2018 Monticello MN PAFRCitizen’s Annual FINANCIAL REPORT
for the year ended December 31, 2018
www.ci.monticello mn.us
CITY OF MONTICELLO
505 WALNUT STREET
MONTICELLO, MN 55362
PHONE: 763.295.2711
FAX: 763.295.4404
Table of Contents
Financial Report Message.................................................1
Awards.............................................................................1
City Organization..............................................................2
City Profile & Economic Outlook .......................................3
Government-wide Financial Activity.................................3
Governmental Activities ...................................................4
Business-type Activities ...................................................4
What We Own ..................................................................5
What We Owe...................................................................6
Governmental Funds ........................................................6
General Fund....................................................................7
Special Revenue Funds.....................................................8
Debt Service & Capital Project Funds ...............................8
Hi-Way Liquors.................................................................9
Deputy Registrar ..............................................................9
Tax Levy.........................................................................10
Largest Taxpayers, Employers & Customers...................11
Monticello by the Numbers.............................................12
__________________________________________________________________________________________
1 | Page
We are pleased to present the city of Monticello’s fourth Popular Annual Financial Report (PAFR). The PAFR is a
condensed version of the 2018 Comprehensive Annual Financial Report (CAFR), and as such, does not include
information on all the city's funds. The report focuses on select major governmental funds (General, Community Center,
and Economic Development Authority) and the city’s enterprise funds.
The CAFR is a detailed account of the city's financial statements, notes, schedules, and statistics. The CAFR was
prepared in conformance with Generally Accepted Accounting Principles (GAAP), audited by Malloy, Montague,
Karnowski, Radosevich, & Co. P.A. (MMKR), and received an unmodified (clean) opinion. A copy of the CAFR can
be found on the city's website at www.ci.monticello.mn.us/finance.
This report provides a summary of the financial position of the city and shows where revenues come from to operate the
city and where those dollars are spent. The report is presented in an effort to inform citizens and other interested parties
about the financial operations of the city in a simplified and easy-to-read format. Definitions to technical language can be
found in the section titled What Does It All Mean? on page 11.
Thank you for your interest in your government and its functions. Please feel free to share any questions or comments on
the PAFR with Finance Director Wayne Oberg at wayne.oberg@ci.monticello.mn.us or Finance Manager Sarah
Rathlisberger at sarah.rathlisberger@ci.monticello.mn.us.
Respectfully submitted,
Wayne Oberg
Finance Director
Sarah Rathlisberger
Finance Manager
The Government Finance Officers Association (GFOA), with more than 20,000 colleagues, is dedicated to enhancing and
promoting the professional management of governments for the public benefit. Since 1906, the GFOA has been
accomplishing this mission by identifying and developing the highest quality financial policies and practices and promoting
them to the public through education, training, and leadership.
The GFOA has established several highly regarded professional recognition programs to encourage and assist state and
local governments of all types and sizes to improve the quality of their financial management and to recognize their
achievement.
Each award is valid for one year. The City of Monticello has received the following awards:
Popular Annual Financial
Report: 2015 - 2017
Distinguished Budget Presentation
Award: 2009 - 2018
Comprehensive Annual Financial
Report (CAFR): 2009 - 2017
__________________________________________________________________________________________
2 | Page
The city operates under the mayor-council form of government. The five-member city council is elected on a nonpartisan
basis. The mayor is elected to serve a two-year term. Councilmembers serve four-year staggered terms, with two
councilmembers elected every two years. Policymaking and legislative authority are vested in the city council. The council
is responsible for passing policies, ordinances, and resolutions. The council adopts the annual tax levy and budget.
Council appointed boards, commissions and committees usually include at least one councilmember. A council-
appointed city administrator is responsible for implementing policies and providing general operational oversight.
