2020 Monticello MN PAFR 2020 Popular Annual Financial Report (PAFR) 1
POPULAR ANNUAL FINANCIAL REPORT
City of Monticello, Minnesota
Fiscal Year Ended December 31, 2020
2 Financial Report Message & Financial
Awards
3 City Structure
4 City Profile & Economic Outlook &
Government‐wide Financial AcƟvity
5 Governmental & Business‐type
AcƟviƟes
6 What We Own
7 What We Owe & Governmental Funds
8 General Fund
9 Special Revenue, Debt Service, &
Capital Project Funds
10 Hi‐Way Liquors & Deputy Registrar
11 Tax Levy
12 Largest Taxpayers, Employers, and
Customers
We understand that the financial stability of
the city of MonƟcello is important to the
people who live, work, and build their lives
here. Many people are curious about the
sources of city funding, how money is spent,
and how the city plans for a strong financial
future.
The Popular Annual Financial Report is
created each year to offer residents and
other interested members of the public a
summary of the city's financial posiƟon.
We invite you to explore the valuable
informaƟon in these pages to learn more
about the finances of your local
government.
2
Financial Report Message
The City of MonƟcello is pleased to present its sixth Popular Annual Financial Report (PAFR). The PAFR is presented in
conformity with Generally Accepted AccounƟng Principles (GAAP) and is a condensed version of the 2020 Comprehensive
Annual Financial Report. Therefore, it does not include informaƟon on all the city's funds. The report focuses on select
major governmental funds (General, Community Center, and Economic Development Authority) and the enterprise funds.
The Comprehensive Annual Financial Report is a detailed account of the city's financial statements, notes, schedules, and
staƟsƟcs. The Comprehensive Annual Financial Report is prepared in conformance with GAAP, audited by Malloy,
Montague, Karnowski, Radosevich, & Co. P.A. (MMKR), and received an unmodified (clean) opinion. A copy of the report
can be found on the city's website at www.ci.monƟcello.mn.us/164/finance.
This report provides a summary of the financial posiƟon 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 residents and other interested parƟes about the
financial operaƟons of the city in a simplified and easy‐to‐read
format. DefiniƟons to technical language can be found in the
secƟon Ɵtled What Does It All Mean? on page 12.
Thank you for your interest in your government. Please feel free
to send any quesƟons or comments on the PAFR to
sarah.rathlisberger@ci.monƟcello.mn.us.
Sarah Rathlisberger, CPFO Elizabeth Lindrud
Finance Director Senior Accountant
The Government Finance Officers AssociaƟon (GFOA), with more than 20,000 colleagues, is dedicated to enhancing and promoƟng the
professional management of governments for the public benefit. Since 1906, the GFOA has been accomplishing this mission by idenƟfying
and developing the highest quality financial policies and pracƟces and promoƟng them to the public through educaƟon, training, and
leadership.
The GFOA has established several highly regarded professional recogniƟon programs to encourage 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 MonƟcello has received the following awards:
Financial Awards
Popular Annual Financial
Report: 2015—2019
Comprehensive Annual
Financial Report: 2009—2019
DisƟnguished Budget
PresentaƟon Award: 2009—2020
2020 Popular Annual Financial Report (PAFR) 3
City Structure
The city operates under the mayor‐council form of government
on a nonparƟsan 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 legislaƟve authority are vested in the city
council. The council is responsible for passing policies,
ordinances, and resoluƟons. The council adopts the annual tax
levy and budget. Council appointed boards, commissions and
commiƩees usually include at least one councilmember. A
council‐appointed city administrator is responsible for
implemenƟng policies and providing general operaƟonal
oversight.
Mayor Lloyd Hilgart
Lloud.Hilgart@ci.monƟcello.mn.us
Term Expires December 31, 2022
Councilmember Jim Davidson
Jim.Davidson@ci.monƟcello.mn.us
Term Expires December 31, 2024
Councilmember CharloƩe Gabler
CharloƩe.Gabler@ci.monƟcello.mn.us
Term Expires December 31, 2022
Councilmember Brian Hudgins
Brian.Hudgins@ci.monƟcello.mn.us
Term Expires December 31, 2022
Councilmember Sam Murdoff
Sam.Murdoff@ci.monƟcello.mn.us
Term Expires December 31, 2024
All Councilmembers
AllCityCouncilAddresses@ci.monƟcello.mn.us
The mission of the city of MonƟcello 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.
