HomeMy WebLinkAbout2018_08_14 CC PKTCity Council
City of Brookings
Meeting Agenda
Brookings City Council
Brookings City & County
Government Center
520 3rd St., Suite 230
Brookings, SD 57006
Phone: (605) 692-6281
Fax: (605) 692-6907
"We are an inclusive, diverse, connected community that fuels the creative class, embraces sustainability
and pursues a complete lifestyle. We are committed to building a bright future through dedication,
generosity and authenticity. Bring your dreams!"
5:00 PMTuesday, August 14, 2018
The City of Brookings is committed to providing a high quality of life for its citizens and fostering a diverse
economic base through innovative thinking, strategic planning, and proactive, fiscally responsible municipal
management.
5:00 PM BUDGET SESSION
Location: Room 300, Community Room
1.ID 2018-0386 2019 Budget Workshop #2
Page 1 City of Brookings
August 14, 2018City Council Meeting Agenda
2019 Proposed Budget Summary
2019 Proposed Budget Detail
2019 - 75% Sales Tax Projected Cash Flow
2019 - 25% Sales Tax Projected Cash Flow
2019 Budget Narrative Airport
2019 Budget Narrative City Attorney
2019 Budget Narrative City Clerk
2019 Budget Narrative City Council
2019 Budget Narrative City County Administration Building
2019 Budget Narrative City Manager
2019 Budget Narrative Community Development
2019 Budget Narrative Engineering
2019 Budget Narrative Finance
2019 Budget Narrative Fire
2019 Budget Narrative Gen Govt Buildings
2019 Budget Narrative HR
2019 Budget Narrative IT
2019 Budget Narrative Library
2019 Budget Narrative Liquor
2019 Budget Narrative Park, Rec, Forestry
2019 Budget Narrative Police
2019 Budget Narrative Special Assessment
2019 Budget Narrative Storm Drainage
2019 Budget Narrative Street Dept
2019 Budget Narrative SW Collection
2019 Budget Narrative SW Disposal
2019 Budget Narrative Swiftel
2019-2023 CIP
City Manager Budget Presentation
Attachments:
6:00 PM REGULAR MEETING
Location: Room 310, Chambers
1. Call to Order / Pledge of Allegiance.
2. Record of Council Attendance.
3. Consent Agenda:
Page 2 City of Brookings
August 14, 2018City Council Meeting Agenda
Action: Motion to Approve, Request Public Comment, Roll Call
Matters appearing on the Consent Agenda are expected to be non-controversial and will
be acted upon by the Council at one time, without discussion, unless a member of the
Council or City Manager requests an opportunity to address any given item. Items
removed from the Consent Agenda will be discussed at the beginning of the formal
items. Approval by the Council of the Consent Agenda items means that the
recommendation of the City Manager is approved along with the terms and conditions
described in the agenda supporting documentation.
3.A. Action to approve the agenda.
3.B.ID 2018-0371 Action to approve the July 24, 2018 City Council Minutes.
7/24/2018 MinutesAttachments:
3.C.RES 18-058 Action on Resolution 18-058, a Resolution declaring the Brookings Police
Department abandoned bicycles and other property as surplus property.
Resolution
Bicycle Log
Attachments:
3.D.RES 18-059 Action on Resolution 18-059, a Resolution declaring the Brookings Police
Department 2015 Dodge Charger as surplus property.
ResolutionAttachments:
3.E.RES 18-060 Action on Resolution 18-060, a Resolution authorizing the City Manager to
sign a Wine Operating Agreement 5-year renewal for Old Sanctuary, 928
4th St., Dennis Bielfeldt, owner, legal description: Lot 1 and East 23’ of Lot
2, Block 5, Skinners Second Addition.
Resolution
Operating Agreement
Attachments:
3.F.RES 18-061 Action on Resolution 18-061, a Resolution authorizing the City Manager to
sign a Wine Operating Agreement 5-year renewal for Guadalajara’s, Juan
Carlos, owner, 1715 6th St., Suite F, legal description: Lot 6, Suite F,
Village Square Mall Addition.
Resolution
Operating Agreement
Attachments:
3.G.ID 2018-0379 Action on an East Central Regional Communication Council Joint Powers
Agreement between Brookings County and the City of Brookings.
AgreementAttachments:
3.H.RES 18-066 Action on Resolution 18-066, a Resolution authorizing Change Order No. 1
(Final) for 2017-11STI, Airport Taxilane Project, Bowes Construction, Inc.
Resolution
Map
Attachments:
Page 3 City of Brookings
August 14, 2018City Council Meeting Agenda
4. Items removed from Consent Agenda.
Action: Motion to Approve, Request Public Comment, Roll Call
5. Open Forum/Presentations/Reports:
5.A. Open Forum.
At this time, any member of the public may request time on the agenda for an item not
listed. Items are typically scheduled for the end of the meeting; however, very brief
announcements or invitations will be allowed at this time.
5.B. SDSU Student Association Report.
5.C.ID 2018-0378 Entrepreneurial Update by Jennifer Quail, Director of Entrepreneur
Support, Brookings Economic Development Corporation.
Entrepreneurial UpdateAttachments:
6. Contracts/Change Orders:
6.A.RES 18-055 Action on Resolution 18-055, a Resolution Rejecting Bids on 2018-12STA
Western Avenue Sanitary Sewer Assessment Project.
ResolutionAttachments:
Action: Motion to Approve, Request Public Comment, Roll Call
6.B.RES 18-064 Action on Resolution 18-064, a Resolution Awarding Bids on 2018-01
Gateway Landscaping Improvements.
Resolution
Project Map
Attachments:
Action: Motion to Approve, Request Public Comment, Roll Call
6.C.RES 18-065 Action on Resolution 18-065, a Resolution authorizing Change Order No. 2
(Final) for 2017-04STI, Traffic Signal Improvements Project, 2nd Street
South & Main Avenue South and 5th Street South & Medary Avenue South,
Bowes Construction, Inc.
ResolutionAttachments:
Action: Motion to Approve, Request Public Comment, Roll Call
7. Ordinance First Readings:
No vote is taken on the first reading of an Ordinance. The title of the Ordinance is read
and the date for the public hearing is announced.
8. Public Hearings and Second Readings:
8.A.ID 2018-0369 Public Hearing and Action on a Retail On-Sale Convention Liquor License
transfer from Den Wil Hospitality Group, Inc., dba The Lodge, Dennis
Page 4 City of Brookings
August 14, 2018City Council Meeting Agenda
Bielfeldt, owner, to Den Wil Hospitality Group, Inc., dba Wilbert’s / Comfort
Suites University, Dennis Bielfeldt, owner, 931 25th Ave., Brookings, South
Dakota, legal description: Lot 3, Block 2, Telkamp Addition.
Operating AgreementAttachments:
Action: Open & Close Public Hearing, Motion to Approve, Roll Call
8.B.RES 18-063 Public Hearing and Action on Resolution 18-063, a Resolution authorizing
the City Manager to sign an On-Off Sale Wine Operating Agreement for
Den Wil Hospitality Group, Inc., dba Wilbert’s / Comfort Suites University,
Dennis Bielfeldt, owner, 931 25th Ave., Brookings, SD, legal description:
Lot 3, Block 2, Telkamp Addition.
Resolution
Operating Agreement
Attachments:
Action: Open & Close Public Hearing, Motion to Approve, Roll Call
8.C.ID 2018-0370 Public Hearing and Action on a request for an On-Off Sale Malt License for
Den Wil Hospitality Group, Inc., dba The Lodge, Dennis Bielfeldt, owner,
2515 6th St., legal description: Block 12, Telkamp Addition.
Action: Open & Close Public Hearing, Motion to Approve, Roll Call
8.D.RES 18-062 Public Hearing and Action on Resolution 18-062, a Resolution authorizing
the City Manager to sign an On-Off Sale Wine Operating Agreement for
Den Wil Hospitality Group, Inc., dba The Lodge, Dennis Bielfeldt, owner,
2515 6th St., Brookings, SD, legal description: Block 12, Telkamp
Addition.
Resolution
Operating Agreement
Attachments:
Action: Open & Close Public Hearing, Motion to Approve, Roll Call
9. Other Business: None
10. City Council member introduction of topics for future discussion.
Any Council Member may request discussion of any issue at a future meeting only.
Items cannot be added for action at this meeting. A motion and second is required
stating the issue, requested outcome, and time. A majority vote is required.
11. Executive Session
11.A.ID 2018-0387 Executive Session, pursuant to SDCL 1-25-2, for purposes of consulting
with legal counsel or reviewing communications from legal counsel about
proposed or pending litigation or contractual matters; and preparing for
contract negotiations or negotiating with employees or employee
representatives.
Action: Motion to Enter Executive Session, Voice Vote
Action: Motion to Exit Executive Session, Voice Vote
Page 5 City of Brookings
August 14, 2018City Council Meeting Agenda
12. Adjourn.
Brookings City Council: Keith Corbett, Mayor, Mary Kidwiler, Deputy Mayor & Council Member
Council Members Patty Bacon, Dan Hansen, Ope Niemeyer, Holly Tilton Byrne, and Nick Wendell
Council Staff:
Paul M. Briseno, City Manager Steven Britzman, City Attorney Shari Thornes, City Clerk
View the City Council Meeting Live on the City Government Access Channel 9.
Rebroadcast Schedule: Wednesday 1:00pm/Thursday 7:00pm/Friday 9:00pm/Saturday 1:00pm
The complete City Council agenda packet is available on the city website: www.cityofbrookings.org
Assisted Listening Systems (ALS) are available upon request. Please contact Shari Thornes, Brookings City
Clerk, at (605)692-6281 or sthornes@cityofbrookings.org. If you require additional assistance, alternative formats,
and/or accessible locations consistent with the Americans with Disabilities Act, please contact Shari Thornes, City
ADA Coordinator, at (605)692-6281 at least three working days prior to the meeting.
Page 6 City of Brookings
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:ID 2018-0386,Version:1
2019 Budget Workshop #2
Summary:
The proposed 2019 Budget is respectfully submitted to the City Council. A study session allows
greater insight into questions, and provides a time for further discussion.
The attached 2019 Proposed Budget Summary provides the budgets for each fund. The General
Fund is broken down into each department and followed by the fund total, then continues on with the
special revenue, debt service, capital project, and enterprise funds.
The activity categories are defined as follows:
Revenue - includes all revenue, other than transfers, generated by the department
Transfers In - includes all amounts transferred from another fund into the department/fund
Personal Services - includes all expenses related to personnel costs for the department
Other Expenditures - includes all operating expenses other than personnel
Capital Expenditures - includes purchases of capital items reflected in the CIP
Transfers Out - includes amounts transferred to another fund from this department/fund
At the end of each fund is a line that reports the amount of cash added or the amount of existing cash
used in each respective column.
Also, the General Fund, 25% Sales Tax, 75% Sales Tax, and 3rd Penny Sales Tax includes an
estimated beginning and ending cash balance.
During the discussion, staff will have line-item details if there are specific questions. When the
budget is adopted, the final document will include the detail.
There are three budgets which the summary does provide significant line-item detail. These include
the subsidy requests and special expenditures which are found in the General Fund on page 6, the
75% Sales Tax fund on page 9, and the 3rd Penny Sales Tax fund on page 13.
To balance the General Fund budget, $626,000 of fund balance cash is recommended to pay for the
chip truck for forestry, the street sweeper for the Street Department, Larson Ice Arena condenser
towers, new carpet for the Library, and the Website redesign. With the use of existing cash, the
General Fund is balanced at $24,131,541 ($23,505,541 revenue plus $626,000 existing cash) and
$24,130,117 in expenditures, leaving a surplus of $1,424.
The first reading of the Budget Ordinance is scheduled for August 28th, with the second reading and
adoption on September 11th.
City of Brookings Printed on 8/9/2018Page 1 of 2
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File #:ID 2018-0386,Version:1
Attachments:
2019 Proposed Budget Summary
2019 - 75% Sales Tax Projected Cash Flow
2019 - 25% Sales Tax Projected Cash Flow
2019 Budget Narrative Airport
2019 Budget Narrative City Attorney
2019 Budget Narrative City Clerk
2019 Budget Narrative City Council
2019 Budget Narrative City County Government Building
2019 Budget Narrative City Manager
2019 Budget Narrative Community Development
2019 Budget Narrative Engineering
2019 Budget Narrative Finance
2019 Budget Narrative Fire
2019 Budget Narrative Gen Govt Buildings
2019 Budget Narrative HR
2019 Budget Narrative IT
2019 Budget Narrative Library
2019 Budget Narrative Liquor
2019 Budget Narrative Park, Rec, Forestry
2019 Budget Narrative Police
2019 Budget Narrative Special Assessment
2019 Budget Narrative Storm Drainage
2019 Budget Narrative Street Dept
2019 Budget Narrative SW Collection
2019 Budget Narrative SW Disposal
2019 Budget Narrative Swiftel
2019 - 2023 CIP
City Manager Budget Presentation
City of Brookings Printed on 8/9/2018Page 2 of 2
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Budget Budget2016 2017 2018 2018 2019 Change ChangeActual Actual Adopted Estimated Description Proposed + /(‐) %NONDEPARTMENTAL REVENUE11,157,862 10,869,981.84 11,077,790.00 11,077,790.00 Revenues11,392,040 314,250 2.84%5,044,500 3,275,000 3,375,000 3,375,000 Transfers In3,535,000 160,000 4.74%16,202,362 14,144,982 14,452,790 14,452,790 Total Revenues14,927,040 474,250 3.28%MAYOR AND COUNCIL63,090 62,203 64,021 64,024 Personal Services64,028 4 0.01%41,235 34,215 73,500 73,500 Other Expenditures63,500 (10,000) ‐13.61%104,325 96,419 137,521 137,524 Total Expenditures127,528 (9,996) ‐7.27%CITY CLERK37,290 33,252 33,372 33,372 Revenues36,180 2,808 8.41%37,290 33,252 33,372 33,372 Total Revenues36,180 2,808 8.41%234,651 239,150 251,396 263,109 Personal Services205,340 (57,769) ‐21.96%160,411 96,886 112,711 112,711 Other Expenditures113,711 1,000 0.89%395,062 336,037 364,107 375,820 Total Expenditures319,051 (56,769) ‐15.11%NON DEPARTMENTAL7,226,974 7,132,223 7,224,300 7,224,300 Revenues7,226,000 1,700 0.02%7,226,974 7,132,223 7,224,300 7,224,300 Total Revenues7,226,000 1,700 0.02%6,672,396 6,489,975 7,083,100 6,859,613 Other Expenditures7,142,582 282,969 4.13%6,672,396 6,489,975 7,083,100 6,859,613 Total Expenditures7,142,582 282,969 4.13%CITY MANAGER‐ 10,000 ‐ ‐ Revenues‐ ‐ 0.00%‐ 10,000 ‐ ‐ Total Revenues‐ ‐ 0.00%263,601 275,416 301,230 306,262 Personal Services386,195 79,933 26.10%48,659 26,185 25,500 25,500 Other Expenditures66,500 41,000 160.78%312,260 301,601 326,730 331,762 Total Expenditures452,695 120,933 36.45%CITY ATTORNEY88,717 92,427 106,482 106,482 Other Expenditures108,919 2,437 2.29%88,717 92,427 106,482 106,482 Total Expenditures108,919 2,437 2.29%Proposed 19/Estimated 20181DRAFT
Budget Budget2016 2017 2018 2018 2019 Change ChangeActual Actual Adopted Estimated Description Proposed + /(‐) %Proposed 19/Estimated 2018HUMAN RESOURCES3,523 4,533 2,000 2,000 Revenues2,000 ‐ 0.00%3,523 4,533 2,000 2,000 Total Revenues2,000 ‐ 0.00%177,283 183,131 188,064 191,251 Personal Services187,001 (4,250) ‐2.22%42,028 38,468 50,940 50,940 Other Expenditures62,706 11,766 23.10%219,311 221,599 239,004 242,191 Total Expenditures249,707 7,516 3.10%FINANCE OFFICE17,274 20,722 5,000 5,000 Revenues10,583 5,583 111.66%17,274 20,722 5,000 5,000 Total Revenues10,583 5,583 111.66%317,409 334,092 349,364 355,298 Personal Services362,504 7,206 2.03%112,476 95,443 128,000 128,000 Other Expenditures119,500 (8,500) ‐6.64%429,885 429,535 477,364 483,298 Total Expenditures482,004 (1,294) ‐0.27%INFORMATION TECHNOLOGY‐ 677 ‐ ‐ Revenues500 500 N/A‐ 677 ‐ ‐ Total Revenues500 500 N/A134,424 138,624 142,209 144,616 Personal Services147,639 3,023 2.09%30,862 31,242 43,449 43,449 Other Expenditures43,473 24 0.06%57,409 21,601 67,350 75,350 Capital Expenditures65,297 (10,053) ‐13.34%222,695 191,467 253,008 263,415 Total Expenditures256,409 (7,006) ‐2.66%GENERAL GOVERNMENT BUILDINGS‐ ‐ ‐ ‐ Personal Services78,780 78,780 N/A25,109 72,869 85,566 85,566 Other Expenditures105,566 20,000 23.37%65,052 99 ‐ ‐ Capital Expenditures‐ ‐ 0.00%90,161 72,968 85,566 85,566 Total Expenditures105,566 20,000 23.37%COMMUNITY DEVELOPMENT87,566 87,227 52,785 52,785 Revenues58,785 6,000 11.37%87,566 87,227 52,785 52,785 Total Revenues58,785 6,000 11.37%405,981 400,960 426,015 432,698 Personal Services436,270 3,572 0.83%23,676 131,907 38,930 99,675 Other Expenditures45,274 (54,401) ‐54.58%‐ 16,206 ‐ ‐ Capital Expenditures23,100 23,100 N/A429,657 549,072 464,945 532,373 Total Expenditures504,644 (27,729) ‐5.21%2DRAFT
Budget Budget2016 2017 2018 2018 2019 Change ChangeActual Actual Adopted Estimated Description Proposed + /(‐) %Proposed 19/Estimated 2018ENGINEERING DEPARTMENT176,051 135,725 164,985 169,635 Revenues170,445 810 0.48%176,051 135,725 164,985 169,635 Total Revenues170,445 810 0.48%432,810 459,842 474,262 481,626 Personal Services484,594 2,968 0.62%34,019 28,543 33,166 33,166 Other Expenditures36,352 3,186 9.61%9,900 120,498 5,000 5,000 Capital Expenditures10,000 5,000 100.00%476,729 608,882 512,428 519,792 Total Expenditures530,946 11,154 2.15%CITY/COUNTY ADMIN BUILDING137,108 ‐ 214,000 214,000 Revenues203,438 (10,562) ‐4.94%137,108 ‐ 214,000 214,000 Total Revenues203,438 (10,562) ‐4.94%10,027 14,888 8,300 8,300 Personal Services15,000 6,700 80.72%162,706 137,777 331,226 331,226 Other Expenditures331,226 ‐ 0.00%‐ ‐ 72,000 72,000 Capital Expenditures60,000 (12,000) ‐16.67%172,733 152,665 411,526 411,526 Total Expenditures406,226 (5,300) ‐1.29%POLICE DEPARTMENT154,259 302,546 173,850 173,850 Revenues196,820 22,970 13.21%154,259 302,546 173,850 173,850 Total Revenues196,820 22,970 13.21%2,923,009 2,974,750 3,201,255 3,249,713 Personal Services3,369,595 119,882 3.69%340,012 356,031 366,946 366,946 Other Expenditures387,957 21,011 5.73%185,316 84,133 ‐ ‐ Capital Expenditures5,000 5,000 N/A3,448,337 3,414,915 3,568,201 3,616,659 Total Expenditures3,762,552 145,893 4.03%FIRE DEPARTMENT84,624 111,704 69,500 69,500 Revenues78,500 9,000 12.95%84,624 111,704 69,500 69,500 Total Revenues78,500 9,000 12.95%407,882 439,176 452,643 457,572 Personal Services476,743 19,171 4.19%172,387 159,538 195,934 195,934 Other Expenditures204,050 8,116 4.14%142,022 4,360 ‐ ‐ Capital Expenditures‐ ‐ 0.00%722,291 603,075 648,577 653,506 Total Expenditures680,793 27,287 4.18%PUBLIC SAFETY91,310 93,265 94,415 94,415 Hydrant Rentals95,795 1,380 1.46%91,310 93,265 94,415 94,415 Total Expenditures95,795 1,380 1.46%3DRAFT
Budget Budget2016 2017 2018 2018 2019 Change ChangeActual Actual Adopted Estimated Description Proposed + /(‐) %Proposed 19/Estimated 2018STREET DEPARTMENT37,001 48,065 7,500 7,500 Revenues7,500 ‐ 0.00%37,001 48,065 7,500 7,500 Total Revenues7,500 ‐ 0.00%1,035,111 1,101,022 1,167,945 1,183,499 Personal Services1,214,280 30,781 2.60%1,442,215 938,799 1,218,092 1,218,092 Other Expenditures1,160,911 (57,181) ‐4.69%1,209,110 417,824 573,000 573,000 Capital Expenditures276,000 (297,000) ‐51.83%3,686,436 2,457,645 2,959,037 2,974,591 Total Expenditures2,651,191 (323,400) ‐10.87%ANIMAL CONTROL23,860 22,055 23,100 23,100 Revenues22,100 (1,000) ‐4.33%23,860 22,055 23,100 23,100 Total Revenues22,100 (1,000) ‐4.33%85,968 84,026 87,710 88,867 Personal Services89,515 648 0.73%10,358 12,081 17,565 17,565 Other Expenditures55,373 37,808 215.25%2,846 ‐ ‐ ‐ Capital Expenditures‐ ‐ 0.00%99,172 96,106 105,275 106,432 Total Expenditures144,888 38,456 36.13%DAKOTA NATURE PARK22,112 22,120 25,736 25,736 Revenues25,500 (236) ‐0.92%22,112 22,120 25,736 25,736 Total Revenues25,500 (236) ‐0.92%46,026 46,142 61,444 61,811 Personal Services62,495 684 1.11%18,418 16,900 23,928 23,928 Other Expenditures24,567 639 2.67%‐ 24,999 7,000 7,000 Capital Expenditures35,000 28,000 400.00%64,444 88,041 92,372 92,739 Total Expenditures122,062 29,323 31.62%AQUATIC CENTER 188,661 176,106 187,000 187,000 Revenues187,000 ‐ 0.00%188,661 176,106 187,000 187,000 Total Revenues187,000 ‐ 0.00%221,563 219,773 252,670 253,874 Personal Services254,630 756 0.30%126,672 151,116 144,316 144,316 Other Expenditures146,600 2,284 1.58%10,500 58,119 25,000 25,000 Capital Expenditures75,000 50,000 200.00%358,735 429,008 421,986 423,190 Total Expenditures476,230 53,040 12.53%RECREATION DEPARTMENT122,754 102,554 100,200 100,200 Revenues104,200 4,000 3.99%122,754 102,554 100,200 100,200 Total Revenues104,200 4,000 3.99%188,900 222,153 228,016 230,159 Personal Services232,511 2,352 1.02%104,970 76,522 105,861 105,861 Other Expenditures101,839 (4,022) ‐3.80%‐ 1,444 24,000 24,000 Capital Expenditures19,000 (5,000) ‐20.83%293,870 300,119 357,877 360,020 Total Expenditures353,350 (6,670) ‐1.85%4DRAFT
Budget Budget2016 2017 2018 2018 2019 Change ChangeActual Actual Adopted Estimated Description Proposed + /(‐) %Proposed 19/Estimated 2018PARKS DEPARTMENT74,703 67,895 38,433 38,433 Revenues45,450 7,017 18.26%74,703 67,895 38,433 38,433 Total Revenues45,450 7,017 18.26%810,184 789,286 820,541 830,343 Personal Services898,932 68,589 8.26%295,159 335,918 381,073 461,073 Other Expenditures394,100 (66,973) ‐14.53%781,819 323,186 427,000 679,000 Capital Expenditures332,000 (347,000) ‐51.10%1,887,162 1,448,390 1,628,614 1,970,416 Total Expenditures1,625,032 (345,384) ‐17.53%LARSONS ICE ARENA154,332 161,144 151,500 151,500 Revenues165,500 14,000 9.24%154,332 161,144 151,500 151,500 Total Revenues165,500 14,000 9.24%140,141 210,142 243,460 246,663 Personal Services251,184 4,521 1.83%191,570 254,584 218,717 260,217 Other Expenditures253,204 (7,013) ‐2.70%44,270 20,519 132,900 132,900 Capital Expenditures162,000 29,100 21.90%375,981 485,244 595,077 639,780 Total Expenditures666,388 26,608 4.16%5DRAFT
Budget Budget2016 2017 2018 2018 2019 Change ChangeActual Actual Adopted Estimated Description Proposed + /(‐) %Proposed 19/Estimated 2018FORESTRY DEPARTMENT19,711 12,064 19,000 19,000 Revenues15,000 (4,000) ‐21.05%19,711 12,064 19,000 19,000 Total Revenues15,000 (4,000) ‐21.05%360,273 383,084 412,226 417,546 Personal Services430,682 13,136 3.15%75,395 79,195 85,010 85,010 Other Expenditures93,077 8,067 9.49%49,358 98,580 84,500 84,500 Capital Expenditures119,500 35,000 41.42%485,026 560,858 581,736 587,056 Total Expenditures643,259 56,203 9.57%LIBRARY40,996 43,883 23,000 23,000 Revenues23,000 ‐ 0.00%40,996 43,883 23,000 23,000 Total Revenues23,000 ‐ 0.00%733,707 753,295 763,609 774,742 Personal Services764,386 (10,356) ‐1.34%191,692 208,264 190,026 190,026 Other Expenditures170,629 (19,397) ‐10.21%241,347 128,992 123,650 123,650 Capital Expenditures318,303 194,653 157.42%1,166,746 1,090,552 1,077,285 1,088,418 Total Expenditures1,253,318 164,900 15.15%APPROPRIATION/SUBSIDIES30,352 69,905 100,000 100,000 Economic Incentive Grant‐ (100,000) ‐100.00%25,000 25,000 25,000 25,000 Community Cultural Subsidy35,000 10,000 40.00%8,000 8,000 8,000 8,000 Community Band Subsidy8,000 ‐ 0.00%5,000 5,200 5,200 5,200 Safe Ride5,200 ‐ 0.00%75,000 78,000 80,000 80,000 Brookings Area Transit Authority80,000 ‐ 0.00%10,000 10,000 9,000 9,000 Brookings Regional Humane Society‐ (9,000) ‐100.00%22,000 22,000 16,500 16,500 Brookings Domestic Abuse Shelter17,500 1,000 6.06%‐ ‐ 4,000 4,000 Brookings Farmers Market4,000 ‐ 0.00%207,264 207,200 190,000 190,000 School District Subsidy190,000 ‐ 0.00%75,000 75,000 75,000 75,000 Boys & Girls Club Subsidy75,000 ‐ 0.00%‐ ‐ ‐ ‐ Brookings Empowerment Project2,500 2,500 N/A2,500 3,000 3,000 3,000 Brookings County Youth Mentoring 4,000 1,000 33.33%195,000 195,000 153,000 153,000 Brookings Economic Dev Corp215,000 62,000 40.52%655,116 698,305 668,700 668,700 Total Other Expenditures636,200 (32,500) ‐4.86%229,650 229,680 230,611 230,611 Transfer out to Airport239,000 8,389 3.64%1,653,356 70,562 ‐ ‐ Transfer Out to 75% fund‐ ‐ 0.00%‐ 13,107 15,414 15,414 Transfer to Public Art Fund15,002 (412) ‐2.67%1,883,006 313,349 246,025 246,025 Total Transfers Out254,002 7,977 3.24%2,538,122 1,011,654 914,725 914,725 Total Expenditures890,202 (24,523) ‐2.68%6DRAFT
Budget Budget2016 2017 2018 2018 2019 Change ChangeActual Actual Adopted Estimated Description Proposed + /(‐) %Proposed 19/Estimated 2018TOTAL GENERAL FUND19,766,661 19,363,800 19,593,051 19,597,701 Revenues19,970,541 372,840 1.90%5,044,500 3,275,000 3,375,000 3,375,000 Transfers In3,535,000 160,000 4.74%24,811,161 22,638,800 22,968,051 22,972,701 Total Revenues23,505,541 532,840 2.32%8,992,040 9,331,157 9,896,380 10,041,973 Personal Services10,412,304 370,331 3.69%10,502,452 9,958,150 11,154,453 11,113,211 Other Expenditures11,327,411 214,200 1.93%655,116 698,305 668,700 668,700 Appropriations/Subsidies636,200 (32,500) ‐4.86%2,798,949 1,320,559 1,541,400 1,801,400 Capital Expenditures1,500,200 (301,200) ‐16.72%1,883,006 313,349 246,025 246,025 Transfers Out254,002 7,977 3.24%24,831,563 21,621,519 23,506,958 23,871,309 Total Expenditures24,130,117 258,808 1.08%(20,403) 1,017,281 (538,907) (898,608) Addition to or (Use of) Existing Cash(624,576) 274,032 ‐30.50%6,182,392$ Estimated "Unrestricted" Ending Cash Balance 5,557,816$ 7DRAFT
Budget Budget2016 2017 2018 2018 2019 Change ChangeActual Actual Adopted Estimated Description Proposed + /(‐) %Proposed 19/Estimated 201825% SALES & USE TAX1,670,976 1,655,020 1,661,500 1,661,500 Revenues1,735,050 73,550 4.43%1,670,976 1,655,020 1,661,500 1,661,500 Total Revenues1,735,050 73,550 4.43%7,588 17,476 80,000 9,000 Economic Incentive Grant‐ (9,000) ‐100.00%‐ 147,499 308,000 308,000 Chip Sealing311,000 3,000 0.97%‐ 13,044 ‐ ‐ Building & Structures Fire74,000 74,000 N/A‐ ‐ 3,700 3,700 Building & Structures Police10,000 6,300 170.27%‐ 94,471 208,000 160,000 Machinery & Auto & Equip Fire11,200 (148,800) ‐93.00%‐ 250,273 73,255 73,255 Machinery & Auto & Equip Police192,385 119,130 162.62%‐ ‐ 43,000 43,000 Other Capital ‐ Fire‐ (43,000) ‐100.00%‐ ‐ 125,980 125,980 Other Capital ‐ Police201,115 75,135 59.64%‐ 315,459 857,892 869,284 Street & Sidewalk Improve 50/50 (213/212)1,242,000 372,716 42.88%1,365,968 1,704,532 270,004 270,004 Transfers Out288,147 18,143 6.72%1,373,556 2,542,754 1,969,831 1,862,223 Total Expenditures2,329,847 467,624 25.11%297,420 (887,734) (308,331) (200,723) Addition to or (Use of) Existing Cash(594,797) (394,074) 196.33%730,381$ Estimated "Unrestricted" Ending Cash Balance135,584$ 8DRAFT
Budget Budget2016 2017 2018 2018 2019 Change ChangeActual Actual Adopted Estimated Description Proposed + /(‐) %Proposed 19/Estimated 201875% PUBLIC IMPROVE/SALES & USE TAX4,968,196 11,241,396 5,830,456 5,861,572 Revenues6,067,546 205,974 3.51%1,422,594 1,602,523 592,583 569,009 Transfers In406,200 (162,809) ‐28.61%6,390,790 12,843,919 6,423,039 6,430,581 Total Revenues6,473,746 43,165 0.67%44,974 ‐ ‐ ‐ Consulting‐ ‐ 0.00%22,764 69,929 250,000 250,000 Job Creation &Incentive Payments‐ (250,000) ‐100.00%2,394,349 2,396,049 2,394,242 2,394,242 Debt Service2,397,367 3,125 0.13%‐ 147,499 ‐ ‐ Chip Sealing‐ ‐ 0.00%2,462,087 2,613,476 2,644,242 2,644,242 Total Other Expenditure2,397,367 (246,875) ‐9.34%100,000 100,000 100,000 100,000 Boys & Girls Club Capital Improve100,000 ‐ 0.00%150,000 150,000 150,000 150,000 SDSU Research Park150,000 ‐ 0.00%‐ 5,600,000 100,000 100,000 PAC II100,000 ‐ 0.00%‐ 50,000 50,000 50,000 Brookings Health System50,000 ‐ 0.00%12,000 ‐ 15,000 15,000 BATA Grant Match‐Bus15,000 ‐ 0.00%262,000 5,900,000 415,000 415,000 Total Appropriations415,000 ‐ 0.00%28,922 2,037,338 3,316,608 1,816,608 Capital Expenditure5,992,000 4,175,392 229.85%2,695,528 2,326,157 633,582 633,582 Transfers Out567,990 (65,592) ‐10.35%5,448,537 12,876,971 7,009,432 5,509,432 Total Expenditures9,372,357 3,862,925 70.11%942,253 (33,052) (586,393) 921,149 Addition to or (Use of) Existing Cash(2,898,611) (3,819,760) ‐414.67%781,463$ Estimated "Unrestricted" Ending Cash Balance5,578$ 9DRAFT
Budget Budget2016 2017 2018 2018 2019 Change ChangeActual Actual Adopted Estimated Description Proposed + /(‐) %Proposed 19/Estimated 2018E 911484,957 458,401 486,000 486,000 Revenues497,920 11,920 2.45%251,800 193,000 257,000 257,000 Transfers In270,840 13,840 5.39%736,757 651,401 743,000 743,000 Total Revenues768,760 25,760 3.47%569,580 599,231 657,114 657,114 Personal Services683,875 26,761 4.07%83,798 82,198 94,600 94,600 Other Expenditures100,689 6,089 6.44%4,050 4,719 12,550 12,550 Capital Expenditures13,427 877 6.99%‐ ‐ ‐ ‐ Transfers Out‐ ‐ 0.00%657,428 686,148 764,264 764,264 Total Expenditures797,991 33,727 4.41%79,329 (34,748) (21,264) (21,264) Addition to or (Use of) Existing Cash(29,231) (7,967) 37.47%SWIFTEL CENTER2,058,688 2,162,076 2,462,802 2,271,025 Revenues2,418,379 147,354 6.49%802,744 704,950 709,441 709,441 Transfers In775,089 65,648 9.25%2,861,432 2,867,026 3,172,243 2,980,466 Total Revenues3,193,468 213,002 7.15%2,457,994 2,455,426 2,872,243 2,735,332 Other Expenditures2,893,468 158,136 5.78%1,543,369 463,029 300,000 300,000 Capital Expenditures300,000 ‐ 0.00%4,001,363 2,918,455 3,172,243 3,035,332 Total Expenditures3,193,468 158,136 5.21%(1,139,931) (51,430) ‐ (54,866) Addition to or (Use of) Existing Cash‐ 54,866 0.00%10DRAFT
Budget Budget2016 2017 2018 2018 2019 Change ChangeActual Actual Adopted Estimated Description Proposed + /(‐) %Proposed 19/Estimated 2018LIBRARY FINES24,340 19,505 25,000 25,000 Revenues25,000 ‐ 0.00%24,340 19,505 25,000 25,000 Total Revenues25,000 ‐ 0.00%31,807 19,404 30,000 30,000 Other Expenditures30,000 ‐ 0.00%31,807 19,404 30,000 30,000 Total Expenditures30,000 ‐ 0.00%(7,467) 100 (5,000) (5,000) Addition to or (Use of) Existing Cash(5,000) ‐ 0.00%LIBRARY DONATIONS18,345 26,670 35,500 35,500 Revenues35,500 ‐ 0.00%18,345 26,670 35,500 35,500 Total Revenues35,500 ‐ 0.00%25,733 17,200 33,000 33,000 Other Expenditures33,000 ‐ 0.00%25,733 17,200 33,000 33,000 Total Expenditures33,000 ‐ 0.00%(7,388) 9,470 2,500 2,500 Addition to or (Use of) Existing Cash2,500 ‐ 0.00%11DRAFT
Budget Budget2016 2017 2018 2018 2019 Change ChangeActual Actual Adopted Estimated Description Proposed + /(‐) %Proposed 19/Estimated 2018SPECIAL ASSESSMENT136,257 206,039 190,945 190,945 Revenues75,980 (114,965) ‐60.21%1,052,618 ‐ ‐ ‐ Transfers In‐ ‐ 0.00%1,188,875 206,039 190,945 190,945 Total Revenues75,980 (114,965) ‐60.21%76,305 228,590 1,650,000 1,650,000 Capital Expenditures150,000 (1,500,000) ‐90.91%600,163 50,000 63,874 151,266 Transfers Out‐ (151,266) ‐100.00%676,468 278,590 1,713,874 1,801,266 Total Expenditures150,000 (1,651,266) ‐91.67%512,407 (72,551) (1,522,929) (1,610,321) Addition to or (Use of) Existing Cash(74,020) 1,536,301 ‐95.40%STORM DRAINAGE901,192 924,035 960,195 960,195 Revenues1,005,625 45,430 4.73%‐ ‐ ‐ ‐ Transfers In‐ ‐ 0.00%901,192 924,035 960,195 960,195 Total Revenues1,005,625 45,430 4.73%68,011 84,136 103,405 103,405 Personal Services105,831 2,426 2.35%376,291 367,093 465,695 465,695 Other Expenditures514,941 49,246 10.57%299,461 163,577 2,540,000 1,755,000 Capital Expenditures775,000 (980,000) ‐55.84%‐ ‐ ‐ ‐ Transfers Out‐ ‐ ‐ 743,763 614,806 3,109,100 2,324,100 Total Expenditures1,395,772 (928,328) ‐39.94%157,429 309,229 (2,148,905) (1,363,905) Addition to or (Use of) Existing Cash(390,147) 973,758 ‐71.39%12DRAFT
Budget Budget2016 2017 2018 2018 2019 Change ChangeActual Actual Adopted Estimated Description Proposed + /(‐) %Proposed 19/Estimated 20183rd PENNY SALES TAX946,688 917,430 951,500 954,290 Revenues972,000 17,710 1.86%‐ ‐ 30,000 30,000 Transfers In‐ (30,000) 0.00%946,688 917,430 981,500 984,290 Total Revenues972,000 (12,290) ‐1.25%‐ 13,807 28,884 28,884 Televised Contracted Services15,000 (13,884) ‐48.07%‐ 8,306 16,500 16,500 Website Contracted Services‐ (16,500) ‐100.00%1,909 ‐ 6,600 6,600 Travel & Lodging‐ (6,600) ‐100.00%9,152 9,426 9,450 9,450 First District Membership ‐ (9,450) ‐100.00%210,000 262,500 205,000 205,000 Chambers Visitors Bureau269,500 64,500 31.46%27,000 27,000 57,000 57,000 Brookings Chamber Promotional57,000 ‐ 0.00%10,989 11,000 11,000 14,200 Christmas Decorations ‐ (14,200) ‐100.00%15,000 15,000 15,000 15,000 4th of July Fireworks Display15,000 ‐ 0.00%‐ 17,454 50,000 50,000 SDSU Student Visitor Promotion50,000 ‐ 0.00%7,436 150,718 10,000 10,000 Promotion of City10,000 ‐ 0.00%30,000 25,000 30,000 30,000 Downtown at Sundown30,000 ‐ 0.00%‐ 20,000 62,000 62,000 Brookings Economic Dev Corp‐ (62,000) ‐100.00%25,000 25,000 ‐ ‐ Brookings Downtown Inc.‐ ‐ 0.00%42,734 63,972 50,000 50,000 Downtown Acceleration Program50,000 ‐ 0.00%10,000 ‐ ‐ ‐ Spark Brookings, LLC‐ ‐ 0.00%10,000 ‐ 10,000 10,000 SD Humanities Council‐ (10,000) 100.00%375,000 404,950 409,441 409,441 Transfers Out475,089 65,648 16.03%774,220 1,054,134 970,875 974,075 Total Expenditures971,589 (2,486) ‐0.26%172,468 (136,704) 10,625 10,215 Addition to or (Use of) Existing Cash411 (9,804) ‐95.98%327,117$ Estimated Ending Cash Balance327,528$ 13DRAFT
Budget Budget2016 2017 2018 2018 2019 Change ChangeActual Actual Adopted Estimated Description Proposed + /(‐) %Proposed 19/Estimated 2018PILLOW TAX263,238 243,417 400,350 400,350 Revenues400,500 150 0.04%263,238 243,417 400,350 400,350 Total Revenues400,500 150 0.04%215,128 222,433 285,500 285,500 Other Expenditures235,500 (50,000) ‐17.51%215,128 222,433 285,500 285,500 Total Expenditures235,500 (50,000) ‐17.51%48,110 20,985 114,850 114,850 Addition to or (Use of) Existing Cash165,000 50,150 43.67%PUBLIC ART FUND50 ‐ ‐ ‐ Revenues‐ ‐ 0.00%‐ 54,786 56,401 56,401 Transfers In70,408 14,007 24.83%50 54,786 56,401 56,401 Total Revenues70,408 14,007 100.00%‐ ‐ ‐ ‐ Capital Expenditures‐ ‐ 0.00%‐ ‐ ‐ ‐ Total Expenditures‐ ‐ 0.00%50 54,786 56,401 56,401 Addition to or (Use of) Existing Cash70,408 14,007 24.83%14DRAFT
Budget Budget2016 2017 2018 2018 2019 Change ChangeActual Actual Adopted Estimated Description Proposed + /(‐) %Proposed 19/Estimated 2018TIF DIST #1 DEBT SERVICE/INNOVA355,443 415,040 425,000 425,000 Revenues435,500 10,500 2.47%355,443 415,040 425,000 425,000 Total Revenues435,500 10,500 2.47%Debt Service80,733 72,587 425,000 425,000 Transfers Out435,500 10,500 2.47%80,733 72,587 425,000 425,000 Total Expenditures435,500 10,500 2.47%274,710 342,452 ‐ ‐ Addition to or (Use of) Existing Cash‐ ‐ 0.00%TIFDIST #3 DEBT SERVICE/VALLEY VIEW207,570 203,906 203,800 203,800 Revenues211,000 7,200 3.53%207,570 203,906 203,800 203,800 Total Revenues211,000 7,200 3.53%207,851 202,540 203,800 203,800 Debt Service211,000 7,200 3.53%207,851 202,540 203,800 203,800 Total Expenditures211,000 7,200 3.53%(281) 1,365 ‐ ‐ Addition to or (Use of) Existing Cash‐ ‐ 0.00%TIF DIST #4 DEBT SERVICE/SIELER82,482 78,956 78,900 78,900 Revenues84,500 5,600 7.10%82,482 78,956 78,900 78,900 Total Revenues84,500 5,600 7.10%81,066 79,030 78,900 78,900 Debt Service84,500 5,600 7.10%81,066 79,030 78,900 78,900 Total Expenditures84,500 5,600 7.10%1,416 (74) ‐ ‐ Addition to or (Use of) Existing Cash‐ ‐ 0.00%15DRAFT
Budget Budget2016 2017 2018 2018 2019 Change ChangeActual Actual Adopted Estimated Description Proposed + /(‐) %Proposed 19/Estimated 2018TIF DIST # 5 DEBT SERVICE/32ND AVE13,438 21,573 22,000 22,000 Revenues129,600 107,600 489.09%13,438 21,573 22,000 22,000 Total Revenues129,600 107,600 489.09%‐ ‐ 22,000 22,000 Debt Service129,600 107,600 489.09%‐ ‐ 22,000 22,000 Total Expenditures129,600 107,600 489.09%13,438 21,573 ‐ ‐ Addition to or (Use of) Existing Cash‐ ‐ 0.00%TIF DIST #6 DEBT SERVICE/BEL DIGESTER182,509 244,543 245,000 245,000 Revenues306,200 61,200 24.98%182,509 244,543 245,000 245,000 Total Revenues306,200 61,200 24.98%100,000 526,000 278,300 244,800 Transfers Out306,200 61,400 25.08%100,000 526,000 278,300 244,800 Total Expenditures306,200 61,400 25.08%82,509 (281,457) (33,300) 200 Addition to or (Use of) Existing Cash‐ (200) 0.00%TIE DIST # 7 DEBT SERVICE/S. MAIN89,805 283,488 283,709 283,709 Revenues429,175 145,466 51.27%89,805 283,488 283,709 283,709 Total Revenues429,175 145,466 51.27%89,805 140,000 283,709 283,709 Transfers Out100,000 (183,709) ‐64.75%89,805 140,000 283,709 283,709 Total Expenditures100,000 (183,709) ‐64.75%‐ 143,488 ‐ ‐ Addition to or (Use of) Existing Cash329,175 329,175 N/A16DRAFT
Budget Budget2016 2017 2018 2018 2019 Change ChangeActual Actual Adopted Estimated Description Proposed + /(‐) %Proposed 19/Estimated 2018BROOKINGS GATEWAY CAPITAL PROJECT487 2,070 ‐ ‐ Revenues‐ ‐ 0.00%275,000 365,000 365,000 365,000 Transfers In‐ (365,000) ‐100.00%275,487 367,070 365,000 365,000 Total Revenues‐ (365,000) ‐100.00%7,600 470,107 562,900 562,900 Other Expenditures‐ (562,900) ‐100.00%‐ 103,000 127,000 127,000 Capital Expenditures‐ (127,000) ‐100.00%7,600 573,107 689,900 689,900 Total Expenditures‐ (689,900) ‐100.00%267,887 (206,037) (324,900) (324,900) Addition to or (Use of) Existing Cash‐ 324,900 ‐100.00%S MAIN AVE & 26th St & 20th St PROJECT8,165 2,504 500 500 Revenues500 ‐ 0.00%44,595 1,588,137 ‐ ‐ Transfers In‐ ‐ 0.00%52,760 1,590,642 500 500 Total Revenues500 ‐ 0.00%‐ ‐ ‐ ‐ Other Expenditures‐ ‐ 0.00%‐ 47,689 2,216,311 2,216,311 Capital Expenditures3,504 (2,212,807) ‐99.84%‐ ‐ ‐ ‐ Transfers Out‐ ‐ 0.00%‐ 47,689 2,216,311 2,216,311 Total Expenditures3,504 (2,212,807) ‐99.84%52,760 1,542,953 (2,215,811) (2,215,811) Addition to or (Use of) Existing Cash(3,004) 2,212,807 ‐99.86%17DRAFT
Budget Budget2016 2017 2018 2018 2019 Change ChangeActual Actual Adopted Estimated Description Proposed + /(‐) %Proposed 19/Estimated 2018LIQUOR STORE4,344,737 4,142,763 4,650,364 4,650,364 Revenues4,312,000 (338,364) ‐7.28%4,344,737 4,142,763 4,650,364 4,650,364 Total Revenues4,312,000 (338,364) ‐7.28%369,401 339,924 395,469 395,469 Personnel Services403,905 8,436 2.13%3,437,579 3,311,544 3,640,000 3,640,000 Other Expenditures3,438,997 (201,003) ‐5.52%11,295 12,088 1,100 1,100 Capital Expenditures850 (250) ‐22.73%352,250 400,121 455,011 455,011 Transfers Out605,659 150,648 33.11%4,170,525 4,063,677 4,491,580 4,491,580 Total Expenditures4,449,411 (42,169) ‐0.94%174,212 79,086 158,784 158,784 Addition to or (Use of) Existing Cash(137,411) (296,195) ‐186.54%AIRPORT97,504 761,024 129,051 129,051 Revenues269,681 140,630 108.97%321,494 229,680 345,111 345,111 Transfers In408,950 63,839 18.50%418,998 990,704 474,162 474,162 Total Revenues678,631 204,469 43.12%138,774 126,657 172,529 172,529 Personnel Services169,457 (3,072) ‐1.78%86,759 139,773 104,462 104,462 Other Expenditures95,083 (9,379) ‐8.98%89,091 65 501,927 501,927 Capital Expenditures413,200 (88,727) ‐17.68%314,624 1,082,455 778,918 778,918 Total Expenditures677,740 (101,178) ‐12.99%104,374 (91,751) (304,756) (304,756) Addition to or (Use of) Existing Cash891 305,647 ‐100.29%18DRAFT
Budget Budget2016 2017 2018 2018 2019 Change ChangeActual Actual Adopted Estimated Description Proposed + /(‐) %Proposed 19/Estimated 2018EDGEBROOK GOLF COURSE397,603 399,571 416,828 427,828 Revenues440,488 12,660 2.96%105,645 156,829 297,510 297,510 Transfers In289,250 (8,260) ‐2.78%503,248 556,399 714,338 725,338 Total Revenues729,738 4,400 0.61%253,143 226,561 274,281 274,281 Personnel Services274,179 (102) ‐0.04%265,185 240,200 252,045 252,045 Other Expenditures266,550 14,505 5.75%10,390 7,881 196,100 196,100 Capital Expenditures189,000 (7,100) ‐3.62%528,718 474,642 722,426 722,426 Total Expenditures729,729 7,303 1.01%(25,470) 81,757 (8,088) 2,912 Addition to or (Use of) Existing Cash9 (2,903) ‐99.69%SOLID WASTE COLLECTIONS1,173,924 1,192,023 1,179,800 1,179,800 Revenues1,253,724 73,924 6.27%1,173,924 1,192,023 1,179,800 1,179,800 Total Revenues1,253,724 73,924 6.27%455,873 388,522 487,138 487,138 Personnel Services487,648 510 0.10%499,930 503,547 543,668 543,668 Other Expenditures550,757 7,089 1.30%‐ ‐ 210,000 210,000 Capital Expenditures300,000 90,000 42.86%‐ ‐ 2,100 2,100 Transfers Out3,000 900 42.86%955,803 892,070 1,242,906 1,242,906 Total Expenditures1,341,405 98,499 7.92%218,121 299,954 (63,106) (63,106) Addition to or (Use of) Existing Cash(87,681) (24,575) 38.94%LANDFILL 2,610,961 2,566,651 2,381,370 2,381,370 Revenues2,490,270 108,900 4.57%2,610,961 2,566,651 2,381,370 2,381,370 Total Revenues2,490,270 108,900 4.57%483,168 414,084 503,890 503,890 Personnel Services523,487 19,597 3.89%416,022 284,568 450,149 450,149 Other Expenditures448,636 (1,513) ‐0.34%8,007 107,907 610,000 610,000 Capital Expenditures265,000 (345,000) ‐56.56%575,000 604,665 629,100 629,100 Transfers Out680,650 51,550 8.19%1,482,197 1,411,224 2,193,139 2,193,139 Total Expenditures1,917,773 (275,366) ‐12.56%1,128,764 1,155,426 188,231 188,231 Addition to or (Use of) Existing Cash572,497 384,266 204.15%19DRAFT
Budget Budget2016 2017 2018 2018 2019 Change ChangeActual Actual Adopted Estimated Description Proposed + /(‐) %Proposed 19/Estimated 2018RESEARCH & TECHNOLOGY CENTER189,635 168,855 160,745 160,745 Revenues158,536 (2,209) ‐1.37%189,635 168,855 160,745 160,745 Total Revenues158,536 (2,209) ‐1.37%76,345 81,552 74,578 74,578 Other Expenditures76,479 1,901 2.55%105,000 120,000 120,000 120,000 Transfers Out120,000 ‐ 0.00%181,345 201,552 194,578 194,578 Total Expenditures196,479 1,901 0.98%8,290 (32,696) (33,833) (33,833) Addition to or (Use of) Existing Cash(37,943) (4,110) 12.15%20DRAFT
