police response data for 2018-2022 was compiled by the city’s police department.
COMPARISON TO OTHER CITIES 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
2022
New Hope Crystal Golden Valley New Brighton Richfield
Priority 1 call response time (average minutes)3.33 N/A 5.10 5.30 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
2018 2019 2020 2021 2022
Calls for service 972 1,097 983 1,168 1,099
Calls per 1,000 population 47.79 53.94 48.33 53.12 49.99
Emergency services data for 2018-2022 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 2018
New Hope Crystal Golden Valley New Brighton Richfield
Calls per 1,000 population 47.79 36.93 29.23 13.70 118.23
Comparison data was compiled from reports posted on official city websites or requested and supplied directly by city staff.
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
2022
New Hope Crystal Golden Valley New Brighton Richfield
Calls per 1,000 population 49.99 41.11 65.00 15.65 133.59
6. CODE ENFORCEMENT SERVICES (CITIZEN RATING)
20181 20191 20201 20211 20222
Too tough 7%7%8%6%3%
About right 53%58%63%62%86%
Not tough enough 34%34%28%31%11%
Unknown/Blank 6%1%1%1%1%
1 Data for citizens’ rating on whether the city is too tough, about right, or not tough enough in enforcing the City Code on such
nuisance issues as trash can screening, exterior storage, and inoperable vehicles from 2018-2021 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.
2 Data for citizens’ rating on whether the city is too tough, about right, or not tough enough in enforcing the City Code on such
nuisances as animal control, garbage disposal, junk cars, messy yards, and noise from 2022 was compiled from the Morris
Leatherman Company Survey, a professional community-wide phone survey.
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
7. FIRE PROTECTION (CITIZEN RATING)
20181 20191 20201 20211 20222
Excellent or good 79%80%78%76%88%
Fair or neutral 17%18%19%22%2%
Poor 1%1%1%0%0%
Unknown or blank 4%2%1%2%10%
PAGE 9
1 Data for citizens’ rating of the quality of fire education, inspection, and response services provided by West Metro Fire-Rescue
District from 2018-2021 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 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
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.
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
2022
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 88%73%N/A N/A N/A
Fair or neutral 2%4%N/A N/A N/A
Poor 0%2%N/A N/A N/A
Unknown or blank 10%21%N/A N/A N/A
2 Data for citizens’ rating of the quality of service for fire protection from 2022 was compiled from the Morris Leatherman
Company Survey, a professional community-wide phone survey.
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
8. CITY SERVICES/QUALITY OF LIFE (CITIZEN RATING)
20181 20191 20201 20211 20222
Excellent or good 81%81%81%82%94%
Fair or neutral 16%17%16%17%6%
Poor 1%1%1%1%0%
Unknown or blank 2%1%2%0%0%
PAGE 10
1 Data for citizens’ rating of the overall quality of services provided by the city from 2018-2021 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 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
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.
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
2022
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 94%73%N/A N/A N/A
Fair or neutral 6%18%N/A N/A N/A
Poor 0%6%N/A N/A N/A
Unknown or blank 0%4%N/A N/A N/A
PUBLIC SERVICE DELIVERY & COMMUNITY SUSTAINABILITY
2 Data for citizens’ rating of the quality of life in New Hope from 2022 was compiled from the Morris Leatherman Company
Survey, a professional community-wide phone survey.
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
9. CREDITWORTHINESS
PAGE 11
2018 2019 2020 2021 2022
Bond rating 💡AA AA AA AA AA
The city’s bond rating for 2018-2022 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 2018
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. The following table shows how the different S&P and Moody’s ratings relate to one another for comparison.
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+
2022
New Hope Crystal Golden Valley New Brighton Richfield
Bond rating AA AA2 AA1 AA+AA+
10. FINANCIAL MANAGEMENT
2018 2019 2020 2021 2022
Unmodified audit on financial statements 💡
Unqualified or unmodified financial audits for 2018-2022 were performed by Malloy, Montague, Karnowski, Radosevich & Co., P.A.
11. FINANCIAL CONDITION
2018 2019 2020 2021 2022
Property taxes (general fund)$9,971,064 $10,297,018 $10,422,823 $10,914,572 $11,391,654
Personnel costs (general fund)$8,156,899 $8,634,285 $8,696,425 $9,033,179 $9,789,015
Ratio of tax revenues to personnel costs 1.22 1.19 1.19 1.21 1.16
Property tax payment rate 99.40%99.15%99.20%99.76%99.72%
Financial condition data for 2018-2022 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
Standard & Poor’s AAA AA+AA AA-A+A A-BBB+BBB BBB-
Moody’s Aaa Aa1 Aa2 Aa3 A1 A2 A3 Baa1 Baa2 Baa3
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 12
12. PROPERTY VALUES
2018 2019 2020 2021 2022
Taxable market value 💡$1,831,436,951 $2,021,382,123 $2,177,389,934 $2,308,596,615 $2,693,654,510
Percent change in taxable market value 7.92%10.37%7.72%6.03%16.68%
Taxable market value data for 2018-2022 was determined by Hennepin County. Taxable market value for 2018 was payable in
2019, value for 2019 was payable in 2020, etc.