The City Council includes: Term expires:
Mayor Brian Stumpf 12/31/2020
brian.stumpf@ci.monticello.mn.us
Councilmember Jim Davidson 12/31/2020
jim.davidson@ci.monticello.mn.us
Councilmember Bill Fair 12/31/2020
bill.fair@ci.monticello.mn.us
Councilmember Charlotte Gabler 12/31/2022
charlotte.gabler@ci.monticello.mn.us
Councilmember Lloyd Hilgart 12/31/2022
lloyd.hilgart@ci.monticello.mn.us
Charlotte Gabler, Brian Stumpf, Lloyd Hilgart
Bill Fair, Jim Davidson All councilmembers: allcitycounciladdress@ci.monticello.mn.us
Citizens of Monticello
City Council
City Administrator:
Jeff O'Neill
Administration
City Clerk:
Jennifer
Schreiber
Human Resources:
Tracy Ergen
Communications:
Rachel Leonard
Planning
Community
Development
Director:
Angela Schumann
Building Official:
Ron
Hackenmueller
Economic
Development
Manager:
Jim Thares
Finance
Finance Director:
Wayne Oberg
Finance Manager:
Sarah
Rathlisberger
DMV Manager:
Carolyn Granger
Liquor Store
Manager:
Randall Johnsen
Public Works
Engineer-Public
Works Director:
Matt Leonard
Streets
Superintendent:
Tom Moores
Parks
Superintendent:
Tom Pawelk
Utilities
Superintendent:
Mat Stang
Fire
Fire Chief:
Mike Mossey
Fire Marshal-
Emergency
Management
Coordinator:
Dan Klein
Community
Center
MCC Director:
Ann Mosack
Operations Manager:
Sara Cahill
Member Services
Coordinator:
Tricia Handorff
The mission of the city of Monticello is to responsibly
use our resources to provide quality services and
programs that foster a dynamic community rooted in
history and preparing for a vibrant future.
__________________________________________________________________________________________
3 | Page
The city of Monticello, organized as a municipality in 1856, has the Mississippi River as its north border. The city is
located approximately 45 miles northwest of the Minneapolis/St. Paul metropolitan area along the I-94 corridor in Wright
County. The city benefits from employment opportunities in the area and a relatively low unemployment rate of 3.4%.
The city provides its residents and businesses with a full range of municipal
services consisting of law enforcement (Wright County Sheriff) and fire
protection, the construction and maintenance of streets and other
infrastructure, a community center for recreation activities, park operations and
maintenance, and general administrative services. In addition, the city operates
five enterprises: a water utility, a sewage utility, a liquor store, a fiber optics
utility (FiberNet), and a deputy registrar (DMV).
The city of Monticello continues to grow. In 2018, the city issued 58 permits for new
homes, compared to 64 in 2017, and 61 in 2016. While the number of buildable lots had been declining, new plats in
2018 offset new home construction, and the number of lots available for single-family homes is 50. More subdivisions
are occurring in 2019.
For 2018, the city's population was estimated at 13,553, an increase of 794 or about 6%, from the 2010 Census number
of 12,759. The city currently occupies 8.9 square miles but could ultimately expand to 20.8 square miles as portions of
Monticello Township may be annexed through an orderly annexation agreement.
Condensed Statement of Net Position
The Statement of Net Position presents information on all of the
city’s assets and deferred outflows of resources, less liabilities and
deferred inflows of resources, with the difference reported as net
position. Over time, increases or decreases in net position may
serve as a useful indicator of whether the financial position of the
city is improving or deteriorating.
2018 2017 Change
Current and other assets 57,482,763$ 53,304,170$ 4,178,593$
Capital assets 111,128,481 106,211,474 4,917,007
Total assets 168,611,244 159,515,644 9,095,600
Deferred outflows of resources 707,457 899,846 (192,389)
Long-term liabilities 32,170,967 30,271,175 1,899,792
Other liabilities 2,734,647 2,479,057 255,590
Total liabilities 34,905,614 32,750,232 2,155,382
Deferred inflows of resources 5,311,755 1,780,705 3,531,050
Net position
Net investment in capital assets 82,768,194 81,480,434 1,287,760
Restricted 9,649,085 11,599,951 (1,950,866)
Unrestricted 36,684,053 32,804,168 3,879,885
Total net position 129,101,332$ 125,884,553$ 3,216,779$
Condensed Statement of Activities
The Statement of Activities presents information showing how the
city’s net position changed during the most recent fiscal year.
* Net position was restated January 1, 2018 for a change in accounting standard
2018 2017 Change
Revenues 26,313,579$ 25,030,313$ 1,283,266$
Expenses 23,172,056 21,684,018 1,488,038
Change in net position 3,141,523 3,346,295 (204,772)
Net position, January 1* 125,959,809 122,538,258 3,421,551
Net position, December 31 129,101,332$ 125,884,553$ 3,216,779$
Governmental
Activities
Basic city services
primarily supported
by taxes &
intergovernmental
revenues.