Budget Budget2016 2017 2018 2018 2019Change ChangeActual Actual Adopted Estimated Account Number Description Proposed+ /(‐) %NONDEPARTMENTAL REVENUE2,899,195$ 2,961,678$ 3,113,000$ 3,113,000$ 101‐000‐4‐111‐01 Current Real Estate Taxes3,251,500$ 138,500$ 4.45%6,341 20,742 10,000 10,000 101‐000‐4‐111‐02 Delinquent Real Estate Taxes15,000 5,000$ 50.00%27,035 29,047 30,000 30,000 101‐000‐4‐111‐07 Mobile Home Taxes30,000 ‐$ 0.00%76,632 46,283 80,000 80,000 101‐000‐4‐111‐09 Bank Franchise Taxes50,000 (30,000)$ ‐37.50%6,630,466 6,642,103 6,620,000 6,620,000 101‐000‐4‐113‐00 1st Penny Sales & Use Tax6,818,600 198,600$ 3.00%2,591 3,480 2,500 2,500 101‐000‐4‐119‐01 Taxes/Penalties3,000 500$ 20.00%38,750 31,750 30,250 30,250 101‐000‐4‐221‐01 Licenses/Liquor31,750 1,500$ 4.96%6,700 6,475 6,700 6,700 101‐000‐4‐221‐02 Licenses/Malt6,700 ‐$ 0.00%2,500 10,500 9,500 9,500 101‐000‐4‐221‐05 Licenses/Wine9,500 ‐$ 0.00%‐ ‐ 1,500 1,500 101‐000‐4‐221‐07 Licenses/Restaurant Liquor‐ (1,500)$ ‐100.00%3,700 1,350 2,750 2,750 101‐000‐4‐221‐08 Licenses/Temporary Liquor1,200 (1,550)$ ‐56.36%150 300 ‐ ‐ 101‐000‐4‐221‐09 Licenses/Liquor Transfers‐ ‐$ 0.00%8,350 7,850 8,350 8,350 101‐000‐4‐221‐10 Licenses/Video Lottery8,350 ‐$ 0.00%4,790 4,590 4,790 4,790 101‐000‐4‐221‐11 Licenses/Temporary Merchants4,790 ‐$ 0.00%981 1,762 900 900 101‐000‐4‐221‐12 Licenses/Plumbers900 ‐$ 0.00%1,642 3,070 1,000 1,000 101‐000‐4‐221‐13 Licenses/Miscellaneous1,000 ‐$ 0.00%1,900 800 1,750 1,750 101‐000‐4‐221‐14 Licenses/Transient Merchants1,750 ‐$ 0.00%143,839 143,303 145,000 145,000 101‐000‐4‐335‐03 State Liquor Tax143,000 (2,000)$ ‐1.38%351,121 325,708 355,000 355,000 101‐000‐4‐335‐04 State/Hwy & Bridge Tax350,000 (5,000)$ ‐1.41%1,560 1,536 1,500 1,500 101‐000‐4‐335‐08 State/Amusement Tax1,500 ‐$ 0.00%120,267 122,622 125,000 125,000 101‐000‐4‐338‐01 County/Hwy & Bridge Tax125,000 ‐$ 0.00%62,457 61,862 62,000 62,000 101‐000‐4‐338‐03 County/Wheel Tax62,000 ‐$ 0.00%3,979 3,979 4,000 4,000 101‐000‐4‐338‐04 County/Road Tax4,000 ‐$ 0.00%‐ 200 ‐ ‐ 101‐000‐4‐441‐01 Zoning & Subdivision Fees‐ ‐$ 0.00%‐ 5,398 ‐ ‐ 101‐000‐4‐441‐08 Reimbursed Expense‐ ‐$ 0.00%3,580 603 3,000 3,000 101‐000‐4‐441‐09 Miscellaneous1,000 (2,000)$ ‐66.67%3,352 1,071 3,000 3,000 101‐000‐4‐446‐08 Reimbursed Expense3,000 ‐$ 0.00%82,606 17,051 100,000 100,000 101‐000‐4‐661‐00 Interest Income25,000 (75,000)$ ‐75.00%14,356 28,785 14,000 14,000 101‐000‐4‐661‐01 Money Market Interest Income70,000 56,000$ 400.00%‐ 27,911 ‐ ‐ 101‐000‐4‐661‐02 Tax Increment Interest25,000 25,000$ N/A39,479 40,663 40,600 40,600 101‐000‐4‐662‐12 Cell Tower Rental41,500 900$ 2.22%‐ 3,000 5,000 5,000 101‐000‐4‐664‐00 Sale of Fixed Assets5,000 ‐$ 0.00%308,957 ‐ ‐ ‐ 101‐000‐4‐665‐00 Gain on sale of ind land‐$ 0.00%213,071 202,746 220,000 220,000 101‐000‐4‐669‐00 Franchise Fees210,000 (10,000)$ ‐4.55%97,515 111,766 76,700 76,700 101‐000‐4‐669‐08 Workers Compensation Refund92,000 15,300$ 19.95%11,157,862 10,869,982 11,077,790 11,077,790 Total Revenue11,392,040 314,250$ 2.84%Proposed/amended1DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %50,000 ‐ ‐ ‐ 101‐000‐6‐700‐00 Transfer in to General Fund‐ ‐$ 0.00%277,250 300,000 325,000 325,000 101‐000‐6‐700‐01 Transfer in from Liquor Fund380,000 55,000$ 16.92%575,000 600,000 625,000 625,000 101‐000‐6‐700‐02 Transfer in from Landfill680,000 55,000$ 8.80%925,700 ‐ ‐ ‐ 101‐000‐6‐700‐03 Transfer In 75% S&U Tax‐ ‐$ 0.00%906,550 ‐ ‐ ‐ 101‐000‐6‐700‐04 Transfer in 25% Sales & Use‐ ‐$ 0.00%105,000 120,000 120,000 120,000 101‐000‐6‐700‐05 Transfer in from Res & Tech120,000 ‐$ 0.00%2,205,000 2,255,000 2,305,000 2,305,000 101‐000‐6‐700‐08 Transfer in from BMU2,355,000 50,000$ 2.17%5,044,500 3,275,000 3,375,000 3,375,000 Total Transfers In3,535,000 160,000$ 4.74%16,202,362 14,144,982 14,452,790 14,452,790 Total Revenues & Transfers In14,927,040 474,250 7.58%2DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %MAYOR AND COUNCIL54,087 53,450 54,900 54,900 101‐401‐5‐101‐00 Regular Pay54,900 ‐$ 0.00%4,163 4,000 4,200 4,200 101‐401‐5‐101‐08 Technology Allowance4,200 ‐$ 0.00%4,470 4,395 4,521 4,521 101‐401‐5‐120‐00 FICA4,521 ‐$ 0.00%145 146 170 170 101‐401‐5‐123‐00 Group Insurance170 ‐$ 0.00%225 212 230 233 101‐401‐5‐130‐00 Workmans Compensation237 4$ 1.72%63,090 62,203 64,021 64,024 Total Personnel Services64,028 4$ 0.01%1,151 ‐ ‐ ‐ 101‐401‐5‐421‐00 Insurance‐ ‐$ 0.00%8,830 ‐ 20,000 20,000 101‐401‐5‐422‐03 Consulting/Engineering10,000 (10,000)$ ‐50.00%4,577 1,972 4,000 4,000 101‐401‐5‐426‐01 Office Supplies4,000 ‐$ 0.00%10,884 15,945 24,500 24,500 101‐401‐5‐427‐01 Travel & Lodging24,500 ‐$ 0.00%3,390 3,945 7,500 7,500 101‐401‐5‐427‐02 Registration & Training7,500 ‐$ 0.00%6,167 7 ‐ ‐ 101‐401‐5‐428‐00 Sustainability Council‐ ‐$ 0.00%56 29 500 500 101‐401‐5‐428‐01 Telephone500 ‐$ 0.00%4,319 3,166 4,000 4,000 101‐401‐5‐429‐00 Miscellaneous4,000 ‐$ 0.00%1,861 1,861 2,000 2,000 101‐401‐5‐429‐01 Membership & Dues2,000 ‐$ 0.00%‐ ‐ 7,000 7,000 101‐401‐5‐856‐29 Special Initiatives7,000 ‐$ 0.00%‐ 7,291 4,000 4,000 101‐401‐5‐856‐63 Volunteer Recognition4,000 ‐$ 0.00%41,235 34,215 73,500 73,500 Total Other Expenditures63,500 (10,000)$ ‐13.61%104,325 96,419 137,521 137,524 Total Expenditures127,528 (9,996)$ ‐7.27%3DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %CITY CLERK27,220 19,621 27,192 27,192 101‐403‐4‐334‐09 Grants 30,000 2,808$ 10.33%10,070 13,631 6,180 6,180 101‐403‐4‐441‐08 Reimbursed Expense6,180 ‐$ 0.00%‐ ‐ ‐ ‐ 101‐403‐4‐669‐02 Miscellaneous Revenue‐ ‐$ 0.00%37,290 33,252 33,372 33,372 Total Revenue36,180 2,808$ 8.41%182,662 188,619 191,102 202,815 101‐403‐5‐101‐00 Regular Pay149,790 (53,025)$ ‐26.14%‐ ‐ 3,000 3,000 101‐403‐5‐101‐01 Temporary Pay3,000 ‐$ 0.00%229 379 1,000 1,000 101‐403‐5‐101‐04 Overtime Pay2,000 1,000$ 100.00%80 ‐ 900 900 101‐403‐5‐101‐10 Wellness900 ‐$ 0.00%13,073 13,586 15,420 15,420 101‐403‐5‐120‐00 FICA12,250 (3,170)$ ‐20.56%10,969 11,328 11,900 11,900 101‐403‐5‐121‐09 Retirement9,430 (2,470)$ ‐20.76%27,043 24,593 27,298 27,298 101‐403‐5‐123‐00 Group Insurance27,170 (128)$ ‐0.47%595 646 776 776 101‐403‐5‐130‐00 Workmans Compensation800 24$ 3.09%234,651 239,150 251,396 263,109 Total Personnel Services205,340 (57,769)$ ‐21.96%493 ‐ ‐ ‐ 101‐403‐5‐421‐00 Insurance‐ ‐$ 0.00%9,371 10,307 16,000 16,000 101‐403‐5‐423‐01 Publication & Recording Fees17,000 1,000$ 6.25%6,328 4,195 6,000 6,000 101‐403‐5‐423‐03 Ordinance & Codification Fees6,000 ‐$ 0.00%5,163 4,647 6,500 6,500 101‐403‐5‐425‐01 Maintenance Office Equipment6,500 ‐$ 0.00%3,331 2,063 4,100 4,100 101‐403‐5‐426‐01 Office Supplies4,100 ‐$ 0.00%23,137 15,227 21,000 21,000 101‐403‐5‐426‐02 Election Expense21,000 ‐$ 0.00%3,341 1,203 3,200 3,200 101‐403‐5‐427‐01 Travel & Lodging3,200 ‐$ 0.00%729 663 1,000 1,000 101‐403‐5‐427‐02 Registration & Training1,000 ‐$ 0.00%213 176 300 300 101‐403‐5‐428‐01 Telephone300 ‐$ 0.00%7,658 8,121 11,784 11,784 101‐403‐5‐428‐02 Public Education Human Rights11,784 ‐$ 0.00%2,699 2,235 3,577 3,577 101‐403‐5‐428‐04 Public Education Disability3,577 ‐$ 0.00%34,239 12,767 30,000 30,000 101‐403‐5‐428‐57 Public Education Historic30,000 ‐$ 0.00%160 185 750 750 101‐403‐5‐429‐01 Membership & Dues750 ‐$ 0.00%‐ 4,649 5,000 5,000 101‐403‐5‐430‐01 Sustainability Council5,000 ‐$ 0.00%63,549 30,451 3,500 3,500 101‐403‐5‐430‐02 Bike Advisory Committee3,500 ‐$ 0.00%160,411 96,886 112,711 112,711 Total Other Expenditures113,711 1,000$ 0.89%395,062 336,037 364,107 375,820 Total Expenditures319,051 (56,769)$ ‐15.11%4DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %NON DEPARTMENTAL1,629,859 1,762,612 1,630,000 1,630,000 101‐405‐4‐381‐11 Sales/OA‐Wine, Liquor1,800,000 170,000$ 10.43%4,910,308 4,699,849 4,920,000 4,920,000 101‐405‐4‐381‐31 Sales/OA Beer4,750,000 (170,000)$ ‐3.46%2,386 2,375 3,000 3,000 101‐405‐4‐381‐97 OA Mkrup/Brewpds3,000 ‐$ 0.00%492,383 469,710 492,000 492,000 101‐405‐4‐381‐98 Markup 10%/OA Beer475,000 (17,000)$ ‐3.46%180,605 193,989 179,300 179,300 101‐405‐4‐381‐99 Markup 11%/OA Wine‐Liquor198,000 18,700$ 10.43%11,433 3,687 ‐ ‐ 101‐405‐4‐441‐08 Reimbursed Expense‐ ‐$ 7,226,974 7,132,223 7,224,300 7,224,300 Total Revenue7,226,000 1,700$ 0.02%(838) (575) 2,000 2,000 101‐405‐5‐421‐05 Unemployment Claims2,000 ‐$ 0.00%45,919 3,878 30,500 30,500 101‐405‐5‐422‐03 Consulting/Engineering15,000 (15,500)$ ‐50.82%37,349 ‐ ‐ ‐ 101‐405‐5‐422‐07 Televised Contracting Services13,884 13,884$ 0.00%7,760 ‐ ‐ ‐ 101‐405‐5‐422‐08 Website Contracted Services17,243 17,243$ 0.00%9,945 20,774 10,600 10,600 101‐405‐5‐429‐01 Membership Dues20,880 10,280$ 96.98%1,987 6,333 3,000 3,000 101‐405‐5‐429‐09 Miscellaneous3,000 ‐$ 0.00%641 804 1,000 1,000 101‐405‐5‐429‐18 Bad Debt Expense1,200 200$ 20.00%1,613,138 1,664,031 1,630,000 1,630,000 101‐405‐5‐852‐07 OA Purchases‐Wine, Liquor1,800,000 170,000$ 10.43%4,934,104 4,784,042 4,920,000 4,920,000 101‐405‐5‐852‐08 OA‐Purchases Beer/Malt Beer4,750,000 (170,000)$ ‐3.46%5,145 3,496 5,500 5,500 101‐405‐5‐856‐45 Employee Recognition5,500 ‐$ 0.00%5,563 7,078 6,500 6,500 101‐405‐5‐856‐62 Wellness Promotion6,775 275$ 4.23%‐ ‐ 10,000 10,000 101‐405‐5‐856‐96 Matching Grant Expense10,000 ‐$ 0.00%11,683 114 5,000 5,000 101‐405‐5‐856‐97 City Manager's Contingency Fund5,000 ‐$ 0.00%‐ ‐ 459,000 235,513 101‐405‐5‐856‐99 Contingency Fund492,100 256,587$ 108.95%6,672,396 6,489,975 7,083,100 6,859,613 Total Other Expenditures7,142,582 282,969$ 4.13%6,672,396 6,489,975 7,083,100 6,859,613 Total Expenditures7,142,582 282,969$ 4.13%5DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %CITY MANAGER‐ 10,000 ‐ ‐ 101‐406‐4‐334‐00 Grants‐ ‐$ 0.00%‐ 10,000 ‐ ‐ Total Revenue‐ ‐$ 0.00%210,744 224,338 231,100 236,132 101‐406‐5‐101‐00 Regular Pay286,864 50,732$ 21.48%1,694 ‐ ‐ ‐ 101‐406‐5‐101‐01 Temporary Pay‐ ‐$ 0.00%6,000 6,000 6,000 6,000 101‐406‐5‐101‐06 Car Allowance6,000 ‐$ 0.00%252 165 300 300 101‐406‐5‐101‐10 Wellness Benefit300 ‐$ 0.00%13,975 15,101 18,674 18,674 101‐406‐5‐120‐00 FICA23,025 4,351$ 23.30%21,968 18,177 22,700 22,700 101‐406‐5‐121‐09 Retirement27,095 4,395$ 19.36%8,218 10,846 21,509 21,509 101‐406‐5‐123‐00 Group Insurance42,000 20,491$ 95.27%750 789 947 947 101‐406‐5‐130‐00 Workmans Compensation911 (36)$ ‐3.80%263,601 275,416 301,230 306,262 Total Personnel Services386,195 79,933$ 26.10%329 ‐ ‐ ‐ 101‐406‐5‐421‐00 Insurance‐ ‐$ 0.00%‐ ‐ ‐ ‐ 101‐406‐5‐422‐07 Contracted Services41,000 41,000$ N/A3,110 1,888 3,000 3,000 101‐406‐5‐426‐01 Office Supplies3,000 ‐$ 0.00%120 67 500 500 101‐406‐5‐426‐09 Subscriptions/Books500 ‐$ 0.00%6,891 6,743 12,000 12,000 101‐406‐5‐427‐01 Travel & Lodging12,000 ‐$ 0.00%2,755 2,522 5,000 5,000 101‐406‐5‐427‐02 Registration & Training5,000 ‐$ 0.00%1,690 1,332 1,300 1,300 101‐406‐5‐428‐01 Telephone1,300 ‐$ 0.00%2,201 2,834 3,700 3,700 101‐406‐5‐429‐01 Membership & Dues3,700 ‐$ 0.00%1,498 ‐ ‐ ‐ 101‐406‐5‐429‐22 Moving Expense‐ ‐$ 0.00%30,065 10,800 ‐ ‐ 101‐406‐5‐856‐05 Start Up Grant Exp‐ ‐$ 0.00%48,659 26,185 25,500 25,500 Total Other Expenditures66,500 41,000$ 160.78%312,260 301,601 326,730 331,762 Total Expenditures452,695 120,933$ 36.45%6DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %CITY ATTORNEY‐ ‐ ‐ ‐ 101‐412‐5‐422‐01 Contracted Legal Services‐ 85,504 88,924 92,482 92,482 101‐412‐5‐422‐07 Contracted Services94,794 2,312$ 2.50%90 ‐ 10,000 10,000 101‐412‐5‐422‐08 Litigation Expense10,000 ‐$ 0.00%‐ 51 ‐ ‐ 101‐412‐5‐426‐03 General Supplies‐ ‐$ 0.00%3,123 3,452 4,000 4,000 101‐412‐5‐427‐01 Travel & Lodging4,125 125$ 3.13%88,717 92,427 106,482 106,482 Total Expenditures108,919 2,437$ 2.29%7DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %HUMAN RESOURCES3,523 4,533 2,000 2,000 101‐414‐4‐441‐08 Reimbursed Expense2,000 ‐$ 0.00%3,523 4,533 2,000 2,000 Total Revenues2,000 ‐$ 0.00%135,115 142,322 144,270 147,457 101‐414‐5‐101‐00 Regular Pay148,752 1,295$ 0.88%(159) ‐ ‐ ‐ 101‐414‐5‐101‐04 Overtime Pay‐ ‐$ 0.00%‐ ‐ 300 300 101‐414‐5‐101‐10 Wellness300 ‐$ 0.00%9,917 10,487 11,385 11,385 101‐414‐5‐120‐00 FICA11,736 351$ 3.08%8,087 8,528 8,929 8,929 101‐414‐5‐121‐09 Retirement9,205 276$ 3.09%18,034 15,294 15,951 15,951 101‐414‐5‐123‐00 Group Insurance9,924 (6,027)$ ‐37.78%495 481 578 578 101‐414‐5‐130‐00 Workmans Compensation534 (44)$ ‐7.61%5,794 6,019 6,651 6,651 101‐414‐5‐135‐00 Employee Assistance Program6,550 (101)$ ‐1.52%177,283 183,131 188,064 191,251 Total Personnel Services187,001 (4,250)$ ‐2.22%331 3 10 10 101‐414‐5‐421‐00 Insurance10 ‐$ 0.00%3,013 8,309 9,000 9,000 101‐414‐5‐422‐03 Consulting & Engineering18,196 9,196$ 102.18%2,370 3,235 3,000 3,000 101‐414‐5‐422‐14 Cafeteria Plan Adm Fee3,000 ‐$ 0.00%12,779 10,965 10,400 10,400 101‐414‐5‐423‐01 Publication & Recording Fees10,920 520$ 5.00%564 214 1,040 1,040 101‐414‐5‐425‐01 Maintenance Office Equipment1,040 ‐$ 0.00%680 763 965 965 101‐414‐5‐426‐01 Office Supplies965 ‐$ 0.00%‐ 720 450 450 101‐414‐5‐426‐09 Subscriptions/Books450 ‐$ 0.00%1,701 637 2,225 2,225 101‐414‐5‐427‐01 Travel & Lodging2,225 ‐$ 0.00%923 737 2,275 2,275 101‐414‐5‐427‐02 Registration & Training2,275 ‐$ 0.00%1,104 330 130 130 101‐414‐5‐428‐01 Telephone330 200$ 153.85%510 1,153 1,495 1,495 101‐414‐5‐429‐01 Membership & Dues1,495 ‐$ 0.00%493 652 750 750 101‐414‐5‐429‐08 Postage750 ‐$ 0.00%1,998 2,025 1,200 1,200 101‐414‐5‐429‐09 Miscellaneous1,200 ‐$ 0.00%9,137 6,833 5,000 5,000 101‐414‐5‐429‐10 Safety Program Training6,850 1,850$ 37.00%6,425 1,893 13,000 13,000 101‐414‐5‐429‐15 In‐House Training13,000 ‐$ 0.00%42,028 38,468 50,940 50,940 Total Other Expenditures62,706 11,766$ 23.10%219,311 221,599 239,004 242,191 ‐ Total Expenditures249,707 7,516$ 3.10%8DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %FINANCE OFFICE5,128 4,955 5,000 5,000 101‐415‐4‐441‐04 Professional Services5,000 ‐$ 0.00%12,145 7,231 ‐ ‐ 101‐415‐4‐441‐08 Reimbursed Expense5,583 5,583$ 0.00%1 8,536 ‐ ‐ 101‐415‐4‐669‐02 Miscellaneous Income‐ ‐$ 0.00%17,274 20,722 5,000 5,000 Total Revenue10,583 5,583$ 111.66%251,620 266,225 273,486 279,420 101‐415‐5‐101‐00 Regular Pay285,013 5,593$ 2.00%351 518 1,000 1,000 101‐415‐5‐101‐04 Overtime Pay1,000 ‐$ 0.00%389 312 900 900 101‐415‐5‐101‐10 Wellness Benefit900 ‐$ 0.00%18,184 19,312 21,672 21,672 101‐415‐5‐120‐00 FICA22,579 907$ 4.19%15,113 15,984 16,998 16,998 101‐415‐5‐121‐09 Retirement17,709 711$ 4.18%30,802 30,846 34,234 34,234 101‐415‐5‐123‐00 Group Insurance34,234 ‐$ 0.00%950 895 1,074 1,074 101‐415‐5‐130‐00 Workmans Compensation1,069 (5)$ ‐0.47%317,409 334,092 349,364 355,298 Total Personnel Services362,504 7,206$ 2.03%658 ‐ ‐ ‐ 101‐415‐5‐421‐00 Insurance‐ ‐$ 0.00%57,830 38,230 60,000 60,000 101‐415‐5‐422‐02 Contracted Auditing Services52,180 (7,820)$ ‐13.03%32,016 38,630 39,000 39,000 101‐415‐5‐422‐07 Contracting Services40,500 1,500$ 3.85%2,383 2,188 2,700 2,700 101‐415‐5‐423‐01 Publication/Recording Fees2,700 ‐$ 0.00%9,000 6,050 9,000 9,000 101‐415‐5‐426‐00 Advance for Postage7,000 (2,000)$ ‐22.22%4,533 4,795 6,000 6,000 101‐415‐5‐426‐01 Office Supplies6,000 ‐$ 0.00%50 753 900 900 101‐415‐5‐426‐09 Subscriptions/Books900 ‐$ 0.00%2,898 2,940 5,500 5,500 101‐415‐5‐427‐01 Travel & Lodging5,500 ‐$ 0.00%2,308 800 3,000 3,000 101‐415‐5‐427‐02 Registration & Training3,000 ‐$ 0.00%105 77 100 100 101‐415‐5‐428‐01 Telephone100 ‐$ 0.00%695 900 1,250 1,250 101‐415‐5‐429‐01 Membership & Dues1,070 (180)$ ‐14.40%‐ 80 550 550 101‐415‐5‐429‐09 Miscellaneous550 ‐$ 0.00%112,476 95,443 128,000 128,000 Total Other Expenditures119,500 (8,500)$ ‐6.64%429,885 429,535 477,364 483,298 Total Expenditures482,004 (1,294)$ ‐0.27%9DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %INFORMATION TECHNOLOGY‐ 677 ‐ ‐ 101‐416‐4‐441‐08 Technical Services500 500$ N/A‐ 677 ‐ ‐ Total Revenue500 500 ‐ 108,682 108,081 109,567 111,974 101‐416‐5‐101‐00 Regular Pay114,501 2,527$ 2.26%607 906 1,500 1,500 101‐416‐5‐101‐04 Overtime Pay1,500 ‐$ 0.00%‐ ‐ 200 200 101‐416‐5‐101‐10 Wellness Benefit200 ‐$ 0.00%8,144 8,983 8,757 8,757 101‐416‐5‐120‐00 FICA9,124 367$ 4.19%6,552 7,216 6,869 6,869 101‐416‐5‐121‐09 Retirement7,156 287$ 4.18%9,961 13,036 14,832 14,832 101‐416‐5‐123‐00 Group Insurance14,726 (106)$ ‐0.71%478 403 484 484 101‐416‐5‐130‐00 Workmans Compensation432 (52)$ ‐10.74%134,424 138,624 142,209 144,616 Total Personnel Services147,639 3,023$ 2.09%404 97 117 117 101‐416‐5‐421‐00 Insurance141 24$ 20.51%‐ ‐ 3,575 3,575 101‐416‐5‐422‐02 Contracted Services3,575 ‐$ 0.00%13,819 15,788 17,830 17,830 101‐416‐5‐422‐07 Software Services17,830 ‐$ 0.00%2,904 2,910 3,500 3,500 101‐416‐5‐426‐01 Office Supplies3,500 ‐$ 0.00%‐ ‐ 500 500 101‐416‐5‐426‐09 Subscriptions/Books500 ‐$ 0.00%248 235 2,500 2,500 101‐416‐5‐427‐01 Travel & Lodging2,500 ‐$ 0.00%1,500 ‐ 2,000 2,000 101‐416‐5‐427‐02 Registration & Training2,000 ‐$ 0.00%11,987 12,134 12,927 12,927 101‐416‐5‐428‐01 Telephone12,927 ‐$ 0.00%‐ ‐ 200 200 101‐416‐5‐429‐01 Memberships & Dues200 ‐$ 0.00%‐ 78 300 300 101‐416‐5‐429‐09 Miscellaneous300 ‐$ 0.00%30,862 31,242 43,449 43,449 Total Other Expenditures43,473 24$ 0.06%‐ 9,855 10,000 10,000 101‐416‐5‐856‐97 Contingency ‐ IT10,000 ‐$ 0.00%27,296 6,996 6,100 6,100 101‐416‐5‐940‐00 Other Capital‐IT Equipment18,650 12,550$ 205.74%‐ 950 11,000 11,000 101‐416‐5‐940‐03 Other Capital‐City Clerk7,400 (3,600)$ ‐32.73%2,681 ‐ 2,100 2,100 101‐416‐5‐940‐06 Other Capital‐City Manager‐ (2,100)$ N/A1,419 ‐ ‐ ‐ 101‐416‐5‐940‐14 Other Capital‐Human Resources1,200 1,200$ 0.00%‐ ‐ 12,200 20,200 101‐416‐5‐940‐15 Other Capital‐Finance‐ (20,200)$ ‐100.00%‐ ‐ 11,900 11,900 101‐416‐5‐940‐16 Other Capital‐Library7,500 (4,400)$ ‐36.97%7,817 3,800 12,050 12,050 101‐416‐5‐940‐19 Other Capital‐Eng12,147 97$ 0.80%5,186 ‐ ‐ ‐ 101‐416‐5‐950‐01 Capital less than $5,000‐IT‐ ‐$ 0.00%‐ ‐ ‐ ‐ 101‐416‐5‐950‐18 Capital less than $5,000‐C Dev2,400 2,400$ 0.00%770 ‐ ‐ ‐ 101‐416‐5‐950‐19 Capital less than $5,000‐Eng‐ ‐$ 0.00%8,760 ‐ ‐ ‐ 101‐416‐5‐950‐21 Capital less than $5,000‐PD‐ ‐$ 0.00%1,429 ‐ ‐ ‐ 101‐416‐5‐950‐31 Street/Computer Eqp3,600 3,600$ 0.00%2,051 ‐ 2,000 2,000 101‐416‐5‐950‐51 Capital less than $5,000‐Rec2,400 400$ N/A57,409 21,601 67,350 75,350 Total Capital Expenditures65,297 (10,053)$ ‐13.34%222,695 191,467 253,008 263,415 Total Expenditures256,409 (7,006)$ ‐2.66%10DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %GENERAL GOVERNMENT BUILDINGS‐ ‐ ‐ ‐ 101‐417‐4‐441‐08 Reimbursed Expense‐ ‐$ 0.00%‐ ‐ ‐ ‐ Total Revenues‐ ‐$ 0.00%‐$ ‐ ‐ ‐ ‐ 101‐417‐5‐101‐00 Regular Pay54,270 54,270$ N/A‐ ‐ ‐ ‐ 101‐417‐5‐101‐10 Wellness Benefit300 300$ N/A‐ ‐ ‐ ‐ 101‐417‐5‐120‐00 FICA4,330 4,330$ N/A‐ ‐ ‐ ‐ 101‐417‐5‐121‐09 Retirement4,400 4,400$ N/A‐ ‐ ‐ ‐ 101‐417‐5‐123‐00 Group Insurance14,980 14,980$ N/A‐ ‐ ‐ ‐ 101‐417‐5‐130‐00 Workmans Compensation500 500$ N/A‐ ‐ ‐ ‐ Total Personnel Services78,780 78,780 ‐ 17,108 59,138 65,052 65,052 101‐417‐5‐421‐00 Insurance65,052 ‐$ 0.00%‐ 7,819 10,074 10,074 101‐417‐5‐422‐07 Contracting Services20,074 10,000$ 99.27%3,344 1,590 3,100 3,100 101‐417‐5‐424‐01 Equipment Rental3,100 ‐$ 0.00%1,078 713 3,000 3,000 101‐417‐5‐425‐01 Maintenance Office Equipment3,000 ‐$ 0.00%331 (190) 500 500 101‐417‐5‐425‐05Maintenance Building500 ‐$ 0.00%451 929 500 500 101‐417‐5‐426‐03 General Supplies10,500 10,000$ 2000.00%2,613 2,556 2,640 2,640 101‐417‐5‐428‐02 Electric & Water2,640 ‐$ 0.00%184 314 700 700 101‐417‐5‐428‐03 Heat700 ‐$ 0.00%25,109 72,869 85,566 85,566 Total Other Expenditures105,566 20,000$ 23.37%15,232 ‐ ‐ ‐ 101‐417‐5‐911‐00 Buildings & Structures‐ ‐$ 0.00%36,023 99 ‐ ‐ 101‐417‐5‐911‐21 Public Safety Buildings‐ ‐$ 0.00%6,656 ‐ ‐ ‐ 101‐417‐5‐920‐00 Furniture & Equipment‐ ‐$ 0.00%7,141 ‐ 101‐417‐5‐950‐01 Capital less that $5,000‐ ‐$ 0.00%65,052 99 ‐ ‐ Total Capital Expenditures‐ ‐$ 0.00%90,161 72,968 85,566 85,566 Total Expenditures184,346 98,780$ 115.44%11DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %COMMUNITY DEVELOPMENT43,215 45,533 34,000 34,000 101‐418‐4‐221‐06 Housing Licenses40,000 6,000$ 17.65%2,520 1,900 1,500 1,500 101‐418‐4‐223‐01 Sign Permits1,500 ‐$ 0.00%13,451 14,993 11,000 11,000 101‐418‐4‐441‐01 Zoning & Subdivision Fees11,000 ‐$ 0.00%808 ‐ ‐ ‐ 101‐418‐4‐441‐09 Miscellaneous‐ ‐$ 0.00%180 1,350 225 225 101‐418‐4‐446‐16 Code Enforcement Inspection Fee225 ‐$ 0.00%65 208 60 60 101‐418‐4‐555‐00 Parking Fines60 ‐$ 0.00%27,327 21,551 6,000 6,000 101‐418‐4‐662‐01 Rental Income6,000 ‐$ 0.00%‐ 1,692 ‐ ‐ 101‐418‐4‐664‐00 Sales of Fixed Assets‐ ‐$ 0.00%87,566 87,227 52,785 52,785 Total Revenue58,785 6,000$ 11.37%313,224 294,474 304,470 311,153 101‐418‐5‐101‐00 Regular Pay318,961 7,808$ 2.51%449 287 1,000 1,000 101‐418‐5‐101‐04 Overtime Pay1,000 ‐$ 0.00%463 615 1,200 1,200 101‐418‐5‐101‐10 Wellness Benefit1,200 ‐$ 0.00%20,332 20,704 24,142 24,142 101‐418‐5‐120‐00 FICA25,285 1,143$ 4.73%17,259 17,654 18,935 18,935 101‐418‐5‐121‐09 Retirement19,831 896$ 4.73%50,594 63,385 71,657 71,657 101‐418‐5‐123‐00 Group Insurance65,675 (5,982)$ ‐8.35%3,660 3,842 4,611 4,611 101‐418‐5‐130‐00 Workmans Compensation4,318 (293)$ ‐6.35%405,981 400,960 426,015 432,698 Total Personnel Services436,270 3,572$ 0.83%1,903 691 830 830 101‐418‐5‐421‐00 Insurance724 (106)$ ‐12.77%1,038 111,255 3,000 63,745 101‐418‐5‐422‐03 Consulting/Engineering8,000 (55,745)$ ‐87.45%3,612 4,689 4,200 4,200 101‐418‐5‐422‐07 Contracted Services4,200 ‐$ 0.00%894 1,081 850 850 101‐418‐5‐423‐01 Publication/Recording Fees1,000 150$ 17.65%‐ 125 1,000 1,000 101‐418‐5‐423‐05 Advertising/Public Education1,000 ‐$ 0.00%517 673 600 600 101‐418‐5‐425‐02 Maintenance Motor Vehicles600 ‐$ 0.00%‐ 227 2,000 2,000 101‐418‐5‐425‐05 Maintenance Rental Buildings3,000 1,000$ 50.00%4,116 3,297 3,500 3,500 101‐418‐5‐426‐01 Office Supplies3,500 ‐$ 0.00%623 276 500 500 101‐418‐5‐426‐03 General Supplies500 ‐$ 0.00%396 456 1,000 1,000 101‐418‐5‐426‐09 Subscriptions/Books1,000 ‐$ 0.00%1,425 1,100 3,000 3,000 101‐418‐5‐426‐10 Gasoline2,500 (500)$ ‐16.67%‐ ‐ 750 750 101‐418‐5‐426‐12 Tires750 ‐$ 0.00%2,399 2,129 6,200 6,200 101‐418‐5‐427‐01 Travel & Lodging6,000 (200)$ ‐3.23%895 400 3,000 3,000 101‐418‐5‐427‐02 Registration & Training2,600 (400)$ ‐13.33%2,693 2,074 3,600 3,600 101‐418‐5‐428‐01 Telephone4,100 500$ 13.89%2,327 2,470 3,600 3,600 101‐418‐5‐428‐02 Electric and Water4,700 1,100$ 30.56%838 963 1,300 1,300 101‐418‐5‐429‐01 Membership & Dues1,100 (200)$ ‐15.38%23,676 131,907 38,930 99,675 Total Other Expenditures45,274 (54,401)$ ‐54.58%‐ ‐ ‐ ‐ 101‐418‐5‐920‐00 Furniture & Equipment3,100 3,100$ N/A‐ 16,206 ‐ ‐ 101‐418‐5‐930‐00 Machinery & Auto Equipment20,000 20,000$ N/A‐ 16,206 ‐ ‐ Total Capital Expenditures23,100 23,100$ N/A429,657 549,072 464,945 532,373 Total Expenditures504,644 (27,729)$ ‐5.21%12DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %ENGINEERING DEPARTMENT‐ ‐ ‐ 4,650 101‐419‐4‐221‐08 Contractor License5,000 350$ 7.53%171,705 134,191 162,500 162,500 101‐419‐4‐223‐01 Building Permits/Engineer Fees162,500 ‐$ 0.00%2,587 ‐ ‐ ‐ 101‐419‐4‐441‐08 Reimbursed Expense460 460$ 0.00%25 ‐ 50 50 101‐419‐4‐441‐09 Miscellaneous50 ‐$ 0.00%1,734 1,535 2,435 2,435 101‐419‐4‐662‐09 Vehicle Rental2,435 ‐$ 0.00%176,051 135,725 164,985 169,635 Total Revenues170,445 810$ 0.48%316,512 329,882 332,803 340,167 101‐419‐5‐101‐00 Regular Pay342,297 2,130$ 0.63%21,454 18,306 23,000 23,000 101‐419‐5‐101‐01 Temporary Pay23,000 ‐$ 0.00%1,352 (51) 1,300 1,300 101‐419‐5‐101‐04 Overtime Pay1,300 ‐$ 0.00%200 300 300 300 101‐419‐5‐101‐07 Clothing Allowance300 ‐$ 0.00%417 376 600 600 101‐419‐5‐101‐10 Wellness Benefit600 ‐$ 0.00%23,627 25,899 28,138 28,138 101‐419‐5‐120‐00 FICA28,832 694$ 2.47%18,552 20,748 20,689 20,689 101‐419‐5‐121‐09 Retirement21,233 544$ 2.63%45,946 59,421 61,478 61,478 101‐419‐5‐123‐00 Group Insurance61,478 ‐$ 0.00%4,750 4,961 5,954 5,954 101‐419‐5‐130‐00 Workmans Compensation5,554 (400)$ ‐6.72%432,810 459,842 474,262 481,626 Total Personnel Services484,594 2,968$ 0.62%4,213 1,184 1,421 1,421 101‐419‐5‐421‐00 Insurance1,697 276$ 19.42%5,042 498 500 500 101‐419‐5‐422‐03 Consulting/Engineering500 ‐$ 0.00%1,865 1,650 2,500 2,500 101‐419‐5‐422‐07 Contracted Services2,500 ‐$ 0.00%‐ ‐ 320 320 101‐419‐5‐422‐09 Testing Services320 ‐$ 0.00%420 436 600 600 101‐419‐5‐423‐01 Publication/Recording Fees600 ‐$ 0.00%‐ ‐ 500 500 101‐419‐5‐425‐01 Maintenance Office Equipment500 ‐$ 0.00%797 3,530 1,600 1,600 101‐419‐5‐425‐02 Maintenance Motor Vehicles1,600 ‐$ 0.00%53 ‐ 250 250 101‐419‐5‐425‐04 Maintenance of Equipment250 ‐$ 0.00%5,178 2,169 5,000 5,000 101‐419‐5‐426‐01 Office Supplies5,000 ‐$ 0.00%2,010 579 2,100 2,100 101‐419‐5‐426‐03 General Supplies3,000 900$ 42.86%‐ ‐ 110 110 101‐419‐5‐426‐05 Photographic Supplies‐ (110)$ ‐100.00%3,064 3,890 3,800 3,800 101‐419‐5‐426‐09 Subscriptions/Books4,720 920$ 24.21%1,973 2,718 2,500 2,500 101‐419‐5‐426‐10 Gasoline2,800 300$ 12.00%‐ ‐ 460 460 101‐419‐5‐426‐12 Tires460 ‐$ 0.00%3,332 6,057 4,500 4,500 101‐419‐5‐427‐01 Travel & Lodging4,500 ‐$ 0.00%1,980 2,920 2,560 2,560 101‐419‐5‐427‐02 Registration & Training3,360 800$ 31.25%2,661 2,379 3,000 3,000 101‐419‐5‐428‐01 Telephone3,000 ‐$ 0.00%1,431 533 1,445 1,445 101‐419‐5‐429‐01 Membership & Dues1,545 100$ 6.92%34,019 28,543 33,166 33,166 Total Other Expenditures36,352 3,186$ 9.61%‐ 74,005 5,000 5,000 101‐419‐5‐920‐00 Furniture & Equipment10,000 5,000$ 100.00%9,900 46,493 ‐ ‐ 101‐419‐5‐930‐00 Machinery & Auto Equipment‐ ‐$ N/A9,900 120,498 5,000 5,000 Total Capital Expenditures10,000 5,000$ 100.00%476,729 608,882 512,428 519,792 Total Expenditures530,946 11,154$ 2.15%13DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %CITY/COUNTY ADMIN BUILDING137,108 ‐ 214,000 214,000 101‐420‐4‐441‐08 52% County Reimbursement203,438 (10,562)$ ‐4.94%137,108 ‐ 214,000 214,000 Total Revenue203,438 (10,562)$ ‐4.94%10,027 14,888 8,300 8,300 101‐420‐5‐101‐20 Reimbursement for County Emp15,000 6,700$ 80.72%10,027 14,888 8,300 8,300 ‐ Total Personnel Services15,000 6,700$ 80.72%5,358 5,765 5,626 5,626 101‐420‐5‐421‐00 Insurance5,626 ‐$ 0.00%50,544 47,374 103,500 103,500 101‐420‐5‐422‐07 Contracted Services103,500 ‐$ 0.00%7,257 4,459 25,000 25,000 101‐420‐5‐425‐05 Maintenance of Building25,000 ‐$ 0.00%2,100 389 3,000 3,000 101‐420‐5‐426‐03 Supplies3,000 ‐$ 0.00%4,349 2,513 5,500 5,500 101‐420‐5‐426‐04 Cleaning Supplies5,500 ‐$ 0.00%32,109 15,593 38,000 38,000 101‐420‐5‐428‐01 Telephone38,000 ‐$ 0.00%32,806 32,040 65,000 65,000 101‐420‐5‐428‐02 Electric & Water65,000 ‐$ 0.00%3,602 4,749 25,000 25,000 101‐420‐5‐428‐03 Heat25,000 ‐$ 0.00%‐ ‐ 600 600 101‐420‐5‐428‐05 Hauling Services600 ‐$ 0.00%24,408 24,864 60,000 60,000 101‐420‐5‐429‐03 Cleaning Services60,000 ‐$ 0.00%173 31 ‐ ‐ 101‐420‐5‐429‐09 Miscellaneous‐ ‐$ 0.00%162,706 137,777 331,226 331,226 Total Other Expenditures331,226 ‐$ 0.00%‐ ‐ ‐ ‐ 101‐420‐5‐911‐00 Building ‐ ‐$ 0.00%‐ ‐ 72,000 72,000 101‐420‐5‐920‐00 Furniture & Equipment60,000 (12,000)$ ‐16.67%‐ ‐ 72,000 72,000 Total Capital Expenditures60,000 ‐ (12,000)$ ‐16.67%172,733 152,665 411,526 411,526 Total Expenditures406,226 (5,300)$ ‐1.29%14DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %POLICE DEPARTMENT12,238 98,804 10,000 10,000 101‐421‐4‐334‐09 Grants24,020 14,020$ 140.20%47,085 99,495 65,000 65,000 101‐421‐4‐441‐08 Reimbursed Expense73,000 8,000$ 12.31%2,826 2,031 2,800 2,800 101‐421‐4‐442‐09 Miscellaneous2,500 (300)$ ‐10.71%3,535 4,232 4,800 4,800 101‐421‐4‐442‐10 Safety Town Fees4,800 ‐$ 0.00%2,680 9,312 2,750 2,750 101‐421‐4‐446‐10 Donations2,750 ‐$ 0.00%3,700 1,700 1,500 1,500 101‐421‐4‐446‐11 Dare Donations1,500 ‐$ 0.00%19,239 13,733 19,000 19,000 101‐421‐4‐551‐00 Court Fines15,000 (4,000)$ ‐21.05%62,956 55,256 63,000 63,000 101‐421‐4‐555‐00 Parking Fines63,000 ‐$ 0.00%‐ 17,983 5,000 5,000 101‐421‐4‐664‐00 Sale of Fixed Assets10,250 5,250$ 105.00%154,259 302,546 173,850 173,850 Total Revenue196,820 22,970$ 13.21%2,046,750 2,091,697 2,234,600 2,283,058 101‐421‐5‐101‐00 Regular Pay2,355,001 71,943$ 3.15%26,564 32,518 46,850 46,850 101‐421‐5‐101‐01 Temporary Pay48,021 1,171$ 2.50%120,170 119,156 54,000 54,000 101‐421‐5‐101‐04 Overtime Pay55,500 1,500$ 2.78%3,600 3,200 4,800 4,800 101‐421‐5‐101‐06 Car Allowance‐ (4,800)$ ‐100.00%3,950 3,900 4,400 4,400 101‐421‐5‐101‐07 Clothing Allowance4,400 ‐$ 0.00%1,175 496 1,500 1,500 101‐421‐5‐101‐10 Wellness Benefit1,500 ‐$ 0.00%161,536 161,987 185,300 185,300 101‐421‐5‐120‐00 FICA193,986 8,686$ 4.69%171,179 166,659 187,055 187,055 101‐421‐5‐121‐09 Retirement195,665 8,610$ 4.60%323,844 326,230 399,950 399,950 101‐421‐5‐123‐00 Group Insurance434,982 35,032$ 8.76%64,241 68,907 82,800 82,800 101‐421‐5‐130‐00 Workmans Compensation80,540 (2,260)$ ‐2.73%2,923,009 2,974,750 3,201,255 3,249,713 Total Personnel Services3,369,595 119,882$ 3.69%32,644 29,624 36,296 36,296 101‐421‐5‐421‐00 Insurance31,312 (4,984)$ ‐13.73%16,254 16,329 19,400 19,400 101‐421‐5‐422‐03 Consulting/Engineering27,595 8,195$ 42.24%1,956 4,524 1,900 1,900 101‐421‐5‐422‐06 Medical Services1,900 ‐$ 0.00%947 2,227 2,000 2,000 101‐421‐5‐422‐09 Testing Services2,000 ‐$ 0.00%2,123 984 2,900 2,900 101‐421‐5‐424‐01 Equipment Rental3,500 600$ 20.69%2,860 3,108 2,900 2,900 101‐421‐5‐425‐01 Maintenance Office Equipment3,100 200$ 6.90%21,648 17,590 22,000 22,000 101‐421‐5‐425‐02 Maintenance Motor Vehicle22,000 ‐$ 0.00%3,677 ‐ 1,800 1,800 101‐421‐5‐425‐04 Maintenance Equipment1,800 ‐$ 0.00%9,534 19,941 15,200 15,200 101‐421‐5‐425‐05 Maintenance Building15,200 ‐$ 0.00%5,495 1,544 3,000 3,000 101‐421‐5‐425‐06 Maintenance Radio3,000 ‐$ 0.00%7,461 5,435 9,500 9,500 101‐421‐5‐426‐01 Office Supplies9,500 ‐$ 0.00%29,211 26,279 31,500 31,500 101‐421‐5‐426‐03 General Supplies31,000 (500)$ ‐1.59%1,790 4,668 3,600 3,600 101‐421‐5‐426‐04 Cleaning Supplies3,600 ‐$ 0.00%4,435 4,407 4,300 4,300 101‐421‐5‐426‐05 Investigation Supplies4,500 200$ 4.65%521 1,259 750 750 101‐421‐5‐426‐09 Subscriptions/Books750 ‐$ 0.00%49,493 55,967 60,000 55,000 101‐421‐5‐426‐10 Gasoline60,000 5,000$ 9.09%2,206 2,259 3,500 3,500 101‐421‐5‐426‐12 Tires3,500 ‐$ 0.00%23,170 15,457 18,000 18,000 101‐421‐5‐426‐17 Uniforms22,000 4,000$ 22.22%3,222 3,533 3,300 3,300 101‐421‐5‐426‐30 SWAT Tactical Supplies3,300 ‐$ 0.00%6,701 11,240 10,000 10,000 101‐421‐5‐427‐01 Travel & Lodging12,000 2,000$ 20.00%3,004 5,532 5,000 10,000 101‐421‐5‐427‐02 Registration & Training15,000 5,000$ 50.00%14,747 18,595 17,000 17,000 101‐421‐5‐427‐03 Gun Range Training Expenses18,000 1,000$ 5.88%15DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %27,548 24,727 27,000 27,000 101‐421‐5‐428‐01 Telephone27,000 ‐$ 0.00%33,235 37,763 32,000 32,000 101‐421‐5‐428‐02 Electric & Water32,000 ‐$ 0.00%4,366 4,457 9,300 9,300 101‐421‐5‐428‐03 Heat9,300 ‐$ 0.00%1,065 2,015 2,000 2,000 101‐421‐5‐428‐08 Sirens2,000 ‐$ 0.00%584 5,283 600 600 101‐421‐5‐429‐00 Miscellaneous900 300$ 50.00%1,287 1,216 1,400 1,400 101‐421‐5‐429‐01 Membership & Dues1,400 ‐$ 0.00%15,001 8,755 5,000 5,000 101‐421‐5‐429‐03 Cleaning Services5,000 ‐$ 0.00%2,114 3,272 2,500 2,500 101‐421‐5‐429‐09 Reserve Expenses2,500 ‐$ 0.00%3,273 3,511 3,300 3,300 101‐421‐5‐429‐10 Dare Expenditures3,300 ‐$ 0.00%‐ 1,735 1,500 1,500 101‐421‐5‐429‐23 Drug Dog Expense1,500 ‐$ 0.00%6,440 10,796 6,500 6,500 101‐421‐5‐856‐21 Safety Town6,500 ‐$ 0.00%2,000 2,000 2,000 2,000 101‐421‐5‐856‐71 Brookings Crime Stoppers2,000 ‐$ 0.00%340,012 356,031 366,946 366,946 Total Other Expenditures387,957 21,011$ 5.73%‐ 12,640 ‐ ‐ 101‐421‐5‐911‐00 Building & Structures‐ ‐$ 0.00%1,512 ‐ ‐ ‐ 101‐421‐5‐920‐00Furniture & Equipment‐ ‐$ 0.00%131,902 49,727 ‐ ‐ 101‐421‐5‐930‐00 Machinery & Auto Equipment‐ ‐$ 0.00%51,902 ‐ ‐ ‐ 101‐421‐5‐940‐00 Other Capital5,000 5,000$ N/A‐ 21,766 101‐421‐5‐950‐01 Capital less than $5,000‐ ‐$ 0.00%185,316 84,133 ‐ ‐ Total Capital Expenditures5,000 5,000$ 0.00%3,448,337 3,414,915 3,568,201 3,616,659 Total Expenditures3,762,552 145,893$ 4.03%16DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %FIRE DEPARTMENT74,755 76,773 66,000 66,000 101‐422‐4‐335‐06 Fire Insurance Premium75,000 9,000$ 13.64%65 10,592 ‐ ‐ 101‐422‐4‐342‐03 Fines/Fees‐ ‐$ 0.00%4,129 (3,999) ‐ ‐ 101‐422‐4‐441‐08 Reimbursed Expense‐ ‐$ 0.00%575 500 ‐ ‐ 101‐422‐4‐446‐10 Donations‐ ‐$ 0.00%500 ‐ 1,000 1,000 101‐422‐4‐446‐14 Fire‐Rescue Call Fees1,000 ‐$ 0.00%3,764 2,277 2,500 2,500 101‐422‐4‐446‐16 Inspection Fees2,500 ‐$ 0.00%50 60 ‐ ‐ 101‐422‐4‐662‐01 Rentals‐ ‐$ 0.00%786 25,501 ‐ ‐ 101‐422‐4‐664‐00 Miscellaneous‐ ‐$ 0.00%84,624 111,704 69,500 69,500 Total Revenue78,500 9,000$ 12.95%206,522 221,066 222,290 227,219 101‐422‐5‐101‐00 Regular Pay229,538 2,319$ 1.02%(472) ‐ 10,000 10,000 101‐422‐5‐101‐01 Temporary Pay25,000 15,000$ 150.00%168 ‐ ‐ ‐ 101‐422‐5‐101‐04 Overtime Pay3,200 3,200$ N/A‐ 100 100 100 101‐422‐5‐101‐07 Clothing Allowance100 ‐$ 0.00%14,720 15,966 18,587 18,587 101‐422‐5‐120‐00 FICA19,398 811$ 4.36%15,649 16,651 17,563 17,563 101‐422‐5‐121‐09 Retirement18,386 823$ 4.69%119,755 121,773 111,000 111,000 101‐422‐5‐121‐10 Retirement/Volunteer Firemen111,000 ‐$ 0.00%35,144 45,672 49,173 49,173 101‐422‐5‐123‐00 Group Insurance47,057 (2,116)$ ‐4.30%15,204 16,608 19,930 19,930 101‐422‐5‐130‐00 Workmans Compensation19,064 (866)$ ‐4.35%1,192 1,341 4,000 4,000 101‐422‐5‐136‐00 Wellness Reimbursement4,000 ‐$ 0.00%407,882 439,176 452,643 457,572 Total Personnel Services476,743 19,171$ 4.19%29,127 30,371 38,734 38,734 101‐422‐5‐421‐00 Insurance37,350 (1,384)$ ‐3.57%5,884 5,710 6,500 6,500 101‐422‐5‐422‐06 Medical Services6,500 ‐$ 0.00%4,952 6,290 6,000 6,000 101‐422‐5‐422‐07 Contracting Services6,000 ‐$ 0.00%3,070 2,491 3,500 3,500 101‐422‐5‐424‐01 Equipment Rental3,500 ‐$ 0.00%‐ ‐ 101‐422‐5‐424‐04 Hydrant Rental‐ ‐$ 0.00%864 1,632 1,250 1,250 101‐422‐5‐425‐02 Maintenance Motor Vehicles1,250 ‐$ 0.00%10,977 4,171 7,500 7,500 101‐422‐5‐425‐03 Maintenance Trucks7,500 ‐$ 0.00%8,258 3,888 7,300 7,300 101‐422‐5‐425‐04 Maintenance Equipment7,300 ‐$ 0.00%3,608 3,008 3,000 3,000 101‐422‐5‐425‐05 Maintenance Buildings3,000 ‐$ 0.00%1,367 469 3,000 3,000 101‐422‐5‐425‐06 Maintenance Radio3,000 ‐$ 0.00%2,374 1,694 3,000 3,000 101‐422‐5‐426‐01 Office Supplies3,000 ‐$ 0.00%32,271 25,413 32,000 32,000 101‐422‐5‐426‐03 General Supplies32,000 ‐$ 0.00%331 47 500 500 101‐422‐5‐426‐04 Cleaning Supplies500 ‐$ 0.00%1,659 2,208 1,400 1,400 101‐422‐5‐426‐09 Subscriptions/Books1,400 ‐$ 0.00%8,204 7,567 10,000 10,000 101‐422‐5‐426‐10 Gasoline12,000 2,000$ 20.00%16 ‐ 500 500 101‐422‐5‐426‐11 Oil & Grease Supplies500 ‐$ 0.00%‐ 736 2,000 2,000 101‐422‐5‐426‐12 Tires2,000 ‐$ 0.00%1,324 1,231 1,500 1,500 101‐422‐5‐426‐17 Uniforms & Clothing2,000 500$ 33.33%205 122 350 350 101‐422‐5‐426‐28 Extinguishing Agents350 ‐$ 0.00%1,934 1,852 3,500 3,500 101‐422‐5‐426‐29 Propane6,400 2,900$ 82.86%18,925 20,704 20,200 20,200 101‐422‐5‐427‐01 Travel & Lodging20,200 ‐$ 0.00%9,370 8,401 9,000 9,000 101‐422‐5‐427‐02 Registration & Training9,000 ‐$ 0.00%4,726 7,018 5,400 5,400 101‐422‐5‐428‐01 Telephone9,000 3,600$ 66.67%17DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %15,829 15,783 19,000 19,000 101‐422‐5‐428‐02 Electric & Water19,000 ‐$ 0.00%2,951 2,936 3,000 3,000 101‐422‐5‐429‐01 Memberships & Dues3,000 ‐$ 0.00%2,153 2,974 3,000 3,000 101‐422‐5‐429‐06 Fire Hose Replacement3,000 ‐$ 0.00%119 165 300 300 101‐422‐5‐429‐08 Postage300 ‐$ 0.00%1,889 2,660 4,500 4,500 101‐422‐5‐429‐10 Fire Safety Promotion5,000 500$ 11.11%172,387 159,538 195,934 195,934 Total Other Expenditures204,050 8,116$ 4.14%5,363 ‐ ‐ ‐ 101‐422‐5‐911‐00 Buildings & Structures‐ ‐$ 0.00%5,500 648 ‐ ‐ 101‐422‐5‐920‐00 Furniture & Equipment‐ ‐$ 0.00%39,509 3,713 ‐ ‐ 101‐422‐5‐930‐00 Machinery & Auto Equipment‐ ‐$ 0.00%25,000 ‐ ‐ ‐ 101‐422‐5‐940‐00 Other Capital‐ ‐$ 0.00%66,650 ‐ ‐ ‐ 101‐422‐5‐950‐01 Capital less than $5,000‐ ‐$ 0.00%142,022 4,360 ‐ ‐ Total Capital Expenditures‐ ‐$ 0.00%722,291 603,075 648,577 653,506 Total Expenditures680,793 27,287$ 4.18%PUBLIC SAFETY91,310 93,265 94,415 94,415 101‐424‐5‐424‐04 Hydrant Rentals95,795 1,380$ 1.46%91,310 93,265 94,415 94,415 Total Expenditures95,795 1,380$ 1.46%18DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %STREET DEPARTMENT5,216 6,837 500 500 101‐431‐4‐334‐09 Grants500 ‐$ 0.00%9,205 4,085 2,000 2,000 101‐431‐4‐441‐08 Reimbursed Expense2,000 ‐$ 0.00%3,597 31,838 ‐ ‐ 101‐431‐4‐443‐09 Miscellaneous‐ ‐$ 0.00%18,983 5,305 5,000 5,000 101‐431‐4‐664‐00 Sale of Fixed Assets5,000 ‐$ 0.00%37,001 48,065 7,500 7,500 Total Revenue7,500 ‐$ 0.00%703,404 737,984 743,835 759,389 101‐431‐5‐101‐00 Regular Pay758,164 (1,225)$ ‐0.16%18,130 29,879 29,000 29,000 101‐431‐5‐101‐01 Temporary Pay59,128 30,128$ 103.89%39,654 35,906 55,000 55,000 101‐431‐5‐101‐04 Overtime Pay55,000 ‐$ 0.00%1,679 1,525 2,000 2,000 101‐431‐5‐101‐07 Clothing Allowance2,000 ‐$ 0.00%104 445 300 300 101‐431‐5‐101‐10 Wellness Benefit500 200$ 66.67%54,693 56,495 65,668 65,668 101‐431‐5‐120‐00 FICA69,175 3,507$ 5.34%44,783 45,470 49,764 49,764 101‐431‐5‐121‐09 Retirement52,155 2,391$ 4.80%132,630 149,548 169,852 169,852 101‐431‐5‐123‐00 Group Insurance169,826 (26)$ ‐0.02%40,034 43,771 52,526 52,526 101‐431‐5‐130‐00 Workmans Compensation48,332 (4,194)$ ‐7.98%1,035,111 1,101,022 1,167,945 1,183,499 Total Personnel Services1,214,280 30,781$ 2.60%34,900 15,026 18,544 18,544 101‐431‐5‐421‐00 Insurance17,613 (931)$ ‐5.02%‐ 247 515 515 101‐431‐5‐422‐06 Medical Services515 ‐$ 0.00%54,754 40,099 98,880 98,880 101‐431‐5‐422‐07 Contracting Services98,880 ‐$ 0.00%396 204 618 618 101‐431‐5‐422‐15 Drug & Alcohol Testing618 ‐$ 0.00%1,978 949 1,545 1,545 101‐431‐5‐423‐05 Advertising/Promotion Fees1,545 ‐$ 0.00%28,000 ‐ ‐ ‐ 101‐431‐5‐424‐06 Rent‐ ‐$ 0.00%414 235 670 670 101‐431‐5‐425‐01 Maintenance Office Equipment670 ‐$ 0.00%16,387 7,828 10,000 10,000 101‐431‐5‐425‐03 Maintenance Trucks10,000 ‐$ 0.00%26,611 37,618 25,000 25,000 101‐431‐5‐425‐04 Maintenance of Equipment25,000 ‐$ 0.00%6,576 8,470 4,210 4,210 101‐431‐5‐425‐05 Maintenance Buildings4,210 ‐$ 0.00%665 1,684 2,575 2,575 101‐431‐5‐425‐06 Maintenance Radio2,575 ‐$ 0.00%17,309 20,056 22,660 22,660 101‐431‐5‐425‐11 Maintenance Sweeper22,660 ‐$ 0.00%167,534 ‐ ‐ ‐ 101‐431‐5‐425‐13 Maintenance Curb & Gutter‐ ‐$ 0.00%228,145 ‐ ‐ ‐ 101‐431‐5‐425‐14 Maintenance Street Sealing‐ ‐$ 0.00%4,041 2,512 1,339 1,339 101‐431‐5‐426‐01 Office Supplies1,339 ‐$ 0.00%28,405 38,204 25,000 25,000 101‐431‐5‐426‐03 General Supplies25,000 ‐$ 0.00%2,378 3,063 2,500 2,500 101‐431‐5‐426‐04 Cleaning Supplies2,500 ‐$ 0.00%‐ 585 500 500 101‐431‐5‐426‐09 Subscriptions/books500 ‐$ 0.00%19,175 19,024 33,000 33,000 101‐431‐5‐426‐10 Gasoline33,350 350$ 1.06%5,860 4,915 5,500 5,500 101‐431‐5‐426‐11 Oil & Grease Supplies5,500 ‐$ 0.00%22,234 15,053 20,000 20,000 101‐431‐5‐426‐12 Tires20,000 ‐$ 0.00%33,335 31,019 40,000 40,000 101‐431‐5‐426‐13 Diesel Fuel40,000 ‐$ 0.00%499 911 1,030 1,030 101‐431‐5‐426‐15 Chemicals1,030 ‐$ 0.00%‐ 30,674 25,000 25,000 101‐431‐5‐426‐16 Mosquito Control30,000 5,000$ 20.00%3,654 3,725 2,575 2,575 101‐431‐5‐426‐17 Uniforms2,575 ‐$ 0.00%15,084 10,014 10,000 10,000 101‐431‐5‐426‐18 Gravel10,000 ‐$ 0.00%69,131 62,604 70,000 70,000 101‐431‐5‐426‐19 Bituminous Material70,000 ‐$ 0.00%15,648 12,642 17,000 17,000 101‐431‐5‐426‐20Dust Control17,000 ‐$ 0.00%52,612 10,293 60,000 60,000 101‐431‐5‐426‐22 Salt & Calcium Chloride60,000 ‐$ 0.00%11,671 3,047 11,845 11,845 101‐431‐5‐426‐23 Sand11,845 ‐$ 0.00%19DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %43,206 47,436 50,000 50,000 101‐431‐5‐426‐24 Street Paint & Signs50,000 ‐$ 0.00%1,336 3,052 4,000 4,000 101‐431‐5‐427‐01 Travel & Lodging4,000 ‐$ 0.00%1,240 1,088 2,000 2,000 101‐431‐5‐427‐02 Registration & Training2,000 ‐$ 0.00%4,838 5,502 5,974 5,974 101‐431‐5‐428‐01 Telephone5,974 ‐$ 0.00%19,872 27,368 26,000 26,000 101‐431‐5‐428‐02 Electric & Water26,000 ‐$ 0.00%6,847 10,591 20,394 20,394 101‐431‐5‐428‐03 Heat20,394 ‐$ 0.00%469,570 451,712 594,000 594,000 101‐431‐5‐428‐04 Street Lights & Traffic Signal532,400 (61,600)$ ‐10.37%660 ‐ 515 515 101‐431‐5‐428‐05 Hauling Service515 ‐$ 0.00%35 ‐ 103 103 101‐431‐5‐429‐01 Membership & Dues103 ‐$ 0.00%4,171 4,240 4,000 4,000 101‐431‐5‐429‐03 Cleaning Service4,000 ‐$ 0.00%169 273 100 100 101‐431‐5‐429‐04 Licenses100 ‐$ 0.00%22,875 6,837 500 500 101‐431‐5‐441‐03 West Nile Grant Expenses500 ‐$ 0.00%1,442,215 938,799 1,218,092 1,218,092 Total Other Expenditures1,160,911 (57,181)$ ‐4.69%50,010 ‐ ‐ ‐ 101‐431‐5‐920‐00 Furniture & Equipment‐ ‐$ 0.00%278,567 417,824 573,000 573,000 101‐431‐5‐930‐00 Machinery & Auto Equipment276,000 (297,000)$ ‐51.83%2,000 ‐ ‐ ‐ 101‐431‐5‐950‐01 Capital less than $5,000‐ ‐$ 0.00%677,654 ‐ ‐ ‐ 101‐431‐5‐960‐00 Street & Sidewalk Improvements‐ ‐$ 0.00%200,879 ‐ ‐ ‐ 101‐431‐5‐960‐01 STP Project Improvements‐ ‐$ 0.00%1,209,110 417,824 573,000 573,000 Total Capital Expenditures276,000 (297,000)$ ‐51.83%3,686,436 2,457,645 2,959,037 2,974,591 Total Expenditures2,651,191 (323,400)$ ‐10.87%20DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %ANIMAL CONTROL3,290 3,705 3,000 3,000 101‐442‐4‐221‐04 Animal Licenses3,300 300$ 10.00%‐ ‐ 300 300 101‐442‐4‐441‐08 Reimbursed Expense‐ (300)$ ‐100.00%9,475 8,335 7,500 7,500 101‐442‐4‐445‐02 Housing, Feed & Care8,500 1,000$ 13.33%200 200 300 300 101‐442‐4‐445‐09 Fees300 ‐$ 0.00%10,895 9,815 12,000 12,000 101‐442‐4‐556‐00 Animal at Large Fines10,000 (2,000)$ ‐16.67%23,860 22,055 23,100 23,100 Total Revenue22,100 (1,000)$ ‐4.33%52,036 52,959 53,315 54,472 101‐442‐5‐101‐00 Regular Pay54,546 74$ 0.14%14,405 14,505 16,755 16,755 101‐442‐5‐101‐01 Temporary Pay16,755 ‐$ 0.00%367 837 500 500 101‐442‐5‐101‐04 Overtime Pay500 ‐$ 0.00%100 100 100 100 101‐442‐5‐101‐07 Clothing Allowance100 ‐$ 0.00%5,125 5,158 5,524 5,524 101‐442‐5‐120‐00 FICA5,621 97$ 1.76%3,144 3,222 3,327 3,327 101‐442‐5‐121‐09 Retirement3,403 76$ 2.28%9,238 5,621 6,240 6,240 101‐442‐5‐123‐00 Group Insurance6,778 538$ 8.62%1,553 1,624 1,949 1,949 101‐442‐5‐130‐00 Workmans Compensation1,812 (137)$ ‐7.03%85,968 84,026 87,710 88,867 Total Personnel Services89,515 648$ 0.73%506 399 615 615 101‐442‐5‐421‐00 Insurance523 (92)$ ‐14.96%‐ ‐ ‐ ‐ 101‐442‐5‐422‐07 Contracting Services40,000 40,000$ N/A48 ‐ 400 400 101‐442‐5‐422‐09 Testing Services400 ‐$ 0.00%722 1,422 500 500 101‐442‐5‐425‐03 Maintenance Trucks500 ‐$ 0.00%‐ 73 ‐ ‐ 101‐442‐5‐425‐04 Maintenance Equipment‐ ‐$ 0.00%224 75 500 500 101‐442‐5‐425‐05 Maintenance Buildings500 ‐$ 0.00%‐ 46 200 200 101‐442‐5‐425‐06 Maintenance Radio200 ‐$ 0.00%622 144 500 500 101‐442‐5‐426‐01 Office Supplies500 ‐$ 0.00%1,192 1,248 1,200 1,200 101‐442‐5‐426‐03 General Supplies1,200 ‐$ 0.00%200 505 600 600 101‐442‐5‐426‐04 Cleaning Supplies600 ‐$ 0.00%2,192 2,041 5,500 5,500 101‐442‐5‐426‐10 Gasoline3,500 (2,000)$ ‐36.36%‐ ‐ 300 300 101‐442‐5‐426‐12 Tires300 ‐$ 0.00%73 388 300 300 101‐442‐5‐426‐15 Chemicals200 (100)$ ‐33.33%131 ‐ 400 400 101‐442‐5‐426‐17Uniforms400 ‐$ 0.00%‐ 326 700 700 101‐442‐5‐427‐01 Travel & Lodging700 ‐$ 0.00%‐ 20 150 150 101‐442‐5‐427‐02 Registration & Training150 ‐$ 0.00%1,347 1,809 1,900 1,900 101‐442‐5‐428‐01 Telephone1,900 ‐$ 0.00%3,101 3,584 3,800 3,800 101‐442‐5‐428‐02 Electric & Water3,800 ‐$ 0.00%10,358 12,081 17,565 17,565 Total Other Expenditures55,373 37,808$ 215.25%2,846 ‐ ‐ ‐ 101‐442‐5‐911‐00 Building & Structures‐ ‐$ 0.00%‐ ‐ ‐ ‐ 101‐442‐5‐930‐00 Machinery & Auto Equipment‐ ‐$ 0.00%2,846 ‐ ‐ ‐ Total Capital Expenditures‐ ‐$ 0.00%99,172 96,106 105,275 106,432 Total Expenditures144,888 38,456$ 36.13%21DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %DAKOTA NATURE PARK3,376 4,214 3,500 3,500 101‐448‐4‐446‐03 Program Fees3,500 ‐$ 0.00%1,500 1,840 ‐ ‐ 101‐448‐4‐446‐10 Donations1,000 1,000$ N/A213 62 1,236 1,236 101‐448‐4‐669‐02 Miscellaneous‐ (1,236)$ ‐100.00%12,209 10,179 13,000 13,000 101‐448‐4‐848‐10 Equipment Rental13,000 ‐$ 0.00%4,814 5,825 8,000 8,000 101‐448‐4‐848‐12 Building Rentals8,000 ‐$ 0.00%22,112 22,120 25,736 25,736 Total Revenues25,500 (236)$ ‐0.92%5,044 15,680 16,253 16,620 101‐448‐5‐101‐00 Regular Pay16,960 340$ 2.05%35,835 22,823 36,000 36,000 101‐448‐5‐101‐01 Temporary Pay36,000 ‐$ 0.00%143 56 ‐ ‐ 101‐448‐5‐101‐04 Overtime‐ ‐$ 0.00%500 750 750 750 101‐448‐5‐101‐06 Car Allowance750 ‐$ 0.00%3,163 2,973 4,035 4,035 101‐448‐5‐120‐00 FICA4,148 113$ 2.80%325 940 1,004 1,004 101‐448‐5‐121‐09 Retirement1,048 44$ 4.38%536 1,349 1,515 1,515 101‐448‐5‐123‐00 Group Insurance1,515 ‐$ 0.00%480 1,572 1,887 1,887 101‐448‐5‐130‐00 Workman's Compensation2,074 187$ 9.91%46,026 46,142 61,444 61,811 Total Personnel Services62,495 684$ 1.11%1,638 15 18 18 101‐448‐5‐421‐00 Insurance17 (1)$ ‐5.56%2,436 1,474 2,400 2,400 101‐448‐5‐422‐07 Contracted Services2,400 ‐$ 0.00%318 ‐ 500 500 101‐448‐5‐423‐05 Advertising500 ‐$ 0.00%‐ 3,081 3,000 3,000 101‐448‐5‐425‐05 Maintenance Building3,700 700$ 23.33%6,429 251 500 500 101‐448‐5‐426‐01 Office Supplies500 ‐$ 0.00%‐ 4,690 6,000 6,000 101‐448‐5‐426‐03 Supplies6,500 500$ 8.33%‐ 250 1,500 1,500 101‐448‐5‐426‐04 Cleaning Supplies1,500 ‐$ 0.00%1,196 ‐ 1,200 1,200 101‐448‐5‐426‐17 Uniforms500 (700)$ ‐58.33%1,267 1,622 1,560 1,560 101‐448‐5‐428‐01 Telephone1,700 140$ 8.97%5,134 5,517 7,000 7,000 101‐448‐5‐428‐02 Electricity7,000 ‐$ 0.00%‐ ‐ 250 250 101‐448‐5‐854‐00 Refunds250 ‐$ 0.00%18,418 16,900 23,928 23,928 Total Other Expenditures24,567 639$ 2.67%‐ 24,999 7,000 7,000 101‐448‐5‐911‐00 Buildings & Structures30,000 23,000$ 328.57%‐ ‐ ‐ ‐ 101‐448‐5‐920‐00 Furniture & Equipment5,000 5,000$ N/A‐ 24,999 7,000 7,000 Total Capital Expenditures35,000 