COMPARISON TO OTHER CITIES 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%
Comparison data was compiled from comprehensive market value reports posted on county websites.
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%
2022
New Hope Crystal Golden Valley New Brighton Richfield
Taxable market value $2,693,654,510 $2,617,626,871 $5,120,172,850 $3,233,531,300 $4,759,906,213
Percent change in taxable market value 16.68%14.30%12.77%13.09%15.52%
13. EMPLOYEE RETENTION
2018 2019 2020 2021 2022
Turnover rate 💡6.5%5.4%11.8%7.5%9.6%
Employee turnover rate data for 2018-2022 was compiled by the city’s human resources department.
💡SMART Goal
💡SMART Goal
14. WORKERS’ COMPENSATION
2018 2019 2020 2021 2022
Number of insurance claims 41 19 41 44 35
Experience modification rate 💡1.08 1.05 0.92 0.82 0.96
Insurance claims and Experience Modification Rate (EMR) data for 2018-2022 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 2022-2023 is calculated using 2018,
2019, and 2020 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.
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
2020
New Hope Crystal Golden Valley New Brighton Richfield
Minnesota GreenStep Cities rating Step 3 Step 3 Step 4 Step 5 Step 3
2022
New Hope Crystal Golden Valley New Brighton Richfield
Minnesota GreenStep Cities rating Step 3 Step 3 Step 5 Step 5 Step 3
2018 2019 2020 2021 2022
Minnesota GreenStep Cities step level Step 3 Step 3 Step 3 Step 3 Step 3
Best practices completed 24 24 25 25 25
Best practice actions completed 💡83 88 91 92 94
2021
New Hope Crystal Golden Valley New Brighton Richfield
Minnesota GreenStep Cities rating Step 3 Step 3 Step 5 Step 5 Step 3
💡SMART Goal
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
16. CITY STREETS (CITIZEN RATING)
20181 20191 20201 20211 20222
Excellent or good 70%66%64%72%72%
Fair or neutral 23%31%32%26%25%
Poor 2%3%3%1%3%
Unknown or blank 5%1%1%1%0%
PAGE 14
1 Data for citizens’ rating of the overall condition of city streets (not including county roads) from 2018-2021 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 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
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.
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
2022
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 72%69%N/A N/A N/A
Fair or neutral 25%24%N/A N/A N/A
Poor 3%7%N/A N/A N/A
Unknown or blank 0%0%N/A N/A N/A
GENERAL GOVERNMENT INFRASTRUCTURE CONDITION
2 Data for citizens’ rating of pavement repair and patching on city streets from 2022 was compiled from the Morris Leatherman
Company Survey, a professional community-wide phone survey.
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
17. PAVEMENT
PAGE 15
2018 2019 2020 2021 2022
Pavement condition rating 💡76 (good)76 (good)80 (good)81 (excellent)81 (excellent)
Pavement condition rating data from 2018-2022 was compiled by the city engineer.
18. ROAD SNOWPLOWING (CITIZEN RATING)
20181 20191 20201 20211 20222
Excellent or good 80%78%81%82%90%
Fair or neutral 15%18%16%14%9%
Poor 4%4%2%3%1%
Unknown or blank 1%0%1%0%0%
1 Data for citizens’ rating of the overall quality of snowplowing of city streets from 2018-2021 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 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
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.
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
2022
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 90%70%N/A N/A N/A
Fair or neutral 9%19%N/A N/A N/A
Poor 1%10%N/A N/A N/A
Unknown or blank 0%2%N/A N/A N/A
💡SMART Goal
2 Data for citizens’ rating of the snowplowing of city streets from 2022 was compiled from the Morris Leatherman Company
Survey, a professional community-wide phone survey.
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 16
19. WATER UTILITY INFRASTRUCTURE
2018 2019 2020 2021 2022
Water main breaks 24 14 18 26 26
Water main break data for 2018-2022 was compiled by the city’s public works department.
COMPARISON TO OTHER CITIES 2018
New Hope Crystal Golden Valley New Brighton Richfield
Water main breaks 24 12 17 21 12
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.