City Organizational Structure
From left to right: Mayor Lloyd Hilgart, Jim Davidson, Charlotte Gabler,
Brian Hudgins and Sam Murdoff
4
Government-wide Financial Activity
The city of MonƟcello, 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 opportuniƟes in the area and a
relaƟvely low unemployment rate of 4.4%.
The city provides its residents and businesses with a full range of municipal
services consisƟng of law enforcement (contracted) and fire protecƟon, the
construcƟon and maintenance of streets and other infrastructure, a community
center for recreaƟon acƟviƟes, park operaƟons and maintenance, and general
administraƟve services. In addiƟon, the city operates six enterprises: water,
sewage, stormwater, and fiber opƟcs uƟliƟes, liquor store, and deputy registrar
(DMV).
The city of MonƟcello conƟnues to grow. In 2020, the city issued 68 permits for
new homes. A 47‐unit apartment building, a 93‐unit Senior Housing
Development and 3 new commercial projects completed in 2020.
For 2020, the city's populaƟon was esƟmated at 13,866, an increase of about 9%,
from the 2010 Census number of 12,759. The city currently occupies 8.9 square
miles but could ulƟmately expand to 20.8 square miles as porƟons of MonƟcello
Township may be annexed through an orderly annexaƟon agreement.
PopulaƟon: 13,886
City Employees (FTE): 85.85
City Tax Rate: 34.97
City & Overlapping Tax Rate: 96.44
Unemployment Rate: 4.4%
Median Household Income: $65,938
Number of Households: 5,092
School Enrollment: 4,108
Top Employer: Xcel Energy (600)
Top Taxpayer: Xcel Energy (52%)
Monticello Stats
Monticello City Profile
The Statement of Net PosiƟon presents informaƟon
on the city’s assets and deferred ouƞlows of re‐
sources, less liabiliƟes and deferred inflows of re‐
sources, with the difference reported as net posiƟon.
Over Ɵme, increases or decreases in net posiƟon may
serve as an indicator of whether the financial posiƟon
of the city is improving or deterioraƟng.
The increase in the city’s total net posiƟon over the
last three years is due to revenues exceeding conser‐
vaƟvely budgeted revenues and expenditures coming
in below the more liberally budgeted expenditures.
CONDENSED STATEMENT OF NET POSITION CONDENSED STATEMENT OF ACTIVITIES
The Statement of AcƟviƟes presents informaƟon showing
how the city’s net posiƟon changed from year to year.
Revenues increased 19% in 2020. While governmental charg‐
es for services decreased 24% due to limited operaƟons at
the Community Center caused by the COVID‐19 pandemic,
grants and aids increased 25% due to the CARES Act funding.
Property taxes also increased 5% due to a levy increase, and
business‐type (water, sewer, stormwater, liquor, fiber opƟcs
and DMV) charges for services increased 11%.
Expenses increased 14% from 2019 to 2020. The most signifi‐
cant items were a EDA land acquisiƟon and increased expens‐
es related to a solar producƟon investment program. There
were also decreases to recreaƟon and culture as a result of
decreased acƟviƟes at the Community Center caused by the
COVID‐19 pandemic and a decrease in depreciaƟon within
the public works funcƟon.
2020 Popular Annual Financial Report (PAFR) 5
City Services
Revenues: The most significant revenue source
for governmental acƟviƟes is property taxes at
60% of total revenues. Charges for services
accounts for 15% of revenues, most of which
is generated by the Community Center. Capital
grants and contribuƟons (7%) include special
assessments and revenues from other sources
restricted to capital asset acquisiƟon.
Expenses: Public works expenses are the most
significant (29%), followed by recreaƟon &
culture (20%), and public safety (16%). Public
works includes engineering, streets, ice &
snow removal, shop & garage, and street
lighƟng. RecreaƟon and culture includes parks,
cemetery, senior center, and community
center expenses. Included in public safety is
the contract with Wright County for police
services.
Revenues: The most significant revenue source
for business‐type acƟviƟes is charges for
services at 89%. Charges for services include
fees for water, sewage, stormwater, and fiber
opƟc uƟliƟes, as well as liquor store sales, and
deputy registrar processing fees. Capital grants
and contribuƟons include access and trunk
charges related to new development.
Expenses: The largest use of funds within
business‐type acƟviƟes is for the liquor store
(46%), which includes cost of goods sold.