28,000$ 400.00%64,444 88,041 92,372 92,739 Total Expenditures122,062 29,323$ 31.62%22DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %AQUATIC CENTER 29,109 24,155 32,000 32,000 101‐449‐4‐346‐04 Aquatic Center Concessions32,000 ‐$ 0.00%159,552 151,951 155,000 155,000 101‐449‐4‐446‐02 Swimming Pool Fees155,000 ‐$ 0.00%188,661 176,106 187,000 187,000 Total Revenue187,000 ‐$ 0.00%36,861 52,448 54,417 55,621 101‐449‐5‐101‐00 Regular Pay57,015 1,394$ 2.51%152,418 135,639 156,500 156,500 101‐449‐5‐101‐01 Temporary Pay156,500 ‐$ 0.00%814 2,226 4,500 4,500 101‐449‐5‐101‐04 Overtime Pay4,500 ‐$ 0.00%1,350 1,500 1,800 1,800 101‐449‐5‐101‐06 Car Allowance1,800 ‐$ 0.00%708 651 1,520 1,520 101‐449‐5‐101‐07 Clothing/Boot Allowance1,520 ‐$ 0.00%62 38 ‐ ‐ 101‐449‐5‐101‐10 Wellness Benefit‐ ‐$ 0.00%14,582 13,863 16,856 16,856 101‐449‐5‐120‐00 FICA16,953 97$ 0.58%2,283 2,575 3,991 3,991 101‐449‐5‐121‐09 Retirement4,067 76$ 1.90%3,915 3,804 4,652 4,652 101‐449‐5‐123‐00 Group Insurance5,544 892$ 19.17%8,570 7,028 8,434 8,434 101‐449‐5‐130‐00 Workmans Compensation6,731 (1,703)$ ‐20.19%221,563 219,773 252,670 253,874 Total Personnel Services254,630 756$ 0.30%6,753 6,817 8,141 8,141 101‐449‐5‐421‐00 Insurance6,925 (1,216)$ ‐14.94%125 ‐ 375 375 101‐449‐5‐422‐09 Testing Services375 ‐$ 0.00%800 866 1,000 1,000 101‐449‐5‐423‐05 Advertising‐Promotion Fees1,000 ‐$ 0.00%6,540 6,826 7,000 7,000 101‐449‐5‐425‐04 Maintenance Equipment7,000 ‐$ 0.00%4,149 2,453 5,000 5,000 101‐449‐5‐425‐05 Maint Buildings & Structures6,000 1,000$ 20.00%217 7 500 500 101‐449‐5‐426‐01 Office Supplies500 ‐$ 0.00%4,408 3,776 4,000 4,000 101‐449‐5‐426‐03 General Supplies6,500 2,500$ 62.50%1,941 863 1,500 1,500 101‐449‐5‐426‐04 Cleaning Supplies1,500 ‐$ 0.00%29,247 51,983 40,500 40,500 101‐449‐5‐426‐15 Chemicals40,500 ‐$ 0.00%167 51 400 400 101‐449‐5‐428‐01 Telephone250 (150)$ ‐37.50%43,019 47,644 42,000 42,000 101‐449‐5‐428‐02 Electric & Water42,000 ‐$ 0.00%11,865 11,963 15,000 15,000 101‐449‐5‐428‐03 Heat15,000 ‐$ 0.00%17,068 17,257 18,500 18,500 101‐449‐5‐447‐10 Concession Supplies18,500 ‐$ 0.00%373 610 400 400 101‐449‐5‐469‐00 Credit Card Fees550 150$ 37.50%126,672 151,116 144,316 144,316 Total Other Expenditures146,600 2,284$ 1.58%‐ 28,870 ‐ ‐ 101‐449‐5‐911‐00 Buildings & Structures‐ ‐$ 0.00%10,500 29,249 25,000 25,000 101‐449‐5‐920‐00 Furniture & Equipment75,000 50,000$ 200.00%10,500 58,119 25,000 25,000 Total Capital Expenditures75,000 50,000$ 200.00%358,735 429,008 421,986 423,190 Total Expenditures476,230 53,040$ 12.53%23DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %RECREATION DEPARTMENT1,000 ‐ ‐ ‐ 101‐451‐4‐334‐09 Grants‐ ‐$ 0.00%5,075 4,650 3,500 3,500 101‐451‐4‐441‐08 Advertising4,000 500$ 14.29%91,911 89,098 85,000 85,000 101‐451‐4‐446‐03 Recreation Program Fees89,000 4,000$ 4.71%7,474 6,977 8,500 8,500 101‐451‐4‐446‐07 Reimbursements8,500 ‐$ 0.00%15,020 ‐ ‐ ‐ 101‐451‐4‐446‐10 Donation‐ ‐$ 0.00%2,274 1,830 3,200 3,200 101‐451‐4‐669‐02 Sponsorships2,700 (500)$ ‐15.63%122,754 102,554 100,200 100,200 Total Revenue104,200 4,000$ 3.99%68,554 93,201 96,334 98,477 101‐451‐5‐101‐00 Regular Pay100,380 1,903$ 1.93%80,612 86,625 89,253 89,253 101‐451‐5‐101‐01 Temporary Pay‐Recreation89,253 ‐$ 0.00%6,458 6,091 6,700 6,700 101‐451‐5‐101‐02 Temporary Pay‐Affiliate6,700 ‐$ 0.00%691 684 ‐ ‐ 101‐451‐5‐101‐04 Overtime Pay‐ ‐$ 0.00%3,250 3,750 3,750 3,750 101‐451‐5‐101‐06 Car Allowance3,750 ‐$ 0.00%‐ ‐ 30 30 101‐451‐5‐101‐07 Clothing Allowance‐ (30)$ ‐100.00%141 146 200 200 101‐451‐5‐101‐10 Wellness Benefit200 ‐$ 0.00%12,040 13,655 15,233 15,233 101‐451‐5‐120‐00 FICA15,435 202$ 1.33%5,106 5,889 6,190 6,190 101‐451‐5‐121‐09 Retirement6,349 159$ 2.57%10,062 10,191 8,019 8,019 101‐451‐5‐123‐00 Group Insurance8,020 1$ 0.01%1,986 1,922 2,307 2,307 101‐451‐5‐130‐00 Workmans Compensation2,424 117$ 5.07%188,900 222,153 228,016 230,159 Total Personnel Services232,511 2,352$ 1.02%1,832 298 358 358 101‐451‐5‐421‐00 Insurance339 (19)$ ‐5.31%2,290 3,643 3,500 3,500 101‐451‐5‐422‐07 Contracting Services7,500 4,000$ 114.29%10,802 11,441 12,000 12,000 101‐451‐5‐423‐05 Advertising/Promotion Fees12,000 ‐$ 0.00%‐ ‐ 500 500 101‐451‐5‐425‐02 Maintenance Motor Vehicle500 ‐$ 0.00%1,764 1,540 5,000 5,000 101‐451‐5‐425‐05 Maintenance Buildings5,000 ‐$ 0.00%1,822 482 2,500 2,500 101‐451‐5‐426‐01 Office Supplies2,000 (500)$ ‐20.00%1,209 301 1,000 1,000 101‐451‐5‐426‐04 Cleaning Supplies1,000 ‐$ 0.00%29,591 15,241 21,550 21,550 101‐451‐5‐426‐07 Recreation Supplies21,550 ‐$ 0.00%‐ ‐ 103 103 101‐451‐5‐426‐09 Subscriptions/Books100 (3)$ ‐2.91%135 ‐ 500 500 101‐451‐5‐426‐10 Gasoline500 ‐$ 0.00%4,885 3,134 6,000 6,000 101‐451‐5‐426‐17 Uniforms5,000 (1,000)$ ‐16.67%3,364 1,635 3,000 3,000 101‐451‐5‐427‐01 Travel & Lodging3,000 ‐$ 0.00%1,404 595 1,500 1,500 101‐451‐5‐427‐02 Registration & Training1,500 ‐$ 0.00%7,334 7,270 7,600 7,600 101‐451‐5‐428‐01 Telephone7,600 ‐$ 0.00%5,641 7,121 6,750 6,750 101‐451‐5‐428‐02 Electric & Water6,750 ‐$ 0.00%2,184 2,665 4,600 4,600 101‐451‐5‐428‐03 Heat4,100 (500)$ ‐10.87%283 325 400 400 101‐451‐5‐429‐01 Membership & Dues400 ‐$ 0.00%22 229 200 200 101‐451‐5‐429‐08 Postage200 ‐$ 0.00%255 ‐ 800 800 101‐451‐5‐469‐00 Credit Card Fees/Banking Fees800 ‐$ 0.00%13,694 7,733 6,000 6,000 101‐451‐5‐854‐00 Refunds8,000 2,000$ 33.33%16,459 12,869 22,000 22,000 101‐451‐5‐856‐01 Affiliated Organizations14,000 (8,000)$ ‐36.36%104,970 76,522 105,861 105,861 Total Other Expenditures101,839 (4,022)$ ‐3.80%‐ 1,444 24,000 24,000 101‐449‐5‐920‐00 Furniture & Equipment19,000 (5,000)$ ‐20.83%‐ 1,444 24,000 24,000 Total Capital Expenditures19,000 (5,000)$ ‐20.83%293,870 300,119 357,877 360,020 Total Expenditures353,350 (6,670)$ ‐1.85%24DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %PARKS DEPARTMENT2,597 238 2,500 2,500 101‐452‐4‐446‐04 Tennis Court Fees250 (2,250)$ ‐90.00%22,996 21,481 13,000 13,000 101‐452‐4‐446‐06 Camping Fees20,000 7,000$ 53.85%16,663 22,837 10,300 10,300 101‐452‐4‐446‐08 Reimbursed Expense12,000 1,700$ 16.50%3,410 4,100 1,500 1,500 101‐452‐4‐446‐12 Park Rentals3,200 1,700$ 113.33%‐ ‐ 1,133 1,133 101‐452‐4‐446‐19 Mowing services & materials‐ (1,133)$ ‐100.00%9,086 9,398 10,000 10,000 101‐452‐4‐662‐11 Garden Plot Rentals10,000 ‐$ 0.00%15,690 5,349 ‐ ‐ 101‐452‐4‐664‐00 Sale of Fixed Assets‐ ‐$ 0.00%4,261 4,491 ‐ ‐ 101‐452‐4‐669‐02 Miscellaneous Revenue‐ ‐$ 0.00%74,703 67,895 38,433 38,433 Total Revenue45,450 7,017$ 18.26%487,121 436,407 446,559 456,361 101‐452‐5‐101‐00 Regular Pay497,533 41,172$ 9.02%130,414 136,942 160,000 160,000 101‐452‐5‐101‐01 Temporary Pay160,000 ‐$ 0.00%11,979 17,162 11,900 11,900 101‐452‐5‐101‐04 Overtime Pay14,000 2,100$ 17.65%1,200 1,200 1,800 1,800 101‐452‐5‐101‐06 Car Allowance1,200 (600)$ ‐33.33%875 830 1,000 1,000 101‐452‐5‐101‐07 Clothing Allowance1,000 ‐$ 0.00%362 231 600 600 101‐452‐5‐101‐10 Wellness Benefit600 ‐$ 0.00%45,650 49,305 48,572 48,572 101‐452‐5‐120‐00 FICA52,323 3,751$ 7.72%29,652 32,188 28,496 28,496 101‐452‐5‐121‐09 Retirement31,450 2,954$ 10.37%77,868 88,106 89,316 89,316 101‐452‐5‐123‐00 Group Insurance106,957 17,641$ 19.75%25,063 26,915 32,298 32,298 101‐452‐5‐130‐00 Workmans Compensation33,869 1,571$ 4.86%810,184 789,286 820,541 830,343 Total Personnel Services898,932 68,589$ 8.26%18,429 17,650 22,253 22,253 101‐452‐5‐421‐00 Insurance22,400 147$ 0.66%‐ 8,605 4,000 84,000 101‐452‐5‐422‐03 Consulting/Engineering4,000 (80,000)$ ‐95.24%2,228 1,962 4,120 4,120 101‐452‐5‐422‐07 Contracting Services3,000 (1,120)$ ‐27.18%547 270 500 500 101‐452‐5‐422‐15 Drug & Alcohol Testing500 ‐$ 0.00%187 423 500 500 101‐452‐5‐423‐01 Publication /Recording Fees500 ‐$ 0.00%210 ‐ 350 350 101‐452‐5‐423‐05 Advertising/Promotion Fees350 ‐$ 0.00%5,938 7,661 6,500 6,500 101‐452‐5‐424‐01 Equipment Rental8,000 1,500$ 23.08%‐ 62 350 350 101‐452‐5‐425‐01 Maintenance Office Equipment350 ‐$ 0.00%1,830 208 3,000 3,000 101‐452‐5‐425‐02 Maintenance Motor Vehicle3,000 ‐$ 0.00%5,677 4,600 7,500 7,500 101‐452‐5‐425‐03 Maintenance Trucks7,500 ‐$ 0.00%28,648 30,587 27,000 27,000 101‐452‐5‐425‐04 Maintenance Equipment31,600 4,600$ 17.04%14,380 26,677 30,000 30,000 101‐452‐5‐425‐05 Maintenance Buildings30,000 ‐$ 0.00%979 1,193 1,500 1,500 101‐452‐5‐426‐01 Office Supplies1,500 ‐$ 0.00%50,888 50,512 57,000 57,000 101‐452‐5‐426‐03 General Supplies60,000 3,000$ 5.26%3,531 1,924 5,000 5,000 101‐452‐5‐426‐04 Cleaning Supplies5,000 ‐$ 0.00%21,369 26,780 30,000 30,000 101‐452‐5‐426‐06 Horticulture Supplies30,000 ‐$ 0.00%‐ 290 300 300 101‐452‐5‐426‐09 Subscriptions/Books300 ‐$ 0.00%18,323 18,524 24,000 24,000 101‐452‐5‐426‐10 Gasoline24,000 ‐$ 0.00%4,684 2,960 5,500 5,500 101‐452‐5‐426‐11 Oil & Grease Supplies5,500 ‐$ 0.00%2,465 3,183 3,000 3,000 101‐452‐5‐426‐12 Tires3,000 ‐$ 0.00%5,043 6,729 15,000 15,000 101‐452‐5‐426‐13 Diesel Fuel14,000 (1,000)$ ‐6.67%6,588 9,442 11,000 11,000 101‐452‐5‐426‐15 Chemicals11,000 ‐$ 0.00%2,416 2,708 2,500 2,500 101‐452‐5‐426‐17Uniforms2,500 ‐$ 0.00%1,021 1,538 1,500 1,500 101‐452‐5‐426‐18 Gravel1,500 ‐$ 0.00%25DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %331 448 1,000 1,000 101‐452‐5‐426‐19 Bituminous Material1,000 ‐$ 0.00%‐ 1,666 2,500 2,500 101‐452‐5‐426‐21 Street Sealing2,500 ‐$ 0.00%5,526 6,771 8,000 8,000 101‐452‐5‐426‐23 Sand8,000 ‐$ 0.00%924 1,133 3,000 3,000 101‐452‐5‐427‐01 Travel & Lodging3,000 ‐$ 0.00%2,020 750 3,000 3,000 101‐452‐5‐427‐02 Registration & Training3,000 ‐$ 0.00%10,324 10,818 10,600 10,600 101‐452‐5‐428‐01 Telephone10,600 ‐$ 0.00%75,122 80,072 78,000 78,000 101‐452‐5‐428‐02 Electric & Water85,000 7,000$ 8.97%3,858 8,886 8,500 8,500 101‐452‐5‐428‐03 Heat9,000 500$ 5.88%644 (76) 1,500 1,500 101‐452‐5‐428‐05 Hauling Services1,000 (500)$ ‐33.33%422 325 850 850 101‐452‐5‐429‐01 Membership & Dues600 (250)$ ‐29.41%331 144 750 750 101‐452‐5‐429‐08 Postage400 (350)$ ‐46.67%251 248 1,000 1,000 101‐452‐5‐469‐00 Banking Fees/Credit Card Fees500 (500)$ ‐50.00%25 247 ‐ ‐ 101‐452‐5‐854‐01 Refunds‐ 295,159 335,918 381,073 461,073 Total Other Expenditures394,100 (66,973)$ ‐14.53%26DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %PARKS DEPARTMENT ‐ continued(143) ‐ ‐ ‐ 101‐452‐5‐911‐00 Building & Structures‐ ‐$ 0.00%244,786 158,699 138,000 138,000 101‐452‐5‐930‐00 Machinery & Auto Equipment223,000 85,000$ 61.59%486,698 158,554 289,000 541,000 101‐452‐5‐940‐00 Other Capital109,000 (432,000)$ ‐79.85%50,478 5,932 ‐ ‐ 101‐452‐5‐999‐47 Capital Special Project‐ ‐$ 0.00%781,819 323,186 427,000 679,000 Total Capital Expenditures332,000 (347,000)$ ‐51.10%1,887,162 1,448,390 1,628,614 1,970,416 Total Expenditures1,625,032 (345,384) ‐17.53%LARSONS ICE ARENA122,070 124,644 115,000 115,000 101‐453‐4‐446‐05 Ice Arena Fees125,000 10,000$ 8.70%1,512 ‐ ‐ ‐ 101‐453‐4‐446‐08 Reimbursed Expense‐ ‐$ 0.00%30,750 36,500 36,500 36,500 101‐453‐4‐446‐18 Donations40,500 4,000$ 10.96%154,332 161,144 151,500 151,500 Total Revenue165,500 14,000$ 9.24%78,158 140,477 144,990 148,193 101‐453‐5‐101‐00 Regular Pay149,112 919$ 0.62%29,385 32,667 40,600 40,600 101‐453‐5‐101‐01 Temporary Pay40,600 ‐$ 0.00%2,988 3,107 3,000 3,000 101‐453‐5‐101‐04 Overtime Pay3,000 ‐$ 0.00%1,050 900 1,350 1,350 101‐453‐5‐101‐06Car Allowance900 (450)$ ‐33.33%115 210 100 100 101‐453‐5‐101‐07 Clothing/Boot Allowance210 110$ 110.00%219 140 ‐ ‐ 101‐453‐5‐101‐10 Wellness Benefit‐ ‐$ 0.00%8,111 8,954 14,865 14,865 101‐453‐5‐120‐00 FICA15,936 1,071$ 7.20%4,799 5,308 9,222 9,222 101‐453‐5‐121‐09 Retirement10,063 841$ 9.12%14,365 16,688 27,302 27,302 101‐453‐5‐123‐00 Group Insurance29,128 1,826$ 6.69%‐ ‐ 2,031 2,031 101‐453‐5‐130‐00 Workmans Compensation2,235 204$ 10.04%951 1,692 ‐ ‐ 101‐453‐5‐136‐00 Workmans Compensation‐ ‐$ 0.00%140,141 210,142 243,460 246,663 Total Personnel Services251,184 4,521$ 1.83%7,267 6,472 7,767 7,767 101‐453‐5‐421‐00 Insurance7,454 (313)$ ‐4.03%2,589 ‐ ‐ ‐ 101‐453‐5‐422‐07 Contracting Services‐ ‐$ 0.00%22 ‐ 500 500 101‐453‐5‐423‐05 Advertising/Promotion Fees250 (250)$ ‐50.00%13,194 29,435 20,000 61,500 101‐453‐5‐425‐04 Maintenance Equipment25,000 (36,500)$ ‐59.35%5,219 12,495 10,500 10,500 101‐453‐5‐425‐05 Maintenance Buildings16,000 5,500$ 52.38%163 149 250 250 101‐453‐5‐426‐01 Office Supplies250 ‐$ 0.00%9,551 26,508 15,000 15,000 101‐453‐5‐426‐03 General Supplies25,000 10,000$ 66.67%4,335 3,944 5,000 5,000 101‐453‐5‐426‐04 Cleaning Supplies5,000 ‐$ 0.00%2,826 2,834 3,000 3,000 101‐453‐5‐426‐10 Propane, Gasoline3,000 ‐$ 0.00%275 ‐ 1,000 1,000 101‐453‐5‐427‐02 Registration & Training1,000 ‐$ 0.00%1,326 601 1,800 1,800 101‐453‐5‐428‐01 Telephone1,500 (300)$ ‐16.67%121,275 136,316 120,000 120,000 101‐453‐5‐428‐02 Electric & Water135,000 15,000$ 12.50%23,349 35,355 33,000 33,000 101‐453‐5‐428‐03 Heat33,000 ‐$ 0.00%179 475 500 500 101‐453‐5‐429‐01 Propane500 ‐$ 0.00%‐ ‐ 300 300 101‐453‐5‐469‐00 Credit Card Fees150 (150)$ ‐50.00%‐ ‐ 100 100 101‐453‐5‐854‐00 Refunds100 ‐$ 0.00%191,570 254,584 218,717 260,217 Total Other Expenditures253,204 (7,013)$ ‐2.70%‐ ‐ 3,700 3,700 101‐453‐5‐911‐00 Building & Structures‐ (3,700)$ 0.00%‐ 5,152 7,200 7,200 101‐453‐5‐920‐00 Furniture & Equipment4,000 (3,200)$ ‐44.44%27DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %44,270 15,367 122,000 122,000 101‐453‐5‐930‐00 Machinery & Equipment158,000 36,000$ 29.51%44,270 20,519 132,900 132,900 Total Capital Expenditures162,000 29,100$ 21.90%375,981 485,244 595,077 639,780 Total Expenditures666,388 26,608$ 4.16%28DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %FORESTRY DEPARTMENT4,696 3,260 ‐ ‐ 101‐454‐4‐441‐08 Reimbursed Expense‐ 15,015 8,804 19,000 19,000 101‐454‐4‐441‐09 Miscellaneous15,000 (4,000)$ ‐21.05%19,711 12,064 19,000 19,000 Total Revenue15,000 (4,000)$ ‐21.05%227,482 249,703 250,716 256,036 101‐454‐5‐101‐00 Regular Pay258,969 2,933$ 1.15%16,855 8,552 17,000 17,000 101‐454‐5‐101‐01 Temporary Pay17,000 ‐$ 0.00%77 (101) 800 800 101‐454‐5‐101‐04 Overtime Pay800 ‐$ 0.00%600 600 600 600 101‐454‐5‐101‐06 Car Allowance600 ‐$ 0.00%915 1,040 1,250 1,250 101‐454‐5‐101‐07 Clothing Allowance1,250 ‐$ 0.00%137 204 ‐ ‐ 101‐454‐5‐101‐10 Wellness Benefit‐ ‐$ 0.00%18,027 18,240 21,226 21,226 101‐454‐5‐120‐00 FICA21,793 567$ 2.67%13,699 14,517 15,628 15,628 101‐454‐5‐121‐09 Retirement16,073 445$ 2.85%31,992 36,507 40,421 40,421 101‐454‐5‐123‐00 Group Insurance49,342 8,921$ 22.07%50,489 53,821 64,585 64,585 101‐454‐5‐130‐00 Workmans Compensation64,855 270$ 0.42%360,273 383,084 412,226 417,546 Total Personnel Services430,682 13,136$ 3.15%8,373 5,548 7,404 7,404 101‐454‐5‐421‐00 Insurance5,871 (1,533)$ ‐20.71%48 78 206 206 101‐454‐5‐422‐15 Drug & Alcohol Testing206 ‐$ 0.00%4,475 4,347 7,000 7,000 101‐454‐5‐425‐03 Maintenance Trucks5,000 (2,000)$ ‐28.57%6,015 8,135 6,000 6,000 101‐454‐5‐425‐04 Maintenance Equipment8,000 2,000$ 33.33%645 325 1,400 1,400 101‐454‐5‐425‐05 Maintenance Buildings1,400 ‐$ 0.00%5,340 2,138 5,000 5,000 101‐454‐5‐425‐17 Maintenance Sidewalks5,500 500$ 10.00%5,124 5,586 6,000 6,000 101‐454‐5‐426‐03 General Supplies6,000 ‐$ 0.00%17,768 21,078 16,000 16,000 101‐454‐5‐426‐06 Horticulture Supplies23,000 7,000$ 43.75%‐ ‐ 150 150 101‐454‐5‐426‐09 Subscriptions/Books150 ‐$ 0.00%7,749 10,033 8,500 8,500 101‐454‐5‐426‐10 Gasoline10,000 1,500$ 17.65%888 396 1,000 1,000 101‐454‐5‐426‐11 Oil & Grease Supplies1,000 ‐$ 0.00%2,300 1,279 2,000 2,000 101‐454‐5‐426‐12 Tires2,000 ‐$ 0.00%11,237 12,135 11,000 11,000 101‐454‐5‐426‐13 Diesel Fuel12,000 1,000$ 9.09%‐ ‐ 500 500 101‐454‐5‐426‐15 Supplies500 ‐$ 0.00%1,130 1,296 1,600 1,600 101‐454‐5‐426‐17Uniforms1,600 ‐$ 0.00%‐ ‐ 500 500 101‐454‐5‐426‐23 Sand500 ‐$ 0.00%‐ 698 1,500 1,500 101‐454‐5‐427‐01 Travel & Lodging1,500 ‐$ 0.00%545 1,278 1,500 1,500 101‐454‐5‐427‐02 Registration & Training1,500 ‐$ 0.00%1,302 732 1,400 1,400 101‐454‐5‐428‐01 Telephone1,400 ‐$ 0.00%515 1,663 3,000 3,000 101‐454‐5‐428‐03 Heat3,000 ‐$ 0.00%1,661 2,044 2,200 2,200 101‐454‐5‐428‐05 Hauling Service2,200 ‐$ 0.00%100 200 450 450 101‐454‐5‐429‐01 Membership & Dues450 ‐$ 0.00%180 205 700 700 101‐454‐5‐429‐08 Postage300 (400)$ ‐57.14%75,395 79,195 85,010 85,010 Total Other Expenditures93,077 8,067$ 9.49%45,856 98,580 84,500 84,500 101‐454‐5‐930‐00 Machinery & Auto Equipment119,500 35,000$ 41.42%3,502 ‐ ‐ ‐ 101‐454‐5‐950‐01 Capital less than $5,000‐ ‐$ 0.00%49,358 98,580 84,500 84,500 Total Capital Expenditures119,500 35,000$ 41.42%485,026 560,858 581,736 587,056 Total Expenditures643,259 56,203$ 9.57%29DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %LIBRARY500 21,312 ‐ ‐ 101‐455‐4‐334‐10 Private Grants/Donations‐ ‐$ 0.00%17,500 17,500 17,500 17,500 101‐455‐4‐339‐00 In Lieu of Taxes17,500 ‐$ 0.00%17,652 ‐ ‐ ‐ 101‐455‐4‐446‐08 Reimbursed Expense‐ ‐$ 0.00%1,271 287 1,000 1,000 101‐455‐4‐662‐01 Rental Income1,000 ‐$ 0.00%4,073 4,784 4,500 4,500 101‐455‐4‐669‐01 Miscellaneous4,500 ‐$ 0.00%40,996 43,883 23,000 23,000 Total Revenue23,000 ‐$ 0.00%520,250 517,605 509,051 520,184 101‐455‐5‐101‐00 Regular Pay522,364 2,180$ 0.42%70,176 75,359 79,913 79,913 101‐455‐5‐101‐01 Temporary Pay79,913 ‐$ 0.00%1,079 228 1,000 1,000 101‐455‐5‐101‐04 Overtime Pay1,000 ‐$ 0.00%314 162 600 600 101‐455‐5‐101‐10 Wellness Benefit900 300$ 50.00%41,315 41,534 46,314 46,314 101‐455‐5‐120‐00 FICA47,384 1,070$ 2.31%29,660 29,712 31,530 31,530 101‐455‐5‐121‐09 Retirement32,369 839$ 2.66%68,693 86,337 92,370 92,370 101‐455‐5‐123‐00 Group Insurance77,894 (14,476)$ ‐15.67%2,220 2,359 2,831 2,831 101‐455‐5‐130‐00 Workmans Compensation2,562 (269)$ ‐9.50%733,707 753,295 763,609 774,742 Total Personnel Services764,386 (10,356)$ ‐1.34%326 20,834 1,000 1,000 101‐455‐5‐367‐01 Grant Expenditures1,000 ‐$ 0.00%8,088 7,105 8,526 8,526 101‐455‐5‐421‐00 Insurance7,894 (632)$ ‐7.41%49,804 53,231 54,000 54,000 101‐455‐5‐422‐08 Computer Services38,175 (15,825)$ ‐29.31%508 325 600 600 101‐455‐5‐423‐05 Advertising/Promotion Fees600 ‐$ 0.00%1,020 1,721 1,800 1,800 101‐455‐5‐424‐01 Equipment Rental1,800 ‐$ 0.00%10,410 11,183 10,000 10,000 101‐455‐5‐425‐04 Maintenance Equipment13,560 3,560$ 35.60%3,799 5,313 5,000 5,000 101‐455‐5‐425‐05 Maintenance Buildings5,500 500$ 10.00%467 1,468 800 800 101‐455‐5‐426‐01 Office Supplies800 ‐$ 0.00%15,327 14,722 14,000 14,000 101‐455‐5‐426‐03 General Supplies15,000 1,000$ 7.14%3,257 9,700 3,000 3,000 101‐455‐5‐426‐04 Cleaning Supplies3,000 ‐$ 0.00%6,815 3,047 4,000 4,000 101‐455‐5‐427‐01 Travel & Lodging4,000 ‐$ 0.00%‐ 1,731 3,000 3,000 101‐455‐5‐427‐02 Registration & Training3,000 ‐$ 0.00%3,885 3,474 5,500 5,500 101‐455‐5‐428‐01 Telephone5,500 ‐$ 0.00%66,702 69,067 66,000 66,000 101‐455‐5‐428‐02 Electric & Water66,000 ‐$ 0.00%18,000 396 8,000 8,000 101‐455‐5‐429‐03 Cleaning Services‐ (8,000)$ ‐100.00%3,284 4,946 4,800 4,800 101‐455‐5‐429‐08 Postage4,800 ‐$ 0.00%191,692 208,264 190,026 190,026 Total Other Expenditures170,629 (19,397)$ ‐10.21%‐ ‐ ‐ ‐ 101‐455‐5‐911‐00 Building & Structure175,000 175,000$ N/A110,249 ‐ ‐ ‐ 101‐455‐5‐920‐00 Furniture & Equipment‐ ‐$ 0.00%13,179 6,953 ‐ ‐ 101‐455‐5‐950‐01 Capital less than $5,000‐ ‐$ 0.00%53,200 55,569 56,300 56,300 101‐455‐5‐950‐02 Adult Reading Level Books52,450 (3,850)$ ‐6.84%18,807 18,872 19,000 19,000 101‐455‐5‐950‐03 Children Reading Level Books19,380 380$ 2.00%22,119 23,186 23,700 23,700 101‐455‐5‐950‐04 Audio/Visual Material24,700 1,000$ 4.22%8,572 8,578 8,500 8,500 101‐455‐5‐950‐05 Periodicals/Subscriptions8,500 ‐$ 0.00%6,269 6,951 7,250 7,250 101‐455‐5‐950‐06 Large Print Books7,395 145$ 2.00%8,952 8,883 8,900 8,900 101‐455‐5‐950‐07 Young Adult Reading Level Book9,078 178$ 2.00%‐ ‐ ‐ ‐ 101‐455‐5‐950‐08 E‐Books21,800 21,800$ #DIV/0!241,347 128,992 123,650 123,650 Total Capital Expenditures318,303 194,653 157.42%1,166,746 1,090,552 1,077,285 1,088,418 Total Expenditures1,253,318 164,900$ 15.15%30DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %APPROPRIATION/SUBSIDIES30,352 69,905 100,000 100,000 101‐495‐5‐466‐01 Economic Incentive Grant‐ (100,000)$ ‐100.00%25,000 25,000 25,000 25,000 101‐495‐5‐856‐03 Community Cultural Subsidy35,000 10,000$ 40.00%8,000 8,000 8,000 8,000 101‐495‐5‐856‐04 Community Band Subsidy8,000 ‐$ 0.00%5,000 5,200 5,200 5,200 101‐495‐5‐856‐05 Safe Ride5,200 ‐$ 0.00%75,000 78,000 80,000 80,000 101‐495‐5‐856‐07 Brookings Area Transit Authority80,000 ‐$ 0.00%10,000 10,000 9,000 9,000 101‐495‐5‐856‐09 Brkngs Regional Humane Society‐ (9,000)$ ‐100.00%22,000 22,000 16,500 16,500 101‐495‐5‐856‐10 Brkngs Domestic Abuse Shelter17,500 1,000$ 6.06%‐ ‐ 4,000 4,000 101‐495‐5‐856‐12 Brookings Farmers Market4,000 ‐$ 0.00%207,264 207,200 190,000 190,000 101‐495‐5‐856‐37 School District Subsidy190,000 ‐$ 0.00%75,000 75,000 75,000 75,000 101‐495‐5‐856‐69 Boys & Girls Club Subsidy75,000 ‐$ 0.00%2,500 3,000 3,000 3,000 101‐495‐5‐856‐70 Brkgs County Youth Mentoring 4,000 1,000$ 33.33%‐ ‐ ‐ ‐ Brookings Empowerment Project2,500 2,500$ N/A‐ ‐ ‐ ‐ Buy South Dakota‐ ‐$ 0.00%‐ ‐ ‐ ‐ Helpline Center‐ ‐$ 0.00%195,000 195,000 153,000 153,000 101‐495‐5‐856‐73 Brookings Economic Dev Corp215,000 62,000$ 40.52%655,116 698,305 668,700 668,700 Total Other Expenditures636,200 (32,500)$ ‐4.86%229,650 229,680 230,611 230,611 101‐495‐7‐899‐01 Transfer out to Airport239,000 8,389$ 3.64%‐ ‐ ‐ ‐ 101‐495‐7‐899‐03 Transfer out to Swiftel‐ ‐$ 0.00%1,653,356 70,562 101‐495‐7‐899‐05 Transfer Out to 75% fund‐$ 0.00%‐ 13,107 15,414 15,414 101‐495‐7‐899‐24 Transfer to Public Art Fund15,002 (412)$ ‐2.67%1,883,006 313,349 246,025 246,025 Total Transfers Out254,002 7,977$ 3.24%2,538,122 1,011,654 914,725 914,725 Total Expenditures890,202 (24,523)$ ‐2.68%31DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %25% SALES & USE TAX1,631,337 1,634,476 1,655,000 1,655,000 212‐000‐4‐113‐02 Sales & Use Tax1,704,650 49,650$ 3.00%‐ 14,956 ‐ ‐ 212‐000‐4‐334‐09 Grants24,000 24,000$ 0.00%32,481 ‐ ‐ ‐ 212‐000‐4‐441‐08 Wildfire Reimbursement‐ ‐$ 0.00%3,307 56 3,000 3,000 212‐000‐4‐661‐00 Interest Income3,000 ‐$ 0.00%3,851 5,533 3,500 3,500 212‐000‐4‐661‐01 Money Market Interest3,400 (100)$ ‐2.86%‐ ‐ ‐ ‐ 212‐000‐4‐664‐00 Sale of Fixed Assets‐ ‐$ 0.00%1,670,976 1,655,020 1,661,500 1,661,500 Total Revenue1,735,050 73,550$ 4.43%‐ ‐ 124,000 118,000 212‐000‐6‐700‐17 Transfer In‐ (118,000)$ ‐100.00%‐ ‐ 124,000 118,000 Total Transfers In‐ (118,000)$ ‐100.00%1,670,976 1,655,020 1,785,500 1,779,500 Total Revenue & Transfers In1,735,050 (44,450) ‐2.50%7,588 17,476 80,000 9,000 212‐000‐5‐466‐01 Economic Incentive Grant‐ (9,000)$ ‐100.00%147,499 308,000 308,000 212‐000‐5‐425‐14 Chip Seal311,000 3,000$ 0.97%7,588 164,975 388,000 317,000 Total Other Expenditures311,000 (6,000)$ ‐1.89%‐ ‐ 212‐000‐5‐910‐00 Land‐$ 0.00%‐ 13,044 ‐ ‐ 212‐000‐5‐911‐01 Building & Structures Fire74,000 74,000$ 0.00%Remodel S. Station / 45,000Repl overhead door training 2 10,000Half of HVAC for 3rd Ave Station 10,000Repl 22nd station heater 9,000‐ ‐ 3,700 3,700 212‐000‐5‐911‐02 Building & Structures Police10,000 6,300$ 170.27%Half of HVAC for 3rd Ave Station 10,000‐ 15,536 ‐ ‐ 212‐000‐5‐920‐00 Furniture & Equipment‐ ‐$ 0.00%‐ 94,471 208,000 160,000 212‐000‐5‐930‐01 Machinery & Auto & Equip Fire11,200 (148,800)$ ‐93.00%USAR Gear / 10,000Computer / 1,200‐ 250,273 73,255 73,255 212‐000‐5‐930‐02 Machinery & Auto & Equip Police192,385 119,130$ 162.62%Interview Rm recording/24,000In car video / 12,000IT equip per IT list / 24,700Office furniture / 1,5852 cars Vehicle Equipment / 14,100Replace Tahoe / 40,0002/38,000 2 car / 76,000‐ ‐ 43,000 43,000 212‐000‐5‐940‐01 Other Capital ‐ Fire(43,000)$ ‐100.00%‐ ‐ 125,980 125,980 212‐000‐5‐940‐02 Other Capital ‐ Police201,115 75,135$ 59.64%1 Sniper Rifle and scope / 6,00014/$860 Vest 50/50 grant / 12,0401/$2,800 Radar / 2,800Radios / 175,000taz/1,100; Tazors, 5,275‐ 244,689 712,892 724,284 212‐000‐5‐960‐00 Street & Sidewalk Improv 50/50 (213/212) 987,000 262,716$ 36.27%70,770 145,000 145,000 212‐000‐5‐960‐02 Street curb & gutter255,000 110,000$ 75.86%32DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %‐ ‐ 1,311,827 1,275,219 Total Capital Expenditures1,730,700 455,481$ 35.72%906,550 ‐ ‐ ‐ 212‐000‐7‐899‐00 Transfer out General Fund‐ ‐$ 0.00%251,800 ‐ ‐ ‐ 212‐000‐7‐899‐04 Transfer out‐Edgebrook‐ ‐$ 0.00%207,618 193,000 257,000 257,000 212‐000‐7‐899‐10 Brkgs City 911‐2/3 call demand270,840 13,840$ 5.39%‐ 1,490,829 212‐000‐7‐899‐20 Transfer Out‐$ 0.00%‐ 20,703 13,004 13,004 212‐000‐7‐899‐24 Transfer to Public Art Fund17,307 4,303$ 33.09%1,365,968 1,704,532 270,004 270,004 Total Transfers Out288,147 18,143$ 6.72%1,373,556 1,869,506 1,969,831 1,862,223 Total Expenditures2,329,847 467,624$ 25.11%33DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %75% PUBLIC IMPROVE/SALES & USE TAX4,964,090 4,972,894 5,012,456 5,012,456 213‐000‐4‐113‐02 Sales & Use Tax5,162,830 150,374$ 3.00%‐ ‐ 713,000 729,116 213‐000‐4‐334‐02 Surface Trans Prog (STP) Grant729,116 ‐$ 0.00%‐ ‐ 90,000 90,000 213‐000‐4‐334‐09 Grants‐ (90,000)$ ‐100.00%‐ ‐ ‐ ‐ 213‐000‐4‐441‐08 Wildfire Reimbursement‐ ‐$ 0.00%‐ 352,887 ‐ ‐ 213‐000‐4‐441‐09 Miscellaneous Reimbursement145,600 145,600$ N/A(905) 4,393 10,000 10,000 213‐000‐4‐661‐00 Interest Income10,000 ‐$ 0.00%5,011 11,222 5,000 20,000 213‐000‐4‐661‐01 Money Market Interest20,000 ‐$ 0.00%‐ 5,900,000 ‐ ‐ 213‐000‐4‐663‐50 Bond Proceeds‐ ‐$ 0.00%4,968,196 11,241,396 5,830,456 5,861,572 Total Revenue6,067,546 205,974$ 3.51%‐ ‐ ‐ ‐ 213‐000‐6‐700‐01 Transfer in Liquor ‐ ‐$ 0.00%‐ ‐ ‐ ‐ 213‐000‐6‐700‐02 Transfer in Landfill‐ ‐$ 0.00%189,805 590,000 528,709 528,709 213‐000‐6‐700‐03 Transfer in TIF Revenue406,200 (122,509)$ ‐23.17%‐ ‐ ‐ ‐ 213‐000‐6‐700‐15 Transfer in (Airport)‐ ‐$ 0.00%‐ ‐ ‐ ‐ 213‐000‐6‐700‐16 Transfer in from BMU/Advance‐ ‐$ 0.00%1,232,789 1,012,523 63,874 40,300 213‐000‐6‐700‐17 Transfer In ( special assessments)‐ (40,300)$ ‐100.00%1,422,594 1,602,523 592,583 569,009 Total Transfers In406,200 (162,809)$ ‐28.61%6,390,790 12,843,919 6,423,039 6,430,581 Total Revenue & Transfers In6,473,746 43,165$ 0.67%44,974 ‐ ‐ ‐ 213‐000‐5‐422‐03 Consulting‐ ‐$ 0.00%‐ 147,499 ‐ ‐ 213‐000‐5‐425‐14 Chip Seal‐ ‐$ 0.00%‐ 17,500 100,000 100,000 213‐000‐5‐466‐02 Job Creation Incentive‐ (100,000)$ ‐100.00%1,834,036 1,877,326 1,921,244 1,921,244 213‐000‐5‐470‐01 Bond Principal Payments1,975,610 54,366$ 2.83%559,818 518,228 471,798 471,798 213‐000‐5‐470‐02 Bond Interest Payments420,557 (51,241)$ ‐10.86%495 495 1,200 1,200 213‐000‐5‐470‐03 Debt Service Costs1,200 ‐$ 0.00%22,764 52,429 150,000 150,000 213‐000‐5‐856‐63 Economic Incentive Grant‐ (150,000)$ ‐100.00%100,000 100,000 100,000 100,000 213‐000‐5‐856‐72 Boys & Girls Club Capital Impv100,000 ‐$ 0.00%150,000 150,000 150,000 150,000 213‐000‐5‐856‐76 SDSU Research Park150,000 ‐$ 0.00%12,000 ‐ 15,000 15,000 213‐000‐5‐856‐77 BATA Grant Match‐Bus15,000 ‐$ 0.00%‐ 5,600,000 100,000 100,000 213‐000‐5‐856‐81SDSU Performing Arts Center II100,000 ‐$ 0.00%‐ 50,000 50,000 50,000 213‐000‐5‐856‐82 Brookings Health System50,000 ‐$ 0.00%2,724,087 8,513,476 3,059,242 3,059,242 Total Other Expenditures2,812,367 (246,875)$ ‐8.07%‐ 502,247 100,000 100,000 213‐000‐5‐911‐00 Buildings (CRC 100,000/5)100,000 ‐$ 0.00%27,867 39,446 9,687 9,687 213‐000‐5‐911‐01 Railroad Crossing Arms‐ (9,687)$ ‐100.00%48,000 201,000 201,000 213‐000‐5‐910‐00 Land Purchase ‐ Citico‐ (201,000)$ ‐100.00%1,055 ‐ ‐ ‐ 213‐000‐5‐940‐00 Other Capital‐ ‐$ 0.00%‐ ‐ 355,000 355,000 213‐000‐5‐940‐04 Park & Rec Improvements390,000 35,000$ 9.86%‐ ‐ 110,000 110,000 213‐000‐5‐940‐05 Bike lane/trail Improv ‐ eng74,000 (36,000)$ ‐32.73%‐ 248,261 709,320 709,320 213‐000‐5‐960‐00 Street & Sidewalk Improv 50/50 (213/212) 1,877,000 1,167,680$ 164.62%‐ 586,099 1,663,901 163,901 213‐000‐5‐960‐01 STP grant expenditures2,936,000 2,772,099$ 1691.33%‐ 144,188 145,000 145,000 213‐000‐5‐960‐02 street curb and gutter255,000 110,000$ 75.86%‐ 469,098 22,700 22,700 213‐000‐5‐999‐47 Special Projects citico lot & swift road360,000 337,300$ 1485.90%28,922 2,037,338 3,316,608 1,816,608 Total Capital Expenditures5,992,000 4,175,392$ 229.85%925,700 ‐ ‐ ‐ 213‐000‐7‐899‐00 Transfer out General Fund‐ ‐$ 0.00%91,844 ‐ 114,500 114,500 213‐000‐7‐899‐01 Transfer Out to Airport169,950 55,450$ 48.43%34DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %427,744 300,000 300,000 300,000 213‐000‐7‐899‐03 Transfer out‐Swiftel CIP300,000 ‐$ 0.00%‐ 16,191 21,572 21,572 213‐000‐7‐899‐24 Transfer to Public Art Fund34,440 12,868$ 59.65%44,595 1,588,137 ‐ ‐ 213‐000‐7‐899‐25 Transfer out‐Main Ave S‐ ‐$ 0.00%30,645 56,829 197,510 197,510 213‐000‐7‐899‐28 Transfer out to Edgebrook Golf63,600 (133,910)$ ‐67.80%900,000 ‐ ‐ ‐ 213‐000‐7‐899‐29 Transfer out Special Assmnt‐ ‐$ 0.00%‐ ‐ ‐ ‐ 213‐000‐7‐899‐30 Transfer out‐Nature Park‐ ‐$ 0.00%275,000 365,000 ‐ ‐ 213‐000‐7‐899‐31 Transfer Out to Gateway Proj‐ ‐$ 0.00%2,695,528 2,326,157 633,582 633,582 Total Transfers Out567,990 (65,592)$ ‐10.35%5,448,537 12,876,971 7,009,432 5,509,432 Total Expenditures9,372,357 3,862,925$ 70.11%35DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %E 911‐ ‐ ‐ ‐ 214‐000‐4‐334‐09 Grants357,367 361,246 357,000 357,000 214‐000‐4‐338‐05 E‐911 Surcharge362,000 5,000$ 1.40%125,000 96,500 128,500 128,500 214‐000‐4‐338‐06 Brkgs County 1/3 call demand135,420 6,920$ 5.39%2,590 654 500 500 214‐000‐4‐661‐01 Interest Income500 ‐$ 0.00%484,957 458,401 486,000 486,000 Total Revenue497,920 11,920$ 2.45%251,800 193,000 257,000 257,000 214‐000‐6‐700‐03 Brkgs City 2/3 call demand270,840 13,840$ 5.39%251,800 193,000 257,000 257,000 Total Transfers In270,840 13,840$ 5.39%736,757 651,401 743,000 743,000 Total Revenue & Transfers In768,760 25,760$ 3.47%414,389 444,467 456,616 456,616 214‐000‐5‐101‐00 Regular Pay492,183 35,567$ 7.79%‐ ‐ 8,500 8,500 214‐000‐5‐101‐01 Temporary Pay‐ (8,500)$ ‐100.00%20,073 31,941 11,085 11,085 214‐000‐5‐101‐04 Overtime Pay15,000 3,915$ 35.32%‐ ‐ 300 300 214‐000‐5‐101‐10 Wellness Benefit300 ‐$ 0.00%31,397 32,032 36,728 36,728 214‐000‐5‐120‐00 FICA37,380 652$ 1.78%26,056 26,213 28,296 28,296 214‐000‐5‐121‐09 Retirement29,318 1,022$ 3.61%76,638 63,520 113,605 113,605 214‐000‐5‐123‐00 Group Insurance107,710 (5,895)$ ‐5.19%1,027 1,058 1,984 1,984 214‐000‐5‐130‐00 Workmans Compensation1,984 ‐$ 0.00%569,580 599,231 657,114 657,114 Total Personnel Services683,875 26,761$ 4.07%2,094 7,701 4,400 4,400 214‐000‐5‐422‐02 Professional Fees4,689 289$ 6.57%52,095 55,091 59,500 59,500 214‐000‐5‐422‐06 Database Services59,500 ‐$ 0.00%8,302 6,188 9,000 9,000 214‐000‐5‐424‐01 Equipment Rental13,800 4,800$ 53.33%6,751 1,614 3,000 3,000 214‐000‐5‐425‐04 Repair & Maintenance Equipment3,000 ‐$ 0.00%1,254 2,446 5,000 5,000 214‐000‐5‐425‐06 Maintenance Radio5,000 ‐$ 0.00%499 1,001 1,000 1,000 214‐000‐5‐426‐01 Office Supplies1,000 ‐$ 0.00%2,082 1,559 2,000 2,000 214‐000‐5‐426‐03 General Supplies2,000 ‐$ 0.00%83 ‐ 200 200 214‐000‐5‐426‐09 Subscriptions/Books200 ‐$ 0.00%946 1,102 2,000 2,000 214‐000‐5‐426‐17 Uniforms2,000 ‐$ 0.00%1,665 180 3,000 3,000 214‐000‐5‐427‐01 Travel & Lodging3,000 ‐$ 0.00%2,460 1,771 2,200 2,200 214‐000‐5‐427‐02 Registration & Training3,200 1,000$ 45.45%5,567 2,400 2,400 2,400 214‐000‐5‐428‐01 Telephone2,400 ‐$ 0.00%‐ 1,147 900 900 214‐000‐5‐429‐01 Membership & Dues900 ‐$ 0.00%83,798 82,198 94,600 94,600 Total Other Expenditures100,689 6,089$ 6.44%‐ 919 ‐ ‐ 214‐000‐5‐911‐00 Buildings & Structures‐ ‐$ 0.00%4,050 ‐ ‐ ‐ 214‐000‐5‐920‐00 Furniture and Small Equipment‐ ‐$ 0.00%‐ 3,800 9,550 9,550 214‐000‐5‐940‐00 Software & Support9,647 97$ 1.02%‐ ‐ 3,000 3,000 214‐000‐5‐950‐01 Capital less than $5,0003,780 780$ 26.00%4,050 4,719 12,550 12,550 Total Capital Expenditures13,427 877$ 6.99%‐ ‐ ‐ ‐ 214‐000‐7‐899‐00 Transfer out to General Fund‐ ‐$ 0.00%‐ ‐ ‐ ‐ 214‐000‐7‐899‐20 Transfer Out 75% S&U Fund‐ ‐$ 0.00%‐ ‐ ‐ ‐ Total Transfers Out‐ ‐$ 0.00%657,428 686,148 764,264 764,264 Total Expenditures797,991 33,727$ 4.41%36DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %SWIFTEL CENTER1,063,060 927,260 1,373,009 1,252,749 224‐000‐4‐446‐03 F&B Revenue1,302,428 49,679$ 3.97%191,486 246,613 216,258 257,584 224‐000‐4‐446‐08 Reimbursed Labor307,581 49,997$ 19.41%‐ 294,600 ‐ ‐ 224‐000‐4‐663‐50 Debt Proceeds‐ ‐$ 0.00%174,774 190,865 191,880 205,283 224‐000‐4‐669‐01 Sponsorships,Signage,Name, Etc.189,900 (15,383)$ ‐7.49%340,022 358,370 422,616 418,052 224‐000‐4‐669‐02 Miscellaneous Revenues390,845 (27,207)$ ‐6.51%289,346 144,368 259,039 137,357 224‐000‐4‐848‐12 Facility Rent & Promotions227,625 90,268$ 65.72%2,058,688 2,162,076 2,462,802 2,271,025 Total Revenue2,418,379 147,354$ 6.49%‐ ‐ ‐ ‐ 224‐000‐6‐700‐00 Transfer in from General Fund‐ ‐$ 0.00%427,744 300,000 300,000 300,000 224‐000‐6‐700‐04 Transfer in Sales & Use Tax300,000 ‐$ 0.00%375,000 404,950 409,441 409,441 224‐000‐6‐700‐13 Transfer in 3rd B475,089 65,648$ 16.03%802,744 704,950 709,441 709,441 Total Transfers In775,089 65,648$ 9.25%2,861,432 2,867,026 3,172,243 2,980,466 Total Revenue & Transfers In3,193,468 213,002$ 7.15%707,823 790,261 827,302 794,838 224‐000‐5‐101‐02 Personnel Services833,899 39,061$ 4.91%590,654 609,955 655,296 636,821 224‐000‐5‐101‐03Other Personnel Expenses790,178 153,357$ 24.08%78,664 141,781 102,601 146,243 224‐000‐5‐422‐03 Professional & Contract Labor75,187 (71,056)$ ‐48.59%101,989 103,479 106,621 106,265 224‐000‐5‐422‐07 Contracted Services108,374 2,109$ 1.98%163,876 71,621 110,721 73,154 224‐000‐5‐423‐01 Advertising & Marketing66,370 (6,784)$ ‐9.27%127,241 133,332 161,134 165,408 224‐000‐5‐424‐06 Occupancy151,437 (13,971)$ ‐8.45%25,754 27,835 26,650 18,555 224‐000‐5‐427‐01 Travel and Motor Vehicle30,050 11,495$ 61.95%116,218 137,194 134,230 164,199 224‐000‐5‐428‐02 Utilities147,507 (16,692)$ ‐10.17%168,821 122,139 313,492 229,917 224‐000‐5‐429‐09 Services/Operations277,991 48,074$ 20.91%355,777 281,430 399,381 377,358 224‐000‐5‐446‐03 F&B Expenses387,225 9,867$ 2.61%‐ 16,500 ‐ ‐ 224‐000‐5‐470‐02 Interest‐ ‐$ 0.00%21,177 19,898 34,815 22,574 224‐000‐5‐669‐02 General Administrative25,250 2,676$ 11.85%2,457,994 2,455,426 2,872,243 2,735,332 Total Other Expenditures2,893,468 158,136$ 5.78%1,543,369 463,029 300,000 300,000 224‐000‐5‐940‐01 Capital300,000 ‐$ 0.00%1,543,369 463,029 300,000 300,000 Total Capital Expenditures300,000 ‐$ 0.00%‐ ‐ 214‐000‐7‐899‐24 Transfer to Public Art Fund‐ ‐$ 0.00%‐ ‐ ‐ ‐ Total Transfers Out‐ ‐$ 0.00%4,001,363 2,918,455 3,172,243 3,035,332 Total Expenditures3,193,468 158,136$ 5.21%37DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %LIBRARY FINES31,224 19,449 25,000 25,000 226‐000‐4‐559‐00 Fines ‐ Library25,000 ‐$ 0.00%51 55 ‐ ‐ 226‐000‐4‐661‐00 Interest ‐ Investments‐ ‐$ 0.00%5,065 ‐ ‐ ‐ 226‐000‐4‐669‐02 Other ‐ Misc.‐ ‐$ 0.00%(12,000) ‐ ‐ ‐ 226‐000‐4‐899‐99 Other Revenue‐ ‐$ 0.00%24,340 19,505 25,000 25,000 Total Revenues25,000 ‐$ 0.00%‐ 12,000 ‐ ‐ 226‐000‐6‐700‐15 Transfer in from Donations‐ ‐$ 0.00%‐ 12,000 ‐ ‐ Total Transfers In‐ ‐ ‐ 24,340 31,505 25,000 25,000 Total Revenue & Transfers In25,000 ‐ 031,807 19,404 30,000 30,000 226‐000‐5‐899‐99 Other Expenses30,000 ‐$ 0.00%31,807 19,404 30,000 30,000 Total Expenditures30,000 ‐$ 0.00%LIBRARY DONATIONS23,509 26,272 35,000 35,000 227‐000‐4‐446‐10 Donations35,000 ‐$ 0.00%(99) 399 500 500 227‐000‐4‐661‐00 Interest ‐ Investments500 ‐$ 0.00%(5,065) ‐ ‐ 227‐000‐4‐669‐02 Other ‐ Misc.‐$ 018,345 26,670 35,500 35,500 Total Revenues35,500 ‐$ 0.00%25,733 17,200 33,000 33,000 227‐000‐5‐899‐99 Other Expenses33,000 ‐$ 0.00%25,733 17,200 33,000 33,000 Total Other Expenditures33,000 ‐$ 0.00%‐ 12,000 214‐000‐7‐899‐24 Transfer to Fines Fund‐ ‐$ 0.00%‐ 12,000 ‐ ‐ Total Transfers Out‐ ‐ ‐ 25,733 29,200 33,000 33,000 Total Expenditures33,000 ‐ ‐ 38DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %SPECIAL ASSESSMENT14 136 ‐ ‐ 280‐000‐4‐661‐00 Interest Income‐ ‐$ 0.00%1,885 5,250 18,000 18,000 280‐000‐4‐661‐01 Money Market Interest Income5,250 (12,750)$ ‐70.83%4,006 73,939 95,710 95,710 280‐000‐4‐663‐43 Special Assessment Deferred‐ (95,710)$ ‐100.00%8,833 51 8,800 8,800 280‐000‐4‐663‐44 Special Assessment Interest4,440 (4,360)$ ‐49.55%121,471 126,663 68,435 68,435 280‐000‐4‐663‐45 Special Assessment Current66,290 (2,145)$ ‐3.13%‐ ‐ ‐ ‐ 280‐000‐4‐663‐46 Special Assessment Delinquent‐ ‐$ 0.00%‐ ‐ ‐ ‐ 280‐000‐4‐663‐47 Special Assessment Swr Hook Up‐ ‐$ 0.00%48 ‐ ‐ ‐ 280‐000‐4‐663‐48 Penalty‐ ‐$ 0.00%‐ ‐ ‐ ‐ 280‐000‐4‐663‐50 Bond Proceeds‐ ‐$ 0.00%136,257 206,039 190,945 190,945 Total Revenues75,980 (114,965)$ ‐60.21%‐ ‐ ‐ ‐ 280‐000‐6‐700‐08 Transfer in from BMU‐ ‐$ 0.00%152,618 ‐ ‐ ‐ 280‐000‐6‐700‐17 Transfer In‐ ‐$ 0.00%900,000 ‐ ‐ ‐ 280‐000‐6‐700‐20 Transfer in‐Sales & Use Tax‐ ‐$ 0.00%1,052,618 ‐ ‐ ‐ Total Transfers In‐ ‐$ 0.00%1,188,875 206,039 190,945 190,945 Total Revenues & Transfers In75,980 (114,965)$ ‐60.21%2,494 ‐ ‐ ‐ 280‐000‐5‐429‐09 Miscellaneous‐$ 0.00%‐ 133,328 ‐ ‐ 280‐000‐5‐429‐18 Bad Debt Expense‐ ‐$ 0.00%73,811 95,262 1,650,000 1,650,000 280‐000‐5‐960‐00 Street & Sidewalk Improvements150,000 (1,500,000)$ ‐90.91%‐ ‐ ‐ ‐ 280‐000‐5‐960‐04 Sewer Line Extension‐ ‐$ 0.00%76,305 228,590 1,650,000 1,650,000 Total Capital Expenditures150,000 (1,500,000) ‐90.91%600,163 50,000 63,874 151,266 280‐000‐7‐899‐20 Transfer to 75% Sales Tax‐ (151,266)$ ‐100.00%600,163 50,000 63,874 151,266 Total Transfers Out‐ (151,266)$ ‐100.00%676,468 278,590 1,713,874 1,801,266 Total Expenditures150,000 (1,651,266)$ ‐91.67%39DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %STORM DRAINAGE738,328 787,900 828,120 828,120 282‐000‐4‐112‐01 Drainage Fees868,000 39,880$ 4.82%2,016 435 3,700 3,700 282‐000‐4‐112‐02 Delinquent Drainage Fees1,220 (2,480)$ ‐67.03%118,596 125,591 125,000 125,000 282‐000‐4‐112‐03 Drainage Fees/Direct Billing131,250 6,250$ 5.00%624 789 625 625 282‐000‐4‐112‐04 Drainage Fees Interest705 80$ 12.80%6,360 162 ‐ ‐ 282‐000‐4‐661‐00 Interest Income‐ ‐$ 0.00%2,753 6,160 2,750 2,750 282‐000‐4‐661‐01 Money Market Interest Income4,450 1,700$ 61.82%32,515 ‐ ‐ ‐ 282‐000‐4‐663‐50 Proceeds SRF Loan‐ ‐$ 0.00%‐ ‐ ‐ ‐ 282‐000‐4‐664‐00 Sale of Fixed Assets‐ ‐$ 0.00%‐ 3,000 ‐ ‐ 282‐000‐4‐669‐02 Miscellaneous‐ ‐$ 0.00%901,192 924,035 960,195 960,195 Total Revenue1,005,625 45,430$ 4.73%‐ ‐ ‐ ‐ 282‐000‐6‐700‐17 Transfer In‐ ‐$ 0.00%‐ ‐ ‐ ‐ Total Transfers In‐ ‐$ 0.00%901,192 924,035 960,195 960,195 Total Revenue & Transfers In1,005,625 45,430$ 4.73%43,524 60,473 65,440 65,440 282‐000‐5‐101‐00Regular Pay67,225 1,785$ 2.73%13,823 14,446 18,000 18,000 282‐000‐5‐101‐01 Temporary Pay18,000 ‐$ 0.00%377 (355) 1,000 1,000 282‐000‐5‐101‐04 Overtime Pay1,000 ‐$ 0.00%210 180 200 200 282‐000‐5‐101‐07 Clothing Allowance200 ‐$ 0.00%4,383 4,422 6,510 6,510 282‐000‐5‐120‐00 FICA6,731 221$ 3.39%2,633 2,611 4,026 4,026 282‐000‐5‐121‐09 Retirement4,119 93$ 2.31%918 486 5,011 5,011 282‐000‐5‐123‐00 Group Insurance5,019 8$ 0.16%2,143 1,872 3,218 3,218 282‐000‐5‐130‐00 Workmans Compensation3,537 319$ 9.91%68,011 84,136 103,405 103,405 Total Personnel Services105,831 2,426$ 2.35%54 70 84 84 282‐000‐5‐421‐00 Insurance311 227$ 270.24%96,073 40,651 150,000 150,000 282‐000‐5‐422‐03 Consulting/Engineering200,000 50,000$ 33.33%529 350 1,000 1,000 282‐000‐5‐425‐04 Maintenance Equipment1,000 ‐$ 0.00%56,982 100,325 85,000 85,000 282‐000‐5‐425‐10 Maintenance Storm Sewer85,000 ‐$ 0.00%113 ‐ 1,200 1,200 282‐000‐5‐429‐07 Miscellaneous1,200 ‐$ 0.00%793 823 2,500 2,500 282‐000‐5‐429‐09 Miscellaneous2,500 ‐$ 0.00%124,046 136,182 140,331 140,331 282‐000‐5‐470‐11 Principal Payment‐SRF Loan144,610 4,279$ 3.05%97,701 88,693 85,580 85,580 282‐000‐5‐470‐12 Interest Payment‐SRF Loan80,320 (5,260)$ ‐6.15%376,291 367,093 465,695 465,695 Total Other Expenditures514,941 49,246$ 10.57%‐ ‐ ‐ ‐ 282‐000‐5‐910‐00 Land‐ ‐$ 0.00%‐ ‐ ‐ ‐ 282‐000‐5‐930‐00 Machinery & Auto Equipment‐ ‐$ 0.00%299,461 163,577 2,540,000 1,755,000 282‐000‐5‐980‐00 Storm Sewer Improvements775,000 (980,000)$ ‐55.84%299,461 163,577 2,540,000 1,755,000 Total Capital Expenditures775,000 (980,000)$ ‐55.84%‐ ‐ ‐ ‐ 282‐000‐7‐899‐05 Transfer Out‐ ‐$ 0.00%‐ ‐ ‐ ‐ Total Transfers Out‐ ‐$ 0.00%743,763 614,806 3,109,100 2,324,100 Total Expenditures1,395,772 (928,328)$ ‐39.94%40DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %3rd PENNY SALES TAX935,022 914,658 950,000 950,000 284‐000‐4‐113‐01 Sales & Use Tax969,000 19,000$ 2.00%10,068 ‐ ‐ 2,790 284‐000‐4‐441‐09 Miscellaneous‐ (2,790)$ 0.00%‐ 75 ‐ ‐ 284‐000‐4‐661‐00 Interest Income‐ ‐$ 0.00%1,598 2,697 1,500 1,500 284‐000‐4‐661‐01 Money Market Interest Income3,000 1,500$ 100.00%946,688 917,430 951,500 954,290 Total Revenue972,000 17,710$ 1.86%‐ ‐ 30,000 30,000 284‐000‐6‐700‐01 Transfer in Liquor Fund‐ (30,000)$ 0.00%‐ ‐ 284‐000‐6‐700‐17 Transfer in Electric‐ ‐$ 0.00%‐ ‐ 284‐000‐6‐700‐18 Transfer in Telephone‐ ‐$ 0.00%‐ ‐ 30,000 30,000 Total Transfers In‐ (30,000)$ 0.00%946,688 917,430 981,500 984,290 Total Revenue & Transfers In972,000 (12,290)$ ‐1.25%‐ 13,807 28,884 28,884 284‐000‐5‐422‐07 Televised Contracted Services15,000 (13,884)$ ‐48.07%‐ 8,306 16,500 16,500 284‐000‐5‐422‐08 Website Contracted Services‐ (16,500)$ ‐100.00%1,909 ‐ 6,600 6,600 284‐000‐5‐427‐01 Travel & Lodging‐ (6,600)$ ‐100.00%9,152 9,426 9,450 9,450 284‐000‐5‐429‐01 First District Membership ‐ (9,450)$ ‐100.00%210,000 262,500 205,000 205,000 284‐000‐5‐429‐21 Convention and Visitors Bureau269,500 64,500$ 31.46%27,000 27,000 57,000 57,000 284‐000‐5‐856‐02 Brookings Chamber Promotional57,000 ‐$ 0.00%10,989 11,000 11,000 14,200 284‐000‐5‐856‐11 Christmas Decorations ‐ (14,200)$ ‐100.00%‐ 925 ‐ ‐ 284‐000‐5‐856‐13 Mental Health Task Force‐ ‐$ 0.00%‐ ‐ ‐ ‐ 284‐000‐5‐856‐29 Open Government Forum‐ ‐$ 0.00%15,000 15,000 15,000 15,000 284‐000‐5‐856‐48 4th of July Fireworks Display15,000 ‐$ 0.00%‐ 17,454 50,000 50,000 284‐000‐5‐856‐49 SDSU Student Visitor Promotion50,000 ‐$ 0.00%7,436 150,718 10,000 10,000 284‐000‐5‐856‐65 Promotion of City10,000 ‐$ 0.00%30,000 25,000 30,000 30,000 284‐000‐5‐856‐72 Downtown at Sundown30,000 ‐$ 0.00%‐ 20,000 62,000 62,000 284‐000‐5‐856‐73 Brookings Economic Dev Corp‐ (62,000)$ ‐100.00%25,000 25,000 ‐ ‐ 284‐000‐5‐856‐74 Brookings Downtown Inc.