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
2022
New Hope Crystal Golden Valley New Brighton Richfield
Water main breaks 26 5 29 8 18
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 17
20. WATER QUALITY (CITIZEN RATING)
20181 20191 20201 20211 20222
Excellent or good 86%87%88%87%86%
Fair or neutral 12%11%10%12%13%
Poor 1%1%1%0%1%
Unknown or blank 1%1%1%1%1%
1 Data for citizens’ rating of the overall quality of the city water supply from 2018-2021 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 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
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.
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
2022
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 86%85%N/A N/A N/A
Fair or neutral 13%11%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
2 Data for citizens’ rating of the taste and quality of drinking water from 2022 was compiled from the Morris Leatherman
Company Survey, a professional community-wide phone survey.
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 18
21. SANITARY SEWER (CITIZEN RATING)
20181 20191 20201 20211 20222
Excellent or good 80%81%80%83%81%
Fair or neutral 16%17%18%17%13%
Poor 1%1%1%0%1%
Unknown or blank 3%1%1%0%6%
1 Data for citizens’ rating of the dependability and overall quality of the city sanitary sewer service from 2018-2021 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 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
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.
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
2022
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 81%80%N/A N/A N/A
Fair or neutral 13%10%N/A N/A N/A
Poor 1%2%N/A N/A N/A
Unknown or blank 6%8%N/A N/A N/A
2 Data for citizens’ rating of sanitary sewer service from 2022 was compiled from the Morris Leatherman Company Survey, a
professional community-wide phone survey.
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 19
22. SEWER UTILITY INFRASTRUCTURE
2018 2019 2020 2021 2022
Blockages 0 1 2 0 1
Blockages per 1,000 connections (5,400 total).000 .185 .370 .000 .185
Sewer blockage data for 2018-2022 was compiled by the city’s public works department.
COMPARISON TO OTHER CITIES 2018
New Hope Crystal Golden Valley New Brighton Richfield
Blockages per 1,000 connections .000 1.000 .401 .674 .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.
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
2022
New Hope Crystal Golden Valley New Brighton Richfield
Blockages per 1,000 connections .185 1.000 .267 .169 .000
24. STORMWATER MANAGEMENT (CITIZEN RATING)
2018 20191 20201 20211 20222
Excellent or good N/A 70%72%75%65%
Fair or neutral N/A 26%25%22%20%
Poor N/A 3%2%1%3%
Unknown or blank N/A 1%1%1%13%
1 Data for citizens’ rating of the overall quality of stormwater management in the city 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.
23. SEWER LINING
2018 2019 2020 2021 2022
Miles of sewer lined 💡1.25 1.62 2.15 1.80 0.48
Sewer lining data from 2018-2022 was compiled by the city’s public works department.
💡SMART Goal
2 Data for citizens’ rating of the accommodation and control of stormwater runoff from 2022 was compiled from the Morris
Leatherman Company Survey, a professional community-wide phone survey.
ATTRACTIVE, HIGH-QUALITY NEIGHBORHOODS & BUSINESS
DISTRICTS
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
25. DEVELOPMENT ACTIVITY
2018 2019 2020 2021 2022
Permits issued 2,441 2,459 2,536 2,870 2,559
Fees collected 💡$506,883 $452,267 $513,900 $544,109 $441,847
Valuation of work 💡$46,952,876 $38,288,981 $27,832,249 $28,894,527 $17,602,045
PAGE 20
COMPARISON TO OTHER CITIES 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
Comparison data was requested and supplied directly by city staff.
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
2022
New Hope Crystal Golden Valley New Brighton Richfield
Permits issued 2,559 3,166 4,951 2,375 5,098
Fees collected $441,847 $552,850 $2,020,584 $896,555 $1,058,501
Valuation of work $17,602,045 $18,587,649 $86,220,520 $57,277,763 $103,152,111
Permit data for 2018-2022 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)
20181 20191 20201 20211 20222
Excellent or good 75%74%72%75%75%/88%
Fair or neutral 22%24%24%22%10%/11%
Poor 1%1%1%2%1%/0%
Unknown or blank 2%1%2%1%15%/2%
1 Data for citizens’ rating of the overall quality of city recreational programs and facilities (parks, trails, recreational facilities,
classes, etc.) from 2018-2021 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 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
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.
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
2022
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 75%/88%72%N/A N/A N/A
Fair or neutral 10%/11%18%N/A N/A N/A
Poor 1%/0%6%N/A N/A N/A
Unknown or blank 15%/2%5%N/A N/A N/A
2 Data for citizens’ rating of recreation programs (first number) and park and recreation facilities (second number) from 2022 was
compiled from the Morris Leatherman Company Survey, a professional community-wide phone survey.