Sewage and Fiber OpƟcs expenses are also
significant at 21% and 15%,. The city contracts
with Veolia to run its wastewater treatment
plant and with Arvig to manage its fiber opƟc
network. The stormwater fund was created in
2019 and had its first full year of expenses in
2020.
Where the money comes from...
Where the money goes...
Where the money comes from...
Where the money goes...
6
2020 Major Projects
Completed the new Fire StaƟon
Completed the 2020 street improvement project in
various neighborhoods:
Cardinal Hills, Oak Ridge, Meadows, Balboul Estates,
& Anders Wilhem
Repaired the Community Center roof
Completed the Ellison Park Log Shelter
Completed the River Walk Trail
Completed the pedestrian improvements for Mississippi
Shores and Walnut Street
HVAC and IT & AV upgrades were made to City Hall,
Liquor Store, Community Center and Library
Purchased various pieces of equipment:
Fire Ladder Truck, streets, & parks uƟlity trucks
Future Major Projects
SCADA improvements
Fenning Avenue pathway and curb/landscaping
reconstrucƟon
RelocaƟon of the DMV
Purchases of various pieces of equipment:
Fire Command Vehicle, Rehab Trailer
Front Loader, Dump Plow Truck and Grader
ConƟnue work on, and complete, the following projects
started in 2020
Phase 1 of BCOL Regional AthleƟc Park improvements
Stormwater Improvement project
“Chelsea Commons” development concept
Long-term Financial Planning
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 issu‐
ance. Current year revenues and one‐Ɵme use of reserves provide pay‐as‐you‐go financing for smaller projects.
What We Own
Fire Station Fire Rehab Trailer
2020 Popular Annual Financial Report (PAFR) 7
Monticello Bond Rating
In 2020, Moody’s affirmed the city's A1 bond raƟng when the city issued $2,155,000 in General ObligaƟon
(G.O.) bonds to finance the 2020 street improvement project. An A1 is an upper medium grade. A high bond
raƟng is important because it results in lower interest costs when issuing debt.
The amount of bonds outstanding at year‐end 2020 was $29,625,000. compared to the 2019 year‐end amount of
$31,170,000. The City does not have plans to issue bonds for any 2021 projects.
A1
Governmental Funds
A fund is a grouping of accounts segregated for a specific purpose.
Street reconstrucƟon and improvement projects contributed to large
expenditures in 2016, 2017, 2018 and 2020. In 2019 construcƟon
began on the new fire staƟon, which was completed in 2020.
The governmental funds operate on the modified accrual basis of
accounƟng, 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 administraƟve acƟon for specific purposes.
Debt service funds ‐ account for the acƟvity related to long‐term debt principal, interest, and related costs.
Capital project funds ‐ account for the acquisiƟon or construcƟon of major governmental capital faciliƟes.
$‐
$5
$10
$15
$20
$25
$30
$35
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030MillionsG.O. Debt Outstanding (2016 ‐2030)
07/08 Bonds 2010A Imp.2011A Imp.2013 COI 2013 WWT 2014A J&E 2015B SR&I 2016A SR&I 2017A 2018A 2019A
What We Owe
The city’s long‐term liabiliƟes outstanding at the end of 2020 totaled
$35.3
million.
Graph does not include other financing sources (uses) including bond proceeds.
8
MONTICELLO COMMUNITY CENTER
Monticello’s General Fund
The chart below shows General fund revenues and expenditures for the last five years. Revenues have increased every
year with higher tax levies, although charges for services decreased in 2020 due to the closures related to the COVID‐19
pandemic. Intergovernmental revenues increased in 2020 with the CARES Act funding received due to the COVID‐19
pandemic. Expenditures rose in 2020, the most significant expenditure was due to land acquisiƟon related to a new TIF
district to be cerƟfied in 2021.
Fund balance = (Assets + Deferred Ouƞlows of Resources) ‐ (LiabiliƟes + Deferred Inflows of Resources)
Fund balance can fall into five different classificaƟons
shown at the boƩom of this page. The city's policy is to
maintain a year‐end fund balance of 60‐75% of the
following year's budgeted expenditures. This is the amount
needed to pay expenditures unƟl the city receives its first
property tax seƩlement in June. The 2020 year‐end
unassigned fund balance is $6,494,632.
2020 General Fund Revenues by Category
The chart to the right shows a three year trend of
revenues by category, excluding other financing sources.