‐ ‐$ 0.00%42,734 63,972 50,000 50,000 284‐000‐5‐856‐78 Downtown Acceleration Program50,000 ‐$ 0.00%10,000 ‐ ‐ ‐ 284‐000‐5‐856‐79 Spark Brookings, LLC‐$ 0.00%10,000 ‐ 10,000 10,000 284‐000‐5‐856‐80 SD Humanities Council‐ (10,000)$ N/A‐ 6,161 ‐ 574,172 284‐000‐5‐999‐47 Special Projects ‐ CRC Remodel‐ (574,172)$ ‐100.00%399,220 656,270 561,434 1,138,806 Total Other Expenditures496,500 (642,306)$ ‐56.40%375,000 404,950 409,441 409,441 284‐000‐7‐899‐03 Transfer out to Swiftel Center475,089 65,648$ 16.03%375,000 404,950 409,441 409,441 Total Transfers Out475,089 65,648$ 16.03%774,220 1,061,220 970,875 1,548,247 Total Expenditures971,589 (576,658)$ ‐37.25%41DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %PILLOW TAX262,932 242,772 400,000 400,000 285‐000‐4‐113‐01 Pillow Tax400,000 ‐$ 0.00%‐ ‐ ‐ ‐ 285‐000‐4‐441‐08 Reimbursed Expense‐ ‐$ 0.00%306 646 350 350 285‐000‐4‐661‐01 Money Market Interest Income500 150$ 42.86%263,238 243,417 400,350 400,350 Total Revenue400,500 150$ 0.04%5,128 4,933 5,500 5,500 285‐000‐5‐429‐07 Miscellaneous5,500 ‐$ 0.00%210,000 217,500 280,000 280,000 285‐000‐5‐429‐21 Convention & Visitors Bureau230,000 (50,000)$ ‐17.86%215,128 222,433 285,500 285,500 Total Expenditures235,500 (50,000)$ ‐17.51%Public Art Fund50 ‐ ‐ ‐ 290‐000‐4‐446‐10 Donations‐ ‐$ 0.00%‐ ‐ ‐ ‐ 290‐000‐4‐661‐00 Interest Income‐ ‐$ 0.00%50 ‐ ‐ ‐ Total Revenue‐ ‐$ 0.00%54,786 56,401 56,401 290‐000‐6‐700‐17 Transfer In70,408 14,007$ 24.83%‐ 54,786 56,401 56,401 Total Transfers In70,408 14,007$ 24.83%50 54,786 56,401 56,401 Total Revenue & Transfers In70,408 14,007$ 24.83%‐ ‐ 290‐000‐5‐940‐00Other Capital‐ ‐ ‐ ‐ Total Expenditures‐ 0042DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %TIF DIST #1 DEBT SERVICE/INNOVA355,439 415,023 425,000 425,000 314‐000‐4‐111‐04 Current TIF Taxes435,500 10,500$ 2.47%‐ ‐ ‐ ‐ 314‐000‐4‐111‐05 Delinquent TIF Taxes‐ ‐$ 0.00%4 16 ‐ ‐ 314‐000‐4‐119‐01 TIF Penalty‐ ‐$ 0.00%355,443 415,040 425,000 425,000 Total Revenue435,500 10,500$ 2.47%28,008 28,858 380,000 380,000 314‐000‐5‐601‐00 Principal Payment390,500 10,500$ 2.76%52,725 43,730 45,000 45,000 314‐000‐5‐602‐00 Interest Payment45,000 ‐$ 0.00%80,733 72,587 425,000 425,000 Total Debt Service435,500 10,500$ 2.47%‐ ‐ 314‐000‐7‐899‐00 Transfer out General Fund‐$ 0.00%‐ ‐ ‐ ‐ Total Transfers Out‐ ‐$ 0.00%80,733 72,587 425,000 425,000 Total Expenditures435,500 10,500$ 2.47%TIFDIST #3 DEBT SERVICE/VALLEY VIEW207,561 203,875 203,800 203,800 316‐000‐4‐111‐04 Current TIF Taxes211,000 7,200$ 3.53%‐ ‐ ‐ ‐ 316‐000‐4‐111‐05 Delinquent TIF Taxes‐ ‐$ 0.00%9 31 ‐ ‐ 316‐000‐4‐119‐01 TIF Penalty‐ ‐$ 0.00%207,570 203,906 203,800 203,800 Total Revenue211,000 7,200$ 3.53%175,988 181,704 175,000 175,000 316‐000‐5‐601‐00 Principal Payment190,200 15,200$ 8.69%31,863 20,836 28,800 28,800 316‐000‐5‐602‐00 Interest Payment20,800 (8,000)$ ‐27.78%207,851 202,540 203,800 203,800 Total Debt Service211,000 7,200$ 3.53%TIF DIST #4 DEBT SERVICE/SIELER82,471 78,956 78,900 78,900 317‐000‐4‐111‐04 Current TIF Taxes84,500 5,600$ 7.10%11 ‐ 317‐000‐4‐111‐05 Delinquent TIF Taxes‐$ 0.00%82,482 78,956 78,900 78,900 Total Revenue84,500 5,600$ 7.10%70,320 71,306 70,000 70,000 317‐000‐5‐601‐00 Principal Payment77,000 7,000$ 10.00%10,746 7,724 8,900 8,900 317‐000‐5‐602‐00 Interest Payment7,500 (1,400)$ ‐15.73%81,066 79,030 78,900 78,900 Total Debt Service84,500 5,600$ 7.10%TIF DIST # 5 DEBT SERVICE/32ND AVE13,438 21,544 22,000 22,000 318‐000‐4‐111‐04 Current TIF Taxes129,600 107,600$ 489.09%‐ ‐ 318‐000‐4‐111‐05 Delinquent TIF Taxes‐ ‐$ 0.00%‐ 29 ‐ ‐ 318‐000‐4‐119‐01 TIF Penalty‐ ‐$ 100.00%‐ ‐ 318‐000‐4‐661‐01 Interest Income‐ ‐$ 0.00%13,438 21,573 22,000 22,000 Total Revenue129,600 107,600$ 489.09%‐ ‐ 20,000 20,000 318‐000‐5‐601‐00 Principal Payment100,000 80,000$ 400.00%‐ ‐ 2,000 2,000 318‐000‐5‐602‐00 Interest Payment29,600 27,600$ 1380.00%‐ ‐ 22,000 22,000 Total Debt Service129,600 107,600$ 489.09%43DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %TIF DIST #6 DEBT SERVICE/BEL DIGESTER182,509 244,543 245,000 245,000 319‐000‐4‐111‐04 Current TIF Taxes306,200 61,200$ 24.98%‐ ‐ 319‐000‐4‐111‐05 Delinquent TIF Taxes‐$ 0.00%‐ ‐ 319‐000‐4‐663‐50 Proceeds from Debt‐$ 0.00%182,509 244,543 245,000 245,000 Total Revenue306,200 61,200$ 24.98%‐ ‐ ‐ ‐ 319‐000‐6‐700‐03 Transfer in 75% S&U Tax‐ ‐$ 0.00%‐ ‐ ‐ ‐ Total Transfers In‐ ‐$ 0.00%182,509 244,543 245,000 245,000 Total Revenues & Transfers In306,200 61,200$ 24.98%‐ ‐ ‐ ‐ 319‐000‐5‐601‐00 Principal Payment‐ ‐$ 0.00%‐ ‐ ‐ ‐ 319‐000‐5‐602‐00 Interest Payment‐ ‐$ 0.00%‐ ‐ ‐ ‐ Total Debt Service‐ ‐$ 0.00%100,000 200,000 245,000 211,500 319‐000‐7‐889‐20 Transfer Out‐75% S&U Fund306,200 94,700$ 44.78%‐ 76,000 33,300 33,300 319‐000‐7‐899‐17 Transfer to Digester‐ (33,300)$ 0.00%‐ 250,000 ‐ ‐ 319‐000‐7‐899‐20 Transfer Out to 75% S&U Fund‐ ‐$ 0.00%100,000 526,000 278,300 244,800 Total Transfers Out306,200 61,400$ 25.08%100,000 526,000 278,300 244,800 Total Expenditures306,200 61,400$ 25.08%44DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %TIE DIST # 7 DEBT SERVICE/S. MAIN89,805 283,244 283,709 283,709 320‐000‐4‐111‐04 Current TIF Taxes429,175 145,466$ 51.27%‐ ‐ ‐ ‐ 320‐000‐4‐111‐05 Delinquent TIF Taxes‐ ‐$ 0.00%‐ 244 ‐ ‐ 318‐000‐4‐119‐01 TIF Penalty‐ ‐$ 100.00%‐ ‐ ‐ ‐ 320‐000‐4‐661‐01 Interest Income‐ ‐$ 0.00%89,805 283,488 283,709 283,709 Total Revenue429,175 145,466$ 51.27%‐ ‐ ‐ ‐ 320‐000‐5‐601‐00 Principal Payment‐ ‐$ 0.00%‐ ‐ ‐ ‐ 320‐000‐5‐602‐00 Interest Payment‐ ‐$ 0.00%‐ ‐ ‐ ‐ Total Debt Service‐ ‐$ 0.00%‐ ‐ ‐ ‐ 320‐000‐7‐899‐00 Transfer Out‐ ‐$ 0.00%89,805 140,000 283,709 283,709 320‐000‐7‐899‐20 Transfer Out to 75% S&U Fund100,000 (183,709)$ ‐64.75%89,805 140,000 283,709 283,709 Total Transfers Out100,000 (183,709)$ ‐64.75%89,805 140,000 283,709 283,709 Total Expenditures100,000 (183,709)$ ‐64.75%45DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %BROOKINGS GATEWAY PROJECT‐ ‐ ‐ ‐ 520‐000‐4‐446‐10 Donation‐ ‐$ 0.00%487 2,070 ‐ ‐ 520‐000‐4‐661‐01 Money Market Interest Income‐ ‐$ 0.00%‐ ‐ ‐ ‐ 520‐000‐4‐663‐50 Bond Proceeds‐ ‐$ 0.00%487 2,070 ‐ ‐ Total Revenue‐ ‐$ 0.00%275,000 365,000 365,000 365,000 520‐000‐6‐700‐04 Transfer in Sales & Use Tax‐ (365,000)$ ‐100.00%275,000 365,000 365,000 365,000 Total Transfers In‐ (365,000)$ ‐100.00%275,487 367,070 365,000 365,000 Total Revenue & Transfers In‐ (365,000)$ ‐100.00%7,600 ‐ 62,400 62,400 520‐000‐5‐422‐03 Consulting‐ (62,400)$ ‐100.00%‐ 92,130 217,500 217,500 520‐000‐5‐426‐06 Horticulture Supplies‐ (217,500)$ ‐100.00%‐ 377,977 283,000 283,000 520‐000‐5‐428‐04 Street Lights‐ (283,000)$ ‐100.00%‐ ‐ ‐ ‐ 520‐000‐5‐429‐09 Miscellaneous‐ ‐$ 0.00%7,600 470,107 562,900 562,900 Total Other Expenditures‐ (562,900)$ ‐100.00%‐ 103,000 127,000 127,000 520‐000‐5‐940‐00 Other Capital‐ (127,000)$ ‐100.00%‐ ‐ 520‐000‐5‐960‐00Street & Sidewalk Improvements‐$ 0.00%‐ 103,000 127,000 127,000 Total Capital Expenditures‐ (127,000)$ ‐100.00%‐ ‐ 200 200 520‐000‐7‐899‐24 Transfer to Public Art Fund‐ (200)$ N/A‐ ‐ 200 200 Total Transfers Out‐ (200)$ N/A7,600 573,107 690,100 690,100 Total Expenditures‐ (690,100)$ ‐100.00%S. MAIN AVE & 26th St 20 St PROJECT8,165 ‐ ‐ ‐ 523‐000‐4‐441‐08 Reimbursed Expense‐ 2,504 500 500 523‐000‐4‐661‐01 Money Market Interest Income500 ‐$ N/A‐ ‐ ‐ ‐ 523‐000‐4‐663‐50 Bond Proceeds‐ ‐$ 0.00%8,165 2,504 500 500 Total Revenue500 ‐$ N/A‐ ‐ ‐ ‐ 523‐000‐6‐700‐00 Transfer in from General Fund‐ ‐$ 0.00%44,595 1,588,137 ‐ ‐ 523‐000‐6‐700‐04 Transfer in 75% Sales & Use‐ ‐$ 0.00%‐ ‐ ‐ 523‐000‐6‐700‐17 Transfer In‐ ‐$ 0.00%44,595 1,588,137 ‐ ‐ Total Transfers In‐ ‐$ 0.00%52,760 1,590,642 500 500 Total Revenue & Transfers In500 ‐$ 0.00%‐ ‐ ‐ 523‐000‐5‐422‐03 Consulting/Engineering‐ ‐$ 0.00%‐ ‐ ‐ ‐ Total Other Expenditures‐ ‐$ 0.00%‐ 47,689 2,216,311 2,216,311 523‐000‐5‐940‐00 Other Capital3,504 (2,212,807)$ ‐99.84%‐ 47,689 2,216,311 2,216,311 Total Capital Expenditures3,504 (2,212,807)$ ‐99.84%‐ ‐ ‐ ‐ 523‐000‐7‐899‐00 Transfer Out‐ ‐$ 0.00%‐ ‐ ‐ ‐ Total Transfers Out‐ ‐$ 0.00%‐ 47,689 2,216,311 2,216,311 Total Expenditures3,504 (2,212,807)$ ‐99.84%46DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %LIQUOR STORE134,250 128,712 130,000 130,000 601‐000‐4‐380‐04 Sales/Off Sale Miscellaneous130,000 ‐$ 0.00%‐ ‐ ‐ ‐ 601‐000‐4‐380‐05 Sales/Off Sale Lottery Machine‐ ‐$ 0.00%31,015 27,039 26,500 26,500 601‐000‐4‐380‐06 Sales/Off Sale Lottery Tickets30,000 3,500$ 13.21%(5,760) (5,121) (5,500) (5,500) 601‐000‐4‐380‐08 Sales/Off Sale Lottery Payout(6,000) (500)$ 9.09%2,376,075 2,283,052 2,585,000 2,585,000 601‐000‐4‐380‐11 Sales/Off Sale Liquor2,371,000 (214,000)$ ‐8.28%‐ ‐ ‐ ‐ 601‐000‐4‐380‐12 Sales/Off Sale Liquor Discount‐ ‐$ 0.00%657,208 587,887 662,000 662,000 601‐000‐4‐380‐21 Sales/Off Sale Wine600,000 (62,000)$ ‐9.37%(26,899) ‐ ‐ ‐ 601‐000‐4‐380‐22 Sales/Off Sale Wine Discount‐ ‐$ 0.00%1,174,132 1,111,622 1,245,000 1,245,000 601‐000‐4‐380‐31 Sales/Off Sale Beer1,175,000 (70,000)$ ‐5.62%‐ ‐ ‐ ‐ 601‐000‐4‐380‐32 Sales/Off Sale Beer Discount‐ ‐$ 0.00%(160) (1,360) 41,000 41,000 601‐000‐4‐380‐33 Sales/Off Sale Keg Deposits1,500 (39,500)$ ‐96.34%‐ ‐ (41,000) (41,000) 601‐000‐4‐380‐34 Sales/Off Sale Keg Returns(1,500) 39,500$ ‐96.34%(948) (1,390) ‐ ‐ 601‐000‐4‐380‐99 Sales/Off Sale Deposit Adjust‐ ‐$ 0.00%19 3,444 5,160 5,160 601‐000‐4‐661‐00Interest Income‐Investments4,000 (1,160)$ ‐22.48%4,037 6,833 2,204 2,204 601‐000‐4‐661‐01 Money Market Interest Income8,000 5,796$ 262.98%1,768 2,046 ‐ ‐ 601‐000‐4‐861‐09 Miscellaneous (P)‐ ‐$ 0.00%4,344,737 4,142,763 4,650,364 4,650,364 Total Revenue4,312,000 (338,364)$ ‐7.28%209,955 228,267 232,790 232,790 601‐000‐5‐101‐00 Regular Pay239,698 6,908$ 2.97%53,090 56,646 62,500 62,500 601‐000‐5‐101‐01 Temporary Pay62,500 ‐$ 0.00%8,674 8,222 8,500 8,500 601‐000‐5‐101‐04 Overtime Pay8,500 ‐$ 0.00%‐ ‐ 400 400 601‐000‐5‐101‐07 Clothing Allowance400 ‐$ 0.00%255 191 300 300 601‐000‐5‐101‐10 Wellness Benefit300 ‐$ 0.00%19,521 20,885 23,421 23,421 601‐000‐5‐120‐00 FICA24,360 939$ 4.01%13,045 14,041 14,620 14,620 601‐000‐5‐121‐09 Retirement15,356 736$ 5.03%12,407 (36,910) ‐ ‐ 601‐000‐5‐121‐10 Pension Expense‐ ‐$ 0.00%50,127 47,879 48,113 48,113 601‐000‐5‐123‐00 Group Insurance48,129 16$ 0.03%2,754 2,805 4,825 4,825 601‐000‐5‐130‐00 Workmans Compensation4,662 (163)$ ‐3.38%(427) (2,101) ‐ ‐ 601‐000‐5‐137‐00OPEB Expense‐ ‐$ 0.00%369,401 339,924 395,469 395,469 Total Personnel Services403,905 8,436$ 2.13%4,473 4,815 5,670 5,670 601‐000‐5‐421‐00 Insurance5,917 247$ 4.36%2,100 7,982 2,500 2,500 601‐000‐5‐422‐02 Contracted Auditing Services8,000 5,500$ 220.00%8,066 3,459 8,000 8,000 601‐000‐5‐422‐07 Contracting Services3,600 (4,400)$ ‐55.00%36,221 28,873 25,000 25,000 601‐000‐5‐423‐05 Advertising/Promotion Fees28,000 3,000$ 12.00%87,880 85,013 85,920 85,920 601‐000‐5‐424‐06 Rent86,800 880$ 1.02%2,000 2,852 2,970 2,970 601‐000‐5‐425‐04 Maintenance Equipment3,000 30$ 1.01%2,254 1,762 2,300 2,300 601‐000‐5‐425‐05 Maintenance Buildings2,000 (300)$ ‐13.04%1,731 1,556 1,700 1,700 601‐000‐5‐426‐01 Office Supplies1,700 ‐$ 0.00%11,771 13,422 12,000 12,000 601‐000‐5‐426‐03 General Supplies14,000 2,000$ 16.67%590 99 600 600 601‐000‐5‐426‐04 Cleaning Supplies200 (400)$ ‐66.67%266 ‐ 500 500 601‐000‐5‐426‐17 Uniforms200 (300)$ ‐60.00%2,126 1,599 2,200 2,200 601‐000‐5‐428‐01 Telephone1,800 (400)$ ‐18.18%24,377 22,655 25,000 25,000 601‐000‐5‐428‐02Electric & Water23,500 (1,500)$ ‐6.00%1,970 1,342 2,060 2,060 601‐000‐5‐428‐03 Heat1,500 (560)$ ‐27.18%1,955 2,423 2,270 2,270 601‐000‐5‐428‐05 Hauling Service2,500 230$ 10.13%47DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %1,905 1,259 2,000 2,000 601‐000‐5‐429‐01 Membership & Dues1,400 (600)$ ‐30.00%1,470 1,485 2,000 2,000 601‐000‐5‐429‐04 License Fees1,500 (500)$ ‐25.00%655 613 500 500 601‐000‐5‐429‐15 Bad Debt Expense600 100$ 20.00%48DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %LIQUOR STORE continued59,485 60,298 62,810 62,810 601‐000‐5‐469‐00 Bank/Credit Card Fees62,780 (30)$ ‐0.05%1,698,979 1,688,918 1,835,000 1,835,000 601‐000‐5‐852‐01 Purchases/Liquor1,748,000 (87,000)$ ‐4.74%915,433 880,253 970,000 970,000 601‐000‐5‐852‐02 Purchases/Beer924,500 (45,500)$ ‐4.69%92,799 72,722 88,000 88,000 601‐000‐5‐852‐03 Purchases/Miscellaneous84,500 (3,500)$ ‐3.98%458,259 408,776 480,000 480,000 601‐000‐5‐852‐04 Purchases/Wine414,500 (65,500)$ ‐13.65%25,776 19,368 21,000 21,000 601‐000‐5‐852‐06 Purchases/Lottery18,500 (2,500)$ ‐11.90%(4,962) ‐ ‐ ‐ 601‐000‐5‐898‐00 Asset Disposed Gain/Loss‐ 3,437,579 3,311,544 3,640,000 3,640,000 Total Other Expenses3,438,997 (201,003)$ ‐5.52%‐ ‐ ‐ ‐ 601‐000‐5‐920‐00 Furniture & Equipment‐ ‐$ 0.00%11,295 12,088 1,100 1,100 601‐000‐5‐950‐01 Capital less than $5,000850 (250)$ ‐22.73%11,295 12,088 1,100 1,100 Total Capital Expenses850 (250)$ ‐22.73%277,250 300,000 325,000 325,000 601‐000‐7‐899‐00 Transfer out General Fund380,000 55,000$ 16.92%75,000 100,000 100,000 100,000 601‐000‐7‐899‐04 Transfer out to Edgebrook225,650 125,650$ 125.65%‐ ‐ 30,000 30,000 601‐000‐7‐899‐11 Transfer out to 3rd B Fund‐ (30,000)$ ‐100.00%‐ 121 11 11 601‐000‐7‐899‐24 Transfer to Public Art Fund9 (2)$ ‐18.18%352,250 400,121 455,011 455,011 Total Transfers Out605,659 150,648$ 33.11%4,170,525 4,063,677 4,491,580 4,491,580 Total Expenses4,449,411 (42,169)$ ‐0.94%49DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %AIRPORT64,329 712,784 85,500 85,500 606‐000‐4‐334‐09 Grants228,250 142,750$ 166.96%23 941 606‐000‐4‐661‐01 Interest Income‐ ‐$ 0.00%‐ ‐ ‐ ‐ 606‐000‐4‐664‐00 Sale of Fixed Assets‐ ‐$ 0.00%‐ ‐ 3,744 3,744 606‐000‐4‐848‐10 Terminal Rent972 (2,772)$ ‐74.04%27,443 38,868 34,207 34,207 606‐000‐4‐848‐12 Rentals34,259 52$ 0.15%5,364 5,819 5,400 5,400 606‐000‐4‐848‐15 Av/Jet Gas Sales6,000 600$ 11.11%345 2,612 200 200 606‐000‐4‐861‐09 Miscellaneous200 ‐$ 0.00%97,504 761,024 129,051 129,051 Total Revenue269,681 140,630$ 108.97%229,650 229,680 230,611 230,611 606‐000‐6‐700‐00 Transfer in General Fund239,000 8,389$ 3.64%91,844 ‐ 114,500 114,500 606‐000‐6‐700‐04 Transfer in Sales & Use Tax169,950 55,450$ 48.43%321,494 229,680 345,111 345,111 Total Transfers In408,950 63,839$ 18.50%418,998 990,704 474,162 474,162 Total Revenue & Transfers In678,631 204,469$ 43.12%104,019 103,887 118,608 118,608 606‐000‐5‐101‐00 Regular Pay115,147 (3,461)$ ‐2.92%797 1,532 3,000 3,000 606‐000‐5‐101‐04 Overtime3,000 ‐$ 0.00%200 200 200 200 606‐000‐5‐101‐07 Clothing Allowance200 ‐$ 0.00%‐ ‐ 300 300 606‐000‐5‐101‐10 Wellness Benefit300 ‐$ 0.00%7,609 7,369 9,385 9,385 606‐000‐5‐120‐00 FICA9,333 (52)$ ‐0.55%6,203 6,128 7,360 7,360 606‐000‐5‐121‐09 Retirement7,320 (40)$ ‐0.54%6,421 (16,131) ‐ ‐ 606‐000‐5‐121‐10 Pension Expense‐ ‐$ 0.00%11,241 22,040 29,838 29,838 606‐000‐5‐123‐00 Group Insurance29,838 ‐$ 0.00%2,406 2,232 3,838 3,838 606‐000‐5‐130‐00 Workmans Compensation4,319 481$ 12.53%(122) (600) ‐ ‐ 606‐000‐5‐137‐00 OPEB Expense‐ ‐$ 0.00%138,774 126,657 172,529 172,529 Total Personnel Services169,457 (3,072)$ ‐1.78%8,016 7,636 9,292 9,292 606‐000‐5‐421‐00 Insurance7,663 (1,629)$ ‐17.53%6,400 1,700 6,400 6,400 606‐000‐5‐422‐02 Contracted Auditing Services4,050 (2,350)$ ‐36.72%15,618 5,400 9,200 9,200 606‐000‐5‐422‐07 Contracting Services9,200 ‐$ 0.00%99 266 200 200 606‐000‐5‐423‐05 Advertising/Promotion Fees200 ‐$ 0.00%‐ ‐ ‐ ‐ 606‐000‐5‐424‐06 Building Rentals‐ ‐$ 0.00%50 ‐ 300 300 606‐000‐5‐425‐01 Maintenance Office Equipment300 ‐$ 0.00%67 ‐ 1,020 1,020 606‐000‐5‐425‐03 Maintenance of Trucks1,020 ‐$ 0.00%7,650 7,060 11,000 11,000 606‐000‐5‐425‐04 Maintenance of Equipment10,000 (1,000)$ ‐9.09%898 1,601 1,500 1,500 606‐000‐5‐425‐05 Maintenance Buildings1,500 ‐$ 0.00%804 ‐ 1,500 1,500 606‐000‐5‐425‐06 Maintenance Radio500 (1,000)$ ‐66.67%14,081 8,169 13,500 13,500 606‐000‐5‐425‐09 Maintenance Grounds12,500 (1,000)$ ‐7.41%208 269 520 520 606‐000‐5‐426‐01 Office Supplies520 ‐$ 0.00%1,913 1,259 3,000 3,000 606‐000‐5‐426‐03 General Supplies3,000 ‐$ 0.00%50 ‐ 150 150 606‐000‐5‐426‐04 Cleaning Supplies150 ‐$ 0.00%1,314 1,667 2,500 2,500 606‐000‐5‐426‐10 Gas2,500 ‐$ 0.00%263 333 600 600 606‐000‐5‐426‐11 Oil & Grease600 ‐$ 0.00%178 100 1,000 1,000 606‐000‐5‐426‐12 Tires1,000 ‐$ 0.00%5,270 4,757 10,000 10,000 606‐000‐5‐426‐13 Diesel Fuel9,000 (1,000)$ ‐10.00%137 445 750 750 606‐000‐5‐426‐15 Chemicals750 ‐$ 0.00%‐ ‐ 600 600 606‐000‐5‐426‐23 Sand200 (400)$ ‐66.67%173 204 2,200 2,200 606‐000‐5‐426‐28 Extinguishing Agents2,200 ‐$ 0.00%3,439 3,216 2,500 2,500 606‐000‐5‐427‐01 Travel & Lodging2,500 ‐$ 0.00%50DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %4,085 3,540 2,550 2,550 606‐000‐5‐427‐02 Registration & Training2,550 ‐$ 0.00%2,264 2,498 3,300 3,300 606‐000‐5‐428‐01 Telephone3,300 ‐$ 0.00%10,822 11,394 15,000 15,000 606‐000‐5‐428‐02 Electric & Water14,000 (1,000)$ ‐6.67%2,660 2,538 5,000 5,000 606‐000‐5‐428‐03 Heat5,000 ‐$ 0.00%‐ 1,507 205 205 606‐000‐5‐429‐00 Miscellaneous205 ‐$ 0.00%300 575 675 675 606‐000‐5‐429‐01 Membership & Dues675 ‐$ 0.00%‐ 67,473 ‐ ‐ 606‐000‐5‐429‐18 Bad Debt Expense‐ ‐$ N/A‐ 6,167 ‐ ‐ 606‐000‐5‐898‐00 Asset Disposed Gain/Loss‐ ‐$ 0.00%86,759 139,773 104,462 104,462 Total Other Expenses95,083 (9,379)$ ‐8.98%‐ ‐ 10,000 10,000 606‐000‐5‐930‐00 Machinery & Auto Equipment27,200 17,200$ 172.00%20,248 714,764 443,809 443,809 606‐000‐5‐940‐00 Other Capital235,000 (208,809)$ ‐47.05%‐ ‐ 1,900 1,900 606‐000‐5‐950‐01 Capital less than $5,000‐ (1,900)$ 0.00%68,843 (714,699) 46,218 46,218 606‐000‐5‐970‐00 Runway Improvements151,000 104,782$ 226.71%89,091 65 501,927 501,927 Total Capital Expenses413,200 (88,727)$ ‐17.68%‐ 815,960 ‐ ‐ 606‐000‐7‐899‐20 Transfer to Public Improvement‐ ‐$ 0.00%‐ ‐ ‐ ‐ 606‐000‐7‐899‐24 Transfer to Public Art Fund‐ ‐$ 0.00%‐ 815,960 ‐ ‐ Total Transfers Out‐ ‐$ 0.00%314,624 1,082,455 778,918 778,918 Total Expenses677,740 (101,178)$ ‐12.99%51DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %EDGEBROOK GOLF COURSE155,429 157,932 195,840 195,840 607‐000‐4‐346‐04 Golf Fees166,000 (29,840)$ ‐15.24%136,973 152,639 117,300 117,300 607‐000‐4‐346‐05 Packages170,000 52,700$ 44.93%56,293 43,275 71,400 71,400 607‐000‐4‐346‐06 Cart Rentals60,000 (11,400)$ ‐15.97%12,440 11,735 ‐ 11,000 607‐000‐4‐346‐29 Golf Lessons11,000 ‐$ 0.00%17,644 19,113 17,000 17,000 607‐000‐4‐346‐45 CIP fee19,000 2,000$ 11.76%1,287 ‐ 2,000 2,000 607‐000‐4‐347‐00 15% Food and Beverage Sales1,200 (800)$ ‐40.00%‐ 1,203 ‐ ‐ 607‐000‐4‐441‐08 Reimbursed Expense‐ ‐$ 0.00%34 ‐ ‐ ‐ 607‐000‐4‐661‐00 Interest Income‐ ‐$ 0.00%‐ 58 ‐ ‐ 607‐000‐4‐661‐01 Money Market Interest Income‐ ‐$ 0.00%4,601 327 ‐ ‐ 607‐000‐4‐664‐00 Sale of Fixed Assets‐ ‐$ 0.00%12,902 13,289 13,288 13,288 607‐000‐4‐861‐09 Cell Tower Rental13,288 ‐$ 0.00%397,603 399,571 416,828 427,828 Total Revenues440,488 12,660$ 2.96%75,000 100,000 100,000 100,000 607‐000‐6‐700‐01 Transfer in Liquor Fund225,650 125,650$ 125.65%‐ 56,829 ‐ ‐ 607‐000‐6‐700‐06 Transfer in ‐ ‐$ 0.00%30,645 ‐ 197,510 197,510 607‐000‐6‐700‐09 Transfer in 75% Public Improve63,600 (133,910)$ ‐67.80%105,645 156,829 297,510 297,510 Total Transfers In289,250 (8,260)$ ‐2.78%503,248 556,399 714,338 725,338 Total Revenues & Transfers In729,738 4,400$ 0.61%142,052 145,318 144,721 144,721 607‐000‐5‐101‐00 Regular Pay145,301 580$ 0.40%45,774 51,039 66,409 66,409 607‐000‐5‐101‐01 Temporary Pay66,409 ‐$ 0.00%2,099 1,282 2,200 2,200 607‐000‐5‐101‐04 Overtime Pay2,200 ‐$ 0.00%300 300 300 300 607‐000‐5‐101‐06 Car Allowance300 ‐$ 0.00%260 200 200 200 607‐000‐5‐101‐07 Clothing/Boot Allowance300 100$ 50.00%‐ 8 ‐ ‐ 607‐000‐5‐101‐10 Wellness Benefit‐ ‐$ 0.00%14,054 13,515 16,438 16,438 607‐000‐5‐120‐00 FICA16,696 258$ 1.57%8,607 8,058 8,908 8,908 607‐000‐5‐121‐09 Retirement9,110 202$ 2.27%9,151 (21,326) ‐ ‐ 607‐000‐5‐121‐10 Pension Expense‐ ‐$ 0.00%26,649 24,369 27,029 27,029 607‐000‐5‐123‐00 Group Insurance25,013 (2,016)$ ‐7.46%4,380 4,697 8,076 8,076 607‐000‐5‐130‐00 Workmans Compensation8,850 774$ 9.58%(183) (901) ‐ ‐ 607‐000‐5‐137‐00 OPEB Expense‐ ‐$ 0.00%253,143 226,561 274,281 274,281 Total Personnel Services274,179 (102)$ ‐0.04%52DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %EDGEBROOK GOLF COURSE continued4,459 2,457 4,087 4,087 607‐000‐5‐421‐00 Insurance2,567 (1,520)$ ‐37.19%800 850 1,000 1,000 607‐000‐5‐422‐02 Contracted Auditing Services1,000 ‐$ 0.00%84,022 93,893 76,750 76,750 607‐000‐5‐422‐04 Contracting Services/Pro91,500 14,750$ 19.22%73 48 103 103 607‐000‐5‐422‐15 Drug & Alcohol Testing103 ‐$ 0.00%4,524 5,388 3,880 3,880 607‐000‐5‐423‐05 Advertising & Promotional Fees3,880 ‐$ 0.00%28,770 33,085 33,800 33,800 607‐000‐5‐424‐01 Equipment Rental33,800 ‐$ 0.00%201 50 750 750 607‐000‐5‐425‐02 Maintenance Vehicles400 (350)$ ‐46.67%10,031 9,736 9,000 9,000 607‐000‐5‐425‐04 Maintenance Equipment10,000 1,000$ 11.11%2,043 2,734 3,000 3,000 607‐000‐5‐425‐05 Maintenance Buildings3,000 ‐$ 0.00%902 1,742 3,000 3,000 607‐000‐5‐425‐08 Maintenance Turf3,000 ‐$ 0.00%3,481 7,769 3,500 3,500 607‐000‐5‐425‐09 Maintenance Irrigation System6,000 2,500$ 71.43%588 610 700 700 607‐000‐5‐426‐01 Office Supplies700 ‐$ 0.00%6,100 6,206 10,500 10,500 607‐000‐5‐426‐03 General Supplies6,500 (4,000)$ ‐38.10%417 1,423 1,500 1,500 607‐000‐5‐426‐04 Cleaning Supplies1,500 ‐$ 0.00%6,127 5,471 8,000 8,000 607‐000‐5‐426‐10 Gasoline7,000 (1,000)$ ‐12.50%825 810 800 800 607‐000‐5‐426‐11 Oil & Grease Supplies800 ‐$ 0.00%‐ 88 250 250 607‐000‐5‐426‐12 Tires250 ‐$ 0.00%4,572 5,487 6,000 6,000 607‐000‐5‐426‐13 Diesel Fuel6,000 ‐$ 0.00%9,382 6,494 10,000 10,000 607‐000‐5‐426‐14 Fertilizer Supplies10,000 ‐$ 0.00%19,315 15,091 16,250 16,250 607‐000‐5‐426‐15 Chemicals17,500 1,250$ 7.69%608 491 600 600 607‐000‐5‐426‐17 Uniforms600 ‐$ 0.00%1,436 3,723 4,000 4,000 607‐000‐5‐426‐23 Sand4,000 ‐$ 0.00%208 192 500 500 607‐000‐5‐427‐01 Travel & Lodging750 250$ 50.00%693 240 500 500 607‐000‐5‐427‐02 Registration & Training1,000 500$ 100.00%5,844 5,630 7,375 7,375 607‐000‐5‐428‐01 Telephone6,000 (1,375)$ ‐18.64%22,535 21,353 20,000 20,000 607‐000‐5‐428‐02 Electric & Water20,000 ‐$ 0.00%2,053 2,080 3,000 3,000 607‐000‐5‐428‐03 Heat2,500 (500)$ ‐16.67%‐ ‐ 150 150 607‐000‐5‐428‐05 Hauling Service150 ‐$ 0.00%395 40 300 300 607‐000‐5‐429‐01 Membership & Dues300 ‐$ 0.00%353 62 250 250 607‐000‐5‐429‐08 Postage250 ‐$ 0.00%‐ ‐ ‐ ‐ 607‐000‐5‐429‐18 Bad Debt Expense‐ ‐$ 0.00%6,175 6,958 4,500 4,500 607‐000‐5‐469‐00 Banking & Credit Card Fees6,500 2,000$ 44.44%‐ ‐ 18,000 18,000 607‐000‐5‐470‐00 Principal on Advance (CIP fee)19,000 1,000$ 5.56%‐ ‐ ‐ ‐ 607‐000‐5‐470‐09 Interest on Advance‐ ‐$ 0.00%38,253 ‐ ‐ ‐ 607‐000‐5‐898‐00 Asset Disposed Gain/Loss‐ ‐$ 0.00%265,185 240,200 252,045 252,045 Total Other Expenses266,550 14,505$ 5.75%10,390 ‐ ‐ ‐ 607‐000‐5‐911‐00 Buildings & Structures‐ ‐$ 0.00%‐ 5,829 141,000 141,000 607‐000‐5‐930‐00 Machinery & Auto Equipment115,500 (25,500)$ ‐18.09%‐ 2,052 55,100 55,100 607‐000‐5‐940‐00 Other Capital73,500 18,400$ 33.39%‐ ‐ ‐ ‐ 607‐000‐5‐990‐00 Infrastructure‐ ‐$ 0.00%10,390 7,881 196,100 196,100 Total Capital Expenses189,000 (7,100)$ ‐3.62%‐ ‐ 607‐000‐7‐899‐20 Transfer Public Improvement‐ ‐$ 0.00%‐ ‐ ‐ ‐ 607‐000‐7‐899‐24 Transfer to Public Art Fund‐ ‐$ 0.00%‐ ‐ ‐ ‐ Total Transfers Out‐ ‐$ 0.00%528,718 474,642 722,426 722,426 Total Expenses729,729 7,303$ 1.01%53DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %SOLID WASTE COLLECTIONS1,446 2,963 2,000 2,000 612‐000‐4‐661‐01 Money Market Interest Income2,000 ‐$ 0.00%1,115,315 1,129,263 1,126,800 1,126,800 612‐000‐4‐848‐01 Utility Billing1,196,624 69,824$ 6.20%57,163 59,798 51,000 51,000 612‐000‐4‐848‐04 Yard Waste Bags55,100 4,100$ 8.04%1,173,924 1,192,023 1,179,800 1,179,800 Total Revenue1,253,724 73,924$ 6.27%300,021 307,977 328,531 328,531 612‐000‐5‐101‐00 Regular Pay330,920 2,389$ 0.73%4,410 1,363 10,000 10,000 612‐000‐5‐101‐01 Temporary Pay10,000 ‐$ 0.00%16,720 5,731 13,000 13,000 612‐000‐5‐101‐04 Overtime Pay10,000 (3,000)$ ‐23.08%3,000 3,000 3,000 3,000 612‐000‐5‐101‐07 Clothing Allowance3,000 ‐$ 0.00%22,339 21,826 24,610 24,610 612‐000‐5‐120‐00 FICA25,038 428$ 1.74%19,240 19,051 18,702 18,702 612‐000‐5‐121‐09 Retirement19,038 336$ 1.80%19,276 (45,385) ‐ ‐ 612‐000‐5‐121‐10 Pension Expense‐ ‐$ 0.00%57,699 62,307 64,444 64,444 612‐000‐5‐123‐00 Group Insurance64,463 19$ 0.03%13,534 14,454 24,851 24,851 612‐000‐5‐130‐00 Workmans Compensation25,189 338$ 1.36%(366) (1,801) ‐ ‐ 612‐000‐5‐137‐00 OPEB Expense‐ ‐$ 0.00%455,873 388,522 487,138 487,138 Total Personnel Services487,648 510$ 0.10%14,044 7,918 10,552 10,552 612‐000‐5‐421‐00 Insurance9,863 (689)$ ‐6.53%‐ 1,875 3,000 3,000 612‐000‐5‐422‐02 Contracted Auditing Services2,500 (500)$ ‐16.67%‐ ‐ 300 300 612‐000‐5‐422‐06 Medical Services300 ‐$ 0.00%34,200 31,350 48,125 48,125 612‐000‐5‐422‐07 Contracting Services48,125 ‐$ 0.00%21,818 22,837 22,821 22,821 612‐000‐5‐422‐08 Computer Services24,009 1,188$ 5.21%‐ 48 250 250 612‐000‐5‐422‐15 Drug & Alcohol Testing250 ‐$ 0.00%19 46 500 500 612‐000‐5‐423‐01 Publication/Recording Fees250 (250)$ ‐50.00%19,590 13,361 16,200 16,200 612‐000‐5‐423‐05 Advertising & Promotional Fees15,960 (240)$ ‐1.48%23,385 32,069 22,000 22,000 612‐000‐5‐425‐03 Maintenance Trucks24,600 2,600$ 11.82%26,294 33,812 25,000 25,000 612‐000‐5‐425‐04 Maintenance Equipment27,000 2,000$ 8.00%593 74 1,500 1,500 612‐000‐5‐425‐05 Maintenance Buildings1,500 ‐$ 0.00%1,551 ‐ 2,000 2,000 612‐000‐5‐425‐06 Maintenance Radio2,000 ‐$ 0.00%1,516 1,344 1,200 1,200 612‐000‐5‐426‐01 Office Supplies1,800 600$ 50.00%4,128 7,388 3,200 3,200 612‐000‐5‐426‐03 General Supplies3,200 ‐$ 0.00%27,799 17,852 26,950 26,950 612‐000‐5‐426‐08 Supplies/Dumpsters & Carts27,050 100$ 0.37%2,413 4,660 2,400 2,400 612‐000‐5‐426‐10 Gasoline2,400 ‐$ 0.00%2,300 720 3,000 3,000 612‐000‐5‐426‐11 Oil & Grease Supplies3,000 ‐$ 0.00%3,225 10,203 8,000 8,000 612‐000‐5‐426‐12 Tires10,000 2,000$ 25.00%40,158 33,962 51,000 51,000 612‐000‐5‐426‐13 Diesel Fuel49,000 (2,000)$ ‐3.92%568 790 1,500 1,500 612‐000‐5‐426‐17 Uniforms1,500 ‐$ 0.00%‐ ‐ 500 500 612‐000‐5‐427‐01 Travel & Lodging500 ‐$ 0.00%‐ ‐ 500 500 612‐000‐5‐427‐02 Registration & Training500 ‐$ 0.00%2,659 3,284 3,180 3,180 612‐000‐5‐428‐01 Telephone3,360 180$ 5.66%3,437 3,702 3,840 3,840 612‐000‐5‐428‐02 Electric & Water3,840 ‐$ 0.00%3,325 3,150 9,900 9,900 612‐000‐5‐428‐03 Heat7,500 (2,400)$ ‐24.24%241,605 241,300 242,000 242,000 612‐000‐5‐428‐05 Hauling Service244,200 2,200$ 0.91%‐ ‐ 50 50 612‐000‐5‐429‐04 License Fees50 ‐$ 0.00%858 1,914 4,500 4,500 612‐000‐5‐429‐31 Paint Exchange3,500 (1,000)$ ‐22.22%24,445 29,889 29,700 29,700 612‐000‐5‐429‐35 Yardwaste Program33,000 3,300$ 11.11%54DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %499,930 503,547 543,668 543,668 Total Other Expenses550,757 7,089$ 1.30%‐ ‐ 210,000 210,000 612‐000‐5‐930‐00 Machinery & Auto Equipment300,000 90,000$ 42.86%‐ ‐ 210,000 210,000 Total Capital Expenses300,000 90,000$ 42.86%‐ ‐ ‐ ‐ 612‐000‐7‐899‐00 Transfer out General Fund‐ ‐$ 0.00%‐ ‐ 2,100 2,100 612‐000‐7‐899‐24 Transfer to Public Art Fund3,000 900$ 42.86%‐ ‐ 2,100 2,100 Total Transfers Out3,000 900$ 0.00%955,803 892,070 1,242,906 1,242,906 Total Expenses1,341,405 98,499$ 7.92%55DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %LANDFILL 5,837 23,676 15,000 15,000 625‐000‐4‐661‐00 Interest Income15,000 ‐$ 0.00%6,540 10,800 5,000 5,000 625‐000‐4‐661‐01 Money Market Interest Income5,000 ‐$ 0.00%2,503,677 2,492,857 2,326,100 2,326,100 625‐000‐4‐848‐03 Landfill Tickets2,435,000 108,900$ 4.68%25,470 25,470 25,470 25,470 625‐000‐4‐848‐12 Rentals25,470 ‐$ 0.00%68,363 11,755 9,800 9,800 625‐000‐4‐848‐22 Recycled Materials9,800 ‐$ 0.00%1,074 2,092 ‐ ‐ 625‐000‐4‐861‐09 Miscellaneous‐ ‐$ 0.00%2,610,961 2,566,651 2,381,370 2,381,370 Total Revenue2,490,270 108,900$ 4.57%342,144 346,644 367,098 367,098 625‐000‐5‐101‐00 Regular Pay370,406 3,308$ 0.90%‐ ‐ ‐ ‐ 625‐000‐5‐101‐01 Temporary Pay10,000 10,000$ N/A13,806 14,351 10,000 10,000 625‐000‐5‐101‐04 Overtime Pay13,000 3,000$ 30.00%2,000 2,000 2,000 2,000 625‐000‐5‐101‐07 Clothing Allowance2,000 ‐$ 0.00%206 300 ‐ ‐ 625‐000‐5‐101‐10 Wellness Benefit‐ ‐$ 0.00%24,936 25,859 28,923 28,923 625‐000‐5‐120‐00 FICA30,763 1,840$ 6.36%21,225 21,804 22,685 22,685 625‐000‐5‐121‐09 Retirement23,528 843$ 3.72%21,566 (57,552) ‐ ‐ 625‐000‐5‐121‐10 Pension Expense‐ ‐$ 0.00%48,822 53,366 57,001 57,001 625‐000‐5‐123‐00 Group Insurance57,001 ‐$ 0.00%8,890 9,413 16,183 16,183 625‐000‐5‐130‐00 Workmans Compensation16,789 606$ 3.74%(427) (2,101) ‐ ‐ 625‐000‐5‐137‐00 OPEB Expense‐ ‐$ 0.00%483,168 414,084 503,890 503,890 Total Personnel Services523,487 19,597$ 3.89%‐ ‐ 27,832 27,832 625‐000‐5‐220‐01 Restricted Closure27,832 ‐$ 0.00%‐ ‐ 18,396 18,396 625‐000‐5‐220‐02 Restricted Post Closure18,396 ‐$ 0.00%‐ (100,000) ‐ ‐ 625‐000‐5‐220‐05 Restricted Future SW Facility‐ ‐$ 0.00%6,749 6,115 7,215 7,215 625‐000‐5‐421‐00 Insurance6,035 (1,180)$ ‐16.35%‐ 27 300 300 625‐000‐5‐422‐01 Legal Services300 ‐$ 0.00%3,500 1,875 3,000 3,000 625‐000‐5‐422‐02 Contracted Auditing Services3,000 ‐$ 0.00%5,985 2,226 40,000 40,000 625‐000‐5‐422‐03 Consulting & Engineering40,000 ‐$ 0.00%‐ ‐ 200 200 625‐000‐5‐422‐06 Medical Services200 ‐$ 0.00%82,584 9,725 25,000 25,000 625‐000‐5‐422‐07 Contracting Services25,000 ‐$ 0.00%2,623 2,667 2,980 2,980 625‐000‐5‐422‐08 Computer Services3,180 200$ 6.71%18,887 18,459 24,120 24,120 625‐000‐5‐422‐09 Testing Services24,013 (107)$ ‐0.44%146 25 200 200 625‐000‐5‐422‐15 Drug & Alcohol Testing200 ‐$ 0.00%‐ ‐ 200 200 625‐000‐5‐423‐01 Publication/Recording Fees200 ‐$ 0.00%10,106 10,620 8,300 8,300 625‐000‐5‐423‐05 Advertising/Promotion Fees8,300 ‐$ 0.00%‐ ‐ 1,000 1,000 625‐000‐5‐424‐01 Equipment Rentals1,000 ‐$ 0.00%11,140 4,796 4,000 4,000 625‐000‐5‐425‐03 Maintenance Trucks2,000 (2,000)$ ‐50.00%69,952 83,746 54,500 54,500 625‐000‐5‐425‐04 Maintenance Equipment58,500 4,000$ 7.34%18,590 4,709 2,500 2,500 625‐000‐5‐425‐05 Maintenance Buildings3,000 500$ 20.00%11,828 4,378 6,000 6,000 625‐000‐5‐425‐09 Maintenance Grounds6,000 ‐$ 0.00%4,088 5,077 6,000 6,000 625‐000‐5‐426‐01 Office Supplies6,000 ‐$ 0.00%4,558 4,600 8,000 8,000 625‐000‐5‐426‐03 General Supplies8,000 ‐$ 0.00%4,324 4,666 5,160 5,160 625‐000‐5‐426‐04 Janitorial Supplies5,160 ‐$ 0.00%96 ‐ 150 150 625‐000‐5‐426‐05 Photographic Supplies150 ‐$ 0.00%194 200 250 250 625‐000‐5‐426‐09 Subscriptions/Books250 ‐$ 0.00%2,700 4,982 6,000 6,000 625‐000‐5‐426‐10 Gasoline6,000 ‐$ 0.00%56DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %3,490 7,409 5,000 5,000 625‐000‐5‐426‐11 Oil & Grease Supplies5,000 ‐$ 0.00%2,233 741 5,000 5,000 625‐000‐5‐426‐12 Tires5,000 ‐$ 0.00%47,590 77,043 75,000 75,000 625‐000‐5‐426‐13 Diesel Fuel74,300 (700)$ ‐0.93%218 120 1,500 1,500 625‐000‐5‐426‐17 Uniforms1,500 ‐$ 0.00%3,294 7,305 8,750 8,750 625‐000‐5‐426‐18 Gravel10,000 1,250$ 14.29%4,054 4,066 12,000 12,000 625‐000‐5‐426‐27 Alternate Cover8,800 (3,200)$ ‐26.67%2,466 452 5,000 5,000 625‐000‐5‐427‐01 Travel & Lodging5,000 ‐$ 0.00%1,795 710 2,000 2,000 625‐000‐5‐427‐02 Registration & Training2,000 ‐$ 0.00%568 556 2,676 2,676 625‐000‐5‐428‐01 Telephone2,400 (276)$ ‐10.31%3,174 3,087 4,200 4,200 625‐000‐5‐428‐02 Electric & Water4,200 ‐$ 0.00%3,000 3,465 10,500 10,500 625‐000‐5‐428‐03 Heat10,500 ‐$ 0.00%5,645 6,455 7,500 7,500 625‐000‐5‐428‐05 Hauling Service7,500 ‐$ 0.00%1,512 1,062 2,000 2,000 625‐000‐5‐429‐01 Membership & Dues2,000 ‐$ 0.00%57DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %LANDFILL continued1,813 1,861 1,920 1,920 625‐000‐5‐429‐05 Rodent Control1,920 ‐$ 0.00%1,541 1,614 2,000 2,000 625‐000‐5‐429‐07 Miscellaneous Services2,000 ‐$ 0.00%‐ ‐ ‐ ‐ 625‐000‐5‐429‐09 Miscellaneous‐ ‐$ 0.00%51,780 51,509 50,000 50,000 625‐000‐5‐429‐11 State Fees50,000 ‐$ 0.00%2,450 850 2,800 2,800 625‐000‐5‐429‐16 Solid Waste Committee2,800 ‐$ 0.00%19 44 ‐ ‐ 625‐000‐5‐429‐18 Bad Debt Expense‐ ‐$ 0.00%‐ ‐ 500 500 625‐000‐5‐429‐38 Compost Program Supplies500 ‐$ 0.00%21,330 46,826 ‐ ‐ 625‐000‐5‐432‐00 Post Closure‐ ‐$ 0.00%‐ 500 500 500 625‐000‐5‐897‐00 Interest Expense500 ‐$ 0.00%416,022 284,568 450,149 450,149 Total Other Expenses448,636 (1,513)$ ‐0.34%‐ ‐ ‐ ‐ 625‐000‐5‐910‐00 Land‐ ‐$ 0.00%‐ 100,408 200,000 200,000 625‐000‐5‐911‐00 Buildings & Structures250,000 50,000$ 25.00%‐ ‐ 400,000 400,000 625‐000‐5‐930‐00 Machinery & Auto Equipment‐ (400,000)$ ‐100.00%8,007 7,499 10,000 10,000 625‐000‐5‐950‐01 Capital less than $5,00015,000 5,000$ 50.00%8,007 107,907 610,000 610,000 Total Capital Expenses265,000 (345,000)$ ‐56.56%575,000 600,000 625,000 625,000 625‐000‐7‐899‐00 Transfer out General Fund680,000 55,000$ 8.80%‐ 4,665 4,100 4,100 625‐000‐7‐899‐24 Transfer to Public Art Fund650 (3,450)$ ‐84.15%575,000 604,665 629,100 629,100 Total Transfers Out680,650 51,550$ 8.19%1,482,197 1,411,224 2,193,139 2,193,139 Total Expenses1,917,773 (275,366)$ ‐12.56%58DRAFT
20162017201820182019Change ChangeActual Actual Adopted Estimated Account NumberDescriptionProposed+ /(‐) %RESEARCH & TECHNOLOGY CENTER‐ 11 ‐ ‐ 630‐000‐4‐661‐00 Interest Income‐ ‐$ 0.00%387 532 ‐ ‐ 630‐000‐4‐661‐01 Money Market Interest Income‐ ‐$ 0.00%151,642 133,962 135,745 135,745 630‐000‐4‐848‐12 Rentals133,536 (2,209)$ ‐1.63%37,606 34,350 25,000 25,000 630‐000‐4‐861‐09 Miscellaneous25,000 ‐$ 0.00%189,635 168,855 160,745 160,745 Total Revenue158,536 (2,209)$ ‐1.37%‐ 996 2,470 2,470 630‐000‐5‐101‐01 Temporary Pay2,470 ‐$ 0.00%‐ 76 189 189 630‐000‐5‐120‐00 FICA189 ‐$ 0.00%‐ ‐ 133 133 630‐000‐5‐130‐00 Workman's Compensation147 14$ 10.53%2,671 2,946 3,536 3,536 630‐000‐5‐421‐00 Insurance3,273 (263)$ ‐7.44%10,730 5,566 7,700 7,700 630‐000‐5‐422‐07 Contracting Services8,700 1,000$ 12.99%3,521 15,116 6,000 6,000 630‐000‐5‐425‐04 Maintenance Equipment7,000 1,000$ 16.67%4,058 3,730 4,000 4,000 630‐000‐5‐425‐05 Maintenance Buildings4,000 ‐$ 0.00%109 ‐ 200 200 630‐000‐5‐426‐03 General Supplies200 ‐$ 0.00%848 2,512 1,100 1,100 630‐000‐5‐426‐04 Cleaning Supplies1,000 (100)$ ‐9.09%774 704 750 750 630‐000‐5‐428‐01 Telephone700 (50)$ ‐6.67%39,702 41,241 35,000 35,000 630‐000‐5‐428‐02 Electric & Water35,000 ‐$ 0.00%4,484 5,830 11,000 11,000 630‐000‐5‐428‐03 Heat11,000 ‐$ 0.00%2,308 2,036 2,500 2,500 630‐000‐5‐428‐05 Hauling Service2,800 300$ 12.00%7,140 799 ‐ ‐ 630‐000‐5‐429‐03 Cleaning Services‐ ‐$ 0.00%76,345 81,552 74,578 74,578 Total Other Expenses76,479 1,901$ 2.55%‐ ‐ ‐ ‐ 630‐000‐5‐911‐00 Buildings & Structures‐ ‐$ 0.00%‐ ‐ ‐ ‐ 630‐000‐5‐940‐00 Other Capital‐ ‐$ 0.00%‐ ‐ ‐ ‐ Total Capital Expenses‐ ‐$ 0.00%105,000 120,000 120,000 120,000 630‐000‐7‐899‐00 Transfer out General Fund120,000 ‐$ 0.00%‐ ‐ ‐ ‐ 630‐000‐7‐899‐24 Transfer to Public Art Fund‐ ‐$ 0.00%105,000 120,000 120,000 120,000 Total Transfers Out120,000 ‐$ 0.00%181,345 201,552 194,578 194,578 Total Expenses196,479 1,901$ 0.98%59DRAFT
3%Estimated Tax Growth FactorDescription 2018 Budget 2018 Estimate 2019 2020 20212022 2023 2024 2025 2026 2027 2028ESTIMATED BEGINNING CASH BALANCE539,430 539,430 796,463 22,325 (18,806) (58,599) (667,287) (2,072,754) (325,147) 2,297,167 2,314,476 5,879,724 Reserve cash per G&E - emergency500,000 550,000 600,000 650,000 650,000 650,000 650,000 700,000 1,000,000 1,000,000 1,000,000 1,000,000 Restricted RR CASH- - - - - - - - - - - - Restricted STP CASH1,551,557 1,551,557 2,180,673 - - 750,000 - - - - - - Total Cash2,640,987 3,577,136 672,325 631,194 1,341,401 (17,287) (1,372,754) 674,853 3,297,167 3,314,476 REVENUESSales & Use Tax5,012,456 5,012,456 5,162,830 5,317,714 5,477,246 5,641,563 5,810,810 5,985,134 6,164,688 6,349,629 6,540,118 6,736,322 Interest Income10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 Money Market Interest5,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 Reimbursed Expense Carnegie 2/3Loan Proceeds- - - - - - - - - - - - TIF Revenue-528,709 528,709 400,000 600,000 700,000 700,000 700,000 700,000 700,000 700,000 700,000 700,000 TAP Revenue90,000 90,000 STP funds713,000 729,116 729,116 729,116 750,000 750,000 750,000 775,000 775,000 775,000 775,000 775,000 County share of parking lot145,600 Transfer in Airport Grant reimb (2014 bond draw) see tab- - - - - - - - - - - - Transfer in Spec Assessment - S. Main Proj (See tab)**63,874 40,300 - - - - - - - - - - TOTAL REVENUES6,423,039 6,430,581 6,467,546 6,676,830 6,957,246 7,121,563 7,290,810 7,490,134 7,669,688 7,854,629 8,045,118 8,241,322 EXPENDITURESEconomic Development Grant150,000 150,000 Job Creation Incentive100,000 100,000 Economic Development Grants Expense250,000 250,000 - - - - - - - - - - Bond Principal Payments1,921,244 1,921,244 1,975,610 2,029,705 2,090,719 871,517 522,823 539,098 557,009 574,940 593,449 612,200 Bond Interest Payments471,798 471,798 420,557 364,799 303,689 239,892 212,088 195,813 177,902 159,971 141,462 122,711 Debt Service Costs1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 Debt Service Expense Total2,394,242 2,394,242 2,397,367 2,395,704 2,395,608 1,112,609 736,111 736,111 736,111 736,111 736,111 736,111 SDSU Research Park150,000 150,000 150,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 Boys & Girls Club-Teen Center100,000 100,000 100,000 - - PAC II expansion, annual appropriation100,000 100,000 100,000 100,000 100,000 916,666 916,666 916,666 916,666 916,666 916,670 BHS expansion/addition, annual appropriation50,000 50,000 50,000 25,000 100,000 100,000 100,000 100,000 100,000 75,000 BATA 15,000 15,000 15,000 Subsidy Expenditure Total415,000 415,000 415,000 200,000 175,000 1,091,666 1,091,666 1,091,666 1,091,666 1,091,666 1,066,670 75,000 Capital Expenditure Detail*2017 carryover railroad crossing project2,687 *2017 carryover signal porject- 7,820 - - - - - - - - - - *2017 carryover 22nd ave corridor study63,901 *2018 amended for crossin arms add'l funds needed7,000 CRC acquisition100,000 100,000 100,000 100,000 100,000 - - - - - - - Citico land purchase 201,000 201,000 Parks- Facility repair, renovations, upgrades, (see tab)280,000 265,000 185,000 225,000 115,000 - 100,000 - 100,000 - 100,000 Existing trail system overlay maintenance/repair (park item)75,000 75,000 75,000 75,000 75,000 75,000 75,000 80,000 - 80,000 - - Bob Sheldon/Dwiggins-Medary complex improvements- - - - - - - - - - - - Bike Master Plan ‐ Wayfinding Signs #30130,000 Bike Improvement with chip seal ( eng item)110,000 110,000 74,000 172,000 29,000 33,750 - - - - - - ADA Ramps and curbs (212/213)145,000 145,000 255,000 80,000 170,000 180,000 80,000 Streets - Digouts and Overlays(see tab for detail)701,500 701,500 1,877,000 900,442 982,500 2,252,437 975,000 984,750 994,598 1,004,543 1,014,589 1,024,735 Street projects - STP funds & in 2019 213 funds1,600,000 100,000 2,936,000 729,116 100,000 2,187,000 - - - - - - Infrastructure-Western Avenue S 20th to 26th- - - 1,000,000 - - - - - - - Railroad crossing signal/match only - - - 20,000 20,000 - - - - - - - Lib ADA, Swift Lot22,700 22,700 Parking Lot CItico- design and constr(City)134,400 Parking Lot Citico- design and constr(County)145,600 Swiftel Center Road: mill and overlay80,000 Swiftel Center South parking lot overlay160,000 Swiftel Center North parking lot overlay200,000 Land (Future Swiftel Center parking east of 34th Ave)- - - - - - - 500,000 - - - General park facility and trail extensions/expansions- - - - 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 - - Infrastructure-20th St. S, 22nd Ave. to Interstate- - - - - - - - - 800,000 20th Street/I-29 overpass/interchange- - - - - - 3,600,000 - - - - - Upgrade street lights from main to Medary- - - - 377,000 - - - - - - - Bikeways (Bike Master Plan Implementation)- - - - - - 500,000 600,000 700,000 800,000 1,000,000 - 75% of Second Penny Sales & Use Tax Cash Projections
Transfers OutAirport-Facility (see tab)114,500 114,500 169,950 190,000 49,350 68,000 88,500 50,000 25,000 25,000 62,500 - Edgebrook-Golf Course Capital Improvements (see tab)197,510 197,510 63,600 70,700 58,580 79,790 - - - - - - Swiftel Center-Capital Improvements300,000 300,000 300,000 400,000 400,000 400,000 400,000 400,000 400,000 2,300,000 500,000 - Planned Capital Expenditure Total3,847,210 2,413,618 6,525,550 4,122,258 3,676,430 6,275,977 6,818,500 3,614,750 3,219,598 6,009,543 2,677,089 1,024,735 Transfer to Public Art Fund21,505 21,572 34,440 34,440 TOTAL EXPENDITURES6,927,957 5,494,432 9,372,357 6,717,962 6,247,038 8,480,252 8,646,277 5,442,527 5,047,375 7,837,320 4,479,870 1,835,846 ESTIMATED ENDING CASH BAL(504,918) 3,577,136 672,325 631,194 1,341,401 (17,287) (1,372,754) 674,853 3,297,167 3,314,476 6,879,724 6,405,476 Restricted per G&E for future economic development (600,000) (600,000) (650,000) (650,000) (650,000) (650,000) (700,000) (1,000,000) (1,000,000) (1,000,000) (1,000,000) (1,000,000) Restricted per STP agreement (671,085) (2,180,673) (750,000) - - - - - - - - - - - - Estimated Beginning Cash 928,066 796,463 22,325 (18,806) (58,599) (667,287) (2,072,754) (325,147) 2,297,167 2,314,476 5,879,724 5,405,476
2019 Budget
5 year Capital Improvement Plan **Note: MP= Bicycle Master Plan Project ID Number
Street Improvements, Maintenance & Overlays
5/25/2018 STREET
LENGTH WIDTH WORK COST
STREET FROM ..... TO ..... (FEET) (FEET) REQUIRED
2019
Elm Avenue 5th Street South to 8th Street South 1200 35 Mill and 2" asphalt overlay $70,000.00
7th Street South Elm Avenue to Heritage Avenue 300 35 Mill and 2" asphalt overlay $30,000.00
8th Street Medary Avenue to 20th Avenue 4300 26 Mill, 2" asphalt overlay $250,000.00
12th Street South Medary Avenue to 22nd Avenue 5280 30 Mill, 2" asphalt overlay, turn lane & loops @ 17th Ave S $350,000.00
8th Street South Medary Avenue to 22nd Avenue 5280 44 Mill, 2" asphalt overlay,5' striped bike lane (MP#18 $500,000.00
Total $1,200,000.00
Urban STP Project:
22nd Avenue Minnesota Drive to Eastbrook Drive 2600 48 Widen, Mill and 2" asphalt overlay with striping $4,600,000.00
With 8' Shared Use Path (MP#24e)($2,936,000 urban/$1,664,000 of 75% Fund)
2020
Cardinal Drive Hunters Ridge Road to Remington 920 26 Mill and 2" asphalt overlay with 300' digout $100,000.00
Remington Drive W. Culdesac to 7th Ave S 720 26 Mill and 2" asphalt overlay with 300' digout $80,000.00
Cardinal Circle Cardinal Drive to cul-de-sac 310 26 Mill and 2" asphalt overlay with 100' digout, fillets $60,000.00
Hunters Ridge Main Avenue to 7th Avenue South 1200 26 Mill and 2" asphalt overlay with fillets $110,000.00
Faculty Drive 6th Street to 7th Street Reclaim, digout, asphalt paving $100,000.00
20th Street South Medary Avenue to 22nd Avenue 5280 36 Mill and 2" asphalt overlay with striping $400,000.00
8th Street South Replace signal at Medary Avenue New signal, ADA ramps, ped buttons, loops, design $550,000.00
8th Street South Main Avenue S to Medary Avenue 2600 44 Mill, 2" asphalt overlay, 5' striped bike lane (MP#18 $450,000.00
3rd Street Medary Avenue to 22nd Avenue 5280 30 Mill and 2" asphalt overlay with striping $400,000.00
(explore parking removal)(MP#11e,11f)
7th Avenue South Remington Drive to Hunters Ridge Drive 2000 36 Mill and 2" asphalt overlay $200,000.00
7th Avenue South 8th Street S to 5th Street S 1300 30 Mill and 2" asphalt overlay with striping $80,000.00
Total $2,530,000.00
Urban STP Project:
None
2021
5th Avenue 4th Street to 6th Street/with drainage Concrete Pavement, remove signals, install bumpouts $500,000.00
17th Avenue South 20th Street South to 24th Street South 1700 36 Mill and 2" asphalt overlay with fillets & ramps $250,000.00
17th Avenue South 20th Street South to 24th Street South Bike Boulevard (MP#21d)$55,000.00
9th Avenue 8th Street to 11th Street 1600 26 Mill and 2" asphalt overlay with ramps $100,000.00
12th Avenue 6th Street to 8th Street 900 26 Mill and 2" asphalt overlay with ramps $85,000.00
8th Avenue 6th Street to 11th Street 2600 26 Mill and 2" asphalt overlay with fillets $225,000.00
7th Avenue 6th Street to 11th Street 2600 30 Mill entire street width, 2" asphalt overlay $375,000.00
8th Avenue 6th Street to 11th Street 2600 26 Mill and 2" asphalt overlay with fillets $225,000.00
Railroad Street 1st Ave S to Western Avenue Concrete Pavement Repairs $150,000.00
Total $1,965,000.00
Urban STP Project:
22nd Avenue Eastbrook Drive to 12th Street South 3000 48 Design $100,000.00
2022
32nd Avenue, N. of 6th Street Widen from 6th St. to Swiftel driveway 800 Widen to the east, curb & asphalt $270,000.00
32nd Avenue, S. of 6th Street Widen from 6th St. to UBC driveway 600 50 Widen one lane to the east, curb & asphalt, overlay $280,000.00
32nd Avenue & Lefevre Dr New Traffic Signal (if warranted)Install new traffic signal $450,000.00
Railroad Street 1st Ave S to Western Avenue 5280 Concrete Pavement Repairs $100,000.00