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
27. RECREATION PARTICIPATION & ATTENDANCE
2018 2019 2020 2021 2022
Participants in recreation programs 💡25,604 23,598 10,504 17,436 23,729
Pool open swimming attendance Closed Closed Closed 46,863 49,337
Pool passes1 Closed Closed Closed 1,929 2,303
Golf rounds 💡17,800 16,837 26,553 27,654 25,088
Open skating attendance (ice arena) 💡2,204 2,594 1,055 1,641 2,283
Ice hours rented 💡4,151 4,202 2,984 4,416 4,248
PAGE 22
Recreation program participation data for 2018-2022 was compiled by the city’s parks and recreation department.
COMPARISON TO OTHER CITIES 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
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.
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
2022
New Hope Crystal Golden Valley1 New Brighton Richfield
Pool attendance 49,337 14,261 N/A N/A 46,071
Pool passes 2,303 804 N/A N/A 4,780
Golf rounds 25,088 N/A 24,995 24,602 N/A
Open skating attendance (ice arena)2,283 N/A N/A N/A 5,706
Ice hours rented 4,248 N/A N/A N/A 5,080
💡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)
20181 20191 20201 20211 20222
Excellent or good 79%79%80%79%94%
Fair or neutral 20%19%18%19%7%
Poor 1%1%1%1%0%
Unknown or blank 0%1%1%1%0%
1 Data for citizens’ rating of the overall appearance of the city from 2018-2021 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 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
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.
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
2022
New Hope Crystal Golden Valley New Brighton Richfield
Excellent or good 94%58%N/A N/A N/A
Fair or neutral 7%32%N/A N/A N/A
Poor 0%10%N/A N/A N/A
Unknown or blank 0%0%N/A N/A N/A
2 Data for citizens’ rating of the overall general appearance of their neighborhood from 2022 was compiled from the Morris
Leatherman Company Survey, a professional community-wide phone survey.
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
29. DISTRIBUTION OF INFORMATION (CITIZEN RATING)
PAGE 24
1 Data for citizens’ rating of the quality of communication/distribution of information from 2018-2021 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
2018 2019 2020 2021 2022
Unique visitors 91,165 102,583 99,161 123,788 128,318
Website data for 2018-2022 was compiled by the city’s communications department.
20181 20191 20201 20211 20222
Excellent or good 77%72%71%73%80%
Fair or neutral 20%24%25%24%12%
Poor 3%3%3%2%1%
Unknown or blank 1%1%1%1%8%
COMPARISON TO OTHER CITIES 2018
New Hope Crystal Golden Valley New Brighton Richfield
Unique visitors 91,165 91,105 N/A N/A N/A
Comparison data was requested and supplied directly by city staff.
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
2022
New Hope Crystal Golden Valley New Brighton Richfield
Unique visitors 128,318 127,613 N/A N/A N/A
2 Data for citizens’ rating of the overall performance in communicating key local issues to residents in its publications, website,
mailings, and on cable television from 2022 was compiled from the Morris Leatherman Company Survey, a professional
community-wide phone survey.
CITY OF NEW HOPE PERFORMANCE MEASUREMENT REPORT
PAGE 25
31. MEETING VIEWERSHIP
2018 2019 2020 2021 2022
Online views of city meetings 803 555 1,796 1,188 1,467
Online viewership data for 2018-2022 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 2018
New Hope Crystal Golden Valley New Brighton Richfield
Online views of city meetings 803 584 1,016 N/A N/A
Comparison data was requested and supplied directly by CCX Media.
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
2022
New Hope Crystal Golden Valley New Brighton Richfield
Online views of city meetings 1,467 1,127 3,230 N/A N/A
COMPARATIVE ANALYSIS TO SIMILAR CITIES
32. TAX RATE
2018 2019 2020 2021 2022
New Hope1 58.59%67.99%67.09%63.94%64.32%
New Hope without street infrastructure levy2 50.29%59.23%57.725%55.73%55.57%
Crystal 50.42%48.77%47.86%49.51%47.37%
Golden Valley 55.15%53.78%53.40%52.60%N/A
Champlin 41.19%39.61%39.56%40.78%40.63%
Hopkins 67.83%71.70%70.75%67.66%66.84%
Brooklyn Center 68.43%71.86%66.60%66.26%N/A
Tax rate data for 2018-2022 was compiled by the city’s financial consultant, Abdo Financial Solutions, LLC, from the county
rate cards. Tax rates are calculated by taking the net tax capacity divided by the city’s total levy. Tax capacity is determined
by multiplying a property’s market value by its classification rate (examples include residential homestead, agriculture land,
commercial/industrial, or rental housing). This information is completed and updated by the county assessor each year. Each
local taxing jurisdiction certifies a levy equal to the amount it intends to raise from property taxes in the upcoming year. “N/A”
signifies that no data was reported.