In 2020, Property taxes conƟnue to be the primary
revenue source, making up 69% of actual revenues,
while budgeted property taxes were 70% of budgeted
revenues. Why? Non‐tax revenue sources are more
conservaƟvely esƟmated. Revenues for 2020 totaled
$9,790,059 compared to a budgeted $8,93,000 Building
permit revenue exceeded budget by $121,383 (36%).
Charges for services, intergovernmental, and other
(notably investment earnings & insurance dividends) also
contributed to the posiƟve revenue variance.
2020 General Fund Expenditures by Function
The chart to the leŌ shows a three year trend of General Fund
expenditures distributed by funcƟon. In 2020 the total
expenditures were $8,827,074, which was $75,926 below the
budgeted $8,903,000. General fund expenditures increased due to
a solar producƟon investment program, while public works
decreased due to a staffing vacancy. RecreaƟon and culture
decreased as well, as a result of reduced operaƟons caused by the
COVID‐19 pandemic $1,000,000 was transferred out to the Capital
Projects for future projects causing an overall decrease in General
fund balance.
2020 Popular Annual Financial Report (PAFR) 9
Debt Service & Capital Project Funds
The city has one combined debt service fund made up of eight sub‐funds for the various
governmental debt issuances outstanding. The fund balance is restricted for repayment
of debt. A parƟal early redempƟon of the 2011A Refunding bonds occurred in 2020.
Details about the city’s general obligaƟon debt came be found on page 7.
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 6. The nonmajor capital projects funds include city street
reconstrucƟon, street lighƟng improvement, and park & pathway dedicaƟon.
Additional Special Revenue Funds
MonƟcello’s special revenue funds include Small CiƟes Development Program (SCDP), cemetery, and CDBG‐revitalizaƟon.
In addiƟon, MonƟcello has an Economic Development Authority (EDA) Fund. One of the EDA’s primary focuses is improving
MonƟcello’s original downtown. ProperƟes have been acquired in preparaƟon for future area improvements. Ultra
Machining Company (UMC) also began an expansion project in 2020. The
expansion will be 52,000 square feet and is expected to create 60 new jobs
within the first 3 years, with the possibility of future growth and addiƟon of
100 to 125 new jobs.
Special Revenue Funds
Community Center Fund
The MonƟcello Community Center (MCC) is a full‐service facility with ameniƟes
including gym memberships, fitness classes, climbing wall, aquaƟcs, child indoor
play, concessions, room rentals, and more. The MCC hosts various events
including a weekly summer farmers market, movies in the park, and Music on
the Mississippi concert series.
Revenues are mostly comprised of charges to members and users. Some funding
comes from a tax levy. The year‐end fund balance decreased 78% due to
operaƟng impacts from closures in response to the COVID‐19 pandemic.
Charges from services decreased $864,090 (63%), expenditures also decreased
$570,698 (26%) due to
layoffs and reducƟons in
spending. A transfer from
the city’s municipal liquor
store was needed to keep
fund balance posiƟve.
10
Hi-Way Liquors
Hi‐Way Liquors operaƟons are accounted for in the Liquor
enterprise fund. The liquor store is conveniently located
along the west side of State Hwy 25 near the only Mississippi
River crossing within approximately 25 miles. The excellent
locaƟon and experienced management team combine to
achieve the 12th highest gross sales out of the 182
municipally run liquor stores in Minnesota in 2019.
The store’s overall gross profit margin is roughly 26%. Profits
generated from the liquor store support various city
projects. Liquor and related product sales exceeded the $7
million threshold for the first Ɵme in 2020. The increase in
sales was mainly due to the closure of local bars and
restaurants during the COVID‐19 pandemic.
The net posiƟon increased $424,933 despite $660,000 of
transfers out to the Community Center and the Park &
Pathways nonmajor governmental fund.
Stop in today for friendly service and a great selecƟon of
beer, wine, liquor, and more!
Deputy Registrar
Monticello’s Department of Motor Vehicles (DMV) operations
are reflected in the Deputy Registrar enterprise fund.
The DMV transitioned to the state’s MNLARS processing
program in 2017, but that system was flawed, so the DMV
transitioned to a new system MNDrive, in November 2020.
Despite the lobby closure during the Stay at Home Order, the
DMV revenues increased. This is reflective of many of the
state DMV offices that were unable to reopen once the order
was lifted. The number of transactions processed decreased
9% and income per transaction decreased by 7% from 2019.