8th Street Western Avenue to Medary Avenue 4300 26 Mill and 2" asphalt overlay with fillets & ramps $300,000.00
8th Street Western Avenue to Medary Avenue Shared Use Path (MP#4a, 4b)$391,875.00
Total $1,791,875.00
Urban STP Project:
22nd Avenue Eastbrook Drive to 12th Street South 3000 48 Reconstruction $5,500,000.00
With 8' Shared Use Path (MP#24e)($2,187,000 urban/$3,313,000 of 2nd Penny)
2023
17th Avenue South 12th St S to 20th Street South 2300 36 Mill and 2" asphalt overlay with ramps & fillets $300,000.00
17th Avenue South (explore parking removal) (MP#21b)(measure to see if there is room for striped bike lane)
Minnesota Drive 22nd Ave to Sunrise Ridge Rd 1000 30 Mill and 2" asphalt overlay $200,000.00
Railroad Street 1st Ave S to Western Avenue Concrete Pavement Repairs $150,000.00
Medary Avenue 8th Street to North Campus Drive 2600 30 Mill entire street width, 2" asphalt overlay $200,000.00
*new: 3rd Street bumpout 3rd Ave to 5th Ave (2 blocks)800 60 Lighting, overlay, tan sidewalk, bumpouts $1,100,000.00
Total $1,950,000.00
Urban STP Project:
None
2019 Proposed Parks Expense
100,000.00$ ADA Compliant surfacing
60,000.00$ replace playground equip larson Park
25,000.00$ climbing wall (HAC)
185,000.00$
2020 Proposed Parks Expense
125,000.00 ADA Compliant surfacing
100,000.00 replace playground equip Hillcrest
225,000.00
2021 Proposed Parks Expense
75,000.00$ ADA Compliant surfacing
40,000.00$ replace playground equip McClemans
115,000.00$
2022 Proposed Parks Expense
75,000.00$ ADA Compliant surfacing
40,000.00$ replace playground equip Sarah Renee
115,000.00$
2021 Proposed Parks Expense
ADA Compliant surfacing
replace playground equip
‐$
2019 Proposed Airport Expense
140,000.00$ sanitary sewer & parking lot grading at ag spray taxilane area
11,000.00$ remove and construct fence by ag spray area
7,200.00$ replace security camera (possible grant)
11,750.00$ City 5% of reconstruction of apron
169,950.00$
2020 Proposed Airport Expense
80,000.00 paint 12/30 if required by FAA inspection
105,750.00 City 5% of reconstruction of apron
4,250.00 City 5% of wildlife assessment
190,000.00
2021 Proposed Airport Expense
30,000.00$ paint 17/35 if required by FAA
19,350.00$ City 5% pavement maint 12/30 & N end 17/35
49,350.00$
2022 Proposed Airport Expense
50,000.00$ extend taxilane by east hangers
14,500.00$ City 5% pavement s end 175/35 and taxiways
3,500.00$ City 5% design of parallel taxiway to 35 end
68,000.00$
2021 Proposed Airport Expense
50,000.00$ extend business taxilane
38,500.00$ city 5% construct parallel taxiway to 35 end
88,500.00$
2019 Proposed golf Expense
45,000.00$ maint shop driveway and parking area upgrades
18,000.00$ crack seal, chip seal paint parking lot
‐$
‐$
63,000.00$
2020 Proposed golf Expense
45,000.00 maint shop driveway and parking area upgrades
25,000.00 materials pad
‐
70,000.00
2021 Proposed golf Expense
58,000.00$ back nine fairway and tee sprinklers
‐$
58,000.00$
2022 Proposed golf Expense
79,000.00$ addition cart paths
‐$
‐$
79,000.00$
2023 Proposed golf Expense
‐$
‐$
‐$
Estimated2018 2019 2020 2021 2022 2023 20242025 2026 2027 2028Beginning Cash Balance 813,104 730,381 135,584 (535,593) (857,746) (3,109,595) (3,747,893) (3,143,593) (3,297,955) (3,088,199) (2,406,543) Fire truch set aside ‐ 100,000 100,000 ‐ ‐ ‐ ‐ ‐ investmentsTotal Cash & Investments813,104 830,381 235,584 (535,593) (857,746) (3,109,595) (3,747,893) (3,143,593) (3,297,955) (3,088,199) (2,406,543) RevenueSales & Use Tax 1,655,000 1,704,650 1,755,790 1,808,463 1,862,717 1,918,599 1,976,157 2,035,441 2,096,504 2,159,400 2,224,182 Grants ‐ 24,000 Interest Income 6,500 6,400 6,400 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 Transfer in ‐ Fire substation 118,000 ‐ Total Revenue1,779,500 1,735,050 1,762,190 1,813,463 1,867,717 1,923,599 1,981,157 2,040,441 2,101,504 2,164,400 2,229,182 ExpendituresEconomic Incentive Grants Bel 3M 9,000 * 2017 carryover item ‐ signal project11,392 Police CapitalBuildings 3,700 10,000 5,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2019 * 1/2 of the HVAC for PD/FD station Machinery Auto Equip 73,255 192,385 242,775 154,635 211,035 208,255 ‐ ‐ ‐ ‐ ‐ 2019 * Interview Rm record $24,000 ‐ grant2019 *In car Video $12,0002019 * IT equip per Reed's list $24,7002019 * Office furniture $1,5852019 *2 vehicle equipment $14,1002019 * 1 replace tahoe $40,0002019 * 2 replace vehicles $76,000Other Capital 125,980 201,115 2019 * 1 sniper rifle and scope $6,0002019 * 14 Vests 50/50 grant $12,0402019 * 1 Radar $2,8002019 * 34 radios $175,0002019* tazors $5,275 ($3,960/5 yr pymt to 2022 + replace 1 each year for $2,022 Fire CapitalBuildings ‐ 74,000 82,000 195,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2019 * 1/2 of the HVAC for PD/FD station $10,0002019 * Remodel south stat $45,0002019 * Replace 2 garage doors $10,0002019 * replace 22nd stat heat $9,000Machinery Auto Equip 108,000 11,200 598,700 10,000 530,000 665,000 90,000 890,000 580,000 165,000 1,730,000 2019 * USAR gear $10,0002019 * computer IT list $1,200Not able to buy lift (48,000) Other Capital 43,000 Street/overlay100% chip Sealing 308,000 311,000 314,000 317,000 320,000 323,000 ‐ ‐ ‐ ‐ ‐ Street Imp special split 2019 712,892 987,000 900,442 982,500 2,552,437 975,000 984,750 994,598 1,004,543 1,014,589 1,024,735 Street Curbs & Gutter145,000 255,000 80,000 170,000 180,000 80,000 ‐ ‐ ‐ ‐ ‐ 1,165,892 1,553,000 1,294,442 1,469,500 3,052,437 1,378,000 984,750 994,598 1,004,543 1,014,589 1,024,735 Transfer out for E‐911 257,000 270,840 291,360 291,360 291,360 291,360 291,360 291,360 291,360 291,360 291,360 Transfer out to Art fund (‐chipse() 13,004 17,307 19,089 15,121 34,734 19,282 10,747 18,845 15,845 11,795 27,547 Total Expenditures1,762,223 2,329,847 2,533,366 2,135,616 4,119,566 2,561,897 1,376,857 2,194,803 1,891,748 1,482,744 3,073,642 25% of Second Penny Sales & Use Tax Cash Projections
Estinated Ending Cash830,381 235,584 (535,593) (857,746) (3,109,595) (3,747,893) (3,143,593) (3,297,955) (3,088,199) (2,406,543) (3,251,003) ‐ ‐ ‐ ‐ Total Cash 830,381 235,584 (535,593) (857,746) (3,109,595) (3,747,893) (3,143,593) (3,297,955) (3,088,199) (2,406,543) (3,251,003) Total Fire truck set aside 100,000 100,000 100,000 200,000 ‐ Est available cash balance 730,381 135,584 (635,593) (1,057,746) (3,109,595) (3,747,893) (3,143,593) (3,297,955) (3,088,199) (2,406,543) (3,251,003) HVAC for 3rd ave station split between fire/police lines $20,000
2019‐2020 Budget
City of Brookings
2019
Airport
PURPOSE: The mission of the Brookings Regional Airport is to provide, operate, maintain and
develop a first class air transportation facility to serve the community and surrounding area.
PERSONNEL: The Airport is comprised of two full‐time staff: the Airport Manager (Matthew
Sommerfeld) and the Airport Operations/Maintenance Technician (Lucas Dahl). The airport also
receives part‐time assistance from the engineering department (Jackie Lanning, Jared Thomas,
Greg Pearson and Sam Ruppert) to assist with weekend airport inspections, snow removal and
airfield mowing.
PROGRAMS AND SERVICES OBJECTIVES: The Brookings Regional Airport strives to provide a
first‐class aviation facility to provide economic development and to serve the aviation
community. The City strives to meet all State and FAA requirements for the airport. Airport
revenue is provided by hangar rent, hay land rent, FAA/State grants and the City 75% Sales and
Use Tax. The current hangar rent is $0.12 per square foot (increased in 2017 from $0.11/sf),
and the current hayland rent is $78.10 per acre (the hayable acres and price per acre both
increased in 2017). In addition, the revenue is anticipated to increase with hangar additions (1
hangar was added in 2018).
Airport Projects
The Airport had smaller projects in 2018 that included the design of the general aviation ramp
with construction scheduled to begin in 2019 with the majority of the construction taking place
in 2020.
PROGRAMS AND SERVICES:
SERVICE
MEASURE OUTCOME 2017
ACTUAL
2018
BUDGETED
2019
REQUESTED
Maintenance of
Grounds
Provide a well‐maintained environment
for aircraft to operate by minimizing
closures due to snow removal activities,
ensure lighting systems are operational,
and grounds are presentable.
$791,286 $198,677 $201,302
Management
of Regulations
Ensure the airport is compliant with
regulations by exceeding Federal and
State requirements, following fire codes,
and establishing safe airport rules and
regulations.
$108,426 $122,763 $125,502
Provide Safety
and
Convenience
Ensure a safe and efficient airfield for the
aviation community by enforcing rules
and regulations, providing ARFF and
emergency response, and maintain
facilities at or above standards.
$27,371 $32,461 $34,651
2019‐2020 Budget
City of Brookings
Plan for the
Future
Continue to work toward a more
proficient airfield by working closely with
consultants, completing all necessary
permitting and mitigation activities,
safely constructing new facilities
including runways and taxiways, and
upgrading Navigational Aids.
$714,764 $90,000 $235,000
PERFORMANCE MEASURES: The City tracks two primary performance measures, which are
described as follows:
Aircraft Operations
The primary objective of forecasting aircraft operations is to define the magnitude of change
that can be expected over time based on aircraft types, events (national, regional, and Local),
airport facilities, construction projects, weather conditions, and other factors. Because of the
cyclical nature of the economy, it is difficult to predict with certainty year‐to‐year fluctuations
in aviation activity. However, a trend can be established that characterizes potential demand.
Forecasts serve only as guidelines, and the number must remain flexible to respond to
unforeseen changes in aviation activity. Since the completion of the airfield realignment
project, there has been a steady increase in aircraft operations each year.
Airfield Cost Per Acre
This is a general measure to gauge effectiveness of airfield maintenance activities as compared
to revenues from such items as hangars, rentals, farming operations, and fuel sales. Costs can
vary widely based on any number of factors but generally rise over time. The runway
realignment project was completed in 2015 and as a result, the airfield cost per acre will start
to increase because of the cost to maintain a larger area.
TYPE OF
MEASURE SERVICE MEASURE 2017
ACTUAL
2018
BUDGETED
2019
REQUESTED
Outcome Aircraft Operations
(One operation equals one take‐
off or one landing)
32,500 34,000 35,500
Outcome Airfield Cost Per Acre $195 $243 $270
2019
Brookings City Attorney
PURPOSE: The Brookings City Attorney provides legal services for the City of Brookings as
defined under the terms of the Legal Services Agreement and Scope of Services.
PERSONNEL: The Brookings City Attorney is under contract to provide one attorney.
PROGRAMS AND SERVICES OBJECTIVES:
Legal Advisor: The purpose of the Opinions and Advice Program is to provide advice,
documents, and other responses to the City of Brookings so it can engage in informed decision
making required to govern lawfully.
Legal Representation Criminal Prosecution: The objective is to prosecute law enforcement
cases for the City of Brookings.
Advocacy & Dispute Resolution: The purpose is to represent the City of Brookings in lawsuits,
claims, and cases.
1. The City Attorney will attend all City Council meetings as the legal advisor for the
Brookings City Council, unless the absence is due to vacation or illness or the subject
matter does not require the assistance of counsel.
2. Provide all necessary legal consultation services, including oral and written opinions,
and research as requested by the Brookings City Council and the City Manager.
3. Provide legal assistance to the City’s Boards and Commissions, except the Utility Board
and Hospital Board, as requested by the City Manager and City Council.
4. Provide legal representation to the City in litigation initiated against the City and by the
City in circumstances where the City is not represented by legal counsel assigned by its
insurance company. Legal representation in litigation must be authorized in each
instance by the City Council and compensation will be in addition to the monthly
compensation as provided in Section 15 of the Legal Services Agreement.
5. Assist in the preparation and review of all contract agreements, resolutions, ordinances,
and other legal documents considered, adopted or endorsed by the City; including
comprehensive ordinance recodification.
6. Maintain a working knowledge of Municipal Law on both the State and Federal levels.
7. Provide legal representation for the City before administrative bodies upon special
request by the City Council.
8. As requested, review all claims made against the City.
9. Confer with colleagues who specialize in areas of law to establish and verify a basis for
legal proceedings; serve as a liaison between outside legal counsel and City Officials on
specialized legal issues.
10. Maintain professional awareness of current literature and changes in law and attend
continuing legal education to ensure the most efficient, cost‐effective, and accurate
operation of the City Attorney’s Office.
11. Review proposed state legislation affecting the City and prepare or supervise the
preparation of state legislation relating to municipal and city government matters as
directed by the City Council. Consult with City Council, the City Manager, and
department heads in regard to such legislation and testify before legislative boards as
requested.
SERVICE
MEASURE OUTCOME 2016
ACTUAL
2017
ACTUAL
2018
ADOPTED
2019
REQUESTED
Legal Services Advocacy & Dispute Resolution
Legal Representation
Legal Advisor to Staff and City
Council
$85,505 $89,000 $92,482 $94,794
Membership
& Conference
Membership‐International
Municipal Attorney Assoc.
And Travel/Lodging for IMMA
conference
$4,000 $4,000 $4,000 $4,125
Litigation
Litigation outside the contract
scope
$10,000 $10,000 $10,000 $10,000
Total Budget $ 99,505 $103,000 $106,482 $108,919
2019
Brookings City Clerk
PURPOSE: As the official recorder for the City Council and custodian of public records, the City Clerk
provides public access to City Council meeting agendas and legislative documents. The City Clerk’s
Office provides administrative services to the Mayor, City Council and City Manager. The City Clerk
serves as the official filing officer for the city and administers municipal elections, bidding, legal
notices, alcohol licensing, various permits, the city website, city government channel, social media
and various open government initiatives. The City Clerk also serves as the Americans with Disabilities
Coordinator for the City and manages the Human Rights, Public Arts, Historic Preservation,
Disability/Accessibility, Biking, and Sustainability programs for the City.
PERSONNEL: The City Clerk’s Department is comprised of Shari Thornes, Brookings City Clerk; Bonnie
Foster, Deputy City Clerk; and Laurie Carruthers, Communications Specialist.
PROGRAMS AND SERVICES OBJECTIVES:
Detailed List of Programs & Services Provided
ADA Coordinator & Compliance
Bicycle Advisory Committee
Bidding Process
Board of Equalization
Brookings Brand Management
Brookings Committee for People who have Disabilities
Certified Documents
City Council: Agenda, Minutes/Official Records,
Administrative Services, Research/Project
Development, Orientation
City Manager: Administrative Services &
Research/Project Development
Countersigning Warrants for City General and Utilities
Document/Records Management
Elections
Historic Preservation Commission
Human Rights Commission
Information Resource Center
Legal Notices
Licenses & Permits:
Alcohol
Circus/Carnival
Commercial Garbage
Food Truck/Food Vendor
House Mover
Mixed Martial Arts
Parade
Pawnbroker
Plumber
Raffle
Residential Contractor
Street Closure
Summer Arts Festival Vendors
Taxi: Drivers & Businesses
Temporary Vendor
Transient Merchant
Transportation Network Services
Mayor/Council Administrative Services/Projects
Mayoral Proclamations
Meeting Notices
Open Government/E‐Government/Transparency
City Government Channel Management
Document Website Portal
Social Media Management
Televised Meetings – livestream/rebroadcast
Website Management
Ordinances/Resolutions (Muni‐Code, online Code)
Press Releases/Public Communications
Public Arts Commission
Special Events
Surplus Sale/Property
Sustainability Council
Volunteer Board/Commission/Committee
recruitment, appointment, directory, training,
recognition & reporting
PROGRAM/
SERVICE OUTCOME 2016
ACTUAL
2017
ACTUAL
2018
ADOPTED
2019
REQUESTED
City Clerk’s Department Overall Budget $333,410 $327,677 $364,107 $411,697
City Council Agenda Management
The City Clerk’s Department utilizes the Granicus
“Legislative Management Suite” for agenda item
drafting, electronic approvals, agenda packet
generation and publication, meeting minutes and
legislative data tracking.
$8,034 annual management fee ($670/month)
$7,800
General
Government
$7,800
3rd B
$8,034
3rd B
$8,034
3rd B
Website / Social Media
The City website was done in 2011. Ongoing costs
include web hosting services, support, and module
updates.
$11,600
General
Government
$20,500
3rd B
$16,500
3rd B
$30,000
3rd B
Televised Meetings
Granicus Software provides online webcasts and
documents that are linked and keyword
searchable.
$1,200/year encoder maintenance fee
$13,400/year Granicus fee
$15,000
General
Government
$15,000
3rd B
$14,600
3rd B
$14,600
3rd B
Government Access Channel
X20 Media Software/Hosted Services $3,250
General
Government
$3,250
3rd B
$3,250
3rd B
$3,250
3rd B
Code of Ordinances
Codification of all city ordinances
*recodification of city ordinances
$6,000
$6,000
$6,000
$6,000
Records Management
Implement and maintain a Records Management
Program that will integrate procedures, retention
schedules, and best practices for the management
of records, in accordance with the requirements of
state statute and City Charter. (Laserfiche software
hosting)
The document portal is a user‐friendly public site
providing instant, read‐only internet access to the
City’s publicly available documents from a wide
variety of web browsers.
$2,500
$18,000
General
Government
$5,500
$5,500 $5,000
Elections
Conduct efficient and accurate regular and special
elections, in compliance with all applicable
statutes, to facilitate maximum local citizen
participation in the local legislative process.
$18,000
ACTUAL
$19,897.81
($10,534.88
city)
($9,320.76
school)
$21,000
ACTUAL
$15,280.16
($7,988.50
City)
($7,989.94
School)
$21,000
ACTUAL
$20,962.09
($10,479.88
City)
($10,482.21
School)
$21,000
Legal Publications
Provide legal publication oversight for all city
departments and Council to comply with all
applicable statutes.
$17,000 $17,000
$17,000 $17,000
Licensing (REVENUE)
Oversee the issuance, maintenance and
administration of various licenses and permits as
required by city ordinance and state statute.
$65,425 $65,000
$67,490 $67,490
Brookings Committee for People who have Disabilities
The Committee advocates for the rights of people in our community who have disabilities.
Throughout the year, specific events are held to bring awareness and information to our citizens.
Informal technical assistance is provided to the business community, private individuals,
governmental entities, and non‐profit organizations.
Programs 2016
$3,577
2017
$3,577
2018
$3,577
2019
$3,577
Public Education/Advocacy: ABLE Award (facility/program access), Durable Medical Equipment
Drive, ADA Anniversary Events, October Awareness Month, training for businesses, organizations,
government entities, “Local Employment Successes” brochure, Accessible Parking Brochure,
Governor’s Awards (employment), and Website.
Technical Assistance: Reviews and approves final plans and bid package for all new construction,
remodels, and retrofits of City owned and/or funded facilities; provides informal guidance to area
organizations, private businesses, other governmental entities regarding implementation and
compliance with the ADA; serves as a member of the ADA Leadership Network.
Brookings Human Rights Commission
The purpose of the Brookings Human Rights Commission (BHRC) is to improve human relations and
civil rights in the Brookings area by fighting discrimination through educational efforts and a
complaint resolution procedure. The commission has the power to investigate complaints alleging
discrimination against individuals or groups because of their sex, race, color, creed, sexual
orientation, gender identity, religion, ancestry, disability, familial status or national origin, with
respect to employment, labor union membership, housing accommodations, property rights,
education, public accommodations or public services.
Purpose/Programs
2016
$9,378**
2017
$9,378**
2018
$11,784**
2019
$11,784**
Promote human and civil rights for all its citizens and visitors.
Promote a mutual understanding and respect among all racial, religious and nationality groups
and work to discourage and prevent discriminatory practices against any such group.
Attempt to foster, through community effort or otherwise, goodwill, cooperation and conciliation.
Study and determine the existence, character, causes and extent of discrimination in
employment, housing accommodations, property rights, education, public accommodations,
public services in the city, and discrimination based on age, disability, marital status, ethnicity,
religion, sexual orientation, gender identity and political affiliation. The study and determination
of discrimination is based on a broad understanding of civil and human rights as embodied in the
1964 Civil Rights Act as amended, which includes race, color, religion, gender and country of
origin.
Advise and provide a forum for those who have been subjected to unfair and discriminatory
practices in the city.
To receive, investigate and conciliate complaints alleging discrimination and where probable
cause for discrimination is found to exist, refer the complaint to the appropriate governmental
agency.
Enlist the cooperation of various racial, religious and ethnic groups, community, civil, labor and
business organizations, student organizations, fraternal and benevolent associations, veterans’
organizations, and other groups in educational campaigns and programs devoted to teaching the
need for eliminating group tensions, prejudices, intolerance, bigotry and unlawful discrimination.
Cooperate with federal, state and city agencies in developing programs showing the contributions
of the various groups to the culture and traditions of our city and nation, the menace of prejudice,
intolerance, bigotry and unlawful discrimination and the need for mutual respect.
Advise the Mayor, City Council Members, City Manager and the respective departments of the
city concerning matters consistent with the purpose and powers of the HRC.
Conduct educational programs and disseminate information in furtherance of the purposes and
policies of the HRC.
Hear and investigate complaints alleging discrimination regarding the City of Brookings, in
accordance with the grievance procedures for ADA grievances adopted by resolution of the city.
**$5,000 is earmarked for Community Common Read Project
Historic Preservation Commission
The Brookings Historic Preservation Commission is committed to promoting the inspiration, pleasure
and enrichment of the citizens of Brookings through the identification, documentation, preservation,
promotion, and development of the city’s historic resources.
Revenue*** 2016
$26,400
2017
$26,400
2018
$26,400
2019
$26,400
Expenditures $30,000 $30,000 $30,000 $30,000
Historic Resources Recordation and Preservation: Local, State, and National Register of Historic
Places listings, Computer Database, Case report documentation and Photographic Recordation.
Historic Resources Promotion, Public Education and Advocacy: Educational materials (brochures,
website, signage, newsletter), Educational events (workshops, award programs), Advocacy Efforts
(Brookings Endangered Places List), and Preservation Planning (heritage tourism, planning
commission).
Technical and Funding Resources: Advise property owners within Brookings city limits on local, state
and federal benefits, facilitate site visits with state personnel and property owners to answer
technical assistance questions, facilitate securing preservation consultants for community projects,
respond to realtor inquiries regarding tax benefits, and disseminate material and provide ongoing
updates to City Manager and other city officials.
Commission Development: Attend mandatory annual state training sessions, attend national
conferences, and maintain local/state national memberships.
*** Funding for the BHPC’s programs operates on three fiscal calendar years: Local, State, and Federal (National Park Service).
The annual NPS Grant applications are submitted in March with a June award by the State Historic Preservation Office. The
City’s funding remains at level funding of $3,600 annually.
Bicycle Advisory Committee
The role of the Brookings Bicycle Advisory Committee is to advise the City Council, City Manager, and
City Boards on bicycling related issues; help advance the state of bicycle infrastructure; encourage
bicycling for transportation and recreation; public education and awareness; improve safety and
compliance with traffic laws; assist the City with bicycle plans; review and suggest legislative and
policy changes; recommend priorities for use of the public funds on bicycle projects; and help ensure
Brookings retains and enhances its status as a bike friendly community.
2015 2017
$3,500
2018
$3,500
2019
$3,500
Sustainability Council
The City of Brookings is committed to becoming a leader among its peers in developing an
environment that meets the needs of the present without compromising the ability of future
generations to meet their own needs. For this council, sustainability to mean stewardship of all our
resources in such a way that we can maintain a quality place to live today and leave a legacy of
enhancement for future generations.
The purpose of the Sustainability Council is to investigate, propose, educate, communicate and
advocate investment strategies and policies that will improve our future quality of life while still
meeting the needs of the present. The Council will serve as a sustainability resource to the
community.
2016
$5,000
2017
$5,000
2018
$5,000
2019
$5,000
INCREASE OR DECREASE IN FEES/REVENUE:
No fee increases or decreases are scheduled in 2019. No major fluctuations are anticipated.
CHANGES OR NEED FOR INCREASED OR DECREASED SERVICES:
None
2019
City Council
Vision Statement: “We are an inclusive, diverse, connected community
that fuels the creative class, embraces sustainability, and pursues a complete lifestyle.
We are committed to building a bright future through dedication, generosity, and authenticity.
Bring your Dreams! “
PURPOSE: The City of Brookings operates under a Council‐Manager form of government in
accordance with the City Charter, adopted in 1999. This government combines the strong
political leadership of elected officials, in the form of the City Council, with the professional
experience of an appointed City Manager. Under this government, the Mayor and Council are
responsible for making policy decisions for the community. The elected City Council hires a City
Manager to implement its policies. The City Manager serves at the pleasure of the City Council
and has responsibility for preparing the budget, directing day‐to‐day operations and personnel,
and serving as the City Council’s Chief Policy Advisor. While making policy, the City Council
provides vision and leadership to the organization and the City.
PERSONNEL: The City Council is comprised of the Mayor and six City Council members that are
elected at‐large and serve for three year terms.
PROGRAMS AND SERVICES OBJECTIVES:
1) Implement effective governance practices,
2) Provide fiscally responsible municipal management,
3) Improve quality of life through municipal services,
4) Use a business model format that emphasizes long range planning, customer satisfaction,
productivity, and process,
5) Roster economic development, and
6) Promote intergovernmental cooperation and relations.
SERVICE
MEASURE OUTCOME 2016
ACTUAL
2017
ACTUAL
2018
ADOPTED
2019
REQUESTED
Governance Salaries, Operating $128,616 $148,288 $146,320 $142,528
2019
Brookings City & County Government Center
PURPOSE: The Brookings City & County Government Center opened in June, 2012 at 520 Third
Street, on the eastern edge of the downtown Brookings Central Business District. The building
was constructed under the auspices of a Joint Powers Board as permitted by South Dakota
Codified Law, through the Brookings City Council and the Brookings County Board of
Commissioners.
The 73,000 square foot building is home to 13 departments of the City and County
governments and as of this date, is the only combined building for city and county governments
in the State of South Dakota. While each department has their own respective office space,
both units of government share common areas, meeting rooms, and the chambers which host
meetings of the City Council, County Commission, and several of their respective advisory
boards, committees, and commissions.
The Assistant City Manager administers this budget. Construction and annual operating
expenses are split on a percentage commensurate with the actual amount of square footage
dedicated to each unit of government; with the City at 48 percent and the County at 52
percent. The building is equipped with the latest technology and security advancements,
energy efficiency, and has plenty of space for future expansion. Moving into this new building
enabled Brookings County to vacate previously‐leased office space and remodel the historic
Court House for the exclusive use of the court system. It also allowed the City to vacate the
previous City Hall and remodel the space for a much‐needed expansion for the Police
Department into a modern, Public Safety Center.
SERVICES OBJECTIVES: The Brookings City & County Government Center stands as a model of
intergovernmental cooperation to save taxpayers’ dollars.
While both units of government needed expansion space, it is estimated the consolidated
building saved several millions of dollars over the construction of two, smaller buildings; and
several million dollars will also be saved in operating expenses over the life of the building.
A continuous building efficiency examination was established to identify process improvement
and lean out waste. The City and County were able to save thousands of dollars by adding an
irrigation meter in 2016, restructure various building contracts, and improve efficiencies of
building technology.
2019
City Manager
PURPOSE: The City Manager’s performance is considered synonymous with the organization’s
overall performance. The City Manager establishes administrative policies, makes all
administrative decisions, takes all administrative actions and develops practices that implement
the directives of the City Council; and provide for the overall operation, function, and
performance of city government. The City Manager provides for the daily operations and
functions of city departments through subordinate staff and serves as the chief policy advisor to
the City Council.
PERSONNEL: The City Manager’s Office is comprised of two staff: Paul M. Briseno, City
Manager; and Vacant, Assistant City Manager. This office also includes the IT division.
Administrative support is provided through the City Clerk’s Department and public service
implementation level support is provided through 14 department heads, which comprise the
Leadership Team, and the City Attorney.
PROGRAMS AND SERVICES OBJECTIVES:
1. Oversee and provide for the implementation of City Council policy directives and on‐
going city service operations with professionalism, efficiency, effectiveness, and
integrity.
2. Provide for the basic execution of city services pursuant to applicable state law, the City
Charter, City Code of Ordinances, and the Governance and Ends Policy.
3. Be accessible, responsible, and responsive to citizens, staff, and the City Council; build
and maintain communication collectively and individually with the Council to provide for
their effectiveness in their role; and use the best professional judgment to placing the
greater good of the community first and foremost in decisions and policy
recommendations.
4. Be the chief policy advisor for the City Council; provide for accurate, objective, and
comprehensive research and analysis of issues. Assist the Council in developing
comprehensive, long‐range strategic goals using visionary leadership.
5. Be personally and professionally active and engaged in the community; and be active in
intergovernmental relations at the local, state, regional, and national levels where
appropriate, and in the best interest of the City.
6. Prepare the annual operating and capital budgets, monitor their performance upon
adoption and implementation, and provide for efficient and effective fiscal
management.
2019
Community Development Department
PURPOSE: The mission of the Community Development Department is to protect and preserve
the public health, safety and general welfare; and, to improve upon the quality of life for all
Brookings neighborhoods and businesses. This is accomplished through the administration of
planning, zoning, code enforcement, and housing inspections.
PERSONNEL: The Community Development Department is comprised of four staff; Director,
City Planner, and two Code Enforcement Officers.
PROGRAMS AND SERVICES OBJECTIVES:
Community Development is responsible for long‐range land use planning, administration of the
zoning and subdivision ordinance, enforcement of municipal codes, rental housing inspections,
and economic development opportunities. The department continually evaluates processes to
increase efficiency and response to the public.
Community Development revenue for 2019 is projected to increase slightly from 2018. This is
primarily due to an increase in revenue associated with the cyclical rental housing licensing
program. The City licenses rental dwelling units on a 2, 3, or 4 year period. Approximately 99%
of the rental licenses are for a 4 year period and are not distributed evenly. Other revenue is
projected to remain constant, however, the revenue is development driven by the platting of
land, rezoning of property, and submission of development plans. Community Development is
funded by the General Fund, therefore, services remain stable on an annual basis.
The Community Development Department reviews the fees charged for various services and
applications processed. This review allows staff to evaluate the process in which applications
and services are processed and to make adjustments where efficiencies can be gained. It also
serves as a method of ensuring the fees charged are in line with peer communities as well as
providing a cost recovery for staff time and materials associated with processing a requested
service.
Some applications require more thorough review and analysis by senior staff while others
require more administrative support staff time in assembling the information for board
meetings. As an example, a preliminary plat goes through a thorough checklist review by the
City Planner to ensure compliance with the Zoning and Subdivision Ordinances. A final plat is
based upon the previously submitted preliminary plat and if consistent with the preliminary
plat, does not require as extensive of a review, as the plat was previously approved via the
preliminary plat.
TYPE OF
MEASURE SERVICE MEASURE 2016
ACTUAL
2017
ACTUAL
2018
ADOPTED
2019
REQUESTED
Output FTE cost per Board of Adjustment
variance request
$129 $135 $128
$132
Output FTE cost per final platted lot
processed
$132 $136 $132 $136
Output FTE cost per preliminary plat
reviewed
$186 $195 $185 $192
Output FTE cost per annexation processed $209 $219 $209 $216
Output FTE cost per rezoning processed $233 $245 $232 $240
Output Number of miles of sidewalk kept
clear for passage
166 167 167 168
Output Number of code enforcement
investigations
1,275
1,543 1,300 1,500
Output Percent of code enforcement cases
achieving voluntary compliance
99% 99% 99% 99%
Output Percent of total rental units
inspected & licensed
32% 23% 20% 26%
2019
Engineering Department
PURPOSE: The purpose of the Engineering Department is to provide quality engineering and
building services to all citizens in a professional and efficient manner.
PERSONNEL: The Engineering Department is comprised of four staff; City Engineer, Assistant
City Engineer, Building Services Administrator and Building Services & Engineering Technician.
The full‐time Office Manager is shared between the Engineering and Community Development
departments. The Engineering Department includes a part‐time receptionist position that was
staffed in January and February of 2017, although the part‐time position was not filled for
March through December of 2017 since additional staff assistance was not needed. The
Engineering Department also employs one part‐time civil engineering intern.
PROGRAMS AND SERVICES OBJECTIVES:
Last year, the engineering department implemented a number of activities for compliance with
SDDENR storm water quality regulations, including construction site inspections, dry weather
screening of storm sewer, mailings to residents and businesses, public participation projects,
and input from the public on the program. The engineering department also continued to
enforce the 2015 International Building Code and amendments, which went into effect January
1, 2016.
The primary source of revenue for the engineering department is from building permit fees.
The number of building permits was higher in 2017, although the total revenue was lower,
which seems to indicate a greater number of small remodeling projects instead of large
additions or new construction. The 2018 and 2019 building permit revenues are anticipated to
be higher than 2017, especially since there are several residential developments with lots
available for new home construction.
The Engineering programs and services are subdivided into three service categories which are:
Engineering, Compliance, and Project Administration. The divisions are described below and
represent the types of services offered by the Engineering Department.
SERVICE
MEASURE OUTCOME 2016
ACTUAL
2017
ACTUAL
2018
ADOPTED
2019
REQUESTED
Engineering
In‐house engineering design and
research for projects including
streets, parks, sidewalk, urban STP,
and drainage. Engineering services
include plan and specification
preparation.
$94,026 $98,368 $100,335 $103,345
Compliance Research and administration of all
federal, state and local compliance,
including drainage, DENR Storm
Water Phase II, Americans with
Disabilities Administration,
Subdivision design and review, and
Drainage Plan review. Building Code
compliance is included under the
Building Services & Code
Enforcement service measure.
$80,733 $83,990 $85,670 $88,240
Project
Administration
Administration and inspection of
construction projects including
streets, parks, sidewalks, urban, and
drainage. This measure includes
inspection of subdivision
construction.
$44,505 $46,761 $47,696 $49,127
Building
Services &
Code
Enforcement
Administer building permits, perform
code enforcement for residential and
commercial building codes,
implement building code
amendments, and administer
variances for the Board of Appeals.
$112,615 $113,672 $115,945 $119,423
Motor Pool
Financially manage the City’s motor
pool vehicle by billing users at the
state mileage rate.
$1,734 $1,534 $2,435 $2,435
PERFORMANCE MEASURES:
TYPE OF
MEASURE SERVICE MEASURE 2016
ACTUAL
2017
ACTUAL
2018
ADOPTED
2019
REQUESTED
Output Cost per lane mile for chip
seal
$6,544 $6,805 $7,009 $7,378
Output Cost per lane mile for
asphalt overlay (2” asphalt
on 5,280’ long x 12’ wide)
$61,578 $60,390 $56,034 $66,726
Output Miles of sidewalk inspected 30.45
36.21
30.34 44.93
Output Number of drainage plans
and amendments reviewed
11 10 9 10
Output Number of Building Code
Variances administered by
the Board of Appeals
0 3 2 2
Output Number of building permits
issued
78 single family
4 townhomes
0 duplexes
6 apartments
54 single family
5 townhomes
0 duplexes
5 apartments
75 single family
4 townhomes
2 duplexes
2 apartments
85 single family
4 townhomes
4 duplexes
2 apartments
2019
Finance Department
PURPOSE: The City Finance Department is to provide timely and accurate financial information
to city management and the public, and to administer the city’s assets, including cash and
investments, in a prudent and intelligent manner.
PERSONNEL: The Finance Department has 4 staff members: one Finance Director and three
Accounting Specialists.
PROGRAMS AND SERVICES OBJECTIVES: The Finance Department has three main functions as
outlined below:
Collection Services:
On a daily basis, we collect, receipt, and deposit funds, oversee the credit card activity, and
monitor the activity on our bank accounts. Weekly, we receive all the invoices from the various
liquor distributors which we then process and bill the alcohol operating agreement
establishments for their purchases for the preceding week. This billing averages $100,000‐
$125,000 a week. In addition, to liquor, we also process, and bill customers for other services
provided by City Departments.
Disbursing Services:
On a weekly basis we process and pay the City bills, and monthly process and pay credit cards
(pcard). The weekly batches can vary from tens of thousands to millions depending on what is
occurring within the City. We scan processed invoices which are stored on our accounting
software and can be accessed by City staff for reference. The payroll process includes weekly
steps of approval and review, and the monthly processing of the actual payroll to employees.
Monthly payroll, including benefits, can run from $825,000 to $950,000 depending on the
season.
Accounting Function:
In addition to the above, we are responsible for a variety of accounting functions which include
the following: preparing and monitoring the annual budget, debt management, tracking and
accounting for capital assets, grant monitoring and administration, banking and investments,
ensuring proper internal controls are in place throughout the City to prevent errors,
misstatements, or fraud, processing year end 1099’s, W2’s, 1095’s, and other various activities.
The Finance Department compiles the City entities (including BMU and BHS) financial
information into the Comprehensive Annual Financial Report (CAFR) following General
Accepted Accounting Standards. This report along with our procedures is audited by an
outside firm annually.