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
2018 2019 2020 2021 2022
New Hope 2,448 2,605 2,094 2,239 2,089
Crystal 760 668 553 494 439
Golden Valley 2,808 3,938 2,913 2,750 N/A
Champlin 164 143 452 477 465
Hopkins 3,797 4,055 4,467 4,428 4,532
Brooklyn Center 1,921 1,954 1,977 1,956 N/A
Debt per capita data for New Hope from 2018-2022 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
2018 2019 2020 2021 2022
New Hope 679 610 839 663 400
Crystal 362 399 389 271 236
Golden Valley N/A N/A N/A N/A N/A
Richfield N/A N/A 673 N/A N/A
New Brighton N/A N/A N/A N/A N/A
With the exception of New Hope in 2022, 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. Data for New Hope in 2022 was compiled from
the Morris Leatherman Company Survey, a professional community-wide phone survey. The study involved a telephone survey
of 400 randomly selected residents. Professional interviewers contacted survey respondents across the community between
April 26 and May 16, 2022. The average interview lasted 20 minutes. The non-response level was 4.5%. Random samples such
as this yield results projectable to the entire universe of adult New Hope residents within ± 5.0 percentage points in 95 out of
100 cases. Cellphone-only households were 51% of the sample, landline-only households were 12%, and households with both
landlines and cellphones were 37%. “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, 2023
ESTABLISHED BETWEEN 2016 & 2022
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
2022, 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 0 findings 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 $122,596 TBD TBD TBD
Status: On track. The city received has received an average of $776,201 in grants or outside funding
sources over the last two years, 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 AA TBD TBD TBD
Status: On track. Malloy, Montague, Karnowski, Radosevich & Co. completed unqualified audits on
financial statements in 2021 and 2022 that revealed no findings.
2021 2022 2023 2024 2025
4 actions 4 actions TBD TBD TBD
Status: On track. Actions submitted for review in 2021 included upgrading to LED interior lighting at a fire
station, participating 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
installation of new water bottle filling stations. Actions submitted for review in 2022 included
deconstructing the home that was demolished at 5306 Rhode Island Avenue North, which
involved carefully removing the house so that materials could be recycled, re-purposed, or reused
instead of being sent to a landfill, adopting a Fair Housing Policy, and receiving grant funds for a
Safe Routes to School infrastructure project.
CITY OF NEW HOPE SMART GOALS
PAGE 29
COMMUNICATIONS1
Goal: Execute more than 100 reader board updates annually over the next four years.
Status: On track. The reader board at 42nd and Xylon avenues was updated 139 times in 2022. The sign
includes information on upcoming meetings, events, 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 four years.
2020 2021 2022 2023
134 112 139 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. In
2022, to reach more residents and businesses, the previous monthly distributed In the Pipeline
newsletter was discontinued, and distribution of In Touch increased from four to six times per
year.
2020 2021 2022 2023
3 4 6 TBD
Goal: Update the city’s website with news features 100 times annually over the next four years.
Status: On track. The news and features section of the website was updated 111 times in 2022.
2020 2021 2022 2023
137 193 111 TBD
Goal: Increase the city’s social media following by 15% annually over the next four 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. The number increased
by 33% between 2020 and 2021, significantly higher than the 15% goal. Followers grew 14.7%
between 2022 and 2023.
Goal: Increase traffic to the city’s website by 10% annually over the next four 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. The number of website
sessions decreased by 2% between 2021and 2022. This drop may be attributed to the move
to post-pandemic rhythms. When comparing pre-pandemic (2019) and post-pandemic (2022)
website traffic, there was an overall increase of 23%.
2019 2020 2021 2022 2023
3,474 3,897 5,165 5,926 TBD
2019 2020 2021 2022 2023
150,594 151,329 189,616 185,229 TBD
ASSESSING
2020 2021 2022 2023 2024 2025
$2,177,389,934 $2,308,596,615 $2,693,654,510 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. It increased by $385 million (16.68%) between 2021 and 2022.
1 Each of the five communications goals have been extended one year, into 2023. New goals will be developed in 2024.
CITY OF NEW HOPE SMART GOALS
PAGE 30
HUMAN RESOURCES
2022 2023 2024
9.6%TBD 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 did not exceed 12% in 2022.