However, MNLARS and MNDRIVE measure transactions
differently.
The DMV provides the following services:
Some driver’s license renewals: Standard driver’s license only; no changes to the license other than height or weight.
Driver’s license updates if you lost it or need to change your address.
Vehicle registrations and title transfers. If you lost your title, we can process a duplicate in house.
All of your DNR needs! Fishing & hunting licenses, boat transfers, and more.
2020 Popular Annual Financial Report (PAFR) 11
Tax Levy Information
The City Council adopts a tax levy for the General Fund, MonƟcello Community Center Fund, Economic Development
Authority (EDA) Fund, Debt Service Fund, and Capital Projects Fund. The levy for taxes payable in 2020 was $10,800,000,
which is $490,000 (4.8%) higher than the 2019 levy of $10,310,000.
Most residents experienced an increase in their 2020 property taxes as property values conƟnued to rebound, reducing
the homestead value exclusion. Xcel Energy’s valuaƟon was reduced, causing more of the tax burden to shiŌ to the
residenƟal taxpayers. Xcel plant uprate improvements in 2012 and 2014 added significant taxable market value, leading to
big tax capacity rates decreases in 2014 and 2016, respecƟvely.
The chart to the leŌ displays the property tax levy using the leŌ
scale (green bars) and the tax capacity rate using the right scale
(red line). The city has increased the levy the last five 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 derivaƟve of the taxable market
value.
The General Fund is primarily supported by property taxes. Annual
General Fund budgets typically plan to receive roughly 75% of the
total revenue from the property tax levy. The only other revenue
source that comprises more than 5% of budgeted General fund
total revenues is charges for services at 9.6%. However, actual
revenues for licenses and permits made up roughly 5.3% of
revenues, charges for services 9.6% , and intergovernmental
revenues were roughly 7.5%. Intergovernmental revenues
increased due to the CARES Act funding that was used to offset the
expenditures related to the COVID‐19 pandemic.
Debt service funds are typically supported by a wide range of
revenue sources (property taxes, special assessments, developer
fees, transfers from other funds, etc.).
The MCC fund is primarily supported by user fees (memberships, acƟvity fees, rental charges, etc.) AddiƟonally, the MCC
fund receives a porƟon of the tax levy for operaƟons. In 2020 a transfer from the Liquor Store covered the cost of roof
repairs to the MCC and an operaƟng deficit caused by closures in response to the COVID‐19 pandemic.
Three tax levying authoriƟes compete for your property tax dollar:
Wright County, City of MonƟcello, and Independent School District
#882. MonƟcello property owners pay more tax dollars to the county
than to the city. MonƟcello’s tax capacity rate is the lowest in Wright
County. A liƩle more than one‐third of your property tax supports a
wide range of city services, including public safety, streets, parks and
recreaƟon, administraƟon, and economic development.
The city's esƟmated market value of all properƟes within the city grew
from $2.02 billion to $2.10 billion in 2020 (for taxes payable in 2021).
Xcel Energy’s nuclear power plant, which comprises roughly 54% of the city’s tax capacity, saw an increase in market value,
along with residenƟal and other commercial properƟes. Agriculture/Miscellaneous properƟes saw a miniscule decrease in
market value overall.
12
As taxpayers go, none is larger in MonƟcello than Xcel Energy (Xcel). The company operates a nuclear power plant located
inside MonƟcello’s western boundary. The company has made two uprate improvements in the last ten years, absorbing a
larger share of the city’s property tax levy. Xcel’s share of the levy has increased from 40% to 56% in that Ɵme. That is a
40% increase to Xcel. Consequently, the city has one of the lowest tax capacity rates in Wright County.
Xcel Energy is the largest employer, too. With 600 employees, Xcel edges out the largest governmental employer,
Independent School District 882. Neither Xcel nor the school district are MonƟcello’s largest uƟlity customer, however.
Cargill Kitchen SoluƟons generates $415,408 or 16.2% of the sewage uƟlity operaƟng revenue and $81,436 or 5.3% of the
water uƟlity revenue. Cargill operates a plant that produces further‐processed egg products in the breakfast category for
restaurants and food manufacturers.
What Does It All Mean?
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 liabiliƟes due within a year.