City
Services
General
Government Deputy
Registrar
Fiber
Optics
Liquor
Sewage
Water
Economic
Development
Recreation
& Culture
Transit
Sanitation
Public
Works
Public
Safety
Business-Type
Activities
City services
intended to recover
all or a significant
portion of their
costs through user
charges.
__________________________________________________________________________________________
4 | Page
Where the money comes from… Where the money goes…
Where the money comes from…
Revenues: The most significant revenue source
for business-type activities is charges for services at
84%. Charges for services include fees for water,
sewage, and fiber optic utilities, as well as liquor store
sales, and deputy registrar processing fees. Capital
grants and contributions include impact fees related
to new development. The gain on sales of capital
assets was related to a sale of land from the sewage
fund.
Where the money goes…
Revenues: The most significant revenue source
for governmental activities is property taxes at 59%
of total revenues. Charges for services accounts for
18% of revenues, most of which is generated by the
Community Center. Capital grants and contributions
(12%) include special assessments and revenues
from other sources restricted to capital asset
acquisition.
Expenses: The largest use of funds within
business-type activities is for the sewage utility
(38%). The city contracts with Veolia to run is
wastewater treatment plant. Fiber optics expenses
are also significant (30%). The city contracts with
Arvig to manage FiberNet, the city’s fiber optic
network. The water utility uses 16% of the city’s
business-type activities. Liquor expenses are mainly
the costs of goods sold and wages.
Expenses: Public works expenses are the most
significant (36%), followed by recreation and culture
(22%), and public safety (15%). Public works
expenses include engineering, streets, ice & snow
removal, shop & garage, and street lighting.
Recreation and culture includes parks, cemetery,
senior center, and community center expenses.
Included in public safety expenses in the city contract
with Wright County for police services.
__________________________________________________________________________________________
5 | Page
2018 Major Projects
Completed the 2017 street reconstruction project.
Acquired additional right-of-way and constructed a
significant portion of the Fallon Ave. overpass
project.
Constructed street and sewer improvements on
Chelsea Rd, including sidewalk and trail work.
Prepared for park improvements at Bertram Chain
of Lakes Regional Athletic Park.
Began HVAC upgrades at the Community Center.
Purchased various pieces of equipment.
Future Major Projects
Complete the Fallon Ave. overpass over I-94,
improvements along Chelsea Rd, and Community
Center HVAC upgrades
Continue work on development of Bertram Chain
of Lakes Park Regional Athletic Park.
Install various sidewalk extensions as part of the
2018 and 2019 Pedestrian Improvement projects.
Construct a new fire station and purchase a new
ladder truck.
Long-term Financial Planning
The city has developed a long-term financial model for its four major operating funds: General, Community Center,
Water, and Sewage. All four funds operate in a relatively stable environment and no large adjustments to taxes or user
charges are anticipated.
The city has also developed a Capital Improvement Program (CIP) plan, which is a five-year forecast of the city’s
facility, equipment, and infrastructure needs. Items in the first year of the CIP are incorporated into the annual budget.
Items in the later years are less certain and difficult to plan.
Both the city’s debt load and annual debt service property tax levy are evaluated for large projects requiring debt
issuance. Current year revenues and one-time use of reserves provide pay-as-you-go financing for smaller projects.
Roundabout at 7th St. & Washington St. as part of Aerial view of the Fallon Ave. overpass bridge
the Fallon Ave. overpass project
Land
10%
Buildings
10%
Infrastructure -
Water
8%
Infrastructure -
Sewage
15%
Infrastructure -
Fiber Optics
10%
Infrastructure -
Streets & Other
35%
Machinery and
Equipment
3%
Construction in
Progress
9%
Grading in preparation for Bertram Chain of Lakes
Regional Athletic Park improvements
__________________________________________________________________________________________
6 | Page
Total Long-term Liabilities
The city’s long-term liabilities outstanding at the end of the current fiscal year, December 31, 2018, were $32.1 million.
The chart below displays the breakdown for the major categories of those liabilities.
Bonds
In 2018, Moody’s affirmed the city's A2 bond
rating when the city issued $5,000,000 in
bonds for construction of the Fallon Avenue
overpass. An A2 is an upper medium grade.
A high bond rating is important because it results in lower
interest costs when issuing debt. The city plans to issue
future debt to take advantage of low interest rates.