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 $325,000 TBD TBD TBD
+5.33%+7.00%+18.18%
Status: On track. Median household value increased by at least 3% between 2020 and 2021 and between
2021 and 2022.
Goal: Maintain a five-year rolling average of the Experience Modification Rate (EMR) at or below 1.15
over the next five years.
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: On track. No elections were held in 2021. Overall voter turnout for the 2022 general election was
65.56% with nearly 8,500 voters (2,600 absentee ballots).
2021 2022 2023 2024 2025 2026
N/A 65.56%TBD TBD TBD TBD
Status: On track. The EMR did not exceed 1.15 in 2022. 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
2022-2023 is calculated using 2018, 2019, and 2020 data.
2022 2023 2024 2025 2026
0.96 TBD TBD TBD TBD
CITY OF NEW HOPE SMART GOALS
PAGE 31
PUBLIC SAFETY
PUBLIC SAFETY
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: Not completed. The department completed 929 spot checks in 2022, slightly below the goal of
completing 1,000 for the year. Spot checks involve driving through or around properties looking
for suspicious activity.
2022 2023 2024
929 TBD TBD
Goal: Host at least ten community engagement events per year over the next three years.
Status: On track. The department hosted 12 community engagement events in 2022. This included
events such as community picnics, Copsicles (popsicles and ice cream with officers), Coffee with a
Cop, and Blue Santa (previously “Shop with a Cop”).
2022 2023 2024
12 On-hold On-hold
RESERVES/EXPLORERS
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: On track. Although the reserve team was not fully staffed, the group exceeded the goal and
represented the police department at many community events.
2022 2023 2024
31 hours TBD TBD
Goal: Maintain a minimum staffing level of eight active police reserves per year over the next three
years.
Goal: Complete a minimum of 70 hours of department-wide training per year over the next three years.
Status: New for 2023.
Goal: Complete a minimum of eight inter/intra-jurisdictional traffic details over the next three years.
Status: New for 2023.
Status: New for 2023.
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 45 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. In 2022, there were 45
applicants with 15 recruits hired.
Goal: Complete a minimum of 30 Home Safety Surveys annually over the next five years.
Status: Not completed. In 2022 the West Metro Fire-Rescue District resumed the Home Safety Survey
program and completed 38 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 38 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 99 187 TBD
Status: Not completed. In 2022, West Metro Fire-Rescue District firefighters each averaged 187 hours of
training. This does not include the hours for 14 new firefighters hired in 2022.
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 $236,080 TBD TBD TBD
Status: On track. In 2022, the West Metro Fire-Rescue District obtained $236,080 in grants,
reimbursements, and donations. Training reimbursements totaling $24,140 were received from
the Minnesota Board of Firefighter Training and Education, $290 was received from Fleet Services,
a $9,000 grant was received from the Minnesota State Fire Department Association for Turnout
Gear, $17,500 was received in reimbursements, and $185,150 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: Complete at least 800 code compliance investigations annually over the next five years.
Status: On track. Code enforcement inspectors completed 1,124 inspections in 2022 for property
maintenance violations such as exterior storage, unscreened trash containers, and inoperable
vehicles.
ANIMAL CONTROL
Goal: Maintain average number of goose nests in city at or below four over the next three years.
Status: On track. There was one nest recorded in 2022.
Goal: Collect an average of at least $400,000 in permit fees annually over the next five years.
Status: On track. The city generated $441,847 in permit fees in 2022.
Goal: Generate an average of at least $25,000,000 in value of work for permits issued over the next five
years.
Status: In progress. The total value of work completed in the city in 2022 was $17,602,045.
2022 2023 2024 2025 2026
$441,847 TBD TBD TBD TBD
2022 2023 2024 2025 2026
$17,602,045 TBD TBD TBD TBD
2022 2023 2024 2025 2026
1,124 TBD TBD TBD TBD
2022 2023 2024
1 TBD TBD
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 2021 has been uploaded to the system and data from 2022, which includes
GPS coordinates for all new utilities, will be uploaded in 2023. A new asset management program
is currently being developed and will be live in the summer of 2023. Additional tablets have been
purchased for maintenance workers to use in the field, which will improve the data entry process.
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 81 TBD TBD TBD
Status: On track. The city’s Pavement Rating Index is a metric assigned to city roadways to help with
prioritization for future infrastructure project planning. Annually, Public Works and Engineering
staff drive city streets to evaluate pavement ratings. Each roadway is evaluated visually based
on pavement condition and frequency and size of cracks and a number between 1 and 100 is
assigned as the pavement rating. Pavement ratings then fall into the following categories: failing
(1-20), very poor (21-40), poor (41-60), good (61-80), and excellent (81-100). In 2022 the city’s
average pavement rating was 81 which falls into the lower end of the excellent category.