Capital assets are nonfinancial assets that have an iniƟal 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 acquisiƟon of net posiƟon (inflow of resources during the year) by the city that is applicable to a future
reporƟng period
Deferred ouƞlows of resources are a consumpƟon of net posiƟon by the city (ouƞlow of resources during the year) that is applicable to a
future reporƟng period.
Long‐term liabiliƟes are obligaƟons of the city including items such as bonds, loans, compensated absences, pension liabiliƟes and other city
obligaƟons, typically due beyond the current reporƟng period.
Modified accrual basis of accounƟng is the method of accounƟng where revenues are not recognized unƟl 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 depreciaƟon, reduced by any outstanding debt aƩributable to
acquire capital assets.
Other liabiliƟes are present obligaƟons of the city to sacrifice resources that it has liƩle or no discreƟon to avoid.
Restricted net posiƟon consists of net posiƟon restricted when there are limitaƟons imposed on their use through external restricƟons
imposed by creditors, grantors, or other governments.
Unrestricted net posiƟon includes all other net posiƟon that does not meet the definiƟon of “restricted” or “net investment in capital assets.
Largest Taxpayer,
Employers, and Customers
2020 Popular Annual Financial Report (PAFR) 13
A range of aƩainable housing
opƟons in terms of type, cost, and
locaƟon.
A safe, clean, and beauƟful
community supported by caring and
helpful residents.
Monticello Vision
Statement
In 2040 the City of MonƟcello is an
inclusive community focused around
sustainable growth while maintaining its
small‐town character. MonƟcello is a
Mississippi River town known for its
schools, parks, biking and walking trails,
and vibrant downtown. MonƟcello is an
evolving, friendly, and safe community
that respects the quality of its
environment, fosters a sense of
belonging and connecƟon, encourages a
healthy and acƟve lifestyle and supports
innovaƟon to promote a prosperous
economy.
A healthy community focused on
physical and mental health and
wellness of its residents.
A network of parks, open spaces and
trail connecƟons that provide
recreaƟonal opportuniƟes.
An inclusive community welcoming
people of all ages, races, religions,
and ethnic backgrounds.
A diversified and strong local
economy compeƟƟve at regional,
state, and naƟonal levels.
A balanced land use and
transportaƟon framework that
provides opƟons and connecƟvity.
A vibrant downtown that embraces
the river and provides a focal point
for the community.
A thriving arts and culture scene that
reflects community creaƟvity and
supports a sense of place.
Monticello Value Statements
New Community-Created
Vision & Values Adopted
MonƟcello 2040 Vision + Plan is a project focused on the future
of our community. In 2019 and 2020 we completed the first step
in the process with the Visioning Phase.
DraŌing the Vision relied on significant public parƟcipaƟon. We
wanted the people who live, work, and recreate here to help us
look to the future. The work included contribuƟons from
advisory commiƩees as well as hundreds of people from the
greater MonƟcello area.
IniƟally, the public helped us idenƟfy the issues shaping our city
over the next 20 years. Then the consultant guided us through
prioriƟzing these issues and developing scenarios to maximize
opportuniƟes and address challenges.
AŌer refining the document with more public feedback, the city
received a final draŌ of the community vision. It included a
Vision Statement, Values, and Preferred Growth Scenario. This
document was adopted by the City Council on February 24,
2020. The full MonƟcello 2040 Comprehensive Plan was
adopted by Council on November 23, 2020.
Thank you to everyone who parƟcipated! Your voices guided the
creaƟon of a document that’s the foundaƟon of our future.
You can see the full MonƟcello 2040 Vision Document at:
www.ci.monƟcello.mn.us/274/monƟcello‐2040
A respected school and educaƟon
system serving the
community.
14
Est. PopulaƟon
13,886
13,782
Full‐Ɵme Employees
51
53
Social Media Followers
16,985
16,038
MCC Visits
71,632
184,106
Liquor Store Transac Ɵons
260,957
267,276
DMV Vehicle Transac Ɵons
115,466
129,825
New ResidenƟal Permits
68
56
Value of Permits Issued
$32.4M
$45.7M
Water UƟlity Customers
4,458
4,396
Water Pumped
601 MG
512 MG
Wastewater Treated
450 MG
473 MG
Fire Calls
331
386
Area in Square Miles
8.94
8.94
Miles of Streets
70
70
Streetlights
973
973
Parks
30
30
Acres of Parkland
360
360
Miles of Trails
41
41
Monticello By the Numbers
2020 | 2019