The amount of bonds outstanding at year-end 2018 was $26,457,287, compared to the 2017 year-end amount of
$25,918,402. The chart below provides a glimpse of the current bonds outstanding, which excludes the Minnesota
Public Facilities Authority note payable for wastewater treatment plant improvements. The city plans to issue
approximately $8,000,000 in General Obligation (G.O.) bonds in 2019 to further finance the Fallon Avenue overpass
construction along with the new fire station and fire ladder truck.
$-
$5
$10
$15
$20
$25
$30
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029MillionsG.O. Debt Outstanding (2015 - 2029)
2007A Imp.2008 Sewer 2010A Imp.2011A Imp.2013 COI 2013 WWT 2014A JE 2015B SRI 2016A SRI 2017A 2018A
A fund is a grouping of accounts segregated for a specific
purpose. In 2014, reserves were used to retire debt and finance
capital asset purchases. In 2015, revenues grew, which is
attributable to increases in property taxes, intergovernmental
revenues, and licenses/permits. Street reconstruction and
improvement projects contributed to large expenditure increases
in 2016, 2017, and 2018.
The governmental funds operate on the modified accrual basis of accounting, and include various fund types including:
General fund - accounts for all financial resources except those accounted for in another fund.
Special revenue funds - account for revenues restricted by law or administrative action for specific purposes.
Debt service funds - account for the activity related to long-term debt principal, interest, and related costs.
Capital project funds - account for the acquisition or construction of major governmental capital facilities.
A2
$-
$5
$10
$15
$20
$25
2014 2015 2016 2017 2018Millions
Revenues Expenditures
__________________________________________________________________________________________
7 | Page
The chart below shows General fund revenues and expenditures for the last five years. Revenues have increased every
year with higher tax levies, and charges for services increased in 2017 with the implementation of a new garbage
charge. Expenditures rose in 2018 mostly due to wage increases, including the hiring of an engineer-public works
director, which had been vacant, and a fire marshal-emergency management coordinator, which was a new position.
Fund balance is determined as follows:
(Assets + Deferred Outflows of Resources) - (Liabilities + Deferred Inflows of Resources) = Fund Balance
Fund balance can fall into five different
classifications shown at the bottom of this
page. The city's policy is to maintain a year-
end unassigned fund balance of 65% of the
following year's budgeted expenditures. This
is the amount needed to pay expenditures
until the city receives its first property tax
settlement in June. The 2018 year-end
unassigned fund balance is $6,984,828.
The chart to the right shows 2018 revenues by
category, excluding other financing sources. Property
taxes continue to be the primary revenue source. In
2018, property taxes were 79% of actual revenues,
while budgeted property taxes were 83% of budgeted
revenues. Why? Non-tax revenue sources are more
conservatively estimated. Revenues for 2018 totaled
$8,689,793, compared to a budgeted $8,287,000.
Building permit revenue exceeded the $335,000
estimate by $92,644. Charges for services,
intergovernmental, and other (notably investment
earnings & insurance dividends) also contributed to
the positive revenue variance.
In the chart to the left, General fund
expenditures are distributed by function.
The 2018 total expenditures were
$7,924,408, which was $362,592 below the
budgeted $8,287,000. The variance is
mainly due to partial year position
vacancies, low fuel costs, and savings in
hiring an internal engineer, as well as
vigilant budget management. The largest
positive variances (expenditures less than
budget) were in the public works ($290,100)
and general government ($71,454)
functions.
Nonspendable:
Resources not in
spendable form
Restricted:
To be used for an
externally-imposed
purpose
Committed:
To be used as
established by city
council via resolution
Assigned:
To be used for a
specific purpose as
decided by the city
Unassigned:
Remaining balance in
the General fund OR
negative balance in
any other fund
__________________________________________________________________________________________
8 | Page
$-
$0.5
$1.0
$1.5
$2.0
$2.5
2016 2017 2018MillionsCommunity Center Fund
Revenues Expenditures Year-End Fund Balance
The Monticello Community Center (MCC) is a full-service facility with amenities including gym memberships, fitness
classes, climbing wall, aquatics, child indoor play, concessions, room rentals for events, and more. The MCC hosts various
events including a weekly summer farmers market, movies in the park, and Music on the Mississippi concert series.