2019
Brookings Fire Department
PURPOSE: The Brookings Fire Department will continue to be a proactive, emergency response
organization providing safe and efficient service to the citizens and visitors of Brookings
through prevention, education, and cooperation.
PERSONNEL: The Brookings Fire Department is comprised of three full time staff; Fire Chief,
Deputy Fire Chief and an Office/Shop Manager. We currently have forty‐five highly qualified
and motivated volunteer firefighters that provide coverage for the residents and visitors of our
community and our coverage area in the County.
PROGRAMS AND SERVICES:
Fire Suppression
Fire Suppression services are provided to the citizens of Brookings; 162.5 square miles of
Brookings County, and 27 square miles of Moody County. Brookings County, Moody County,
and the Townships the department serve fund the rural response apparatus.
Fire Investigation
The Fire Chief, Deputy Fire Chief and qualified firefighters provide fire investigation services on
all fire scenes within our response area. A County‐Wide Arson Task Force was formed utilizing
Brookings Firefighters, a Police Detective and a Deputy Sheriff Deputy to better serve the City of
Brookings and Brookings County.
Rescue & Recover Services
Rescue and recovery services are provided to the citizens of Brookings, Brookings County, a
portion of Moody County, and guests passing through. We provided vehicle extrication,
confined space rescue, low and high‐angle rope rescue, trench rescue, water rescue, and dive
rescue.
Fire Prevention and Education
The department provides proactive prevention program opportunities to all citizens of
Brookings, Brookings County, and several surrounding communities. Program such as school
visits, the Big Sioux Water Festival, 5th Grade Career Day, department tours, group lectures, and
use of the safety house supported by printed media and handout items help to promote fire
awareness and safety. We used the Fire Starters Program to help children whom have shown a
tendency for starting fires. The department provides extinguisher training for several
businesses in Brookings also.
Plan Review, Inspection, and Pre‐Planning
The department provides plan review and inspection in coordination with the City Engineer’s
Department for all commercial, industrial, and multi‐family property within the city limits.
From reviews and inspections, pre‐plan are drawn that indicate the building floor plan with key
information such as sprinkler hook‐ups, hydrant locations, and utility locations. These plans aid
in fire suppression or rescue efforts.
Fire Service Training
The Fire Chief, the Deputy Fire Chief, or the Fire Service Instructors on our department instruct
or arrange instruction to advance their knowledge of fire suppression, investigation, pre‐
planning, and all areas of rescue services. Arrangements are made to advance the instructors
level of training also.
Firefighter Retention
Funding is provided for the deferred Compensation Program for Volunteer Firefighters
2019
General Government Buildings
PURPOSE: To construct and maintain City facilities to provide safe and functional facilities for
City staff, the City Council, and the general public.
PERSONNEL: The Assistant City Manager manages the General Government Buildings budget,
with each specific government building managed by the corresponding department head for
each building.
PROGRAMS AND SERVICES OBJECTIVES:
The General Government Buildings Budget includes funding for improvements to the City‐
owned facilities and grounds to enhance safety, meet regulations, meet space needs, and
provide functional facilities for the public.
The 2019 budget includes figures for the 2nd floor copier leases for City staff at the City &
County Government Center. There are no other capital improvement projects planned for the
General Government Buildings budget in 2019 other than the planned acquisition and payment
schedule for the CRC Building currently owned and operated by Brookings County.
1
2019
Human Resources Department
PURPOSE: The purpose of the Human Resources Department is to attract, develop,
motivate and retain quality employees; to provide a competitive compensation program
and benefit package in a cost efficient manner; to assure compliance with applicable
employment laws; to promote awareness of safety/wellness in the workplace; to assist
in the resolution of problems when conflicts arise; and to protect the City’s monetary
resources through effective risk management techniques.
PERSONNEL: The Human Resources Department is comprised of two staff, the Director
of Human Resources and Risk Management and the HR Specialist. The HR Specialist also
provides back‐up and assistance to the Finance Department for payroll related
functions.
PROGRAMS AND SERVICES OBJECTIVES: The Human Resources Department will
continue to keep employee relations as an objective to include the development and
implementation of clear and practical personnel related policies to stay in compliance
with pertinent employment/labor laws and City directives.
The recruitment and retention process is a vital link in maintaining a diverse, high‐
performing workforce. The Human Resources Department will continue to explore
different mass communication avenues to advertise city jobs based on the position to
be filled. A primary emphasis includes continuing to evolve from print media to social
media, including Facebook, Instagram, Twitter, Snapchat and LinkedIn. The City Human
Resources Department already utilizes the on‐line recruiting NEOGOV software system
to assist with the attraction of more and better candidates and to increase the efficiency
of the complete process. NEOGOV is known as the market and technology leader in on‐
demand human resources software for the public sector. NEOGOV provides a
customized and comprehensive applicant tracking system that delivers a user‐friendly
online application process which minimizes processing time and decreases a large
amount of paper. NEOGOV provides the following benefits: 1) simplifies the hiring
process; 2) increases the number of applicants from which to find the most suited
candidate for open positions; 3) increases the speed to source and onboard candidates;
4) improves the overall candidate experience. We will continue to target specific
colleges and universities based on program offerings and their relevance to positions.
Succession planning, mentoring and cross‐training are also key factors within the
recruitment and retention process as the City of Brookings faces multiple generations
and an aging workforce. One of the HR objectives for 2019 is to implement the
NEOGOV Onboard (ON) system to facilitate a new onboarding process for new hires.
Compensation and benefits administration is in the forefront each budget year as it is
important to implement and administer a market sensitive pay and comprehensive,
cost‐effective benefits program to attract, retain and motivate employees. Health Care
Reform initiatives as a result of the Affordable Care Act (ACA) continue to be reviewed
and implemented based on the government’s date sensitive schedule. It is of great
concern that the penalties and fees within the ACA will place a financial burden on our
Health Insurance Trust Account in 2019 and future years. In turn, this could result in
increased employee/employer health premium contribution rates.
2
Risk Management, which includes workplace safety and health, is consistently
monitored to protect the monetary resources of the City through effective loss control
and risk management techniques. The City of Brookings Safety/Wellness Committee
meets monthly to promote safety awareness, resolve health and safety issues, and
provide the safest possible working conditions for our employees. Workplace violence
refresher training sessions will continue to be scheduled as the City of Brookings
recognizes the need to educate staff on how to react if the situation were to arise within
their department. Our wellness activities and participation incentives are reviewed and
updated each year to motivate employees to modify their lifestyle in a healthy way to
improve their overall health and quality of life. It has been evident by the number of
participants in these activities and our health fair results that employees are putting
forth the effort to become more health conscious.
Staff development through in‐house training, seminars, and other learning alternatives
will continue to be offered and supported to provide employees with tools and training
to meet personal and professional development standards and succession planning
needs.
BUDGET YEAR OBJECTIVE: The budget year objective for the Human Resources
Department is to continue to work to simplify, streamline and improve the employee
recruitment, selection and payroll administration processes.
EFFECTIVENESS MEASURES
TYPE OF
MEASURE SERVICE MEASURE
2016
ACTUAL
2017
ACTUAL
2018
ADOPTED
2019
ESTIMATE
Number of
employee
injuries
Provides # of employees
reporting workers comp
claims who sought medical
treatment within calendar
year
27 total
reported
(Goal: 33
maximum)
35 total
reported
(Goal: 19
maximum)
19
maximum
31
maximum
Number of
lost time
injuries
Counts the number of lost
time injuries for City of
Brookings employees
reported within calendar yr.
1 lost time
injuries
(Goal: 2
maximum)
2 lost time
injuries
(Goal: 1
maximum)
1
maximum
lost time
injuries
1
maximum
lost time
injuries
Voluntary
Turnover
Rates
Monitors percentage of
voluntary turnover in
regular FT positions based
on # of FY budgeted
personnel.
*This % does not include
discharges, deaths,
retirements, or Reduction in
Force (RIF)
2.9%
4 FT
employees
(four FT
retirees ‐
not included
in %)
(Goal:
4.3%)
5.8%
4 FT
employees
(five FT
retirees ‐
not included
in %)
(Goal: 4.2%)
4.2%
maximum
5.2%
maximum
Work
Comp
Claim
Monitors claim costs for
medical services for
employees & volunteers
$22,995.76
(Goal:
$24,629
$102,798.71
(Goal:
$23,398
$22,697
maximum
$46,259.42
maximum
3
Costs who sustain injuries within
calendar year.
maximum) maximum)
2019
Information Technology
PURPOSE: The Information Technology (IT) Department provides services, including
maintaining, supporting, and securing the Citywide network. Network‐delivered applications
include email and internet, servers, data center, system backup and recovery, desktops, and
laptop computers, audio/visual technology, voice systems, and vehicular electronic equipment,
and mobile equipment including smart phones and tablet devices. Provides application support
that serve business operations in public safety, public services, human resources, and finance.
Coordinates audit compliance, technology, budgeting and procurement, technology asset
management, business continuity/disaster recovery planning, contract review and
management, governance, policies and procedures administration, security, project
management, strategic planning and forecasting, and Citywide office services, including print
services, mail, supplies and records management. Responsible for development,
implementation, and maintenance of information systems and technology for all City
departments. IT, through collaboration and participation with City departments, provides the
highest quality cost‐effective technical support and services critical in meeting the needs of city
staff and the citizens they serve.
PERSONNEL: The Information Technology Department is comprised of two staff:
Reed Walter, IT Specialist; and Kweku Kponyoh, IT Specialist.
PROGRAMS AND SERVICES OBJECTIVES:
Intranet
The City has standardized on the current version of Microsoft IIS as the Web server software
and a combination of .ASP and .NET for interactive applications and backend database access.
System Hosting and Support
The Information Technology Department serves all departments by hosting, maintaining, and
supporting all 100% City owned computer servers and applications. Applications and services
including Internet, Intranet, calendaring, email, Cylance (antivirus software), finance
(Springbrook), TimeClock Plus timekeeping system, video encoding\streaming (Granicus), Book
Keeping Software (Police), Records Management Software (City Clerk), Zeucher Record keeping
software, Point‐of‐Sale Software (Liquor Store), mobile hotspots and units for Police,
Community Development, and City Clerk are centralized on IT supported servers. The
Information Technology Department also assists City departments with the evaluation and
selection of new or replacement software applications which will conform to established
organization technology standards.
2019
Brookings Public Library
PURPOSE: The Brookings Public Library provides materials and information contributing to the
community’s education, recreation, and quality of life.
Service Roles as established by the 2013 Planning for Results committee:
1. Residents will have the resources they need to explore topics of personal interest and
continue to learn throughout their lives.
2. Residents who want materials to enhance their leisure time will find what they want,
when and where they want them, and will have the help they need to make choices
from among the options.
3. Children from birth to age five will have programs and services designed to ensure that
they will enter school ready to learn to read, write, and listen.
PERSONNEL: The Brookings Public Library has ten full time and 11 part‐time staff. Full time
staff includes a Director, Adult Services Librarian, Technology Services Librarian, Children’s
Services, Young Adult Librarian, Circulation Manager, Administrative Assistant, Community
Services Coordinator, Circulation Assistant/Technical Services, and Circulation
Assistant/Interlibrary Loan. There are 9 Library Assistants, 1 Children’s Assistant, and 1
Outreach Coordinator.
The Library is open 66 hours per week, except during August when it is closed on Sundays. All
full time staff work rotating weekends; most work evenings. The Library Assistants cover day,
evening, and weekend hours. Minimum staffing levels for any given shift is 3.
PROGRAMS AND SERVICES OBJECTIVES:
Children and Young Adult Services
The Library has active, well used children and young adult areas with the goal of providing
materials and programs to all children in Brookings County ages 0‐18. During 2019 we plan to
continue strengthening our reading readiness program to emphasize children from birth to age
five. These programs will include services aimed at parents and caregivers, providing
techniques to build early literacy skills with their children.
The summer reading programs draw the large crowds to the Library and generate much
interest and excitement in young people. With currently 1,500+ registrants each summer, the
program is unlikely to see major growth in registration. We will continue to change and adapt
the activities offered to maintain the high level of interest. Having a Children’s Librarian who is
willing to dye her hair multiple colors if registration challenges are met is always a big motivator
for kids.
Young adults have flocked to our YA book clubs. We have split them by age group to facilitate
the higher numbers and have added extra sessions during the summer. Having pizza or snacks
also attracts teens.
An Anime Club for teens was begun during 2015, continues to be very popular with our young
patron, with an average of 20 participants per meeting, a very fantastic turn‐out for a teen
program.
Materials for the children’s and YA departments are purchased from the General Fund. All
programming expenses are paid from the Fines or Gifts Accounts. Gifts supporting children/YA
programming was around $2,700 in 2018.
Adult Services
The Library offers more than 70 programs for adults annually. Programs planned for 2019
include: game nights, escape rooms, author visits, craft nights, historical reenactors and
numerous book clubs. All adult programming expenses are funded from the Library Fines or
Gifts accounts.
The Library purchases reading/viewing materials that are good quality or in demand by adults in
Brookings County. Ebooks and eaudio are becoming increasingly popular. The library also
offers digital magazines and streaming movies. We will continue to add to both our print
collections and our digital services.
The Library’s meeting rooms continue to be heavily used by community groups with 1,906 uses
during 2017, up 33 percent from 2016. This does not include use by the Library for
programming.
Technology Services
This category of services includes access to Internet, office software, children’s software,
ebooks / eaudio, digital services, and the integrated library system, which are offered in‐house
and remotely.
The Library’s Community Computer Center and children’s AWE computers continue to provide
Internet, word processing, presentation, and learning software to the public with 35,246 uses in
2017.
As more and more people are accessing the internet through wireless internet access, the
library offers free wireless internet to all that enter the library. The wireless internet access use
was 72,480 connections in 2017. In 2017 the library updated the wireless access points in the
library improving the coverage of wireless access as well as improving our method of counting
the number of devices accessing the wireless internet at the library. The library received a
Larson Foundation Grant to update the wireless access points as well as purchase new
computers for the public computer lab.
2019
Brookings Municipal Liquor Store
PURPOSE: The mission of the Brookings Municipal Liquor Store is to offer a wide
variety of products at competitive prices, and to conduct the business of selling off-sale
alcoholic beverages in a responsible manner, which will reflect favorably on the owners
of the store, the citizens of Brookings.
PERSONNEL: There are five full time people employed by the liquor store, consisting
of the manager, three sales associates and one inventory control clerk. There are an
additional seven part-time employees that work 10-20 hours per week.
PROGRAMS AND SERVICE OBJECTIVES: Our goal is to operate a high-quality
liquor store which offers friendly, courteous and informative customer service.
The robust beer sales growth rate ended 2016, with only a 3.1% increase being recorded
compared to the 12.4% growth in 2015. We expected the explosive popularity of craft
beers to continue through 2016, but I believe the growth in the number of new craft beer
brands, the rapid expansion in the number of micro-breweries (especially in Sioux Falls),
and the wearing off of the novelty effect of growlers caused the sharp downturn a year
earlier than forecasted. Even though craft beer sales are only a small segment of the total
U.S. market, they were a significant part of our beer sales in 2015 and I believe our beer
sales growth in 2016 would have been even less had we not installed the growler station
late in 2015. Because of our local market I am forecasting beer sales to continue to grow,
but only at a 3% rate and therefore have budgeted sales of $1,245,000 in 2018.
As a result of installing the JLohr wine tasting room in the last half of 2015 and more
aggressive advertising, promotion and better merchandising implemented in 2016, we
posted an increase of 3.9% in 2016, thereby reversing the previous four-year downward
slide. I believe wine sales will continue to grow at about 2.5% per year which will result
in sales of $662,000 in 2018.
Liquor sales continue to grow at an annual rate of 4 to 5%, but as the population
continues to age and demographics in tastes and population change, I believe liquor sales
growth will begin to slow so I am forecasting an increase of 3.9% to $2,585,000 in 2018.
Miscellaneous sales which consist mainly of cigars, snack items and mixers continue to
trend downward but fell only 2% in 2016 to $133,000 after an 18% decrease in 2015. I
expect sales of this category to flatten out at about $130,000 for 2018.
Lottery: The national trend the last few years has been that most states are generating
less revenue from lotteries, especially as the number of casinos continues to grow and
gambling revenue overall nationwide has decreased each of the last several years. Our
sales in this category decreased by about $4,000 in 2017 but I think they will fluctuate
year to year depending on the number of power ball mega jackpots each year. I am
estimating lottery sales for 2018 at $28,000 and budgeting $30,000 for 2019.
OPERATING EXPENSES: Operating expenses were 5.8% of sales in both 2016 and
2017 and I am forecasting 2018 to be 5.9% and budgeting 2019 to once again be 5.8%,
which will be $248,997.
The following five accounts listed in descending order of dollar amount have made up
approximately 86% of operating expenses for the last five years; (1) rent (2) bank charge
fees (3) advertising and promotion (4) heat and (5) general supplies, and of these, only
two, advertising and general supplies, does management have any degree of control over.
Although the other 15 operating expense accounts only amount to about $34,000, we are
always looking for ways to reduce them. In addition, we will continue to look for ways
to maximize the effectiveness of our advertising program by evaluating the traditional
media such as print, radio and TV as well as the many sources of social media that now
consume large portions of advertising budgets. The account that has grown most is bank
charges because the majority of our sales are transacted with credit or debit cards or other
forms of electronic payment. In 2012 bank card fees were $43,010 or 1.13% of sales
compared to $60,298 or 1.46% of sales in 2017, an increase of more than $17,000 over
five years. Sales were 9% higher in 2017 than in 2012, but bank charges were 40%
higher. Bank charges have not grown as a per cent of sales as rapidly the last two years
leading me to believe we are topping out at about the 2017 level, so I am forecasting
them to be 1.47% for both 2018 and 2019.
NET SALES AND NET MARGINS: As stated earlier, our sales were down in 2017
because of economic and competitive conditions and road construction; however, by
managing inventories, buying when the prices were right and carefully controlling “sale”
items and prices, we were able to achieve a gross margin per cent for 2017 of 25.7%,
only .7 of 1 % below that of 2016. I believe it is better to maintain a reasonable gross
margin at the expense of having lower sales in order to produce the net profit necessary
for us to make the annual budgeted funds transfers and at the same time, continue to
operate a viable, profitable business. Therefore, we will continue to work very hard to
keep our gross margin per cent at or near the 26% which I stated last year as being
reasonable and attainable. To that end, I am forecasting the gross margin for 2018 to be
25.7% and budgeting it to be 25.8% for 2019.
Although I anticipate slower sales growth than previously budgeted and forecast for 2018
and 2019 respectively as explained above, by continuing to control purchases, inventory
and expenses to maintain a gross margin per cent at or near 26%, I believe there will be
no problem meeting our Fund Transfers Out objective for 2018 and 2019. I am
forecasting net margin before transfers (and depreciation which is a non-cash expense) in
2018 of $444,986 and in 2019 of $468,248
.
2019
Brookings Parks, Recreation & Forestry Department
PURPOSE: The Brookings Parks, Recreation & Forestry Dept. (BPRD) is responsible for the
supervision, maintenance, and programming in 24 public parks, a two‐rink ice center, municipal
golf course, aquatic center, skate park, community gardens, senior center, and three major
sports field complexes, totaling approximately 775 acres of public facilities. The Brookings
Parks, Recreation & Forestry Department strives to “Create Community through People, Parks
and Programs.”
PERSONNEL: The BPRD is comprised of 21 fulltime and approximately 130 seasonal and part‐
time employees. In 2018, the department is moving forward with a fulltime staff that consists
of a combination of veteran and recently hired staff members. In 2019, the department is
requesting one additional fulltime Parks Technician in order to continue to maintain our
growing parks system and community demands. Our personnel are in the public eye on a daily
basis and we are committed to being ambassadors to our community to showcase what the
City has to offer.
Organizational Chart
2019 Parks, Recreation & Forestry
Full‐time and Seasonal Employees
PROGRAMS AND SERVICES OBJECTIVES:
2019 Parks Dept. Budget Objectives:
Objectives include prioritizing motor vehicles and equipment replacement in 2019, as well as
park infrastructure updates, ballfield fencing replacement, parking lot resurfacing/refurbishing,
playground installations and annual trail and overlay work.
Park, Rec & Forestry
Director
Office Manager
Office Assistant
(1 part time)
Recreation Manager
Aquatic Center
(50 part time)
Dakota Nature Park
(10 part time)
Recreation Manager
Ice Arena
(10 part time)
Golf Course
(Clubhouse Staff
contracted out)
Parks/Forestry
Superintendant
Forestry Supervisor
(1 full time)
Forestry Staff
(3 full time, 2 part
time)
Parks Supervisors
(4 full time)
Parks Staff
(7 full time, 30 part
time)
Golf Course
(Maintenance)
Superintendant
Golf Course
(Maintenance)
Supervisor
(1 full time)
Golf Course
(Maintenace)
Staff (8 part time)
Fees are generated in the parks unit through four streams: camping fees at Sexauer Park,
community garden plot rentals, picnic shelter fees, and code‐enforced fees. Revenue of these
streams has fluctuated, and is anticipated the budget amount will stay consistent for the next
few fiscal years.
2019 Forestry Dept. Budget Objectives:
Objectives include prioritizing a Chip Truck and utility equipment replacement in 2019.
Fees within the forestry unit are collected for utilities tree trimming and removal of diseased
trees on private property. The revenue in this stream is anticipated to decrease over the next
few years as BMU buries utilities rather than have them above ground.
2019 Recreation Dept. Budget Objectives:
The recreation unit is requesting the replacement of interior lights and one rooftop HVAC unit
at the Brookings Activity Center. The recreation unit produces approximately $100,000 annually
in program fees and similar streams.
2019 Hillcrest Aquatic Center Budget Objectives:
The Hillcrest Aquatic Center budget requests adding a climbing wall to the 50‐meter pool,
cleaning and painting of identified pools, building cleaning maintenance, facility furniture
replacement and filter sand replacement. It should be noted that the 50 meter pool is over 33
years old and will be requiring large annual maintenance replacement/upgrades to its’
infrastructure.
The summer of 2017 saw an estimated attendance of 29,567 (average of 399 people per day).
The estimated attendance is projected to be similar in 2018 and 2019. The cost recovery was
47% for the 2017 season compared to 54% for the 2016 season. Cost recovery is
revenues/direct expenses (not including CIP items). Revenue in 2019 is projected to be similar
to recent years.
2019 Larson Ice Center Budget Objectives:
The CIP Budget for Larson Ice Center (LIC) in 2019 includes replacing a floor scrubber,
condenser towers, purchasing an ice depth reader and replacing two of the ten HVAC rooftop
units. LIC has begun showing its age with a mounting number of Freon leaks and other ice
refrigeration system failures. An overhaul of the refrigeration system is on the horizon and will
need to be addressed within the next few years.
The Larson Ice Center generates several types of fees: skate rentals, ice rentals (summer and in‐
season), BISA’s operational donation, Blizzard rental fees, and skating program fees.
2019 Dakota Nature Park Budget Objectives:
For 2019, Dakota Nature Park will have the Larson Nature Center building resealed and replace
some pieces of rental equipment. In 2019, we anticipate revenue to stay similar to the past year
based on equipment rental, program fees and building rentals.
2019 EdgeBrook Golf Course Budget Objectives:
In 2019, EdgeBrook requests CIP funds for course maintenance equipment, replacing
maintenance building garage doors, replacing the maintenance shop fuel tank and pump, crack
seal and chip seal the clubhouse parking lot and upgrades to the maintenance shop driveway
and parking area.
EdgeBrook Golf Course produces fees through the sale of memberships, greens and cart fees,
and golf outings. In 2015, City Council supported a successful drainage improvement project for
the front nine holes. Course fees are evaluated on an annual basis. It should be noted that a CIP
fee was adopted for all fees moving forward beginning in 2016. The CIP fee is to offset the cost
of the drainage improvement project.
Service Measures
TYPE OF
MEASURE SERVICE MEASURE
Aquatic Center
Activities
Provide a 90‐day outdoor swim
season at Hillcrest Aquatic Center.
Ice Skating
Activities
Provide a six‐month indoor
skating season, plus a summer ice
season. Minimal outdoor ice.
Recreation
Activities and
Programming
Provide year round activities,
programming and special events
to the community.
Dakota Nature
Park & Larson
Nature Center
Provide year round activities,
programming, rentals and special
events to the community.
Parks and
Facilities
All parks operations.
Forestry All forestry operations.
Golf Course Provide a well‐maintained course
to meet golfer expectations.
Budgetary Measures
(Expenditure per capita based on population of 23,225)
TYPE OF
MEASURE MEASURE 2015
ACTUAL
2016
ACTUAL
2017
ACTUAL
2018
ADOPTED
2019
PROPOSED
Hillcrest
Aquatic Center
Revenue
Total Operating Expenditures
Recreational Investment
Expenditure per capita
$182,287
$345,192
$162,905
$7.02
$188,661
$348,235
$159,574
$6.88
$176,106
$370,889
$194,783
$8.39
$187,000
$398,190
$211,190
$9.09
$187,000
$401,230
$214,230
$9.22
Larson Ice
Center
Revenue
Total Operating Expenditures
Recreational Investment
Expenditure per capita
$126,618
$328,538
$201,920
$8.70
$154,332
$331,711
$177,379
$7.64
$161,144
$464,726
$303,582
$13.07
$151,500
$506,880
$355,380
$15.30
$165,500
$506,755
$341,255
$14.69
Recreation
Revenue
Total Operating Expenditures
Recreational Investment
Expenditure per capita
$96,043
$234,336
$138,293
$5.96
$122,754
$293,870
$171,116
$7.37
$102,554
$298,675
$196,121
$8.44
$100,200
$336,020
$235,820
$10.15
$104,200
$342,350
$238,150
$10.25
Dakota Nature
Park
Revenue
Total Operating Expenditures
Recreational Investment
Expenditure per capita
$22,944
$51,337
$28,393
$1.23
$22,112
$64,444
$42,332
$1.83
$22,120
$63,042
$40,922
$1.76
$25,736
$85,739
$60,003
$2.58
$25,500
$87,062
$61,562
$2.65
Parks
Revenue
Total Operating Expenditures
Recreational Investment
Expenditure per capita
$134,341
$1,107,396
$973,055
$41.90
$74,703
$1,105,343
$1,030,640
$44.38
$67,895
$1,125,204
$1,057,309
$45.52
$38,433
$1,291,416
$1,252,983
$53.95
$45,450
$1,238,689
$1,193,239
$51.38
Forestry
Revenue
Total Operating Expenditures
Recreational Investment
Expenditure per capita
$50,667
$412,020
$361,353
$15.56
$19,711
$435,668
$415,957
$17.91
$12,064
$462,279
$450,215
$19.38
$19,000
$502,556
$483,556
$20.82
$15,000
$523,759
$508,759
$21.90
EdgeBrook Golf
Course
Revenue
Total Operating Expenditures
Recreational Investment
Expenditure per capita
$328,708
$450,904
$122,196
$5.27
$397,603
$518,328
$120,725
$5.20
$399,571
$466,761
$67,190
$2.89
$416,828
$526,326
$109,498
$4.71
$429,488
$540,729
$111,241
$4.79
Totals Revenue
Total Operating Expenditures
Recreational Investment
Expenditure per capita
$941,608
$2,929,723
$1,988,115
$85.61
$979,876
$3,097,599
$2,117,723
$91.19
$941,454
$3,251,576
$2,310,122
$99.47
$938,697
$3,647,127
$2,708,430
$116.68
$972,138
$3,640,574
$2,668,436
$114.89
2019
Brookings Police Department
PURPOSE: The mission of the Brookings Police Department is to prevent crime, enforce the
law, and support quality public safety by delivering respectful, professional, and dependable
service.
PERSONNEL: The Brookings Police Department is comprised of 47 personnel, which include
officers, dispatchers, animal control, and administrative staff. The command staff consists of
the chief, assistant chief, 3 lieutenants, 5 sergeants, 1 communication supervisor, and 1 office
manager.
PROGRAMS AND SERVICES OBJECTIVES:
The services offered by the Brookings Police Department are more than preventing crime and
enforcement of the law. That is, the essential service to the community. Training and vigilance
to crime trends are a part of the maintenance of our essential service of law enforcement.
Consequently, the budget reflects the continuation of those essential services as well as special
events such as Hobo Day, Pub Crawl and Swiftel Concerts.
Community outreach has always been an integral part of the department’s philosophy. Those
programs include the SRO program, DARE, Safety Town, National Night Out and the Citizen’s
First Responders Academy, just to name a few. All of these special programs affect the
department’s budget, but are well worth the pay‐off in building community trust and
partnerships.
Along with the routine vehicle replacement for 2019, the Brookings Police Department is
looking to update its radio communications capabilities. Each officer will be receiving a new
state of the art radio with capabilities that will ensure effective communications between not
only our officers but with other agencies as well. The department will again be adding another
radar speed sign to assist in traffic control when an officer cannot be there.
This year the Department will be implementing a new body camera system. In 2019 there will
be associated maintenance and data storage fees that will affect the budget. The advantages of
using this type of cloud service for digital evidence management are that it allows the
department to maintain a high level of security and an auditable chain of custody trail. This
service will be used as the primary storage for all digital evidence no matter the source of the
digital evidence. Maintaining the integrity and security of all digital evidence is very important
and we are pleased that we will be making great strides in this area.
The Brookings Police Department will continue to seek out new methods and technology to
help solve crime, keep our officers trained and equipped and keep our citizens safe.
2019
Special Assessment Fund
PURPOSE: The mission of the Special Assessments Fund is to provide a Special Revenue Fund
to pay for Assessment Projects and recover the assessment payments for future assessment
projects.
PERSONNEL: The Assessment Fund is managed by the City Engineer. No specific staff is paid by
the assessment fund, however the project administration performance measure includes 10%
of the City Engineer’s salary.
PROGRAMS AND SERVICES OBJECTIVES:
The goal of the Assessment Fund is to provide a self‐sustaining fund to finance street, alley, and
sidewalk assessment projects to reduce the need to bond for the construction costs. The fund
collects all principal and interest owed on the assessment projects, which creates the revenue
needed for future projects.
The assessment fund was utilized for street construction of the Main Avenue So./26th Street
So., 32nd Avenue, and 25th Avenue/10th Street Projects. The assessments have been paid for the
properties within the City limits on the Main Avenue So./26th Street South Project, and the
assessments for the 32nd Avenue project will be fully paid in 2018. The assessments for the 25th
Avenue & 10th Street Project are being paid back to the City over a 10 year period at 10%
interest. The payments for the assessments were deposited into the assessment fund, which
will aid in cash flow for future projects.
The assessment budget will be used to fund the upcoming 15th Street South & 7th Avenue South
street construction project. The project is currently under design and awaiting an assessment
hearing and a 404 Permit from the Corps of Engineers. If a permit is received, this project could
be bid as early as the fall of 2018, with construction continuing into 2019.
SERVICE
MEASURE OUTCOME 2016
ACTUAL
2017
ACTUAL
2018
ADOPTED
2019
REQUESTED
Project
Construction
Cost of constructing
assessment projects
including streets, alleys,
sidewalk and storm
drainage
$38,213 $55,613 $1,570,000 $150,000
Project
Administration
Design, bid, and administer
construction projects
including streets, alleys,
sidewalk and storm
drainage
$50,219 $46,462 $65,354 $35,814
PERFORMANCE MEASURES:
TYPE OF
MEASURE SERVICE MEASURE 2016
ACTUAL
2017
ACTUAL
2018
ADOPTED
2019
REQUESTED
Outcome Average cost per square
foot for sidewalk
assessment
$7.16 $7.00 $6.68
$7.50
Outcome Average cost per front foot
for alley assessment
$0
no project
$38.51
$0
no project
$44.00
Outcome Average cost per front foot
for residential street
assessment with water and
sewer
No project No project 15th St S & 7th
Ave S project
costs
pending 404
permit
$400.00
2019
Storm Drainage Fund
PURPOSE: The purpose of the Storm Drainage Fund is to design, maintain, and construct storm
drainage facilities in the City of Brookings.
PERSONNEL: The Storm Drainage Fund is under the management of the City Engineer. The
Storm Drainage Fund includes the salary for one Street Department staff member and 30% of
the Building Services/Engineering Technician position. In addition, other City employees work
on drainage maintenance and projects without their salaries being paid directly out of the
Storm Drainage Fund.
PROGRAMS AND SERVICES OBJECTIVES:
The goal of the Storm Drainage Fund is to provide a self‐sustaining fund to finance maintenance
of storm drainage facilities including bridges, culverts, storm sewers, drop inlets, and detention
ponds owned by the City, and drainage swales in the public right‐of‐way. The fund is also used
to purchase land, and to design and construct new storm drainage projects to manage storm
water runoff. The fund also coordinates and administers the Storm Water Management
Program to meet SDDENR requirements for storm water quality.
The revenue for the Storm Drainage Fund is collected from a Storm Drainage Fee is charged on
all properties within the Brookings city limits. The fee for each property is based on the lot
area, a runoff weighting factor, and a unit financial charge, which is calculated as follows:
Storm Drainage Fee = runoff weighting factor x parcel area (sq.ft.) x unit financial charge (in
dollars per sq.ft.).
The Drainage Revenue is used to fund maintenance of the storm drainage system, land
purchases, and construction of Storm Drainage Master Plan projects and local projects. The
runoff weighting factor was set at 0.00054 from 2009 to 2016, and the City Council adopted a
15% increase in the runoff weighting factor over a 3‐year period for 2017, 2018 and 2019. The
additional revenue will be used to fund future projects. In addition, the City has used SDDENR
State Revolving Fund Loans to cash flow several of the eligible drainage construction projects
and the loan payments are made from the Storm Drainage Fund.
The following is a summary of the service measures and performance measures for the Storm
Drainage Fund:
SERVICE
MEASURE OUTCOME 2016
ACTUAL
2017
ACTUAL
2018
ADOPTED
2019
REQUESTED
Planning
Design and analyze drainage
projects with consulting assistance,
analyze drainage areas and
purchase land as needed for future
projects.
$96,073 $40,651 $150,000 $200,000
Maintenance
Maintain and repair the existing
storm drainage system in the City
of Brookings.
$56,982 $100,325 $85,000 $85,000
Compliance
Coordinate and administer the
Storm Water Management
Program, which is an EPA
Mandate and includes the
following areas:
‐ Public Education and Outreach
on Storm Water Impacts
‐ Public Involvement/Participation
‐ Illicit Discharge Detection and
Elimination
‐ Construction Site Storm Water
Runoff Control
‐ Post‐construction Storm Water
Management in New
Development and Redevelopment
‐ Pollution Prevention/Good
Housekeeping for Municipal
Operations
$5,148 $5,047 $5,148 $5,303
Construction Construction of new drainage
facilities outlined in the Storm
Water Master Plan and other
identified drainage improvement
projects.
$299,461 $163,577 $2,540,000 $775,000
Financial
(Storm
Drainage Fee
Revenue)
Revenue to manage and adjust
the Storm Drainage Fee as
directed or as necessary to
achieve the goals of the Storm
Drainage Master Plan.
$901,192 $924,035 $960,195 $1,005,625
PERFORMANCE MEASURES:
TYPE OF
MEASURE SERVICE MEASURE 2016
ACTUAL
2017
ACTUAL
2018
ADOPTED
2019
REQUESTED
Output Average cost per parcel for Storm
Drainage Fee (regardless of size
or use)
$124.76 $130.10 $137.62 $144.00
Compliance
with DENR /
EPA
Regulations
Complete and submit the Annual
Report for the Storm Water
Management Plan by DENR
March 10th deadline each year.
100% 100% 100% 100%
Output Cost per foot for jetting
(cleaning) storm sewer pipes.
$0.80 $0.89 $0.98 $1.07
2019
Street Department
PURPOSE: It is the mission of the City of Brookings Street Department to fund equipment,
materials, and personnel in order to provide a safe network of streets, avenues, and alleys
throughout the City. We intend to do this by responding promptly and courteously to citizen’s
requests and concerns.
PERSONNEL: The Street Department is comprised of 16 staff; Superintendent, Street
Operations Supervisor, Shop Supervisor/Mechanic, two Heavy Equipment Operators, three
Advanced Equipment Operators, one Office Manager, and six Street Maintenance Technicians.
PROGRAMS AND SERVICES OBJECTIVES:
Street Maintenance
The Street Department strives to maximize the life of the city's transportation facilities and to
provide a high quality driving surface on city streets. This is accomplished through a
comprehensive maintenance, repair and sweeping program, including timely and efficient snow
removal, street de‐icing and sanding operations. Our maintenance program consists of
scheduled annual asphalt overlays, crack sealing, seal coating, and maintenance of gravel
streets and alleys.
Street Paint
Line‐stripe roadways. Paint directional arrows, yellow curbs, pedestrian crossings and parking
areas.
Street Signage
Install and maintain street markers and traffic control signs.
Storm Sewer Maintenance
Inspect and maintain the storm sewer system.
Mosquito Control
The City of Brookings’ Mosquito Control Program is integrated within the Street Department.
Our mission is to control mosquito larvae within the City of Brookings and the outlying areas.
This includes approximately 13.25 square miles in the City and approximately a one‐mile buffer
around the city limits. Our goal is to keep the nuisance problem and the West Nile virus threat
as low as humanly possible. This is done through the identification, mapping and treatment
(larviciding) of potential mosquito breeding grounds such as standing water, tall slough grasses,
wooded areas, bike paths, walking trails, soccer fields, softball fields, drainage ditches, tire piles
and catch basins.
Weed Control
Spray streets, alleys, drainage ditches, and city parking lots to eliminate noxious weeds.
As Brookings grows the number of roads and areas to be serviced also increases. It is the goal
of the Street Department to provide a quality level of service to accommodate this growth in
road maintenance, snow removal, signage, mosquito control, etc.
2019‐2020 Budget
City of Brookings
2019
Solid Waste Department
PURPOSE: The City of Brookings Solid Waste Department is committed to the management of
Solid Waste employing source reduction practices by enhancing recycling opportunities for the
public, while focusing on a sustainable lifestyle, processing waste into energy, operating an
environmentally, safe Subtitle D landfill in a cost efficient manner, thereby increasing the
general fund transfer and to collect solid waste from single family homes in Brookings in a cost
efficient and customer friendly manner.
Solid Waste Collection
PERSONNEL: The Solid Waste Collection Department is comprised of six staff members; The
Solid Waste Supervisor and five Sanitation Collectors.
PROGRAMS AND SERVICES OBJECTIVES: The Solid Waste Collection Department offers
garbage collection, recycling collection, yard waste pickup and Christmas tree pickup for the
City of Brookings residents. The City of Brookings provides a 95 gallon green cart for garbage
pickup, which is on Monday or Tuesday of each week based on your address. The pickup
schedule information is available on the web site www.cityofbrookings.org.
The Solid Waste Collection Department provides a 65 gallon blue and yellow cart for
recycling, which is picked up on Thursday or Friday of each week based on your address. The
material that can be placed in your recycling cart is listed on page 19 of the phone book or on
the web site www.cityofbrookings.org.
The Solid Waste Collection Department discontinued the curbside branch pickup in 2015. The
residents my put out their branches during spring clean up or haul them to the landfill free of
charge. We will continue to provide a Christmas tree pickup in January for the residents.
The Solid Waste Collection has a yard waste program that starts in April and ends in November
each year. This program is funded by the sale of City of Brookings yard waste bags. The bags our
available at the following businesses: Wal‐Mart, Hy‐Vee, Lewis, Hy‐Vee Gas Stop, Homestead‐
Do‐It Center, Lowes, Running’s, and Gas and Mor. The yard waste bags are picked up on
Monday, Tuesday, Thursday and Friday of each week based on your address.
The Solid Waste Collection reviews the garbage collection rates every three years. The next
review will be in 2020 with any decrease or increase taking place January 1, 2021. The current
rate for garbage collection is $ 18.00 per month plus sales tax. If a second garbage cart is
requested the fee for that is $ 3.50 per month plus sales tax. This fee of $ 18.00 covers the cost
of garbage pickup and recycling pickup once a week.
2019‐2020 Budget
City of Brookings
SERVICE MEASUREMENTS COLLECTION 2016
ACTUAL
2017
ACTUAL
Demographics Number of Household
Garbage Collection Accounts
5,060 5,254
Outcome Tons of Garbage Collected 4,738 tons 4,788 tons
Outcome Tons of Yard Waste Collected 752 tons 696 tons
Outcome Tons of Recycling Collected 837 tons 836 tons
Outcome Average tons per account .94 tons .91 tons
2019‐2020 Budget
City of Brookings
2019
Solid Waste Department
PURPOSE: The City of Brookings Solid Waste Department is committed to the management of Solid
Waste employing source reduction practices by enhancing recycling opportunities for the public, with a
focus on sustainable lifestyles, processing waste into energy, operating an environmentally, safe Subtitle
D landfill in a cost efficient manner, thereby increasing the general fund transfer and to collect solid
waste from single family homes in Brookings in a cost efficient and customer friendly manner.
Solid Waste Disposal‐Landfill
PERSONNEL: The Solid Waste Disposal Department is comprised of six staff members; The
Director of Solid Waste, Landfill Supervisor, Landfill Office Manager, two Heavy Equipment
operators and Advanced Equipment operator.
PROGRAMS AND SERVICES OBJECTIVES: The Brookings Regional Landfill serves the six counties
of Brookings, Kingsbury, Moody, Deuel, Hamlin and Lake. The landfill opened on October of
1993 and serves a population area of 47,600 residents in the six county regions.
The Brookings Regional Landfill has an annual Latex Paint Exchange in April of each year which
gives the general public an opportunity to drop off used Latex paint and have it recycled. The
volunteers for the program come from the local 4‐H chapters, residents and the collection
employees.
The Landfill also has the annual spring clean up for Brookings Residents. This program is possible
with the joint efforts of the Park & Recreation, Forestry, Street, Landfill and Collection
departments.
The Brookings Regional Landfill offers a free leaf drop off program for the Brookings residents. The
program starts October 1st and goes to November 15st of each year.
The Brookings Regional Landfill does a good job of recycling material that comes into the landfill.
The materials recycled are tires, scrap iron, pallets, trees, yard waste, and waste oil.
The Brookings Regional Landfill reviews the tipping fees every three years. The next review will
be in 2019. Any change in the tipping fees will take place January 1, 2020. The rates are set by
resolution. It has been the practice of the landfill to give area haulers and the communities in
our region a six month notice so they can meet with their local communities in our region and
adjust the rates accordingly with their customers. The current tipping fee is $ 43.00 per ton
in addition, $1.00 per ton state fee and 4.5% sales tax.
2019‐2020 Budget
City of Brookings
SERVICE MEASUREMENTS LANDFIL 2016 ACTUAL 2017 ACTUAL
Total Tons received at the Landfill 63,552 tons 65,858 tons
Total Cost for Landfill $1,889,128 $1,772,832
Service Area population(estimated) 47,600 47,600
Landfill cost per service area capita per year $39.69 $37.27
General Fund Transfer $575,000 $600,000
1
2019
SWIFTEL CENTER
PURPOSE: The mission of the Swiftel Center is to enhance the quality of life for the citizens of the region by providing a
gathering place for cultural, recreational, educational and community events thereby positively impacting the economy
of Brookings. The goal is to maximize revenue through the hosting of numerous, well‐attended events and minimize
expense through efficient and cost‐effective facility operations. On any single night, the Swiftel Center is more than just
an arena…it’s the home for live, family‐oriented entertainment, first‐class catered banquets and receptions and
hospitable meetings and conventions. Our multi‐purpose facility acts as a catalyst for economic development and
consumer spending activity in the city, by delivering event attendees and their “spending multiplier” which boosts
commercial, retail, restaurant and hotel spending throughout the entire region. The “multiplier” is a vital economic
importance: it constitutes the Swiftel Center’s positive contribution to the Brookings economy and overall community
well‐being. We consistently anticipate customer needs and exceed their expectations by implementing top quality
professional customer service programs. These efforts are designed to establish confidence and brand recognition in
the facility and with our many staff members. This encourages repeat business and fosters new client relationships and
patrons to serve.
PERSONNEL: The Swiftel Center is comprised of thirteen full time staff; Executive Director, Associate Executive Director,
Associate Director of Event Operations, Director of Finance, Director of Food & Beverage, Operations Manager,
Operations Supervisor, Sales & Marketing Manager, Ticket Office Manager, two (2) Event Managers, Food & Beverage
Supervisor, and Food & Beverage Coordinator.
2
VenuWorks of Brookings LLC has established goals for the 2019 year. These goals are a combination of new
initiatives and continuing efforts initiated in 2018.
Collaborate with local charitable and community organizations through volunteerism, community service
projects or their usage of the facility at a reduced rate or no charge. Status: In progress/On‐going
o The Daktronics Conference Center and Swiftel Center equipment will be made available at no charge to
the local American Legion and VFW for Memorial Day and Veteran’s Day programs.
o 4‐H Achievement Days held in the Arena and Holding Barn.
o 4‐H Horse Show in the Arena.
o Non‐profit organizations will continue to receive a 25% discount on rent.
o The Swiftel Center will coordinate and host the Easter Egg Hunt as well as the Uncle Sam Jam festival on
July 4 as a free, family‐friendly community event to celebrate Independence Day holiday.
Continue to build marketing partnership through regular communication with the Brookings Area Convention
and Visitors Bureau to attract events to the Brookings Community, focusing more on athletic tournaments
and conventions. Status: On‐going
Concentrate on providing a diversity of events for the citizens of the region; family shows, concerts,
community events, consumer shows, sporting events, and conventions. Status: On‐going
Continue to be an in‐house entertainment production entity for the sole purpose of promoting and/or co‐
promoting shows and entertainment events. Status: On‐going
Increase use of Ticketmaster website, and phone service for ticket purchasing utilizing marketing programs
available through Ticketmaster including email notifications, presale programs and auctions. Status: On‐going
Increase ancillary revenues in the following areas: Status: On‐going
o Catering income
o Concessions/bar service income
o Rental Equipment income
o Facility Maintenance Fee
o Merchandise income
o Ticket Revenue Share
Continue to review and adjust rental rates and reimbursed labor rates to remain competitive. Status: On‐going
Continue to provide outstanding customer service to the patrons, promoters, renters and users of the Swiftel
Center facilities. Emphasis placed on customer service and ADA assistance at employee training sessions.
Status: On‐going
Continue to utilize our website and marquees to inform the community of upcoming events. Status: On‐going
Increase use and awareness of social media aspects of networking with the community and fans to include:
Facebook, Twitter, Instagram, Pinterest, and LinkedIn. Status: On‐going
We are projecting our revenue and expenses to remain stable for 2019. As we develop our budget we created a
spreadsheet reflecting our contracted business for 2018 and expected business from historical data. We broke down
the budget for each event to determine our revenue and expenses which are all variable. Then we estimated our fixed
revenue and expenses by looking at historical data and contract obligations. Events and gross revenues are projected to
remain stable for 2019 as well. We will work to maximize contractually obligated income streams, and per capita
spending at events to be a very competitive marketplace for national touring concert dates.
3
Service
Measure
Outcome
2016
Actual
2017
Actual
Estimated
2018
Budget
Requested 2019
Budget
Gross
Revenues
Revenues generated
from events, rent,
naming rights, pouring
rights, concessions and
catering, signage,
equipment, and other
revenue streams.
$ 2,078,823 $1,867,476 $2,462,802 $2,413,879
Attendance
Promote, co‐promote or
rent facility to attract
patrons to spectator
events for entertainment
or meetings, banquets,
conventions for
educational experience.
117,152 104,065 113,929 129,297
Events
Number of events held at
the Swiftel Center.
262 285 225 274
TYPE OF MEASURE SERVICE MEASURE 2016 2017
2018
EST
2019
EST
Revenue Generation
Percentage of Gross
Revenues from
Operations
85% 84% 86% 86%
Expenditure per
Capita
(23,225 population)
City Subsidy per
Capita
$15.85 $17.11 $17.31 $20.89
Expenditure per
Square Foot
72,542
Capital Expenditures
per square foot
$ 5.61 $4.14 $4.14 $4.14
Brookings City Council
Keith W. Corbett, Mayor
Mary Kidwiler, Deputy Mayor
Patty Bacon
Holly Tilton Byrne
Dan Hansen
Oepke Niemeyer
Nick Wendell
Paul M. Briseno, City Manager
City of Brookings Leadership Team
Paul M. Briseno, City Manager
Matt Bartley, Street Department Superintendent
Dan Brettschneider, Parks, Recreation & Forestry Director
Janet Coplan, Liquor Store Manager
Shawna M. Costello, CPA, CPFO, Finance Director
David Erickson, Chief of Police
Ashia Gustafson, Director of Library Services
Darrell Hartmann, Fire Chief
Todd Langland, Solid Waste Director
Jackie Lanning, City Engineer
Maggie Owens, Human Resources Director
Tom Richter, Executive Director – Swiftel Center
Mike Struck, Community Development Director
Shari Thornes, City Clerk
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TABLE OF CONTENTS
AIRPORT ..................................................................................................................................................... 4
AIRPORT NARRATIVE .................................................................................................................................. 5
ANIMAL CONTROL ................................................................................................................................ 12
ANIMAL CONTROL NARRATIVE .................................................................................................................. 13
CITY CLERK ............................................................................................................................................. 14
CITY CLERK NARRATIVE ............................................................................................................................ 15
CITY/COUNTY GOVERNMENT CENTER .......................................................................................... 16
CITY/COUNTY GOVERNMENT CENTER NARRATIVE ................................................................................... 17
COMMUNITY DEVELOPMENT DEPARTMENT .............................................................................. 18
COMMUNITY DEVELOPMENT NARRATIVE ................................................................................................. 19
DAKOTA NATURE PARK ...................................................................................................................... 20
DAKOTA NATURE PARK NARRATIVE .......................................................................................................... 21
EMERGENCY SERVICES DISPATCHING (E-911) ............................................................................ 23
E-911 NARRATIVE ..................................................................................................................................... 24
EDGEBROOK GOLF COURSE .............................................................................................................. 26
EDGEBROOK GOLF COURSE NARRATIVE ..................................................................................................... 27
ENGINEERING DEPARTMENT ............................................................................................................ 35
ENGINEERING DEPARTMENT NARRATIVE ................................................................................................... 36
FIRE DEPARTMENT ............................................................................................................................... 37
FIRE DEPARTMENT NARRATIVE .................................................................................................................. 38
FORESTRY DIVISION ............................................................................................................................. 45
FORESTRY DIVISION NARRATIVE ................................................................................................................ 46
GATEWAY PROJECT ............................................................................................................................. 49
GATEWAY PROJECT NARRATIVE ................................................................................................................ 50
GENERAL GOVERNMENT BUILDINGS ............................................................................................. 52
GENERAL FOVERNMENT BUILDING NARRATIVE ......................................................................... 53
HILLCREST AQUATIC CENTER ......................................................................................................... 54
HILLCREST AQUATIC CENTER NARRATIVE ................................................................................................. 55
INFORMATION TECHNOLOGY DEPARTMENT ............................................................................. 57
INFORMATION TECHNOLOGY NARRATIVE .................................................................................................. 60
LARSON ICE CENTER ............................................................................................................................ 62
LARSON ICE CENTER NARRATIVE ............................................................................................................... 63
LIBRARY ................................................................................................................................................... 67
LIBRARY NARRATIVE ................................................................................................................................. 68
PARKS DEPARTMENT ........................................................................................................................... 72
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PARKS DEPARTMENT NARRATIVE .............................................................................................................. 74
POLICE DEPARTMENT ......................................................................................................................... 89
POLICE DEPARTMENT NARRATIVE ............................................................................................................. 90
RESEARCH & TECHNOLOGY CENTER ...........................................................................................101
RESEARCH & TECHNOLOGY CENTER NARRATIVE ......................................................................................102
RECREATION DIVISION ......................................................................................................................103
RECREATION DIVISION NARRATIVE ...........................................................................................................104
SOLID WASTE COLLECTION .............................................................................................................105
SOLID WASTE COLLECTION NARRATIVE ....................................................................................................106
SOLID WASTE DISPOSAL (LANDFILL) ............................................................................................108
LANDFILL NARRATIVE ..............................................................................................................................109
SPECIAL ASSESSMENT FUND ............................................................................................................113
SPECIAL ASSESSMENT FUND NARRATIVE ..................................................................................................114
STORM DRAINAGE FUND ....................................................................................................................116
STORM DRAINAGE FUND NARRATIVE ........................................................................................................117
STREET DEPARTMENT ........................................................................................................................122
STREET DEPARTMENT NARRATIVE ............................................................................................................123
SWIFTEL CENTER .................................................................................................................................138
COMMUNITY REINVESTMENT PLAN ..............................................................................................139
CAPITAL PROJECT DETAIL SUMMARY .........................................................................................142
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Project Description 2019 2020 2021 2022 2023
Fund
Facilities and Equipment
$140,000 $80,000 $30,000 $50,000 $50,000
Airport Improvements
(cracks/asphalt/concrete/paint)
sanitary sewer &
parking lot grading at ag
spray taxilane area
(paint 12/30 if
required by FAA
inspection)
(paint 17/35 if
required by FAA
inspection)
(extend
taxilane by East
hangars,
maintenance)
(extend
business
taxilane,mainte
nance)
213
Remove and Construct Fence by Ag Spray Area $11,000 213
Replace security camera system (purchased in 2006) (apply for
grant funding)$7,200 213
Replace 2005 White Pickup $20,000 606
Replace Tractor Mower Deck (Purchased in 2006)$20,000 606
Reconstruction of Apron (City) (10% in 2019)$11,750 213
Reconstruction of Apron (Grant) (10% in 2019)$223,250 Grant
Reconstruction of Apron (City) (90% in 2020)$105,750 213
Reconstruction of Apron (Grant) (90% in 2020)$2,009,250 Grant
Wildlife Hazard Assessment & Wildlife Hazard Management
Plan (City)$4,250 213
Wildlife Hazard Assessment & Wildlife Hazard Management
Plan (Grant)$80,750 Grant
Pavement Maintenance 12/30 & N. End 17/35 (Seal Coat &
Paint) (City)$19,350 213
Pavement Maintenance 12/30 & N. End 17/35 (Seal Coat &
Paint) (Grant)$367,650 Grant
Pavement Maintenance S. End 17/35 & Taxiways (Seal
Coat & Paint) (City)$14,500 213
Pavement Maintenance S. End 17/35 & Taxiways (Seal
Coat & Paint) (Grant)$275,500 Grant
Design of Parallel Taxiway to 35 End (City)$3,500 213
Design of Parallel Taxiway to 35 End (Grant)$66,500 Grant
Construct Parallel Taxiway to 35 End
(City) $38,500 213
Construct Parallel Taxiway to 35 End
(Grant) $731,500 Grant
Snow Blower for John Deere Loader $75,000 606
Broom attachment for John Deere Loader $20,000 606
Total Facilities & Equipment (grant)$223,250 $2,090,000 $367,650 $342,000 $731,500
Total Facilities & Equipment (city)$189,950 $190,000 $89,350 $143,000 $88,500
Total Capital $413,200 $2,280,000 $457,000 $485,000 $820,000
Art Fund (1%)$1,900 $1,900 $894 $1,430 $885 213
Grand Total $415,100 $2,281,900 $457,894 $486,430 $820,885
5 Year Capital Improvement Plan
Airport 4
DRAFT
2019
Airport
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2019‐2023 – Airport Improvements (cracks/asphalt/concrete/paint/other repairs)
The City has maintenance every year on the runways, taxiways and hangar areas which
includes crack sealing, asphalt repair and painting and not funded by grants. The City
has budgeted between $30,000 and $140,000 for the next three years for these types of
repairs, and $50,000 for 2022 and 2023. Even though the primary runway and
associated taxiways have recently been reconstructed, the City still has maintenance on
the hangar areas, ramp, and aging taxilanes. The City has budgeted $140,000 in 2019 for
work related to the new taxilane serving a commercial agriculture‐spraying hangar and
operation, to include sanitary sewer, parking lot grading, and fence changes in the
location shown on the picture below. The total amount budgeted for improvement
maintenance is $350,000 for the five year period:
2019 2020 2021 2022 2023
$140,000 $80,000 $30,000 $50,000 50,000
2019 Airport Improvements: Sanitary sewer, parking lot grading, and fencing:
Cost: 2019: $140,000
Operating Budget Impact: After completion, there will be an increase in revenues
from fuel taxes, land leases and annual aircraft fees from aerial applicators.
5
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2019 – Removal and Relocation of Airport Fence near Ag Sprayer Operation
The Brookings Regional Airport anticipates relocating an existing section of airport
perimeter fence near the Airport Management office off W. Second Street S. to make
room for parking and growth for future hangars. This project includes moving
approximately 180 feet of 10‐foot tall chain link fence and an 18‐foot cantilever slide
gate. The contractor will reuse salvageable fence fabric, top rail, gate, hardware and
fittings. The estimated cost for this project is $11,000.
Cost: $11,000
Operating Budget Impact: There will be a slight increase in square footage for
mowing
2019 – Replace Security Cameras
The airport security system was purchased in 2006 and is 12 years old and no longer in
working condition. The airport will replace 10 old cameras around the Fixed Base
Operator (FBO), Fueling tanks, General Aviation Ramp, and Terminal building and will be
remotely accessed. The estimated cost to replace 10 cameras and system is $7,200. The
City anticipates applying for a grant through homeland security or other agencies for the
project. The cost may be shared with other airport entities.
Cost: $7,200
Operating Budget Impacts: There will be a slight increase in camera and system
maintenance.
2019 – Replace Engineering/Airport Dodge Ram
The 2005 Dodge Ram (95,000 miles) is used as one of the primary vehicles for the
Airport staff for field inspections, equipment fueling, and other airport uses. The Capital
Asset Policy adopted by the City Council the useful life for a vehicle at the Airport
Department is 10 years. In 2019, this vehicle will be 14 years old. The replacement
vehicle will be a used four‐wheel drive pickup. Estimated cost for a used pickup is
$20,000.
6
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Cost: $20,000
Operating Budget Impact: There will be a decrease in vehicle maintenance costs
2019 – Reconstruction of GA Apron (Part 1 of 2)
The Brookings Regional Airport anticipates the reconstruction of the general aviation
apron with projected 10% completion in 2019 and the remaining 90% to be completed
in 2020. The project will include removing existing pavement followed by grading,
surfacing, underdrain and installation of new aircraft tie downs. The estimated
Federal/State grant amount for 2019 (10% of total project) is $223,250 with a city share
of $11,750 totaling $235,000.
Cost: $235,000 (10% of project in 2019)
Operating Budget Impact: There will be a decrease in pavement maintenance costs
with the new pavement and aircraft tie downs.
2020 – Wildlife Hazzard Assessment & Wildlife Hazard Management Plan
The airport is required to have an updated Wildlife Assessment and Wildlife Hazard
Management Plan to be in compliance with FAA requirement Part 139.337. Wildlife
Hazard plans are valid for 10 years and the City of Brookings plan will be 10 years old in
2020. The Brookings Airport has gone through extensive projects in the last 10 years,
including the realignment project where the 6‐Mile Creek and fence were re‐designed
and relocated. The current plan was completed using the previous airport layout, and
will need to be updated in 2020. The estimated Federal/State grant amount is $80,750
with the city share of $4,250 for a total cost of $85,000
Cost: $85,000
Operating Budget Impact: There may be increased wildlife management costs based
on the plan suggestions.