Goal: Update pavement management plan annually over the next five years.
2021 2022 2023 2024 2025
TBD TBD TBD
Status: On track. The pavement management plan is a continual fluid process as project costs and the
condition of the pavement and utility infrastructure change. The current version of the plan
extends through 2032 and is updated annually. The pavement management plan generally
follows a pavement management schedule of 80 years for local and low traffic Municipal State
Aid (MSA) streets, and 72 years for high traffic MSA streets. Over the course of the pavement
management schedules, improvements such as crack seal, seal coat, fog seal, mill and overlay,
and reclaim and overlay are utilized to maintain quality driving surfaces throughout the
roadway’s life.
2021 2022 2023 2024 2025
1.80 0.48 TBD TBD TBD
Status: On track. Suspected infiltration areas have been investigated by staff and projects to reduce I&I
were completed in 2022. This involved flow monitoring and sewer lining in the northwest corner
of the city, including the lift station at 60th and Quebec avenues (Liberty Park area). A total of 2.28
miles of sewer have been lined over the last two years.
CITY OF NEW HOPE SMART GOALS
PAGE 35
PARKS & RECREATION
RECREATION
Goal: Offer eight special events per year over the next five years.
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 25 TBD TBD TBD
Status: On track. Events in 2022 included the Bike Rodeo, Competition Food Shelf Show, Daddy/Daughter
Royal Ball, Dance Recitals (3), Holiday Tea, May the 4th Event, Movie at the Arena, Movies in the
Park (3), Music in the Park (7), Octoberfest Senior Luncheon, Trick or Trot, Vehicle Fair, Water Day,
Winter Golf, and Young Mudder.
2021 2022 2023 2024 2025
$103,549 $122,438 TBD TBD TBD
Status: On track. The total amount collected in 2022 included $98,641 in grants and $23,797 in
sponsorships/donations. The city received numerous other non-cash donations as well.
2021 2022 2023 2024 2025
3 3 TBD TBD TBD
Status: On track. Brochures were produced in the spring/summer, fall, and winter of 2022.
CITY OF NEW HOPE SMART GOALS
PARKS
Goal: Replace a minimum of one playground structure per year over the next four years.
Status: On track. The playground equipment at Hidden Valley Park was replaced in 2022. The playground
equipment at Corner Park was replaced in 2021.
2021 2022 2023 2024
1 1 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 2022, the tennis court at Begin Park was crack-filled, the basketball court at Liberty
Park was crack-filled, and the basketball court at Lions Park was resurfaced.
2021 2022 2023 2024 2025
4 3 TBD TBD TBD
Goal: Replace three park name signs per year over the next three years.
Status: Not completed. Signs were replaced at Elm Grove, Hidden Valley, Lighted, Holiday, and Liberty
parks in 2022.
2021 2022 2023
2 5 TBD
Goal: Remove or treat all remaining ash trees located in open-space areas in city parks in 2023.
Goal: Replant 30 park trees per year over the next five years.
Status: New for 2023.
Status: New for 2023.
AQUATIC PARK
Goal: Increase program (lap swim, water walk, swim lessons) attendance by 3% per year over the next
four years.
Status: New for 2023.
Goal: Increase concessions revenue by 3% per year over the next four years.
Status: New for 2023.
PAGE 36
CITY OF NEW HOPE SMART GOALS
PAGE 37
ECONOMIC DEVELOPMENT AUTHORITY (EDA)
Goal: Facilitate the construction or renovation of 12 scattered site single-family homes over the next
four years.
SPECIAL REVENUE FUND
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 2022, two EDA projects were completed, with new homes
being sold to private owners. This included demolition and rebuild projects at 4637 Aquila Avenue
North (sold for $460,000) and 5213 Pennsylvania Avenue North (sold for $575,000). Projects at
5306 Rhode Island Avenue North, 4201/4205 Boone Avenue North, and 3611 Louisiana Avenue
North were underway at the end of 2022, 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 29 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 56 TBD TBD TBD
Status: On track. A total of 142 business applied for new business permits in between 2021 and 2022.
SOLID WASTE MANAGEMENT
Goal: Maintain 80% or greater recycling participation rate over the next five years.
2021 2022 2023 2024 2025
92.2%91.6%TBD TBD TBD
Status: On track. The city achieved a recycling participation rate greater than 80% in 2021 and 2022.