$-
$1
$2
$3
$4
$5
$6
2016 2017 2018MillionsEconomic Development Authority Fund
Revenues Expenditures Year-End Fund Balance
The Economic Development Authority (EDA) is focused on improvements to Monticello’s original downtown. Properties
on Block 52 near West Bridge Park have been acquired in preparation for area improvements. The EDA is also working
on improvements along Walnut Street and Broadway Street including curb extensions and a façade improvement program.
Other special revenue funds include Minnesota investment, cemetery, and CDBG-revitalization.
The city has one combined debt service fund made up of seven sub-funds for the various governmental debt issuances
outstanding. The fund balance is restricted for repayment of debt. One of the issuances, the 2010A GO Improvement
bonds, was approved for an early redemption on February 1, 2019. Details about the city’s general obligation debt came
be found on page 6.
The Capital Projects fund is the only major capital project fund of the city. This fund accounts for the majority of
governmental buildings and infrastructure projects, some of which are detailed on page 5. The nonmajor capital projects
funds include improvements for storm sewer, street lighting, and park & pathway dedication.
__________________________________________________________________________________________
9 | Page
Hi-Way Liquors operations are
accounted for the in the Liquor
enterprise fund. Profits generated
from the liquor store support city
projects, including improvements
to the Bertram Chain of Lakes
regional park. The liquor store also
transfers money to the Fiber Optics
fund. Sales continue to grow,
reaching $6 million for the first time
in 2018 due to organic growth as
well as the addition of Sunday
liquor sales.
The liquor store is conveniently
located along the west side of
State Hwy 25 near the only
Mississippi River crossing within
an approximately 25-mile span.
The excellent location and
experienced management team
combine to achieve the 14th
highest gross sales out of the 190
municipally run liquor stores in
Minnesota in 2017.
Monticello’s Department of Motor Vehicles (DMV) operations are reflected in the Deputy Registrar enterprise fund.
The transition to MNLARS in 2017 created a challenge in learning a new system, but also provided an opportunity to
acquire new business from new dealerships. The DMV provides the following services:
Vehicle plates and registration
Vehicle title transfers
Driver’s licenses (address change or
reinstatement only)
DNR recreation vehicle registrations
Camper, motor home and utility trailer
registrations
Hunting and fishing licenses
Notary services
$-
$1
$2
$3
$4
$5
$6
2016 2017 2018MillionsHi-Way Liquors
Sales Operating Expenses Change in Net Position
__________________________________________________________________________________________
10 | Page
The City Council adopts a tax levy for the General fund, Monticello Community Center fund, Economic Development
Authority (EDA) fund, Debt Service fund, and Capital Projects fund. The levy for taxes payable in 2018 was $9,870,000,
which is $440,000 (2.4%) higher than the 2017 levy of $9,430,000. Most residents experienced an increase in their 2018
property taxes as property values rebounded, reducing the homestead value exclusion. Xcel Energy continued to make
improvements to its nuclear power generating plant in 2015. The 2015 improvements reached the tax rolls in 2017. Xcel
plant uprate improvements in 2011 and 2013 added significant taxable market value, leading to big tax capacity rates
decreases in 2013 and 2015, respectively.
The chart to the left displays the property tax levy using
the left scale (green bars) and the tax capacity rate using
the right scale (red line). The city has increased the levy
the last three years to compensate for the drop in the tax
capacity rates caused by Xcel uprates. The tax levy
divided by the tax capacity equals the tax capacity rate.
Tax capacity is a derivative of the taxable market value.
The General fund is primarily supported by property taxes.
Annual General fund budgets typically plan to receive
80% of the total revenue from the property tax levy. No
other revenue source comprises more than 5% of
budgeted General fund total revenues. However, actual
revenues for licenses and permits and charges for
services each made up roughly 6% of revenues.
Debt service funds are typically supported by a wide range
of revenue sources (property taxes, special assessments,
developer impact fees, transfers from other funds, etc.).
The MCC fund is primarily supported by user fees
(memberships, activity fees, rental charges, etc.)
Additionally, the MCC fund receives a portion of the tax
levy for operations.
Three tax levying authorities compete for your property
tax dollar: Wright County, City of Monticello, and
Independent School District #882. Monticello property
owners pay more tax dollars to the county than to the
city. Monticello’s tax capacity rate is the lowest in Wright
County. A little more than one-third of your property tax
supports a wide range of city services, including public
safety, streets, parks and recreation, and
administration.