2020 – Reconstruction of GA Apron (Part 2 of 2)
The Brookings Regional Airport anticipates the reconstruction of the general aviation
apron with projected 10% completion in 2019 and the remaining 90% to be completed
7
DRAFT
in 2020. The project will include removing existing pavement followed by grading,
surfacing, underdrain and installation of new aircraft tie downs and lighting. The
estimated Federal/State grant amount for 2020 (90% of total project) is $2,009,250 with
a city share of $105,750 totaling $2,115,000.
Cost: $2,115,000 (90% of project in 2020) Operating Budget
Impact: There will be a decrease in pavement maintenance costs with the new
pavement and aircraft tie downs.
2021 – Pavement Maintenance (Seal Coat and Paint) Runway 12/30 & North end of
Runway 17/35 (Part 1 of 2)
The Brookings Regional Airport anticipates the need for pavement maintenance
including a seal coat and painting on all surfaces constructed as part of the runway
realignment project. This project will include a seal coat and painting of Runway 12/30
and the north end of Runway 17/35. This maintenance will prolong the useful life of the
pavement. The estimated Federal/State grant amount is $367,650 with a city share of
$19,350 totaling $387,000.
Cost: $387,000
Operating Budget Impact: This will prolong the life of existing pavement, saving on
pavement replacement costs in the near future
8
DRAFT
2021 – Broom Attachment for Snow plow/ John Deere Loader
The Brookings Airport is budgeting for a high‐speed broom for either the plow truck or
John Deere Loader to increase snow clearance speed in accordance with regulations
from the FAA Part 139 certificate. The high‐speed broom will reduce airport staff
overtime costs and limit airport pavement closures during the snow removal operation.
Cost: $20,000
Operating Budget Impact: There will be maintenance costs for the new piece of
equipment, however staff overtime costs are anticipated to be lower.
2021 – Replace Tractor Mower Deck
The airport’s 2006 Buhler Triplex Finishing Mower is used as the primary mowing deck
for the airfield. Although well maintained, in 2021 this mower deck will be 15 years old
and nearing the end of its useful life. The replacement will be of similar size and be
adaptable to the existing airport’s New Holland tractor at an estimated replacement
cost of $20,000.
Cost: $20,000
Operating Budget Impact: There will be a decrease in equipment maintenance costs
2022 ‐ Pavement Maintenance (Seal Coat & Paint) South end of Runway 17/35 &
Taxiways (Part 2 of 2)
The Brookings Regional Airport anticipates the need for pavement maintenance on all
surfaces constructed as part of the runway realignment project. This project will include
a seal coat and painting of the south end of Runway 17/35 and taxiways. This
maintenance will prolong the useful life of the pavement. The estimated Federal/State
grant amount is $275,500 with the city share of $14,500 for a total cost of $290,000
9
DRAFT
Cost: $290,000
Operating Budget Impact: This will prolong the life of existing pavement, saving on
pavement replacement costs in the near future
2022 – Design of Parallel Taxiway C to Crosswind Runway 17/35
The Brookings Regional Airport anticipates the construction of the remaining Taxiway C
in 2022. The project will include grading, surfacing, and underdrain to extend Taxiway C
to the south end of the Runway 17/35. The estimated Federal/State grant amount for
the design portion is $66,500 with a city share of $3,500 totaling $70,000.
Cost: $70,000
Operating Budget Impact: There will be an increase in maintenance and snow
removal costs for this new surface and for mowing the safety areas.
2022 – Replace Snow Blower for John Deere Loader
The 1998 SnoGo Snow Blower is used as the primary snow blower for the airfield.
Although well maintained, in 2022 this snow blower will be 24 years old and nearing the
end of its useful life. The replacement will be of similar size and to be adaptable to the
exiting John Deere Loader at an estimated value of $75,000.
Cost: $75,000
Operating Budget Impact: There will be a decrease in maintenance costs
10
DRAFT
2023 – Construction of Parallel Taxiway C to Crosswind Runway 17/35
The Brookings Regional Airport anticipates the construction of the remaining Taxiway C
in 2023. The project will include will include grading, surfacing, and underdrain to
extend Taxiway C to the south end of the Runway 17/35. The estimated Federal/State
grant amount is $731,500 with a city share of $38,500 totaling $770,000.
Cost: $770,000
Operating Budget Impact: There will be an increase in maintenance and snow
removal costs for this new surface, and for mowing the safety areas.
11
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Project Description 2019 2020 2021 2022 2023 Fund
Motor Vehicles and Equipment
Replace 2017 Chevy Crew Cab $40,000 101
Total Capital $0 $0 $0 $40,000 $0
Art Fund (1%)$0 $0 $0 $400 $0 101
Grand Total $0 $0 $0 $40,400 $0
Animal Control
5 Year Capital Improvement Plan
12
DRAFT
2019
Animal Control
Brookings Police Department
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2022 Replace 2017 Animal Control Pickup, marked
The 2017 Animal Control Vehicle was purchased by the Police Department. The Capital
Asset Policy adopted by the City Council in January of 2011 states the useful life for a
Animal Control vehicle is 5 years or 100,000 miles. In 2022, we anticpate this vehicle
will be 5 years old and will have over 100,000 miles. Estimated replacement cost
$40,000.
Cost: $40,000
Operating Budget Impact: N/A
13
DRAFT
Project Description 2019 2020 2021 2022 2023 Fund
Website Redesign $75,000 101
Total Capital $75,000 $0 $0 $0 $0
Art Fund (1%)$750 $0 $0 101
Grand Total $75,750 $0 $0 $0 $0
City Clerk
5 Year Capital Improvement Plan
14
DRAFT
2019
City Clerk’s Department
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
Website Redesign (2019)
The City of Brookings website was redesigned in 2011. A redesign of the City’s Website and Mobile App
would consist of departmental meetings to review content and navigation, evaluation of site usage and
plan to increase it, and implementation of overall redesign. Costs to include: migrating existing content
and retouching published pages to ensure proper formatting, menu structure, and application of new
site styles; ensuring modules are related to feature columns; updating contact information for
consistency; editing and moving page content for usability and consistency; and coordinating pages with
new menu structure and assisting with building out of place holder pages.
Cost: $75,000
15
DRAFT
Project Description 2019 2020 2021 2022 2023
Fund
Facilities & Equipment
Council Chambers Upgrades (City Share) $24,000 101
Council Chambers Upgrades (County Share) $26,000 County
Community Room Upgrades (City) $9,600
101
Community Room Upgrades (County) $10,400
County
Executive Session Room Upgrades (City) $9,600 101
Executive Session Room Upgrades (County) $10,400 County
Meeting Room Upgrades (City) $4,800 $4,800 $4,800 $4,800
101
Meeting Room Upgrades (County) $5,200 $5,200 $5,200 $5,200
County
Parking Lot ‐ design and constr(City) $134,400
213
Parking Lot ‐ design and constr(County) $145,600
County
Total Facilities County Share $176,800 $15,600 $15,600 $5,200 $0
County
Total Facilities City Share $163,200 $14,400 $14,400 $4,800 $0
101
Total Capital $340,000 $30,000 $30,000 $10,000 $0
Art Fund (1%)$1,632 $144 $144 $48 $0 101
Grand Total $341,632 $30,144 $30,144 $10,048 $0
Note: The City's share of this capital budget is only subject to the 1% Art Fund.
City/County Government Center
5 Year Capital Improvement Plan
16
DRAFT
2019
City/County Government Center
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2019 – Parking Lot Design and Construction
The City and County jointly purchased property adjacent to the Government Center for
the purpose of expanding the parking lot. This project will be cost shared with the
County paying 52% and the 48%
Cost: $280,000 (City $134,400/ County $145,600)
2019‐2023 – Control Room, Chambers, Community Rooms, and Meeting Rooms
Equipment Upgrades
The City/County Government Center was constructed in 2012, including the acquisition
of specialized audio/visual equipment to outfit the control room, chambers, community
room, and all meeting rooms in the building. This equipment cost approximately
$500,000. All IT equipment is generally added to a 5‐year replacement cycle, with the
exception of certain pieces of equipment such as servers. The control room has been
experiencing issues due to multiple brownouts. CTI, the vendor for the equipment,
suggested equipment be replaced on a 5 to 7 year rotation so equipment does not
continue to fail.
Cost: Over 5 Years $131,000
Operating Budget Impact: The City and County splits total costs at 48/52 respectively.
Equipment is purchased by the City and billed to the County at 52% of the total cost.
17
DRAFT
Project Description 2019 2020 2021 2022 2023
Fund
Motor Vehicles and Equipment
Replace 2008 Chevy Uplander $20,000 101
Sub‐Total Motor Vehicles & Equipment $20,000 $0 $0 $0
Other Capital
ArcGIS Software $1,500 101
Infrastructure‐ Industrial $500,000 $500,000
101
Industrial Land ‐ Acquisition $500,000 $500,000 $500,000
101
Furniture $1,600 101
Sub‐Total Other Capital $3,100 $500,000 $1,000,000 $1,000,000 $0
Total Capital $23,100 $500,000 $1,000,000 $1,000,000 $0
Art Fund (1%)$231 $5,000 $10,000 $10,000 $0 101/213
Grand Total $23,331 $505,000 $1,010,000 $1,010,000 $0
Community Development
5 Year Capital Improvement Plan
18
DRAFT
2019
Community Development Department
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2019 ‐ Replace 2008 Chevy Uplander
The 2008 Chevy Uplander was purchased by the Community Development Department
off Federal Surplus for Code Enforcement. The Capital Asset Policy adopted by the City
Council in January of 2011 states the useful life for a vehicle in the Community
Development Department is 10 years. In 2019 this vehicle will be 11 years old.
Cost: $20,000
Operating Budget Impact: N/A
2020‐2021‐2022 ‐ Infrastructure‐ Industrial/Commercial Land
The City owns 31 acres of land in the Wiese Business Park which will require
infrastructure improvements to make the site shovel ready for development.
Replacement industrial land will be necessary to ensure an adequate supply of industrial
land is available to respond to industry needs along with the supporting infrastructure.
Cost: $2,500,000
Operating Budget Impact: N/A
19
DRAFT
Project Description 2019 2020 2021 2022 2023
Fund
Facilities and Parks
Rental Equipment $5,000 $5,000
101
Asphalt/Concrete Trail Work $20,000 101
Resealing of buildings $20,000 $20,000 101
Bridge Connection to East Pond $30,000 101
Nature center furnishings/exhibits $10,000 $10,000 101
Total Capital $35,000 $5,000 $30,000 $50,000 $0
Art Fund (1%)$350 $50 $300 $500 $0 101
Grand Total $35,350 $5,050 $30,300 $50,500 $0
Dakota Nature Park
5 Year Capital Improvement Plan
20
DRAFT
2019
Brookings Parks, Recreation & Forestry Department (BPRD)
Dakota Nature Park
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2019 & 2020 –Rental Equipment
Purchase additional/replacement rental equipment. Examples: snowshoes, canoes,
kayaks, paddleboards and bikes.
Cost: $5,000
Operating Budget Impact: General maintenance for equipment of this type.
2019 & 2022 – Resealing of the buildings
Exterior preventative maintenance resealing of the Larson Nature Center and
boathouse.
Cost: $20,000 (2019) & $20,000 (2022)
Operating Budget Impact: N/A.
2019 & 2021 – Purchase Additional Furnishings/Exhibits for the Larson Nature Center
Purchase additional furniture/nature exhibits for the interior/exterior of the center.
Cost: $10,000 (2019) & $10,000 (2021)
Operating Budget Impact: General maintenance for a facility of this type.
2021 – Asphalt/Concrete Trail Work
Repair sections of the asphalt trail. Sections have tree roots pushing up underneath the
asphalt causing safety trip hazards and damage to the asphalt. Depending on location,
material utilized to repair may be asphalt or concrete.
21
DRAFT
Cost: $20,000
Operating Budget Impact: General maintenance for a trail of this type.
2022 – Bridge/Water Connection to the East Pond
Connect the East pond to the other ponds within the park. Install a bridge over the
water connection area.
Cost: $30,000
Operating Budget Impact: General maintenance for a facility of this type.
22
DRAFT
Project Description 2019 2020 2021 2022 2023
Fund
Office Equipment and Software
Pictometry $9,647 $9,647 $9,647 $9,613 $9,613
214
Digital Radios $32,900
214
2022 (7) Digital radios downstairs $4,700/each
Bullberry Mapping $3,780 214
Furniture & Equipment
Furniture $0 $3,000 $0 $3,000 $0 214
Grand Total $13,427 $12,647 $9,647 $45,513 $9,613
Note: E‐911 is an intergovernmental fund; therefore, it is not subject to the 1% Art Fund.
Emergency Services Dispatching
E‐911
5 Year Capital Improvement Plan
23
DRAFT
2019
E‐911 DEPARTMENT
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2019‐2023
The City and County cost share the aerial Pictometry information. The total cost for the
fly‐over is split four ways: Brookings County, Brookings Municipal Utilities, City of
Brookings Engineering, and E‐911.
Cost: (E‐911 share) $9,647
Operating Budget Impact: N/A
2019 Bullberry Mapping
BullBerry Systems Insight Dispatch and Mobile are user-friendly
applications which Emergency Management teams use as an aid in
mapping, dispatching and routing emergency responders to sites quickly
and easily.
Cost: $3,780
Operating Budget Impact: N/A
24
DRAFT
2022 Digital Radios
To purchase Dual Purpose APX 8000 portable radio with shoulder mics. in 2022 for the
dispatch.
Cost: $32,900
Operating Budget Impact: N/A
2020 and 2022 Replace Dispatch chairs
The dispatch chairs are in use 24/7. Due to the excessive use, they need to be replaced
occasionally.
Cost: $3,000
Operating Budget Impact: N/A
25
DRAFT
Project Description 2019 2020 2021 2022 2023
Fund
Motor Vehicles and Equipment
Rotary Blade Sharpener $3,000 607
Seeder $18,000 607
Tee & Fringe Mowers 2020(2), 2021(1)$80,000 $40,000
Fairway Mowers $95,000 $95,000
607
Replace 2011 JD Zero Turn Mower $30,000 607
Replace 2012 John Deere Gator $15,000 607
Replace 2006 Ford Ranger Pick‐Up $25,000 607
Replace 2012 Toro Workman Utility $27,000 607
Replace Range Picker Gator $15,000 607
Replace 2012 Smithco Bunker Rake $27,000 607
Topdressing Brush $5,500 607
Replace 2000 Smithco field groomer $27,000 607
Replace Greens Mowers (2)$80,000 607
Sub‐total Motor Vehicles and Equipment $115,500 $98,000 $135,000 $140,000 $94,000
Facilities and Parks
Replace 2 Maint. Shop Garage Doors $5,500 607
Replace Fuel Tank & Pump $5,000 607
Maintenance Shop Driveway & parking
area upgrades $45,000 $45,000 213
Back nine fairway & tee sprinklers $58,000 213
Clubhouse and Cart Sheds resided $40,000 607
Safety Netting Replacement Range $24,000 607
Materials Pad $25,000 213
Crack seal, chip seal, paint parking lot $18,000 213
Additional cart paths $79,000 213
Sub‐total Facilities and Parks $73,500 $134,000 $58,000 $79,000 $0
Total Capital $189,000 $232,000 $193,000 $219,000 $94,000
Art Fund (1%)$1,890 $2,320 $1,930 $2,190 $940
607/213
Grand Total $190,890 $234,320 $194,930 $221,190 $94,940
EdgeBrook Golf Course
5 Year Capital Improvement Plan
26
DRAFT
2019
Brookings Parks, Recreation & Forestry Department (BPRD)
EdgeBrook Golf Course
CAPITAL EQUIPMENT SUMMARY:
2019 – Blade Sharpener
Rotary mower blade sharpener. Currently use a 4.5 inch angle grinder, which sharpens
at inconsistent angle and is unsafe. A new blade sharpener would allow anyone to
sharpen blades and keep all mower blade angles the same with a sharper cutting edge
for a high quality of cut. It would be a safer and more efficient way to sharpen blades.
Cost: $3,000
Operating Budget Impact: General maintenance for equipment of this type.
2019 – Topdressing Broom
Utilized for sweeping topdressing sand into aerification holes on golf greens. Would
replace two Terra‐Brooms. Greater efficiency and time saving benefit.
Cost: $5,500
Operating Budget Impact: General maintenance for equipment of this type.
27
DRAFT
2019 ‐ Replace 2000 Smithco Field Groomer
The field groomer is used to condition sensitive playing areas and sand traps. Included in the
price would be a spiker attachment that would allow the ability to spike greens allowing water
to penetrate the greens surface with minimal disturbance to the greens playing surface. This
would also make this a multipurpose machine for the golf course.
Cost: $27,000
Operating Budget Impact: General maintenance for equipment of this type.
2019 ‐ Replace (2) 2009 Greens Mowers
The mowers are lightweight and are used on a daily basis to manicure the greens. With their
daily use they need to be replaced on a consistent basis. New mowers would have electric
cutting units for a better quality of cut, also eliminating hydraulic driven motor with hose that
can leak and cause damage to the turf on the greens.
Cost: $80,000
Operating Budget Impact: General maintenance for equipment of this type.
2020 – Seeder/Aerifier
The Seeder/Aerifier would be utilized throughout all of the golf course grounds on the
long and short course. This piece of equipment would assist in efficiency of maintaining
the turf quality of the golf course.
28
DRAFT
Cost: $18,000
Operating Budget Impact: General maintenance for equipment of this type.
2020 & 2021 ‐ Replace (2) Tee & Fringe Mowers in 2020 and (1) in 2021
The mowers are used on a daily basis to manicure the tee box areas and fringe areas
around the greens. With their daily use they need to be replaced on a consistent basis.
Cost: $80,000 for two in 2020 and $40,000 for one in 2021
Operating Budget Impact: General maintenance for equipment of this type.
2021 & 2022 ‐ Replace (1) Fairway Mowers in 2021 and (1) in 2022
The mowers are used on a daily basis to mow the course fairways. With their daily use
they need to be replaced on a consistent basis.
Cost: $95,000 for one in 2021 and $95,000 for one in 2022
Operating Budget Impact: General maintenance for equipment of this type.
2022 – Replace 2011 John Deere Z920A Mower
This mower is used for general mowing around greens, tees, and other areas that the
big mowers can’t get into.
29
DRAFT
Cost: $30,000
Operating Budget Impact: General maintenance for equipment of this type.
2022 & 2023 – Replace (1) John Deere Gator in 2022 and (1) in 2023
Gators are used by staff to complete daily tasks with light weight loads.
Cost: $15,000
Operating Budget Impact: General maintenance for equipment of this type.
2023 – Replace 2006 Ford Ranger Truck
Golf course staff frequently uses a light weight truck as part of their daily maintenance
operations. It is used primarily for obtaining parts and supplies but can also be used as a
course utility vehicle when needed. The Ranger was purchased used in 2011. Staff
would recommend replacing with low mileage used vehicle.
Cost: $25,000
Operating Budget Impact: General maintenance for equipment of this type.
30
DRAFT
2023 – Replace 2012 Toro Workman
The Workman is used by staff to complete daily tasks that require heavy loads.
Cost: $27,000
Operating Budget Impact: General maintenance for equipment of this type.
2023 – Replace 2012 Smithco Bunker Rake
Bunker rake is used to groom sand traps and other sensitive playing areas.
Cost: $27,000
Operating Budget Impact: General maintenance for equipment of this type.
CAPITAL FACILITIES & PROJECTS SUMMARY:
2019 – Replace Two Garage Doors
Garage doors and openers. Current doors, the insulation is falling out and heavy to lift
because of age and being wore out. They are heavy to open manually and present a
potential lifting/back strain injury to employees.
31
DRAFT
Cost: $5,500
Operating Budget Impact: General maintenance for equipment of this type.
2019 – Replace Fuel Barrels
Update old fuel barrels with (2) new 500 gallon tanks on a concrete pad with accurate
meter and more efficient pumps to save time fueling equipment. For example, to fill a
rough mower with 30 gallons of diesel takes around 15 to 20 minutes with the tank we
are currently using. The new tanks and pumps would fill the same mower in 3 to 5
minutes for a lot of time savings at the pump.
Cost: $5,000
Operating Budget Impact: General maintenance for equipment of this type.
2019 & 2020 – Finish Driveway and Parking Area
Blacktop or concrete shop driveway and parking areas. The USGA on‐site visit report
states that “it will help improve cleanliness and work flow associated with equipment
repair and preventative maintenance.” Currently after use, mowers are washed, fueled
and driven to equipment storage. Sand and gravel from equipment tires are then
deposited on floor. This creates an unsafe slippery condition for employees that
requires frequent sweeping of equipment building floor.
Cost: $45,000 in each year for 2019 & 2020
Operating Budget Impact: General maintenance for equipment of this type.
32
DRAFT
2019 – Crack Seal, Chip Seal, Paint Road & Parking Lot
Crack seal, chip seal, paint parking lot stripes.
Cost: $18,000
Operating Budget Impact: General maintenance for areas of this type.
2020 – Replace Clubhouse and Cart Sheds Siding
Maintenance free siding to replace currant siding that need to be pressure washed and
stained every 3 to 5 years, which is time consuming and removes maintenance staff
away from projects that need to be done on the Golf Course.
Cost: $40,000
Operating Budget Impact: General maintenance for areas of this type.
2020 – Safety Netting Replacement on Driving Range and Hole #3 Tee
The safety netting system on the driving range is in need of replacement on both sides
of the range. Installing a safety netting system on hole #3 tee box will alleviate safety
concerns from golfers hitting into the tee box on #3 from hole #1.
Cost: $24,000
Operating Budget Impact: General maintenance for areas of this type.
2020 Material Pad
The USGA , based on their 2016 on site visit, recommends a concrete storage pad with
block walls to assist maintenance staff with containment, loading, unloading of sand,
gravel, mulch and dirt materials frequently used as part of ongoing golf course
maintenance.
33
DRAFT
Cost: $25,000
Operating Budget Impact: General maintenance for areas of this type.
2021 – Install Back Nine Fairway & Tee Sprinklers
New sprinklers & swing joints installed.
Cost: $58,000
Operating Budget Impact: General maintenance for areas of this type.
2022 – Additional Cart Paths
Cart paths help keep golfers on path and help prevent damage around greens and other
sensitive areas.
Cost: $79,000
Operating Budget Impact: General maintenance for areas of this type.
34
DRAFT
Project Description 2019 2020 2021 2022 2023
Fund
Motor Vehicles and Equipment
Replace Data Collector for Total Station
(5 year replacement) $9,000 101
Replace Total Station (surveying equipment)$10,000 101
Sub‐total Motor Vehicles & Equipment $10,000 $0 $9,000 $0 $0
Office Equipment & Software
Sub‐total Office Equipment & Software $0 $0 $0 $0 $0
Total Capital $10,000 $0 $9,000 $0 $0
Art Fund (1%)$100 $0 $90 $0 $0 101
Grand Total $10,100 $0 $9,090 $0 $0
Engineering Department
5 Year Capital Improvement Plan
35
DRAFT
2019
Engineering Department
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2019 ‐ Replace Total Station
The Engineering Department survey equipment includes a Trimble total station which the staff
uses for construction surveying along with a data collector. The data is downloaded into
AutoCad Civil 3‐D computer software and is used for project design. The City budgeted $5,000
in 2018 for a new total station, however prices have increased so the purchase will be delayed
until 2019. In 2019, the total station will be 11 years old. The data collector unit is budgeted for
replacement in 2021 so the data collector software is current and interfaces with the current
version of the AutoCad Civil 3‐D software. A new total station is estimated to cost $10,000.
Cost: $10,000
Operating Budget Impact: There will be no effect on the operating budget.
2021 ‐ Replace Total Station Survey Data Collector
The Engineering Department survey equipment includes a data collector for the total station,
which collects data and staff downloads the information into AutoCad Civil 3‐D computer
software to be used for design. The data collector was purchased in 2016 and the data collector
is being replaced on a 5‐year rotation so it can interface with current version of the AutoCad
Civil 3‐D software. A new data collector for the total station survey equipment is estimated to
cost $9,000.
Cost: $9,000
Operating Budget Impact: There will be no effect on the operating budget.
36
DRAFT
Project Description 2019 2020 2021 2022 2023
Fund
Motor Vehicles and Equipment
Fire Dept –Structure/USAR Rescue Gear $10,000 $25,000 $10,000 $30,000 $15,000
212
Fire Dept‐Breathing Air Compressor $56,000 212
Fire Dept‐Truck Replacement‐Engine1‐2001/2019 $500,000 212
Fire Dept‐ Truck Replacement ‐ Engine 2 (2006)$500,000 212
Fire Dept‐ Truck Replacement ‐ Rescue 1 (2006)$650,000 212
Fire Dept‐Radio Repeater Replacement $15,000 212
Truck Set Aside $100,000 212
Sub‐total Motor Vehicles & Equipment $10,000 $596,000 $110,000 $530,000 $665,000
Facilities
FD‐Remodel South Station (when S Main built)$45,000 $45,000 $45,000
212
FD‐Replace two overhead garage doors & openers (Training)$10,000 212
FD‐Training Site Concrete Burn Tower (1988) $150,000
212
FD ‐ Replace HVAC South Training Site $7,000
212
FD ‐ East Station Remodel (Carpet, Paint & BR) $30,000
212
FD‐Replace 22nd Station Heater Units $9,000 212
Sub‐total Fire Department Facilities $64,000 $82,000 $195,000 $0 $0
Total Capital $74,000 $678,000 $305,000 $530,000 $665,000
Art Fund (1%) $740 $6,780 $3,050 $5,300 $6,650
212
Grand Total $74,740 $684,780 $308,050 $535,300 $671,650
Fire Department
5 Year Capital Improvement Plan
37
DRAFT
2019
Brookings Fire Department
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2019‐2023 Structure/USAR Rescue Gear.
Each firefighter is issued two sets of protective equipment: one set of structural gear for
structure fires and one set of rescue gear used for rescue situations and wildland fires.
This line item is to outfit new firefighters with new gear or to replace damaged and out
dated existing gear. The line item is an onging purchase and replacement schedule. The
schedule alternates between $25,000 and $10,000 everyother year. Starting in 2022 the
alternating costs for replacement gear will increase to $30,000 and $15,000 everyother
year due to cost of the gear. The two sets of gear coat approximately $4,000 per
firefighter. This cost does not reflect the additional gear issued to firefighter such as
helmets, hoods, boots, gloves and gear bags.
Cost: 2019 ‐ $10,000, 2020 ‐ $25,000, 2021 ‐ $10,000,
2022 ‐ $30,000, 2023 ‐ $15,000
Operating Budget Impact: N/A
38
DRAFT
2019, 2020 & 2021 Remodel South Station
The department plans to remodel the current South Station located on 32nd Street
South into an indoor training facility with room to store the Compressed Air Trailer and
the Collapse trailer. The basic plan would provide for an interior two‐story cold smoke
training area with moveable walls and could be used for rope rescue and confined space
training drills year round.
Cost: 2019 ‐ $45,000, 2020 ‐ $45,000, 2021 ‐ $45,000
Operating Budget Impact: Standard maintenance
2019 Replace Two Overhead Garage Doors and Openers ‐ South Station
The department plans to remodel the current South Station located on 32nd Street
South into an indoor training facility. The requested funding is to replace the two aged
overhead door and openers
Cost: 2019 ‐ $10,000
Operating Budget Impact: Standard maintenance
39
DRAFT
2019 Replace 22nd Avenue Station Apparatus Bay w/ Gas Radiant Heat
The department plans to replace it aging heating system in the apparatus bay from
three electric heaters to a gas radiant heat system. We need to bring gas to the property
but this system would be a much more efficent system.
Cost: $9,000
Operating Budget Impact: Standard maintenance
2020 Replace Breathing Air Compressor
The department plans to replace it aging breathing air compressor.
Cost: $56,000
Operating Budget Impact: Standard maintenance
40
DRAFT
2020 Truck Replacement – Engine 1.
Engine 1 is a 2001 Top‐Mount Engine and will be at 18 years of age. The current
apparatus will be replaced with a similar apparatus and will be housed at the East
Station. The department would request the current apparatus to be surplus and sold.
Cost: $500,000
Operating Budget Impact: Standard maintenance and third party annual testing of
pumps, hose, and ladders as we perform for all apparatus on a yearly basis.
2020 Replace Radio Repeater
The department plans to replace the current radio repeater, coax cable and antenna
located at the 22nd Ave. water tower location. The standard life cycle for this type of
equipment is twenty years and we will have reached that point.
Cost: $15,000
Operating Budget Impact: Standard maintenance
41
DRAFT
2020 Replace HVAC South Training Site
The department plans to replace the HVAC unit at the South Training Site The standard
life cycle for this type of equipment is twenty years and we will have reached that point.
Cost: $7,000
Operating Budget Impact: Standard maintenance
2020 Remodel East Fire Station Office Area
The department plans to replace the aging carpet, repaint and overhaul the restrooms
as most is original with the building built in 1978.
Cost: $30,000
Operating Budget Impact: Standard maintenance
42
DRAFT
2021 Fire Truck set aside funds.
It is planned to set aside funding for future fire truck replacements to help defray cost at
time of scheduled fire truck pruchases.
Cost: 2021 ‐ $100,000
2021 Addition to Concrete Burn Tower
Our current concrete training burn tower built in 1988. The proposed addition expands
the training capabilities for the department.
Cost: $150,000
Operating Budget Impact: Standard maintenance
43
DRAFT
2022 Truck Replacement – Engine 2.
Engine 2 is a 2006 Top‐Mount Engine and will be at 16 years of age. The current
apparatus will be replaced with a similar apparatus and will be housed at the 22nd
Avenue Station. The department would request the current apparatus to be surplus and
sold.
Cost: $500,000
Operating Budget Impact: Standard maintenance and third party annual testing of
pumps, hose, and ladders as we perform for all apparatus on a yearly basis.
2023 Truck Replacement – Rescue 1.
Rescue 1 is a 2006 Custom built rescue truck and will be at 17 years of age. The current
apparatus will be replaced with a similar apparatus and will be housed at the Main
Station. The department would request the current apparatus to be surplus and sold.
Cost: $650,000
Operating Budget Impact: Standard maintenance and third party annual testing of
pumps, hose, and ladders as we perform for all apparatus on a yearly basis.
44
DRAFT
Project Description 2019 2020 2021 2022 2023
Fund
Motor Vehicles and Equipment
Replace chainsaws $4,000 $4,000 101
Replace 2009 Boom Truck $200,000 101
Replace 1990's Chip Truck $110,000 $110,000 101
Park Maintenance Shop Addition $250,000 101
Replace 2008 Chipper $65,000 101
Replace Tires on 2014 344 Payloader $5,500 101
Total Capital $119,500 $250,000 $175,000 $4,000 $200,000
Art Fund (1%)$1,195 $2,500 $1,750 $40 $2,000
101
Grand Total $120,695 $252,500 $176,750 $4,040 $202,000
Forestry Department
5 Year Capital Improvement Plan
45
DRAFT
2019
Forestry Division
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2019 & 2022 ‐ Replace Chain Saws
Scheduled replacement of chainsaw equipment every three years.
Cost: $4,000
Operating Budget Impact: Annual maintenance for equipment of this type.
2019 & 2021 – Replace 1995 & 1998 Chip Trucks
The truck is utilized in the Forestry department for collecting wood chips from the
chipper, transporting, hauling and dumping the wood chips.
Cost: $110,000
Operating Budget Impact: General maintenance for equipment of this type.
2019 – John Deere 344 Payloaders Tires
Replace tires on 2014 John Deere 344 Payloader.
46
DRAFT
Cost: $5,500
Operating Budget Impact: Annual maintenance for equipment of this type.
2020 – Park Maintenance Shop Addition
Add additional square footage to the Parks Maintenance building for office space and
storage purposes. This will allow for the repurposing of additional building space within
the Parks Maintenance complex. $250,000 also allocated in Parks for a total of
$500,000.
Cost: $250,000
Operating Budget Impact: General maintenance for structures of this type.
2021 – Replace Chipper
Replace 2008 Chipper.
Cost: $65,000
Operating Budget Impact: General maintenance for equipment of this type.
2023 – Replace Boom Truck
Replace 2009 Boom Truck.
47
DRAFT
Cost: $200,000
Operating Budget Impact: General maintenance for equipment of this type.
48
DRAFT
Project Description 2019 2020 2021 2022 2023
Fund
New Deciduous $25,000 520
Landscape Allowance $150,000 520
Street Lights $400,000 520
Subtotal $0 $575,000 $0 $0 $0
Other Capital
Bridge Railing 520
Lightpole Advertisement Banner $20,000 520
Consulting 520
Subtotal $0 $0 $20,000 $0 $0
Total Capital $0 $575,000 $20,000 $0 $0
(City portion of Total Capital)
(Grant portion of Total Capital)
Art Fund (1%)$5,750 520
Grand Total $0 $580,750 $20,000 $0 $0
Note: 2020 will be 6th St. from Main Ave. to Medary Ave.
2020 Landscape Allowance: $75,000 Main to Medary; $50,000 22nd Ave to I‐29; $25,000 22nd Ave to I‐29
Note: Art Fund was applied to the City's share only.
Note: Original source of funds was from a private donation and cash from 213.
Gateway Project
5 Year Capital Improvement Plan
49
DRAFT
2019
Gateway Department
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2020 ‐ Gateway Project
The Gateway Project which was begun in 2012 is scheduled to be completed in 2020.
The project involves the construction of stone signs at key entrances to the community
and at various parks throughout the community, which include a 7’ wide pedestrian
path, pedestrian lighting, and associated landscaping improvements. The 2017 portion
of the project involved the decorative street lighting, bridge railing, and irrigation in
conjunction with the DOT reconstruction of 6th Street. Landscaping along the stretch of
6th Street median will occur in 2018 upon completion of the street construction.
Landscaping along the 6th Street corridor from 22nd Ave to I‐29 will occur in 2020 once
the frontage roads have been removed and returned to grass. The City received a
donation in 2011 for $1,100,000 for this project.
Total Cost for 2020: $100,000
Operating Budget Impact: There will be additional electricity cost each month due to
an increase in the number of street lights. The Parks Department will have to budget for
annual maintenance of the landscaping improvements.
50
DRAFT
2020 ‐ Gateway Improvements: Main to Medary
Decorative street lighting, pedestrian and landscaping improvements, and tree
replantings are proposed along 6th Street between Main Avenue and Medary Avenue in
conjunction with a DOT reconstruction project.
Cost: $475,000
Operating Budget Impact: N/A
51
DRAFT
Project Description 2019 2020 2021 2022 2023
Fund
Facilities & Equipment
CRC Building (Swiftel Center)$100,000 $100,000 $100,000
213
HVAC for Police/Fire station 3rd Ave $20,000 212
Total Facilities $120,000 $100,000 $100,000 $0 $0
Total Capital $120,000 $100,000 $100,000 $0 $0
Art Fund (1%) $1,200 $1,000 $1,000 $0 $0 212/213
Grand Total $121,200 $101,000 $101,000 $0 $0
Note: includes the Police/Fire Station, Senior Center, Brookings Arts Council (old Carnegie Library), Food Pantry Building
General Government Buildings
5 Year Capital Improvement Plan
52
DRAFT
2019
General Government Buildings
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2019 – Replace HVAC on Police/Fire Station 3rd Ave
The department plans to replace the HVAC unit at the Police/Fire station on 3rd Ave.
The standard life cycle for this type of equipment is twenty years and it has not been
operating properly despite the service and maintenance that has been done. Funding
Source – 25% Sales Tax
Total Cost for 2019: $20,000
Operating Budget Impact: Better temperature control in the building and more
efficient. Minimal impact to operating.
2019‐2021 – Purchase County Resource Center
The City authorized purchase of the County Resource Center in 2017 at a price of
$500,000. Payments were to be made over 5 years. 2019 is the second of five
payments. Funding Source – 75% Sales Tax
Total Cost for 2019: $100,000
Operating Budget Impact: Increase operating expense for the Swiftel Center for
utilities and maintenance. Some increase in rental income.
53
DRAFT
Project Description 2019 2020 2021 2022 2023
Fund
Facilities & Parks
Facility Furniture ‐ Umbrellas, Tables $20,000 $20,000 $20,000 101
Climbing wall in 50m pool $25,000 213
Dry‐ice cleaning of buildings $10,000 101
Cleaning & Painting of Pools $40,000 $40,000 101
Filter Sand Replacement $5,000 101
Total Capital $100,000 $0 $20,000 $40,000 $20,000
Art Fund (1%)$1,000 $0 $200 $400 $200
101
Grand Total $101,000 $0 $20,200 $40,400 $20,200
Hillcrest Aquatic Center
5 Year Capital Improvement Plan
54
DRAFT
2019
Hillcrest Aquatic Center
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2019/2021/2023 – Facility Furniture –Umbrellas, Tables
The umbrellas, awnings, chairs and tables are original to the aquatic center and are need of scheduled
replacement.
Cost: $20,000
Operating Budget Impact: Annual maintenance for this type of equipment.
2019 ‐ Install climbing wall in 50m pool
There have been no feature improvements to the aquatic center since the major renovation in 2006.
The climbing wall would be installed near the deep end of the 50m pool.
Cost: $25,000
Operating Budget Impact: Annual maintenance for this type of equipment.
2019 – Dry Ice Blasting of Buildings
Dry‐ice blast exterior of HAC buildings to remove mold spores and restore to original color.
Cost: $10,000
Operating Budget Impact: Annual maintenance for areas of this type.
55
DRAFT
2019 & 2022 – Cleaning & Painting of Pools
Due to the use and chemicals utilized in the pools a cleaning of the pool surfaces and repainting is
recommended every 2 to 3 years.
Cost: $40,000
Operating Budget Impact: General maintenance for this type of equipment.
2019 – Filter Sand Replacement
Replace the sand in the pool water filtration system. Over time, the sand collects debris and needs to
be replaced.
Cost: $5,000
Operating Budget Impact: Annual maintenance for this type of equipment.
56
DRAFT
Project Description 2019 2020 2021 2022 2023
Fund
Office Equipment & Software
GF‐Pictometrty $9,647 $9,647
$9,647 $9,613 $9,613 101
City Council ‐ Ipad replacement $5,000 101
City Clerk ‐ SThornes Laptop $1,200 101
City Clerk ‐ BFoster Workstation $1,200 101
City Clerk ‐ LCarruthers Workstation $1,200 101
City Clerk ‐ Dias Laptop/Workstation $3,000 101
City Manager ‐ JWeldon Workstation $1,200 101
City Manager ‐ Asst City Manager Surface Tablet $1,300 101
City Manager ‐ Asst City Manager Workstation $1,200 101
Community Development ‐ KBortnem Workstation $1,200 101
Community Development ‐ SKeizer Workstation $1,200 101
Community Development ‐ SBungard Workstation $1,200 101
Community Development ‐ MStruck Laptop $1,500 101
Engineering ‐ Trimble Yuma Tablet $6,500 101
Engineering ‐ JLanning Laptop $1,500 101
Engineering ‐ TDrietz Workstation $1,200 101
Engineering ‐ Intern Workstation $1,200 101
Engineering ‐ LSchwartz Workstation $1,200 101
Engineering ‐ JThomas Workstation $1,300 101
Engineering ‐ GPearson Workstation $1,300 101
Finance ‐ BMcCraken Workstation $1,200 101
Finance ‐ SCostello Workstation $1,200 101
Finance ‐ GMadsen Workstation $1,200 101
Finance ‐ RDavis Workstation $1,200 101
Fire Department ‐ PBolzer Workstation $1,200 212
Fire Department ‐ JScott Workstation $1,200 212
Fire Department ‐ DHartmann Laptop $1,500 212
Fire Department ‐ Ipads For Trucks (8)$5,000 212
IT ‐ Office Software Upgrade (150 Licenses)$45,000 101
IT ‐ Granicus Encoder $5,700 101
IT ‐ COBCORE Storage Server $10,000 101
IT ‐ COB2008 Exchange Server $12,000 101
IT ‐ Dept Laptop $1,500 101
IT ‐ RWalter Workstation $1,200 101
IT ‐ KKpoynoh Workstation $1,200 101
IT ‐ Existing Equipment Upgrade cost $10,000 101
IT ‐ Exchange Licenses $250 101
IT ‐ Server Software License $700 101
IT ‐ Email Security Box upgrade with email Encryption $5,500 101
IT ‐ City Hall Wireless AP $5,000 101
IT ‐ Backup Server Cityhall $12,000 101
IT ‐ GolfServer P&R $5,000 607
IT ‐ Firewall Equipment Cityhall + Remote Offices $14,000 101
IT ‐ City Hall Network Switches (2012)$15,000 101
IT ‐ Lazerfiche Server $5,000 101
Police Department IT ‐ Audio/Video Server Police $12,000 212
Police Department IT ‐Domain Controller $15,000 212
Police Department IT ‐ Upgrade SAN SERVER $15,000 212
Information Technology Department
5 Year Capital Improvement Plan
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Project Description 2019 2020 2021 2022 2023
Fund
Information Technology Department
5 Year Capital Improvement Plan
Police Department IT ‐ Additional Server Storage 212
Police Department IT ‐ COBAN Storage $10,000 212
Police Department IT ‐ VMWare Software Upgrade $15,000 212
Police Department IT ‐ Network Switchs (2008) $5,000
212
Police Department IT ‐ BackupServer PD $12,000 212
Police Department IT ‐ VMWare Host Servers (2)$15,000 212
Human Resources ‐ MOwens Laptop $1,500
101
Human Resources ‐ APlueger Workstation $1,200
101
Liquor ‐ Bhanson Workstation $1,200 601
Liquor ‐ JCoplan Workstation $1,200
601
Liquor ‐ WineUnit PC $850 601
Liquor ‐ Drew Ekland PC $1,200 601
Landfill ‐ 4 Computers $4,400
625
Park Recreation & Forestry ‐ Cweidemann PC $1,200 101
Park Recreation & Forestry ‐ SClaussen Workstation $1,200
101
Park Recreation & Forestry ‐ DHoff Workstation $1,200
101
Park Recreation & Forestry ‐ AKruse Workstation $1,200
101
Park Recreation & Forestry ‐ Bhovelson Workstation $1,200
101
Park Recreation & Forestry ‐ DBrettschneider
Workstatation $1,200 101
Park Recreation & Forestry ‐ Forestry Workstation $1,200
101
Park Recreation & Forestry ‐
Trimble Treeworks Mobile Device 101
Police Department ‐ 4 Detective Computers $4,800 212
Police Department ‐3 Leuitenant Computers $3,500
212
Police Department ‐ BPDPatrol3 Workstation $1,200
212
Police Department ‐3 Seargent Computers $3,500
212
Police Department ‐ 2 Patrol Workstations $2,200
212
Police Department ‐ CLarson Workstation $1,200
212
Police Department ‐ Office Clerk Workstation $1,200
212
Police Department ‐ Animal Control Workstation $1,200 212
Police Department ‐ DErickson Workstation $1,200
212
Police Department ‐ New Patrol Car Computer $7,500 212
Police Department ‐ JLongville Workstation $1,200 212
Police Department ‐ Evidence Tech Workstation $1,200 212
Police Department ‐ 2 Mobile Car Computer (Addt'l) $10,000 212
Police Department ‐ 3 Mobile Car Computer $15,000
212
Police Department ‐ 3 Mobile Car computer $15,000
212
Police Department ‐ ICAC Detective Laptop $1,500 212
Police Department ‐ Ewarkenthien SRO PC $1,200 212
Police Department ‐ Jschneider SRO Lpt $1,500
212
Police Department ‐ Dpowers Workstation $1,200 212
Street ‐ MGrayson workstation $1,200
101
Street ‐ MBartley laptop $1,500 101
Street ‐ MBartley workstation $1,200
101
Street ‐ MHendricks Workstation $1,200
101
Library ‐ Wireless AP & Firewall (PUBLIC)$7,000 101
Library Computer Lab Replacement $7,500 $7,500 $7,500
101
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Project Description 2019 2020 2021 2022 2023
Fund
Information Technology Department
5 Year Capital Improvement Plan
Total Capital $92,047 $91,847 $92,147 $99,013 $99,313
Art Fund (1%) $920 $918 $921 $990 $993
101
Grand Total $92,967 $92,765 $93,068 $100,003 $100,306
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2019
Information Technology
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2019‐2023 – Servers, Computers, Network Switches, etc.
The Information Technology Department coordinates all hardware purchases to assure
compatibility with the systems in place and to secure the system from outside threats.
Cost: Over 5 Years $451,867
Operating Budget Impact: Centralizing IT acquisitions saves waste by assuring the
equipment is used to its full potential and is compatible with current technology.
2019 – iPad Replacement
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iPads 4G, 64GB WiFi/3G&4G compatible were purchased for the City Council, City
Attorney, and City Manager in 2013. Replacement of iPads is recommended every 5
years.
Cost: $5000
Operating Budget Impact: Decommissioned iPads will be reassigned to other city
staff as determined by the City Manager. iPads currently in use are still operating
efficiently with updated software. The City Manager may determine to utilize current
resources instead of buying new iPads, as he did in 2018 or until they begin to
experience issues with either hardware or software compatibility. Next replacement
scheduled in 2024.
2019‐2023 Provide adequate computer access to public and staff through a schedule of
computer replacement
The Library’s Technology Plan calls for upgrading 15% of the Library’s computers
annually. This is a mixture of public and staff machines.
Cost: S7,500 annually
Operating budget impact: 1) Continued support of a computer lab, providing patrons
with the opportunity to access Internet, use word processing, spreadsheet, or database
software, and to learn about computers and software.
2) Continue to provide laptops for in‐house use to ease computer lab congestion and to
provide access for those patrons wanting more privacy.
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Project Description 2019 2020 2021 2022 2023
Fund
Motor Vehicles and Equipment
Locker Rooms – NAHL $50,000 101
Floor Scrubber $15,000 101
Radiant Bleacher Heat Blue RinK $4,000 101
Replace condenser towers $110,000 101
Locker Room & Hallway Floor Replace $96,000 101
Purcahse R22 Refrigerant $10,000 101
Replace HVAC roof top units $20,000 $20,000 $20,000 $20,000 $20,000
101
Overhaul compressors $15,000 101
Dehumidification system for blue rink $200,000 101
Ice Tech Depth Reader $3,000 101
Replace Olympia with a Zamboni $120,000 101
Re build east parking lot $270,000 101
Replace Ice Refrigeration System $1,500,000 101
Total Capital $162,000 $1,801,000 $290,000 $220,000 $20,000
Art Fund (1%)$1,620 $18,010 $2,900 $2,200 $200
290
Grand Total $163,620 $1,819,010 $292,900 $222,200 $20,200
Larson Ice Center
5 Year Capital Improvement Plan
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2019
Brookings Parks, Recreation & Forestry Department (BPRD)
Larson Ice Center
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2019 – Replace floor scrubber
Facility floor scrubber is original to the building and is in need of replacement.
Cost: $15,000
Operating Budget Impact: General maintenance for equipment of this type.
2019 – Replace Radiant Bleacher Heat System in the Blue Rink
System was utilized in the old ice arena near Larson Park and was put into the new Larson Ice Center. It
is in need of replacement.
Cost: $4,000
Operating Budget Impact: General maintenance for equipment of this type.
2019 – Replace Condenser Towers
Two rooftop condenser units help to cool the Freon refrigerant utilized in the ice compressor
refrigeration system. The units each have 16 fans in them and multiple cooling coils. The age of the
condensers makes them prone to refrigerant leaks in the coil system.
Cost: $110,000
Operating Budget Impact: Annual maintenance for equipment of this type.
2019 – Purchase R22 Refrigerant
R22 refrigerant is one of the most commonly used refrigerants in air conditioning systems. This is the
refrigerant utilized in the ice compressor refrigeration system. R22 is scheduled to be phased out in
2021. Because of this R22 is becoming increasingly more expensive to purchase. An option to save on
costs would be to purchase and store a quantity of R22 for future use. The arena system utilizes
roughly 2,200lbs. of R22. There is currently not a suitable alternative refrigerant that is compatible with
our compressor system.
Cost: $10,000
Operating Budget Impact: Annual maintenance for equipment of this type.
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2019‐2023 – Replace HVAC Roof Top Units (10)
The roof top HVAC system is original to the facility and includes 10 roof top units that should be
systematically replaced. Recommend replacing two units per year for five years.
Cost: $20,000 for five years 2019‐2023
Operating Budget Impact: Annual maintenance for equipment of this type.
2019 – Ice Depth Reader
Measures and records ice thickness quickly and accurately vs. a manual method. Maintaining proper and
consistent ice thickness lowers energy costs and improves set‐up times. Lines and logos are brighter and
clearer.
Cost: $3,000
Operating Budget Impact: General maintenance for equipment of this type.
2020 ‐ Construct Locker Rooms for NAHL Team
Assuming the NAHL Blizzard continues their residency at the Larson Ice Center with an extended
agreement, they will likely need a set of permanent locker‐rooms similar to the current varsity locker
rooms.
Cost: $50,000
Operating Budget Impact: This would add cost to labor and cleaning costs at the ice center.
2020 – Replace Locker Room and Lobby Flooring
Flooring is original to the building and is in need of replacing.
Cost: $96,000
Operating Budget Impact: Annual maintenance.
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2020 ‐ Overhaul Ice Compressor
As the ice system compressors are now aging, more frequent maintenance is required to keep the
compressors functioning properly.
Cost: $15,000
Operating Budget Impact: General maintenance for equipment of this type.
2020 – Replace Olympia Ice Resurfacer with a Zamboni
The Olympia ice resurfacer was purchased in 2002 and is only utilized if the current Zamboni is under
repair. A second Zamboni would allow all staff including inexperienced part‐time workers to be trained
on one brand of ice resurfacer. The Olympia ice resurfacer is not as user friendly and because of its age
is much harder to train staff on.
Cost: $120,000
Operating Budget Impact: General maintenance for equipment of this type.
2020 ‐ Replace Ice Refrigeration System
As the ice system compressors are now over fourteen years old, more frequent maintenance is
required. In 2021, the Freon R‐22 can no longer be produced or imported. R‐22 is what is currently
used as the refrigerant in the Larson Ice Center. What type of refrigerant and compressor system will
be utilized in the future remains to be determined, but planning for the change is essential.
Cost: $1,500,000
Operating Budget Impact: Annual maintenance for equipment of this type.
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2021 – Replace East Parking Lot
Replace the East parking lot due to age and condition of the lot. Install valley gutter for better
drainage.
Cost: $270,000
Operating Budget Impact: Annual preventative maintenance for equipment of this type.
2022 ‐ Install Dehumidification in Blue Rink
If usage of the ice center continues on pace to where the Blue Rink needs to extend its season it will be
necessary to install a dehumidification system in that rink in order for it to be functional in warmer
weather.
Cost: $200,000
Operating Budget Impact: This system would add energy costs to the ice center.
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Project Description 2019 2020 2021 2022 2023
Fund
Other
Replace Carpet $175,000 101
HVAC Up‐grade:multi‐zone to
Variable Air
$62,514
101
Upgrade Wireless Access Points $15,000
101
Replace Boiler $130,000 101
Ventilation Retro‐
Commissioning
$10,000
Adult Books $52,450 $53,499 $54,596 $55,661 $56,775
101
E‐Books $21,800 $22,236 $22,681 $23,135 $23,598
101
Children’s Books $19,380 $19,768 $20,164 $20,568 $20,980
101
Audio/Visual Material $24,700 $25,400 $26,100 $26,622 $27,155
101
Periodicals $8,500 $8,500 $8,500 $8,500 $8,500
101
Large Print Books $7,395 $7,543 $7,694 $7,848 $8,005
101
Young Adult Books $9,078 $9,260 $9,446 $9,635 $9,828
101
Total Capital $318,303 $208,720 $164,181 $281,969 $164,841
$3,183 $2,087 $1,642 $2,820 $1,648
101
Grand Total $321,486 $210,807 $165,823 $284,789 $166,489
Library
5 Year Capital Improvement Plan
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2019
Brookings Public Library
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2019 Replace Library Carpet
The library carpet will be twenty years old in 2019. It has held up remarkably well, but is
definitely starting to show wear, tear, and fading. While it is a large expense and
inconvenience, new carpet would refresh our busy and vibrant
library.
Cost: $175,000
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2020 Address Computer lab cooling issues
Cost: 62,514
The computer lab is an area of concern for cooling. The current system has not been
able to keep up with the cooling and ventilation demand that the computer lab
demands due to the concentration of users and computers in use at certain times. The
remedy to this issue is to add a separate mini‐split system dedicated to cooling this
space.
2019‐2023 Provide materials in print and audiovisual formats for public
The demand for print and audiovisual materials continues to be strong. This allows us
to purchase items for all ages and reading/viewing tastes. (Digital resources such as
ebooks, eaudio, digital films and magazines are leased and funded in the Computer
Services line within the Operating Budget.) Usage and formats will be examined
annually for relevance.
Cost: an average of 2% increase over five years
Operating Budget Impact: A strong materials budget is essential to meet strategic
planning goals of having the resources required to meet information needs and having a
variety of materials and programs to develop their interests concerning contemporary
cultural, social, and recreational trends.
2021 Update Wireless access points
Cost: 15,000
In 2017 we updated the wireless access points in the library with a grant from the
Larson foundation. As with most technology, the access points should be
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updated every 5-7 years to continue to have optimum performance. More and
more people are accessing the internet at the library through the wireless access
and we need to have access points that can meet the demand.
2022 Upgrade Existing Boiler
The existing Hurst hot water boiler was manufactured in 1998. It is a single
stand-alone natural gas boiler. The American Society of Heating, Refrigeration,
and Air Conditioning Engineers (ASHRAE) gives a median life expectancy of 25
years to this type of boiler. It is recommended that we replace this boiler with two
slightly smaller, high efficiency boilers. There is an efficiency gain to be seen as
well as the added benefit of having redundancy built into the heating system.
Cost: $130,000
Ventilation Retro-commissioning
Measurement and rebalancing of the MZU and AHU Ventilation System
The existing ventilation systems have been in place around 20 years. Each
supply air diffuser and return air register was initially balanced to a design value
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based on load and occupancy. Over time, different factors can change what the
actual air flow rates are coming from or going to those diffusers and registers.
Inadequate flow rate of air can contribute to poor indoor air quality and comfort. A
retro-commissioning or re-balancing of the ventilation system back to original
design values (assuming no changes to the system design) can help reestablish
the foundation of how the system should work.
Cost: $10,000
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Project Description 2019 2020 2021 2022 2023
Fund
Motor Vehicles and Equipment
Dump Trailer $8,000 101
Replace Two 2005 John Deere mowers $52,000 101
Utility Trailer $5,000 101
Replace 2005 John Deere Gator $10,000 101
Replace Fleet Pick‐Up Trucks 1 each year $35,000 $35,000 $35,000 $35,000
101
Replace 2 Field Groomers for ballfields $6,000 101
Replace 2008 Kromer Field Commander $28,000 101
Replace 2012 3320 John Deere Tractor $35,000 101
Replace Broom for sweeping $7,000 101
Replace John Deere Rider‐Bagger $8,000 101
Bobcat 5600 Tool Cat with Attachments $55,500 101
Replace Hustler 4600 Mower $20,000 $20,000 101
Replace 2013 Hustler 104 Mower $26,000 101
Replace 2001 Cushman Truckster $22,000 101
54" Hustler Mower $5,500 101
10' Box Plow $13,500 101
Hoist Rolling Jack $6,000 101
Hydro Seeding System $5,500 101
Landplane $2,000 101
Sub‐total Motor Vehicles and Equipment $223,000 $98,500 $98,500 $55,000 $0
Facilities and Parks
Replace roof on bball shed at Dwiggins Medary $5,000 101
Parks Master Plan Update $30,000 101
Replace picnic tables $10,000 $10,000 101
Replace Grills at Sexauer Campground $6,000 101
Replace Mickelson Baseball Fencing $20,000 101
Replace Southside Park Softball Fencing $20,000 101
Replace two lightpoles in SouthBrook Park $40,000 101
Bike and walking trail repair and overlay $75,000 $75,000 $75,000 $75,000 $75,000
213
ADA compliant surfacing $100,000 $125,000 $75,000 $75,000
213
Sidewalk and Street Repair $15,000 $15,000 $15,000 $15,000 $15,000
101
Pickleball 4 court complex $120,000 $65,000 101
Skatepark equipment replacement $75,000 101
Gazebo in Hillcrest Park $12,000 101
Replace playground equipment at
McClemans Park $40,000 213
Replace playground equipment at
Sarah Renee Park $40,000 213
Replace playground equipment at Hillcrest Park $100,000 213
Replace playground equipment at Larson Park $60,000 213
Resurface/Reseal/Striping parking lot at Medary Park
(40,000 sq. ft.) $12,000 101
Resurface/Reseal/Striping Sexauer Campground $80,000 101
Resurface/Reseal/Striping north lot at Hillcrest $5,000 101
Parks Department
5 Year Capital Improvement Plan
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Project Description 2019 2020 2021 2022 2023
Fund
Parks Department
5 Year Capital Improvement Plan
Retrofit Cold Storage Unit Garage Doors at Park
Maintenance $25,000 101
Bob Shelden & Ballfield Upgrades $1,000,000 $1,000,000 $1,000,000 $1,000,000
213
Bike Master Plan ‐ Wayfinding Signs #30 $130,000
213
Park shop addition $250,000
101
Park & Trail Facilities and Extensions $1,000,000 $1,000,000 $1,000,000
Sub‐total Facilities and Parks $1,463,000 $1,857,000 $2,290,000 $2,215,000 $1,155,000
Total Capital $1,686,000 $1,955,500 $2,388,500 $2,270,000 $1,155,000
Art Fund (1%) $16,860 $19,555 $23,885 $22,700 $11,550
101
Total Capital $1,702,860 $1,975,055 $2,412,385 $2,292,700 $1,166,550
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2019
Brookings Parks, Recreation & Forestry Department (BPRD)
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
MOTOR VEHICLES and EQUIPMENT
2019 Dump Trailer
Utilized for landscaping, debris and forestry purposes.
Cost: $8,000
Operating Budget Impact: General maintenance for equipment of this type.
2019 – Replace Two 2005 John Deere Outfront Mowers
This mower is used for general mowing of ungroomed areas around the ball fields
throughout the parks system.
Cost: $52,000
Operating Budget Impact: General maintenance for equipment of this type.
2019 – Utility Trailer
This trailer would be used to haul mowers for ball fields.
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Cost: $5,000
Operating Budget Impact: General maintenance for equipment of this type.
2019‐2022 – Replace Fleet Pick‐Up Trucks
These trucks are used for general park maintenance. Replacing them would allow
newer trucks to be moved to seasonal use, and the purchased trucks utilized year‐
round.
Cost: $35,000 2019‐2022
Operating Budget Impact: General maintenance for equipment of this type.
2019 – Replace 2 Field Groomers for Ballfields
Replace 2 Field Groomers for Ballfields. The current ones are approximately 25 years
old and need to be replaced.
Cost: $6,000
Operating Budget Impact: General maintenance for equipment of this type.
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2019 – Replace 2008 Kromer Field Commander
Replace 2008 Kromer Field Commander with a 2019 Field Commander with 65 Gallon
Tank.
Cost: $28,000
Operating Budget Impact: General maintenance for equipment of this type.
2019 ‐ Bobcat 5600 Tool Cat
Purchase a Bobcat 5600 Tool Cat with attachments sander spreader, 68” low profile
bucket and cutting edge.
Cost: $55,500
Operating Budget Impact: General maintenance for equipment of this type.
2019 – Replace 2001 Cushman Truckster
Replace Cushman Truckster.