Goal: Average 450 pounds recycled per household per year over the next five years.
2021 2022 2023 2024 2025
N/A N/A TBD TBD TBD
Status: Discontinued. Data for 2021 and 2022 was not made available to the Hennepin Recycling Group
and the goal has been discontinued.
Goal: Approve at least 10 curbside appeal reimbursement projects per year over the next two years.
2022 2023 2024 2025
2 TBD TBD TBD
2022 2023
11 TBD
Status: On track. A total of 11 projects were approved in 2022, resulting in a total investment of $110,136.
Projects included new front porches, roofline alterations, columns, stone accents, front doors,
garage doors, windows, and siding upgrades.
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
2020 2021 2022 2023 2024 2025
$367,290 $385,655 $404,938 TBD TBD TBD
Status: On track. The levy has increased by 5% each of the last two years.
STREET INFRASTRUCTURE
Goal: Reconstruct or mill and overlay streets as proposed in five-year Capital Improvement Plan over
the next five years.
Status: New for 2023.
CITY OF NEW HOPE SMART GOALS
PAGE 39
SANITARY SEWER
ENTERPRISE FUNDS
Goal: Implement two-year sewer lining contracts and increase funding in the Capital Improvement Plan
annually to 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 2022 and 2023 areas were bid together as one project in
an area known to have high infiltration amounts. The project will be completed in 2023. The city
continues to budget more over time to complete additional lining projects. This goal was altered
in 2023 to include increasing funding in the Capital Improvement Plan.
WATER
Goal: Exercise 5% of water valves annually over the next five years.
Status: Completed. In 2022, city staff exercised, turned, or operated approximately 200 of the city’s water
shut-off valves, or 17.8%. This count includes valves turned for maintenance purposes such as
water main breaks and water shutdowns during improvement projects. Exercising the valves
ensures that they remain operational in case of emergency water breaks. Staff also tracks any
necessary maintenance while exercising the valves. The city experienced a high volume of water
main breaks in 2021 and 2022 leading to more valves being exercised as compared to the past.
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%20.1%17.8%
STORM WATER
Goal: Decrease average total phosphorus levels in Meadow Lake over the next five years through the
Meadow Lake Management Plan.
Status: New for 2023.
Goal: Review the Municipal Separate Storm Sewer System (MS4) inventory of public and private
systems and correct any errors in the next two years.
Status: New for 2023.
Goal: Improve water quality in both the Shingle Creek and Bassett Creek watershed districts.
Status: In progress. In 2022, monitoring data collected on Meadow Lake showed improvements post-
drawdown. An alum treatment is scheduled for the spring of 2023 to continue the Meadow Lake
Management Plan improvement project. 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.
Goal: Replace outdated or faulty water meters throughout the city.
Status: New for 2023.
Goal: Exercise 5% of water valves annually over the next five years.
Status: New for 2023.
CITY OF NEW HOPE SMART GOALS
PAGE 40
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 as part of the county and
city’s 42nd Avenue North improvement project, which includes a mill and overlay of 42nd Avenue
North from Gettysburg Avenue North to Winnetka Avenue North, the addition of a pedestrian
trail with decorative lighting throughout the corridor, and water main and ADA improvements.
GOLF COURSE
ICE ARENA
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 58 TBD TBD
Status: On track. Clubhouse rentals increased by 39% between 2020 and 2021. They increased by 49%
between 2021 and 2022.
2020 2021 2022 2023 2024
59.5 hours 82.5 hours 80 hours TBD TBD
Status: Not completed. The number of hours used for open skating and open hockey decreased slightly
in 2022, however, attendance increased significantly.
Goal: Increase open skating attendance by 3% per year over the next four years.
2020 2021 2022 2023 2024
1,055 1,641 2,283 TBD TBD
Status: On track. Open skating attendance increased by 56% between 2020 and 2021. It increased by
39% between 2021 and 2022.
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: On track. Engineering and design of the central garage expansion began in the spring of 2019.
Phase one construction started in 2021 and included the relocation of reserve soils from the
central garage to a newly constructed shed. It also included renovations to the security, heating,
ventilation, and air conditioning systems, a reshuffling of storage and office space, and parking
lot pavement replacement and expansion. The vast majority of phase one construction was
completed in 2022, and final finishings are occurring in 2023. If approved by the City Council, the
second phase of the project would take place in spring 2024.
INFORMATION TECHNOLOGY
Goal: Ensure that 95% of the city’s desktops and laptops have been in service less than five years.
Status: On track. Of the city desktops and laptops in use, 96.8% have been in service less than five years.