The city's estimated market value of all properties within the city grew from $1.96 billion to $1.97 billion at the end of
2018. While Xcel Energy’s nuclear power plant saw a decrease in market value, residential and other commercial
properties had increases in market values causing a minor overall increase.
__________________________________________________________________________________________
11 | Page
As taxpayers go, none is larger in Monticello than Xcel Energy (Xcel). The company operates a nuclear power plant
located inside Monticello’s western boundary. The company has made two uprate improvements in the last six years,
absorbing a larger share of the city’s property tax levy. Xcel’s share of the levy has increased from 48% to 61% in the last
five years. That is nearly a 44% increase to Xcel. Consequently, the city has the lowest tax capacity rate in Wright County.
Xcel Energy is the largest employer, too. With 700 employees, Xcel edges out the largest governmental employer,
Independent School District 882. Neither Xcel nor the school district are Monticello’s largest utility customer, however.
Cargill Kitchen Solutions generates $437,665 or 17% of the sewage utility operating revenue and $82,148 or 6% of the
water utility revenue. Cargill operates a plant that produces further-processed egg products in the breakfast category for
restaurants and food manufacturers.
Current and other assets are resources with present service capacity that the city controls include cash or near cash items that can
be used to liquidate liabilities due within a year.
Capital assets are nonfinancial assets that have an initial useful life of more than one year and are used in providing services for
the city and its residents.
Deferred inflows of resources are an acquisition of net position (inflow of resources during the year) by the city that is applicable
to a future reporting period
Deferred outflows of resources are a consumption of net position by the city (outflow of resources during the year) that is applicable
to a future reporting period.
Long-term liabilities are obligations of the city including items such as bonds, loans, compensated absences, pension liabilities and
other city obligations, typically due beyond the current reporting period.
Modified accrual basis of accounting is the method of accounting where revenues are not recognized until they are both
measurable and available. Expenditures are recognized in the period when the liability is liquidated rather than incurred.
Net investment in capital assets consists of capital assets, net of accumulated depreciation, reduced by any outstanding debt
attributable to acquire capital assets.
Other liabilities are present obligations of the city to sacrifice resources that it has little or no discretion to avoid.
Restricted net position consists of net position restricted when there are limitations imposed on their use through external
restrictions imposed by creditors, grantors, or other governments.
Unrestricted net position – All other net position that does not meet the definition of “restricted” or “net investment in capital assets.
City of Monticello 2014 2015 2016 2017 2018
Estimated Market Value 464,619,100$ 722,993,700$ 795,994,000$ 848,843,600$ 895,655,200$
Net Tax Capacity 9,285,841$ 14,453,109$ 15,913,229$ 16,970,092$ 17,906,151$
Tax Capacity Rate 44.709 35.737 35.552 34.187 33.427
NSP Property Tax Paid 4,151,607$ 5,165,108$ 5,657,471$ 5,801,565$ 5,985,489$
Total City Tax Levy 8,150,000$ 8,535,000$ 9,205,000$ 9,430,000$ 9,870,000$
NSP % of Total City Tax Levy 51% 61% 61% 62% 61%
Employer Employees
Xcel Energy (Northern States) 700
ISD No. 882 (Monticello) 576
CentraCare Medical Center (New River) 500
Cargill Kitchen Solutions (Sunny Fresh) 433
Wal-Mart Supercenter 325
City of Monticello 188
Home Depot 160
Target 150
Ultra Machine Corporation 140
Cub Foods 100
NUMBERSby
the 20182017
Miles of Streets
Streetlights
Liquor Store Transactions
* DMV Vehicle Transactions Acres of Park Land
Miles of Trails
Parks
Wastewater Treated
(million gallons)
Water Utility Customers
Water Pumped
(million gallons)
New Residential Permits
Valuation of Permits Issued
(in millions)
188,124
183,523
248,356
261,071
70,605
110,574
51
53
$43.9
$33.1 8.94
8.94
577
592
445434
889
937
260
320
445434
64
58
69
70
2040.5
3233
13,409
13,553
13,409
14,927
4,270
4,341Social Media Followers
MCC Visits
Area in Square Miles
Full-Time Employees
Fire Calls
Est. Population
State implementation of
MNLARS changed how
transactions are counted
in 2018.
*
12