Cost: $22,000
Operating Budget Impact: General maintenance for equipment of this type.
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2019 – 54” Hustler Lawn Mower
Purchase a 54” Hustler Lawn Mower
Cost: $5,500
Operating Budget Impact: General maintenance for equipment of this type.
2019 – Hoist Rolling Jack
Purchase a hoist rolling jack.
Cost: $6,000
Operating Budget Impact: General maintenance for equipment of this type.
2020 – Replace 2005 John Deere Gator
Replace John Deere Gator.
Cost: $10,000
Operating Budget Impact: General maintenance for equipment of this type.
2020‐2022 – Replace Hustler 4600 Mower
Purchase a used Hustler 4600 Lawn Mower each year 2020 and 2022.
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Cost: $20,000 in 2020 and 2022.
Operating Budget Impact: General maintenance for equipment of this type.
2020 – Replace 2013 Hustler 104 Mower
Replace Hustler 104 Mower.
Cost: $26,000
Operating Budget Impact: General maintenance for equipment of this type.
2020 – Hydro Seeding System
This Hydro Seeding System would speed up and improve reseeding of grass areas that
need to be fixed. It would improve germination rate and cut back on watering which
would give us better looking grass in a faster time with less time spent watering. This
system could be used across all departments for parks, sports fields, and in forestry
when they seed where tree stumps have been removed.
Cost: $5,500
Operating Budget Impact: General maintenance for equipment of this type.
2020 – Landplane
This piece of equipment is designed to break‐up and level turf areas while
simultaneously removing clumps and rocks. This piece of equipment can be utilized by
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the Parks Department on many projects and cuts down on site preparation time
significantly. We have rented it in the past and it is a very useful tool.
Cost: $2,000
Operating Budget Impact: General maintenance for equipment of this type.
2021 – Replace 2012 3320 John Deere Tractor
Replace John Deere Tractor.
Cost: $35,000
Operating Budget Impact: General maintenance for equipment of this type.
2021 – Replace Broom for Sweeping
Replace broom that is utilized for sweeping and snow removal sweeping of park areas
and sidewalks.
Cost: $7,000
Operating Budget Impact: General maintenance for equipment of this type.
2021 – Replace John Deere Rider/Bagger
Replace John Deere Rider/Bagger.
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Cost: $8,000
Operating Budget Impact: General maintenance for equipment of this type.
2021 – Box Plow
Purchase a 10’ Box Plow
Cost: $13,500
Operating Budget Impact: General maintenance for equipment of this type.
FACILITIES and PARKS
2019 – Replace grills at Sexauer Campground
Replace grills at Sexauer Campground.
Cost: $6,000
Operating Budget Impact: General maintenance for equipment of this type.
2019 ‐ Replace Softball Fencing at Southside Park
The gates, fencing and dugouts at the field are old and need to be replaced. Going from
4’ fencing to 6’ fencing. Multiple areas of the fencing are unrepairable.
Cost: $20,000
Operating Budget Impact: Annual maintenance for facilities of this type.
2019 ‐ Replace Two Light Poles in SouthBrook Park
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The footings on tall light poles around the fields are failing. We have replaced two poles
in the past two years and expect to see the others to continue failing.
Cost: $40,000
Operating Budget Impact: Annual maintenance for areas of this type.
2019 – 2023 Trail System Repair and Overlay
The Allyn Frerichs Trail System has several stretches of trail which need to be completely
renovated and others that will need overlay. Additionally, there are numerous areas
that need to be repaired because of cracks and frost heaves.
Cost: $75,000 each year
Operating Budget Impact: General maintenance for equipment of this type.
2019 ‐ 2023 ‐ Purchase ADA Compliant Surfacing for Playgrounds
2010 ADA Compliance Regulations require specific materials for wheelchairs to access
playgrounds.
Cost: $75,000‐125,000 each year
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Operating Budget Impact: Maintenance as needed.
2019‐2023 ‐ Street and Sidewalk Replacement
This is an on‐going budget item that covers street and sidewalk replacement by the
BPRD and Engineering Dept. during various projects.
Cost: $15,000 per year
Operating Budget Impact: None
2019 ‐ Replace Playground Equipment at Larson Park
Larson Park is an established community park which serves the East side of the
community. The park has multiple uses and is heavily utilized.
Cost: $60,000
Operating Budget Impact: Annual maintenance for equipment of this type.
2019 – Resurface/Reseal/Striping Parking Lot at Medary West
The parking lot/street has developed numerous cracks in the surfacing and weeds are
growing up.
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Cost: $12,000
Operating Budget Impact: None
2019 – Resurface/Reseal/Striping North Parking Lot at Hillcrest Park
The parking lot/street has developed numerous cracks in the surfacing and weeds are
growing up.
Cost: $5,000
Operating Budget Impact: None
2019, 2020, 2021 & 2022 ‐ Upgrades at Bob Shelden Field, Dwiggins‐Medary
The plans for these improvements include new lighting, replacing the press box and
bleacher, replacing outfield fencing and adding artificial turf. (Friends of Baseball will
help with fundraising effort)
Cost: $1,000,000 each year
Operating Budget Impact: General maintenance for areas of this type of this type.
2019 – Bicycle Master Plan – Wayfinding #30
On the recreational trail system install wayfinding signs. #30 within the Bicycle Master
Plan adopted in February of 2017.
Cost: $130,000
Operating Budget Impact: General maintenance for equipment of this type.
2020 – Parks Master Plan Update
Hire a consultant to update the parks master plan in collaboration with City
departments.
Cost: $30,000
2020 & 2022 – Replace picnic tables
Continue replacing the older and damaged picnic tables within the parks system.
Cost: $10,000 in 2020 & 2022
Operating Budget Impact: General maintenance for equipment of this type.
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2020 ‐ Replace Baseball Fencing at Mickelson Park
The gates, fencing and dugouts at the field are old and need to be replaced. Going from
4’ fencing to 6’ fencing. Multiple areas of the fencing are unrepairable.
Cost: $20,000
Operating Budget Impact: Annual maintenance for facilities of this type.
2020 – Pickleball 4 Court Complex
Construct a 4 court pickleball facility at Hillcrest Park or Larson Park in 2020. Add two
additional courts in 2023.
Cost: $120,000 in 2020 and $65,000 in 2023
Operating Budget Impact: Annual maintenance for facilities of this type.
2020‐ Replace Skatepark Equipment
Replace the skatepark equipment due to the current age and condition of the current
equipment pieces.
Cost: $75,000
Operating Budget Impact: General maintenance for equipment of this type.
2020 – Add a Picnic Gazebo at Hillcrest Park
Add additional picnic gazebo at Hillcrest Park next to Shelter E or on the north side of
the restrooms.
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Cost: $12,000
Operating Budget Impact: General maintenance for equipment of this type.
2020 ‐ Replace Playground Equipment at Hillcrest Park
Hillcrest Park is an established community park which serves the entire community. The
park has multiple uses and is heavily utilized. The playground to be replaced is to the
West of the pool and to the North of the park restroom facility.
Cost: $100,000
Operating Budget Impact: Annual maintenance for equipment of this type.
2020 – Retrofit Cold Storage Unit Garage Doors at Park Maintenance
The doors are not wide or tall enough to accommodate the various sizes of equipment
the Parks department store in them. Doors will be widened from 8’ to a 16’ length.
Cost: $25,000
Operating Budget Impact: Annual maintenance for facilities of this type.
2020 – Park Maintenance Shop Addition
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Add additional square footage to the Parks Maintenance building for office space and
storage purposes. This will allow for the repurposing of additional building space within
the Parks Maintenance complex. $250,000 also allocated in Forestry for a total of
$500,000.
Cost: $250,000
Operating Budget Impact: General maintenance for structures of this type.
2021 – Replace roof on baseball shed at Dwiggins Medary
The roof needs replacing.
Cost: $5,000
Operating Budget Impact: General maintenance for structures of this type.
2021 ‐ Replace Playground Equipment at McClemans Park
McClemans Park is a mini neighborhood park located in the South central part of the
community.
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Cost: $40,000
Operating Budget Impact: Annual maintenance for equipment of this type.
2021 – Resurface/Reseal/Striping North Parking Lot at Sexauer Park Campground
The parking lot/street and camping pads have developed numerous cracks in the
surfacing and weeds are growing up.
Cost: $80,000
Operating Budget Impact: None
2021 & 2022 & 2023 – Park and Trail Facilities and Extensions
Identifying and extending areas of the recreational trail system and updating existing
parks system infrastructure.
Cost: $1,000,000
Operating Budget Impact: Annual maintenance for areas of this type.
2022 ‐ Replace Playground Equipment at Sarah Renee Park
Sarah Renee Park is a mini neighborhood park which serves the western edge of the city
near the airport.
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Cost: $40,000
Operating Budget Impact: Annual maintenance for equipment of this type.
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Project Description 2019 2020 2021 2022 2023
Fund
Motor Vehicles and Equipment
Police Vehicle Equipment
(Radio, Cages, Lights, Installation)$14,100 $12,200 $12,200 $18,800 $23,200 212
PD – In‐car Video System $12,000 $12,000 $12,000 $12,000 $18,000
212
PD‐Two Patrol Vehicles 2016‐marked $76,000 $80,000
212
PD‐One Patrol Vehicle 2017‐marked $38,000 $40,000
212
PD‐One Additional Patrol Vehicle‐marked $38,000 212
PD‐One Patrol Vehicle ‐2017‐marked $40,000 $40,000
212
PD‐One Tahoe 2015‐marked $40,000
212
PD‐Two Patrol Cars‐2018‐marked $76,000
212
PD‐One SRO Patrol Car ‐2015‐marked $30,000
212
PD‐One SRO Patrol Car ‐2015‐marked $32,000
212
PD ‐ One CID Car ‐ 2013 ‐ unmarked $30,000
212
PD ‐ One CID Tahoe ‐ 2013 ‐ unmarked $40,000
212
Total Motor Vehicles & Equipment $142,100 $132,200 $140,200 $172,800 $159,200
Other Capital
PD ‐ Portable Dual purpose radio $175,000 212
PD ‐ Vest‐ Patrol 50/50 grant Replacements $12,040 $4,300 $5,160 $5,160 $6,880
212
PD ‐ Sniper Rifle and Scope $6,000 $6,000 212
PD ‐ Speed Signs $5,000 $5,000 $5,000 101
PD ‐ Radar $2,800 $2,800 $2,800 $2,800 $2,800
212
PD ‐ Body Cameras $38,000 212
PD ‐ Mobile Digital Radios $25,000 212
PD ‐ Tazors $5,275 $5,275 $5,275 $5,275 $1,375
212
Total Other Capital $206,115 $12,375 $24,235 $38,235 $54,055
Facilities
PD ‐ Range Shed $5,000 212
Total Facilities $0 $5,000 $0 $0 $0
Office Equipment and Software
PD ‐ Zuercher Accident Reporting Software $29,000 212
PD ‐ Encore Interview Room Recording System $24,000 212
PD ‐ Sirens $27,000 212
Total Equipment and Software $24,000 $56,000 $0 $0 $0
Office Furniture
Furniture Office Furniture $1,585 $1,200 212
Sub‐total Furniture $1,585 $0 $1,200 $0 $0
Total Capital $373,800 $205,575 $165,635 $211,035 $213,255
Art Fund (1%)$3,738 $2,056 $1,656 $2,110 $2,133
212
Grand Total $377,538 $207,631 $167,291 $213,145 $215,388
Police Department
5 Year Capital Improvement Plan
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2019
POLICE DEPARTMENT
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2019 Replace (2) 2017 Patrol Cars, marked
The 2017 Ford Utility vehicles will be purchased in 2016 by the Police Department. The
capital asset policy adopted by the City Council in January of 2011 states the useful life
for a marked police vehicle in the Brookings Police Department is 3 years or 100,000
miles. In 2019 these vehicles will be 3 years old and will have over 100,000. Estimated
replacement cost $38,000 each.
Cost: $76,000
Operating Budget Impact: N/A
2019 Replace 2015 Chevy Tahoe, marked
The 2015 Chevy Tahoe will be replaced by the Police Department in 2019. The capital
asset policy adopted by the City Council in January of 2015 states the useful life for a
marked police vehicle in the Brookings Police Department is 3 years or 100,000. In 2019
this vehicle will be 4 years old and will have over 100,000 miles. Estimated replacement
cost $40,000.
Cost: $40,000
Operating Budget Impact: N/A
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2020 Replace 2013 Impala, unmarked
The 2013 Impala was purchased in 2012 by the Police Department for the CID. The
capital asset policy adopted by the City Council in January of 2011 states the useful life
for an unmarked police vehicle in the Brookings Police Department is 8 years. In 2020
this vehicle will be 8 years old and will have over 100,000. Estimated replacement cost
$30,000.
Cost: $30,000
Operating Budget Impact: N/A
2020 Replace (2) 2017 Patrol Car, marked
The 2017 Ford Utility vehicles will be purchased in 2017 by the Police Department. The
capital asset policy adopted by the City Council in January of 2011 states the useful life
for a marked police vehicle in the Brookings Police Department is 3 years or 100,000
miles. In 2020 these vehicles will be 3 years old and will have over 100,000. Estimated
replacement cost $40,000 and $38,000.
Cost: $78,000
Operating Budget Impact: N/A
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2021 Replace 2013 Tahoe, unmarked
The 2013 Tahoe was purchased in 2012 by the Police Department for the CID. The
capital asset policy adopted by the City Council in January of 2011 states the useful life
for an unmarked police vehicle in the Brookings Police Department is 8 years. In 2021
this vehicle will be 8 years old and will have over 100,000. Estimated replacement cost
$40,000.
Cost: $40,000
Operating Budget Impact: N/A
2021 Replace (2) 2018 Patrol Cars, marked
The 2018 Patrol Vehicles will be purchased in 2018 by the Police Department. The
capital asset policy adopted by the City Council in January of 2011 states the useful life
for a marked police vehicle in the Brookings Police Department is 3 years or 100,000
miles. In 2021 these vehicles will be 3 years old and will have over 100,000. Estimated
replacement cost $38,000 each.
Cost: $76,000
Operating Budget Impact: N/A
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2022 Replace (2) 2019 Patrol Cars, marked
The 2019 Patrol Vehicles were purchased in 2019 by the Police Department. The capital
asset policy adopted by the City Council in January of 2011 states the useful life for a
marked police vehicle in the Brookings Police Department is 3 years or 100,000 miles. In
2022 these vehicles will be 3 years old and will have over 100,000. Estimated
replacement cost $40,000 each.
Cost: $80,000
Operating Budget Impact: N/A
2022 Replace 2015 SRO Patrol Pickup, marked
The 2015 Patrol Pickup was purchased in 2015 by the Police Department for the SRO.
The capital asset policy adopted by the City Council in January of 2011 states the useful
life for an SRO marked police vehicle in the Brookings Police Department is 7 years. In
2022 this vehicle will be 7 years old and will have over 100,000. Estimated replacement
cost $30,000.
Cost: $30,000
Operating Budget Impact: N/A
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2022 Replace 2015 SRO Patrol Car, marked
The 2015 Patrol Car was originally purchased as a patrol vehicle in 2015 by the Police
Department. In 2018 it was repurposed for the SRO. The capital asset policy adopted by
the City Council in January of 2011 states the useful life for an SRO marked police
vehicle in the Brookings Police Department is 7 years. In 2022 this vehicle will be 7 years
old and will have over 100,000. Estimated replacement cost $32,000.
Cost: $32,000
Operating Budget Impact: N/A
2023 Replace (2) 2020 Patrol Vehicles, marked
The 2020 Patrol Vehicles were purchased in 2020 by the Police Department. The capital
asset policy adopted by the City Council in January of 2011 states the useful life for a
marked police vehicle in the Brookings Police Department is 3 years or 100,000 miles. In
2023 these vehicles will be 3 years old and will have over 100,000. Estimated
replacement cost $40,000 each.
Cost: $80,000
Operating Budget Impact: N/A
2023 Additional Patrol Car, marked
With the ever increasing population and additional roads added to the City of Brookings,
The Brookings Police Department hopes to have an increase in staffing levels. In order to
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accommodate the increased staffing on shift an additional patrol vehicle will be added
to the fleet.
Cost: $38,000
Operating Budget Impact: N/A
2019 Dual Purpose Portable Radios with shoulder mic
To purchase (34) Dual Purpose APX 8000 portable radio with shoulder mics. in 2019 for
the Police Department. Each portable radio with shoulder mic costs $6,000.
Cost: $175,000
Operating Budget Impact: N/A
2019 Encore Interview Room Recording System
The Encore Interview Room Recording System will replace our outdated I‐record Video
System which is currently in place in the police department interview rooms. This
recording system is used to record interviews with witnesses, victims, and suspects and
it allows the interviews to be monitored by other officers as they occur. The recording
system stores the interviews on supplied server, which incorporates a chain of evidence
system. The ability to video record and store these interviews is integral to the
investigative process. The cost of this system includes the server, cameras,
microphones, system installation, and system training.
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Cost: $24,000
Operating Budget Impact: $2,300 Maintenance fee starting in 2020
2019 In‐Car video Camera Systems
Purchase two (2) in 2019, two (2) in 2020, two (2) in 2021, two (2) in 2022, and three (3)
in 2023. These cameras will replace two (2) each year. Thereafter the current camera
systems are in 5 patrol vehicles. The useful life of these camera systems is 5 years. Each
camera costs $5,500.
Cost: $12,000
Operating Budget Impact: N/A
2019 New patrol vest
To purchase 13 replacement and 1 new patrol vest in 2019, 4 replacement and 1 new
patrol vests in 2020, 5 replacement and 1 new patrol vest in 2021, 5 replacement and 1
new patrol vest in 2022, and 7 replacement and 1 new patrol vest in 2023. Bulletproof
vests offer many different levels of protection for officers. The useful life of the vests is 5
years. Each vest costs $860.
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Cost: $12,040
Operating Budget Impact: N/A
2019 Sniper Rifles
Purchasing one (1) Sniper Rifle in 2019 and (1) in 2021. Each Sniper Rifle costs $6,000. A
portion may potentially be reimbursed by Homeland Security.
Cost: $6,000
Operating Budget Impact: N/A
2019 Tazors
15 Tazors were Purchased in 2018 under a payment plan for $3,900 per year until 2022.
Purchasing 1 replacement tasor in 2019 for the next 5 years. Each tazor with holster
costs $1,375.
Cost: $5,275
Operating Budget Impact: N/A
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2019 Radar
Purchasing one (1) radar for 5 years starting in 2019 for replacements. The useful life of
these radars is 7 years. Each radar costs $2,800.
Cost: $2,800
Operating Budget Impact: N/A
2019 ‐2022 Speed Signs
Purchase two (1) Speed signs in 2019 and 1 new speed sign 2019, 2021, 2023.
Cost: $5,000
Operating Budget Impact: N/A
2020 Zuercher Accident Reporting Software
An additional Zuercher module that will allow for integration with our current RMS that
will improve efficiency for our officers and the public will receive their reports in a more
timely manner.
Cost: $29,000
Operating Budget Impact: $3,360 Maintenance fee starting in 2020
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2020 Shed for Range
To purchase a shed to house equipment $5,000.
Cost: $5,000
Operating Budget Impact: N/A
2020 Additional Siren placement
Currently the city’s siren system consists of eleven sirens around the city of Brookings.
Very little expansion has occurred in the warning system for bad weather and other
emergencies over the past number of years. An additional warning siren for the city’s
siren system is anticipated for 2020 to maintain the integrity of the system with our
growing community. Range testing has indicated that some gaps already
exist. The continued growth of our city has been in the south quadrant where coverage
is needed and possible sites are explored.
Cost: $27,000
Operating Budget Impact: N/A
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2022 Mobile Digital Radios
10 Digital radios need to be replaced to be compliant with the P25 upgrade. They will be
obsolete in 2023.
Cost: $25,000
Operating Budget Impact: N/A
2023 (32) Body cameras.
Audio and video on the officer will aid in capturing actions of suspects, and protect
against claims of mistreatment.
Cost: $38,000
Operating Budget Impact: N/A
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Project Description 2019 2020 2021 2022 2023
Fund
Other Capital
Demolition $100,000
630
Total Capital $0 $0 $100,000 $0 $0
Art Fund (1%) $0 $0 $1,000 $0 $0
630
Grand Total $0 $0 $101,000 $0 $0
Research & Technology Center
5 Year Capital Improvement Plan
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2018
Research and Technology Center
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2021 ‐ Demolition of Research & Technology Center.
The City of Brookings received an EDA Grant to assist in construction of the R&T Center as a
business incubator. EDA placed a lien on the building, which e xpired in 2017. Space within the
building is leased to start‐up and researched‐based businesses. Increased maintenance,
competing public and private sector facilities, and the property location lead staff to believe the
best long‐term use of this property is as a redevelopment project whereby the building would
be razed and the site offered for sale. The R&T Center does provide a transfer annually to the
General Fund.
Fiscal Impact: $100,000 and loss of transfer to General Fund.
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Project Description 2019 2020 2021 2022 2023
Fund
Facilities and Parks
Replace Interior Ceiling Light System $9,000 101
Brookings Activity Center HVAC System $10,000
101
Registration Software $15,000
101
Total Capital $19,000 $0 $15,000 $0 $0
Art Fund (1%) $190 $0 $150 $0 $0
101
Grand Total $19,190 $0 $15,150 $0 $0
Recreation Department
5 Year Capital Improvement Plan
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2019
Recreation
CAPITAL FACILITIES AND PARKS SUMMARY:
2019 – Replace Interior Ceiling Light System
The interior ceiling light system at the Brookings Activity Center is inspected and is serviced multiple
times annually. Based on the inspections and the age of the units it is recommended to budget for
replacement of the lighting system to an LED system.
Cost: $9,000
Operating Budget Impact: General annual preventative maintenance inspection of this type
of lighting system.
2019 – Replace HVAC Units
The HVAC system at the Brookings Activity Center is inspected and is serviced two times annually.
Based on the inspections and the age of the units it is recommended to budget for 1 unit replacement.
Cost: $10,000
Operating Budget Impact: General annual preventative maintenance inspection of this type
of HVAC system.
2021 – Registration Membership Software
Implement registration and membership software system. System would allow for enhanced customer
user‐friendly functionality and for staff ‐ functionality would improve accountability and ease of use.
Cost: $15,000
Operating Budget Impact: Monthly operating costs and general maintenance for this type of
software.
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Project Description 2019 2020 2021 2022 2023
Fund
Motor Vehicles and Equipment
Replace 2011 Automated Truck #39 $300,000 612
Replace 2005 Rear Load Truck #9 $200,000
612
New 14 yard Automated Truck $225,000
612
Replace 2011 Automated Truck #79 $330,000 612
Total Capital $300,000 $200,000 $225,000 $0 $330,000
Art Fund (1%)$3,000 $2,000 $2,250 $0 $3,300
612
Grand Total $303,000 $202,000 $227,250 $0 $333,300
Solid Waste Collection
5 Year Capital Improvement Plan
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2019
Solid Waste Collection
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2019 ‐ Replace 2009 Automated Truck #39
This Automated Garbage Truck was purchased in 2011 and as per the Capital Asset Plan,
the truck is on an eight‐year replacement schedule, but with the low hours, we were
able to extend the life for one more year. The truck is used four days a week for
garbage and recycling pickup.
Cost: $300,000
Operating Budget Impact: Annual maintenance and fuel cost
2020 ‐ Replace 2005 Rear Load Truck #9
This rear load garbage truck is on a 10‐year schedule to be replaced, but with the
automation of the recycling program, we were able to extend the life of the truck three
years based on hours and miles. The truck is used for dumpster pickup and yard waste
bags.
Cost: $200,000
Operating Budget Impact: Annual maintenance and fuel cost
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2021 – New 14 yard Automated Truck
This New 14 Yard Automated Garbage Truck will be used for alley pickup; trailer courts
and cul‐de‐sacs .These are areas of our operation were a smaller truck would enhance
our service. The truck will be is used four days a week for garbage and recycling pickup.
Cost: $225,000
Operating Budget Impact: Annual maintenance and fuel cost
2022 – No CIP
2023 ‐ Replace 2009 Automated Truck #79
This Automated Garbage Truck was purchased in 2012 and as per the Capital Asset Plan,
the truck is on an eight‐year replacement schedule, but with the low hours, we were
able to extend the life for one more year. The truck is used four days a week for
garbage and recycling pickup.
Cost: $330,000
Operating Budget Impact: Annual maintenance and fuel cost
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Project Description 2019 2020 2021 2022 2023
Fund
Motor Vehicles and Equipment
Pumps,Cages miscellaneous less than$5,000 $15,000 $15,000 $15,000 $10,000 $10,000
625
Citizens Campus Development/Asphalt $50,000 625
Landfill Cell Construction $1,600,000 625
Replace 1070 Case Tractor $50,000 625
Replace 2010 Al Jon Compactor $975,000 625
Replace 1996 Cat Blade $500,000 625
Sub‐total Motor Vehicles and Equipment $65,000 $1,615,000 $65,000 $985,000 $510,000
Trenches / Covers
Solid Waste Disposal ‐New Trench 2030 $100,000 $100,000 $100,000 $100,000 $100,000
625
Solid Waste Disposal ‐Gas Collection System‐2025 $100,000 $100,000 $100,000 $100,000 $100,000
625
Sub‐total Trenches / Covers $200,000 $200,000 $200,000 $200,000 $200,000
Total Capital $265,000 $1,815,000 $265,000 $1,185,000 $710,000
Art Fund (1%)$650 $16,150 $650 $9,850 $5,100
625
Grand Total $265,650 $1,831,150 $265,650 $1,194,850 $715,100
Note: Trench/covers are exempt from the 1% Art Fund
Solid Waste Disposal (Landfill)
5 Year Capital Improvement Plan
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2019
Solid Waste Disposal / Landfill
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2019 – Water Pumps and Paper Cages
The water pumps are used to pump storm water and leachate. We currently pump over
two millions gallons per year. We purchase one pump per year.
The Landfill currently have eighteen‐paper cages setup to catch paper on windy days. The
cages are 20‐25 years old and have many miles on them. We will be purchasing six cages
per year for the next 3 years.
Cost: $ 15,000
Operating Budget Impact: Annual maintenance and fuel cost
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2019 – Citizens Campus Development
This project would include using crushed asphalt to surface an area across for the scale
for people to place their trees, lumber, metal and tire items. By moving this to the new
location our scale operator will have better visibility to see what the customers are doing.
Cost: $ 50,000
Operating Budget Impact: Annual up keep of area
2020 – Landfill Cell Construction
This project will include the excavating of 450,000 yards of material, hooking in to existing
leachate system, building storm water ponds, putting in the liner system and engineering
services. The cost of the project comes from the landfill reserve fund.
Cost: $ 1,600,000.00
Operating Budget Impact: Annual up keep of area
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2021 – 1070 Case Replacement
This Case 1070 Tractor was purchased in 1984 to be used at the old Landfill/New Nature
Park. When the City purchased the new landfill, it was used for planting trees and tilling.
The landfill uses it for mowing road ditches, mowing inside the landfill and working the
contaminated soil area.
Cost: $ 50,000.00
Operating Budget Impact: Annual maintenance and fuel cost
2022 ‐ Replace 2010 Al‐Jon Compactor
This Al‐Jon Compactor is on a five‐ year replacement schedule, but based on the hours
we will be able to go five years longer. The compactor is used every day to compact the
household garbage. The compactor is a special machine designed strictly of packing
garbage in the landfill.
Cost: $975,000
Operating Budget Impact: Annual maintenance and fuel cost
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2023 ‐ Replace 1996 Cat Blade
This Caterpillar blade is on a fifteen‐ year replacement schedule, but based on the hours
we will be able to go twelve years longer. The blade is used every day to maintain the
roads inside the landfill. The street department also uses the blade in the wintertime for
snow removal.
Cost: $500,000
Operating Budget Impact: Annual maintenance and fuel cost
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Project Description 2019 2020 2021 2022 2023
Fund
Infrastructure
Sidewalk Replacement $50,000 $50,000 $50,000 $50,000 $50,000
280
Alleys (unknown until requested)$100,000 $100,000 $100,000 $100,000 $100,000
280
280
Grand Total $150,000 $150,000 $150,000 $150,000 $150,000
Note: This is exempt from the 1% Art Fund because projects are paid for by the property owner
Special Assessment Fund
5 Year Capital Improvement Plan
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2019
Special Assessment Fund
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2019‐2023 Sidewalk Replacement
The City is divided into five sidewalk inspection areas, and Engineering staff inspects one
section of Brookings every year for sidewalks with deterioration and trip hazards. The
number of property owners choosing to be included in the City’s project has increased
over the past several years causing the assessment budget to increase. The cost of the
sidewalk repair is assessed to the corresponding property owner.
Sidewalk Replacement Budget
2019 2020 2021 2022 2023
$50,000 $50,000 $50,000 $50,000 $50,000
Sidewalk Inspection Map
Cost: 2019‐2023 ‐ $50,000 per year
Operating Budget Impact: The Assessment Fund will cash flow the project.
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2019‐2023 Alley Projects
Property owners can petition the City to pave their gravel alleys, and the cost is assessed
to the property owners. Some years, the City may not have an alley paving project if no
petitions are received. The City budgets $100,000 each year for alley paving, which will
pave approximately two alleys.
Alley Paving Budget
2019 2020 2021 2022 2023
$100,000 $100,000 $100,000 $100,000 $100,000
Cost: $100,000 per year
Operating Budget Impact: The Assessment Fund will cash flow the project.
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Project Description 2019 2020 2021 2022 2023
Fund
Infrastructure
Neighborhood Improvements $25,000 $25,000 $100,000 $100,000 $100,000
282
Neighborhood: possible Orchard Drive/Southview area $175,000
Neighborhood: Remington/Cardinal Area $75,000 282
Arrowhead Pond Shoreline Stabilization Study $25,000 282
Master Drainage Plan Update $75,000 282
SDSU Joint Project: Jackrabbit Ave (11th St) Box Culvert (Rebid)
(70% City/30% SDSU) $375,000
SDSU Joint Project: Regional Detention Medary Ave & Highway 14
Bypass (50% City/50% SDSU)$100,000 282
State Ave Watershed Improvement Project
Phase 1 (Jefferson Ave piping) ( Loan needed for financing)$750,000 282
6th Street Storm Sewer Upgrade
(Main Avenue to Medary Avenue)$350,000 282
5th Avenue Drainage Improvement Project Phase 1 Drainage/Street
Project, (4th St to 6th St) (Additional financing
needed)
$900,000
282
Bridge Repair: Western Avenue Box Culvert $200,000
Camelot Phase 2 (Parkway Boulevard area) (Loan needed for
financing)$1,100,000
Grand Total $775,000 $850,000 $1,350,000 $100,000 $1,400,000
Note: This is exempt from the 1% Art Fund because it is a surcharge to the property owner
Storm Drainage Fund
5 Year Capital Improvement Plan
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1
2019
Storm Drainage Fund
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2019‐2023 Neighborhood Drainage Improvement Project
The 2019‐2023 Storm Drainage Budgets will fund a variety of small neighborhood storm
drainage improvements. These projects are identified during the year by staff
investigations of localized drainage problems. These localized projects will be funded
with the Storm Drainage Fund. The estimated cost of the Storm Sewer Improvement
Projects is approximately $200,000 in 2019 for two neighborhood areas and $100,000
per year for 2020‐2023.
Cost: 2019: $200,000 for two neighborhood areas
2020‐2023: $100,000 per year
Operating Budget Impact: The Storm Drainage Fund will cash flow the project.
2019 University Boulevard (11th Street) Box Culvert Project
The 2019 Storm Drainage Budget includes a project to upsizing an existing box culvert
on University Boulevard (11th Street), which is located near the Performing Arts Center
on SDSU Campus. This project is a joint project between the City and SDSU. The project
will be bid and constructed by SDSU and the City will pay a 70% share, which is based on
contributing flows. This project was scheduled for 2018, however, bids were higher
than budgeted so the project will be rebid in 2019. The estimated cost for the City’s
share is $375,000.
Cost: $375,000
Operating Budget Impact: The Storm Drainage Budget will fund this project.
2019 Arrowhead Pond Shoreline Stabilization Study
The 2019 Storm Drainage Budget includes a shoreline stabilization study for the
Arrowhead Pond located adjacent to Trail Ridge Road. The pond was constructed in the
1970’s using railroad timbers for the pond walls. The walls have deteriorated in many
areas and are not repairable with minor maintenance. There are a number of
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2
construction methods that can be used for the stabilize the shoreline. This study will
determine options and costs. A construction project would be budgeted as a separate
project. The estimated cost of the study is $25,000.
Cost: $25,000
Operating Budget Impact: The Storm Drainage Budget will fund this project.
2019 Master Drainage Plan Update
The City adopted a Master Drainage Plan in 2008. The City has constructed numerous
projects in the past 10 years, and this project will provide a 10‐year update to the plan.
The estimated cost for this project is $75,000.
Cost: $75,000
Operating Budget Impact: The Storm Drainage Budget will fund this project.
2019 Regional Detention Pond at Medary Avenue and Highway 14 Bypass
The 2019 Storm Drainage Budget includes the completion of a regional detention pond
located on the southeast corner of Medary Avenue and Highway 14 Bypass. This project
is a joint project between the City and SDSU. The project will be bid and constructed by
SDSU and the City will pay a 50% share, which is based on an equal cost share. The
estimated City share of this project is $100,000.
Cost: $100,000
Operating Budget Impact: The Storm Drainage Budget will fund this project.
118
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3
2020 State Avenue Watershed Improvement – Phase 1 (Jefferson Avenue piping)
The 2020 Storm Drainage Budget includes storm sewer improvements in the State
Avenue Watershed, and the second prioritized phase is to install storm sewer and inlets
in the Jefferson Avenue area. There will not be sufficient cash flow in the drainage fund
to construct this project in 2020 and outside financing will need to be obtained. It is
anticipated the City will apply for an SRF Loan through the SDDENR in 2019. The
estimated cost for this project is $750,000.
Cost: $750,000
Operating Budget Impact: Financing from another source will fund this project and
the loan will be paid by the Storm Drainage Fund.
2021 6th Street Storm Sewer Upgrade
The 2021 Storm Drainage Budget includes the anticipated upgrade of storm sewer for
the 6th Street Construction Project between Main Avenue and Medary Avenue. This is a
SDDOT project and is scheduled for construction in 2020, with the cost share payment
being due after the project is complete. The estimated cost for the City’s share of the
storm sewer upgrade is $350,000.
Cost: $350,000
Operating Budget Impact: The Storm Drainage Budget will fund this project.
2021 5th Avenue Drainage Improvement Project
The 2021 Storm Drainage Budget includes storm sewer improvements on 5th Avenue
between 4th Street and 6th Street to improve storm drainage in the downtown area.
This project will be constructed after the storm sewer is upsized and lowered with the
6th Street reconstruction project. This project will include new storm sewer pipe, inlets,
street pavement reconstruction, removal of the traffic signal at 5th Avenue and 5th
Street, and construction of bumpouts similar to 5th Avenue and 4th Street. It is
anticipated that additional funds will be needed for the street and signal work, and
additional funding may also be needed for the drainage component of the project. The
estimated cost for the drainage share of the project is $900,000.
119
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4
Cost: $900,000
Operating Budget Impact: The Storm Drainage Fund will fund a portion of the storm
sewer work and additional funding will be needed for the street, signal and balance of
the storm sewer work.
2023 Camelot Area Phase 2 (Parkway Boulevard)
The 2023 Storm Drainage Budget includes storm sewer improvements between the
south end of Parkway Boulevard and the King Arthur Court area. This project is the
second phase of work in the Camelot Area, and will be dependant on acquiring drainage
easements. The estimated cost for this project is $1,100,000.
Cost: $1,100,000
Operating Budget Impact: The Storm Drainage Fund will cash flow the project.
120
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5
2023 Bridge Repair: Western Avenue Box Culvert
The 2023 Storm Drainage Budget includes repair or replacement of the box culvert on
Western Avenue, south of Highway 14 Bypass. The box culvert was constructed in
1950(?) and the recent bridge inspection identified this box culvert as needing future
repair. The repair may include concrete spall repair and new guard rail. The estimated
cost for this project is $200,000.
Cost: $200,000
Operating Budget Impact: The Storm Drainage Fund will cash flow the project.
121
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Motor Vehicles and Equipment 2019 2020 2021 2022 2023
Fund
Pickup ‐ New Standard Cab 4WD 1/2 Ton $28,000 $28,000 $30,000 $30,000
101
Pickup ‐ New Crew Cab 4WD 3/4 Ton $34,000
101
Pickup ‐ New Crew Cab 1 ton dually $36,000
101
Truck‐Tandem Axle‐Chassis/Box/Plow‐mount $180,000 $200,000
101
Snow Plow‐Plow Hitch/Live Hydraulics $12,000
101
Sander $34,000 $38,000
101
Payloader $200,000 $210,000
101
Reversible snow plow ‐ Payloader $25,000 $28,000
101
Wing attachment ‐ Payloader $43,000 $43,000 $45,000
101
Grapple Bucket ‐ Payloader $25,000
101
Loader $320,000 101
Side Dump Trailer $50,000 101
Street Sweeper $190,000 $195,000 $265,000
101
Backhoe $140,000 101
Asphalt Reclamation Machine $32,000 $32,000 $32,000
101
Bucket Truck Retro‐fit ‐ Traffic Safety $85,000
101
Fogger ‐ Mosquito Crew $18,000 $18,000
101
4 Wheeler ‐ Mosquito Crew $12,000
101
Tracks for Polaris side by side $5,000
101
Thermoplastic Equipment (grinder heads)$30,000 101
Trailer‐Paint $9,000
101
Trailer‐Asphalt $10,000
101
Paint West (Metal) building $15,000
101
Sub‐total Motor Vehicles and Equipment $276,000 $610,000 $609,000 $633,000 $599,000
Sidewalk and Curb Maintenance
ADA Standard Ramps ‐ 3rd Street $200,000 212/213
ADA Standard Ramps ‐ 8th Street South $175,000 212/213
ADA Standard Ramps ‐ 3rd Street & 3rd Avenue $50,000 212/213
ADA Standard Ramps ‐ 8th Street: Western‐Medary $240,000 212/213
ADA Standard Ramps‐ 17th Ave S: 12th St S‐20th St S $200,000 212/213
ADA Standard Ramps ‐ transition plan for City $30,000 $140,000 $80,000 $140,000 $140,000
212/213
Curb replacement throughout the City $20,000 $20,000 $20,000 $20,000 $20,000
212/213
Library Parking lot: ADA compliance ‐ curb, ramps,
overlay $50,000 101
20th St. S/Medary Ave S: ADA ramps and sidewalk $35,000 101
Valley View Park: sidewalk along City park $20,000 101
Sub‐total Sidewalk and Curb Maintenance $510,000 $180,000 $340,000 $360,000 $210,000
Street and Railroad Improvements
Chip Sealing / 7‐year rotation $311,000 $314,000 $317,000 $320,000 $323,000
212
Bike Improvement with chip seal $74,000 $172,000 $29,000 $33,750 $0 213
(Bike Master Plan Project #) 21d, 21e, 2a, 3b, 4b, 8a
12b, 17c
advisory lane
17a advisory
lane
Street Improvements (City Funds) $1,200,000 $1,800,884 $1,965,000 $1,791,875 $1,950,000
212/213
Street Improvements (City Funds ‐ 22nd Ave)$1,664,000 $3,313,000 212/213
Street Improvements (Grant Urban Funds‐22nd Ave) $2,936,000 $729,116 $100,000 $5,500,000 urban
Infrastructure: Western Ave S, 20th St S to 26th St S $1,000,000 523
Railroad Crossing Improvements $20,000 $20,000 213
Swiftel Center Road: mill and overlay $80,000 213
Swiftel center South parking lot: overlay $160,000 213
Swiftel Center North parking lot: overlay $200,000 213
Streets: City share‐stop signs 32nd St S/22nd Av S $2,900 101
Sub‐total Street and Railroad Improvements (grant)$2,936,000 $729,116 $100,000 $5,500,000 $0
Sub‐total Street and Railroad Improvements (city) $3,331,900 $3,466,884 $2,531,000 $5,458,625 $2,273,000
Total Capital $7,053,900 $4,986,000 $3,580,000 $11,951,625 $3,082,000
Total Capital (City) $4,117,900
Art Fund (1%)$41,179 $42,569 $34,800 $64,516 $30,820
213
Grand Total $7,095,079 $5,028,569 $3,614,800 $12,016,141 $3,112,820
Note: Art Fund was applied to the City's share only.
Street Department
5 Year Capital Improvement Plan
122
DRAFT
2019
Street Department
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2019‐2023 ‐ Replace Pickups
The Capital Asset Policy adopted by the City Council in January of 2011 states the useful
life for a special use pickup is 20 years, and 10 years for a regular use pickup, for the
Street Department.
Operating Budget Impact: Replacement vehicles will require fewer repairs.
2019: Replace 2000 Ford F150 Pickup with
New Standard Cab 4WD ½ Ton
Cost New: $28,000
2020: Replace 2006 Chevy 6F210 Pickup with
New Standard Cab 4WD ½ Ton
Cost New: $28,000
123
DRAFT
2020: Replace 2006 Ford F250 Pickup with
New Standard Cab 4WD 1 ton dually
Cost New: $36,000
2021: Replace 2008 Dodge 4X2 Pickup with
New Crew Cab 4WD ¾ Ton
Cost New: $34,000
2022: Replace 2008 Dodge 4X2 Pickup with
New Standard Cab 4WD 1/2 Ton
Cost New: $30,000
124
DRAFT
2023: Replace 2006 Chevy K3500 Pickup with
New Standard Cab 4WD 1/2 Ton
Cost New: $30,000
2018‐2023 ‐ Replace Trucks
The Capital Asset Policy adopted by the City Council in January of 2011 states the useful
life for a tandem axle truck is 12 years for the Street Department.
Operating Budget Impact: Replacement vehicles will require fewer repairs.
2020: Replace 2000 GMC Tandem Truck
Cost New: $180,000
2023: Replace 2007 Sterling Tandem Truck
Cost New: $200,000
125
DRAFT
2021: Bucket Truck Retrofit for Traffic Safety Dept
Cost New: $85,000
2019‐2023 ‐ Replace Sanders
The Capital Asset Policy adopted by the City Council in January of 2011 states the useful
life for construction equipment is 12 years for the Street Department.
Operating Budget Impact: Replacements will require fewer repairs.
2020: Replace 1997 Swenson Sander
Cost New: $34,000
2023: Replace 2002 Monroe Sander
Cost New: $38,000
2019‐2023 ‐ Replace Construction Equipment
The Capital Asset Policy adopted by the City Council in January of 2011 states the useful
life for construction equipment is 12 years for the Street Department.
Operating Budget Impact: Replacements will require fewer repairs.
126
DRAFT
2019: Payment for Asphalt Reclamation Machine
Cost New: $32,000
2019: Replace 2012 Elgin Pelican Street Sweeper
Cost New: $190,000
2019: Replace 1988 DCT Trailer
Cost New: $9,000
127
DRAFT
2019: Replace 2005 Polaris ATV
Cost New: $12,000
2019: Install tracks on Mosquito side by side.
Would allow for closer access to wet areas.
Cost New: $5,000
2020: Replace 1994 Monroe Snow Plow/Plow Hitch/Live Hydraulics
Cost New: $12,000
128
DRAFT
2020: Payment for Asphalt Reclamation Machine
Cost New: $32,000
2020: Replace reversible Snow Plow for Payloader
Cost New: $25,000
2019: Purchase a wing attachement for payloader.
To be used for snow removal.
Cost New: $43,000
Cost New: $15,000
2020: Replace 2014 Elgin Pelican Street Sweeper
Cost New: $195,000
129
DRAFT
2020: Replace 1990 DCT Trailer
Cost New: $10,000
2021: Replace 2006 John Deere Payloader
Cost New: $200,000
2021: Purchase a wing attachement for payloader.
To be used for snow removal.
Cost New: $43,000
130
DRAFT
2021: Purchase a grapple bucket attachement for payloader.
Cost New: $25,000
2021: Payment for Asphalt Reclamation Machine
Cost New: $32,000
2021: Purchase Side Dump Trailer
Cost New: $50,000
2021: Replace 1984 Case Backhoe
Cost New: $140,000
131
DRAFT
2022: Replace 2006 Caterpillar Motorgrader
Cost New: $320,000
2022: Purchase an Additional Street Sweeper to
Bring Fleet to a Total of Three
Cost New: $265,000
2022: Replace 2004 Clark Mosquito Fogger
Cost New: $18,000
132
DRAFT
2020 – Buildings
2020: Paint Metal Building – 602 2nd Street
Cost New: $15,000
2023: Replace 2006 John Deere Payloader
Cost New: $210,000
2023: Reversible Snow Plow for Payloader
Cost New: $28,000
2023: Purchase a wing attachement for payloader.
133
DRAFT
To be used for snow removal.
Cost New: $45,000
2023: Replace 2008 Cougar Mosquito Fogger
Cost New: $18,000
2023: Replace 2018 Thermoplastic Grinder Heads
*If Needed*
Cost New: $30,000
134
DRAFT
2019‐2023‐ ADA Standard Ramps
Convert city ramps to ADA standards per transition plan for City.
Operating Budget Impact: N/A
2019 Cost: $455,000 (3
rd Street, 8th Street S. & 3rd Street & 3rd Avenue intersection)
2020 Cost: $140,000 (locations to be determined)
2021 Cost: $320,000 (8
th Street from Western Ave. to Medary Ave.)
2022 Cost: $340,000 (17
th Ave S. from 12th Street S. to 20th Street S.)
2023 Cost: $140,000 (locations to be determined)
2019‐2023 ‐ Curb Replacement
Replace damaged curbs throughout the City.
Operating Budget Impact: N/A
2019 Cost: $20,000
2020 Cost: $20,000
2021 Cost: $20,000
2022 Cost: $20,000
2023 Cost: $20,000
2019 – Miscellaneous Concrete Work
2019: 20th Street S. & Medary Avenue S. intersection: Sidewalk & ADA Ramps: $35,000
2020: Valley View Park: Boulevard sidewalk along City property: $20,000
2023: Library Parking Lot for ADA compliance: curb, sidewalk, ramps & overlay: $50,000
135
DRAFT
2019 Budget
5 year Capital Improvement Plan **Note: MP= Bicycle Master Plan Project ID Number
Street Improvements, Maintenance & Overlays
5/25/2018 STREET
LENGTH WIDTH WORK COST
STREET FROM ..... TO .....(FEET)(FEET)REQUIRED
2019
Elm Avenue 5th Street South to 8th Street South 1200 35 Mill and 2" asphalt overlay $70,000.00
7th Street South Elm Avenue to Heritage Avenue 300 35 Mill and 2" asphalt overlay $30,000.00
8th Street Medary Avenue to 20th Avenue 4300 26 Mill, 2" asphalt overlay $250,000.00
12th Street South Medary Avenue to 22nd Avenue 5280 30 Mill, 2" asphalt overlay, turn lane & loops @ 17th Ave S $350,000.00
8th Street South Medary Avenue to 22nd Avenue 5280 44 Mill, 2" asphalt overlay,5' striped bike lane (MP#18b)$500,000.00
Total $1,200,000.00
Urban STP Project:
22nd Avenue Minnesota Drive to Eastbrook Drive 2600 48 Widen, Mill and 2" asphalt overlay with striping $4,600,000.00
With 8' Shared Use Path (MP#24e)($2,936,000 urban/$1,664,000 of 75% Fund)
2020
Cardinal Drive Hunters Ridge Road to Remington 920 26 Mill and 2" asphalt overlay with 300' digout $100,000.00
Remington Drive W. Culdesac to 7th Ave S 720 26 Mill and 2" asphalt overlay with 300' digout $80,000.00
Cardinal Circle Cardinal Drive to cul-de-sac 310 26 Mill and 2" asphalt overlay with 100' digout, fillets $60,000.00
Hunters Ridge Main Avenue to 7th Avenue South 1200 26 Mill and 2" asphalt overlay with fillets $110,000.00
Faculty Drive 6th Street to 7th Street Reclaim, digout, asphalt paving $100,000.00
20th Street South Medary Avenue to 22nd Avenue 5280 36 Mill and 2" asphalt overlay with striping $400,000.00
8th Street South Replace signal at Medary Avenue New signal, ADA ramps, ped buttons, loops, design $550,000.00
8th Street South Main Avenue S to Medary Avenue 2600 44 Mill, 2" asphalt overlay, 5' striped bike lane (MP#18b)$450,000.00
3rd Street Medary Avenue to 22nd Avenue 5280 30 Mill and 2" asphalt overlay with striping $400,000.00
(explore parking removal)(MP#11e,11f)
7th Avenue South Remington Drive to Hunters Ridge Drive 2000 36 Mill and 2" asphalt overlay $200,000.00
7th Avenue South 8th Street S to 5th Street S 1300 30 Mill and 2" asphalt overlay with striping $80,000.00
Total $2,530,000.00
Urban STP Project:
None
2021
5th Avenue 4th Street to 6th Street/with drainageConcrete Pavement, remove signals, install bumpouts $500,000.00
17th Avenue South 20th Street South to 24th Street South 1700 36 Mill and 2" asphalt overlay with fillets & ramps $250,000.00
17th Avenue South 20th Street South to 24th Street South Bike Boulevard (MP#21d)$55,000.00
9th Avenue 8th Street to 11th Street 1600 26 Mill and 2" asphalt overlay with ramps $100,000.00
12th Avenue 6th Street to 8th Street 900 26 Mill and 2" asphalt overlay with ramps $85,000.00
8th Avenue 6th Street to 11th Street 2600 26 Mill and 2" asphalt overlay with fillets $225,000.00
7th Avenue 6th Street to 11th Street 2600 30 Mill entire street width, 2" asphalt overlay $375,000.00
8th Avenue 6th Street to 11th Street 2600 26 Mill and 2" asphalt overlay with fillets $225,000.00
Railroad Street 1st Ave S to Western Avenue Concrete Pavement Repairs $150,000.00
Total $1,965,000.00
Urban STP Project:
22nd Avenue Eastbrook Drive to 12th Street South 3000 48 Design $100,000.00
202232nd Avenue, N. of 6th Street Widen from 6th St. to Swiftel driveway 800 Widen to the east, curb & asphalt $270,000.00
32nd Avenue, S. of 6th Street Widen from 6th St. to UBC driveway 600 50 Widen one lane to the east, curb & asphalt, overlay $280,000.00
32nd Avenue & Lefevre Dr New Traffic Signal (if warranted)Install new traffic signal $450,000.00
Railroad Street 1st Ave S to Western Avenue 5280 Concrete Pavement Repairs $100,000.00
8th Street Western Avenue to Medary Avenue 4300 26 Mill and 2" asphalt overlay with fillets & ramps $300,000.00
8th Street Western Avenue to Medary Avenue Shared Use Path (MP#4a, 4b)$391,875.00
Total $1,791,875.00
Urban STP Project:
22nd Avenue Eastbrook Drive to 12th Street South 3000 48 Reconstruction $5,500,000.00
With 8' Shared Use Path (MP#24e)($2,187,000 urban/$3,313,000 of 2nd Penny)
2023
17th Avenue South 12th St S to 20th Street South 2300 36 Mill and 2" asphalt overlay with ramps & fillets $300,000.00
17th Avenue South (explore parking removal) (MP#21b)(measure to see if there is room for striped bike lane)
Minnesota Drive 22nd Ave to Sunrise Ridge Rd 1000 30 Mill and 2" asphalt overlay $200,000.00
Railroad Street 1st Ave S to Western Avenue Concrete Pavement Repairs $150,000.00
Medary Avenue 8th Street to North Campus Drive 2600 30 Mill entire street width, 2" asphalt overlay $200,000.00
*new: 3rd Street bumpout 3rd Ave to 5th Ave (2 blocks)800 60 Lighting, overlay, tan sidewalk, bumpouts $1,100,000.00
Total $1,950,000.00
Urban STP Project:
None
136
DRAFT
137
DRAFT
Project Description 2019 2020 2021 2022 2023
Fund
Capital Transfer $300,000 $300,000 $400,000 $400,000 $500,000
213
Total Capital $300,000 $300,000 $400,000 $400,000 $500,000
Art Fund (1%) $3,000 $3,000 $4,000 $4,000 $5,000
290
Grand Total $303,000 $303,000 $404,000 $404,000 $505,000
Swiftel Center
5 Year Capital Improvement Plan
138
DRAFT
Debt Service Expense2024 2025 2026 2027 2028Funding SourceDebt Service (Principal) $539,098 $557,009 $574,940 $593,449 $612,199213Debt Service (Interest)$195,813 $177,902 $159,971 $141,462 $122,712213Health System$100,000$100,000$100,000$75,000213SDSU PAC$916,666$916,666$916,666$916,666213TOTAL$1,751,577$1,751,577$1,751,577$1,726,577$734,911Community Reinvestment Plan (CRP)2024‐2028139DRAFT
Infrastructure Expense2024 2025 2026 2027 2028Funding SourceInfrastructure ‐ 20th St. S, 22nd Ave. to Interstate$800,000213Overpass ‐ 20th St.$6,800,000213Streets (digouts and overlays)$1,969,500$1,989,195$2,009,086$2,029,178$2,049,469213Drainage$3,980,000$913,000$8,100,000$580,000$1,050,000282Airport (these are total project costs ‐ city match TBD)$0$1,000,000$850,000$550,000$500,000 606/213General Park & Trails (new park development, current park & fac. reno)$1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 213Bikeways (Bike Master Plan Implementation)$500,000 $600,000 $700,000 $800,000 $1,000,000 213Rec CenterOpt‐outTOTAL$7,449,500$5,502,195$12,659,086$12,559,178$5,599,469Community Reinvestment Plan (CRP)2024‐2028140DRAFT
Land, Buildings & Facilities/Other Expense2024 2025 2026 2027 2028Funding SourceLandLand (Future Swiftel Center parking east of 34th Ave)$500,000213LandfillReplace 2014 JD Dozer$600,000625Replace 1998 Compost Screener$300,000625Replace 2013 644 JD Loader$450,000625Replace 2016 744 JD Loader$550,000625Landfill Gas Collection System (Based on 5 year testing)$1,500,000625FireFire Department ‐ Tower 1 (2006)$1,500,000212Fire Department ‐ Engine 4 (2010)$600,000212Fire Department ‐ Engine 3 (2009)$525,000212Fire Department ‐ Truck Set Aside$100,000$100,000212Fire Department ‐ Sel‐Contained Breathing Apparatus (2014)$542,000FacilitiesSwiftel Center ‐ Capital Improvements$500,000$500,000$500,000$2,300,000$500,000213TOTAL$2,667,000$2,300,000$1,050,000$2,950,000$2,600,0002024‐2028Community Reinvestment Plan (CRP)141DRAFT
Project Categories 2019 2020 2021 2022 2023
Total
Art Fund (1%)$82,388 $128,849 $89,153 $125,495 $66,419
$492,304
Facilities and Equipment $840,150 $694,400 $802,750 $551,800 $593,500
$3,482,600
Facilities and Parks $1,690,500 $1,996,000 $2,413,000 $2,384,000 $1,175,000
$9,658,500
Infrastructure $4,966,900 $4,846,884 $4,571,000 $6,268,625 $4,233,000
$24,886,409
Motor Vehicles and Equipment $1,449,100 $5,400,700 $1,856,700 $2,779,800 $2,577,200
$14,063,500
Office Equipment and Software $131,059 $160,494 $102,994 $144,526 $108,926 $647,999
Other Capital $602,518 $1,302,095 $1,302,416 $1,320,204 $218,896
$4,746,129
Grand Total $9,762,615 $14,529,422 $11,138,013 $13,574,450 $8,972,941 $57,977,441
Fund 2019 2020 2021 2022 2023
Total
101 ‐ General Fund $1,554,102 $3,643,036 $2,631,684 $2,447,010 $2,185,593
$12,461,425
212 ‐ 25% Sales & Use Tax Ordinance $2,062,117 $2,245,146 $1,965,192 $3,860,495 $2,347,498
$12,480,448
213 ‐ 75% Public Improvement Ordinance $4,491,001 $3,830,366 $4,240,839 $5,558,219 $1,735,685
$19,856,111
214 ‐ Enhanced 911 $13,427 $12,647 $9,647 $45,513 $9,613
$90,847
280 ‐ Special Assessments $150,000 $150,000 $150,000 $150,000 $150,000
$750,000
282 ‐ Storm Drainage $775,000 $850,000 $1,350,000 $100,000 $1,400,000 $4,475,000
520 ‐ Gateway Project $0 $580,750 $20,000 $0 $0 $600,750
523 ‐ South Main Ave. & 34th $0 $1,010,000 $0 $0 $0 $1,010,000
601 ‐ Liquor $859 $1,212 $0 $1,212 $1,212 $4,495
606 ‐ Airport $20,200 $0 $40,400 $75,750 $0 $136,350
607 ‐ EdgeBrook Golf Course $127,260 $168,670 $136,350 $141,400 $94,940 $668,620
612 ‐ Solid Waste Collection/Recycle $303,000 $202,000 $227,250 $0 $333,300 $1,065,550
625 ‐ Solid Waste Disposal (Landfill)$265,650 $1,835,594 $265,650 $1,194,850 $715,100 $4,276,844
630 ‐ Research & Technology Center $0 $0 $101,000 $0 $0
$101,000
Grand Total $9,762,616 $14,529,422 $11,138,012 $13,574,450 $8,972,941 $57,977,440
CITY OF BROOKINGS
Capital Project Detail Summary
FY 2019 Preliminary Fiscal Plan
142
DRAFT
•$53.2 Million Budget
•General Government Budget Decreased
•General Fund & Special Revenue Funds Increased
•Enterprise Funds Decreased
2019 BUDGET
2019 GENERAL FUND
2.2% Total Revenue
•Sales Tax Growth Projected
•Real-estate Increased
•Transfer Required
•Charge Increase Flat
•Intergovernmental Decreased
Sales Tax
40%
Real -
estate
19%
Transfers
15%
Charges
5%
Lic & Fine
Intergov
Revenues Misc
2019 GENERAL FUND
2.5% Total Expense
•Legislative -decreased
•Executive -increased
•Other -increased
•Police -increased
•Public Works -decreased
•Parks -increased
Legislative
Executive
Finance/HR
Other
9%
Police
16%
Fire
3%
Public Works
15%
Parks
21%
Transfers
2019 SPECIAL REVENUE FUND
2.8% Total Expense
•3% Sales Tax Rev
•25% & 75% Capital Projects
•E911 New Dispatcher
•3B and Pillow Tax Slight Increase
25% Sales
Tax
75% Sales
TaxE911
Swiftel
Other
Special
Assessment
Stormwater
3b
2019 ENTERPRISE FUND
-2.3% Total Expense
•Liquor Decrease
•Airport Improvement
•Solid Waste less Capital
Liquor Store
Airport
Golf Course
Solidwaste
Research Tech
Social
Services
18%
Economic
Development
63%
City
Services
19%
2018 2019
$1,659,700
Boys & Girls Club 175,000 175,000
Transit Authority 95,000 95,000
Youth Mentoring 3,000 4,000
Domestic Abuse Shelter 16,500 17,500
Empowerment Project - 2,500
SDSU Safe Ride 5,200 5,200
Total Social Services 294,700 299,200
EDC 215,000 215,000
Research Park 150,000 150,000
CVB 485,000 489,500
CVB - Downtown Sundown 30,000 30,000
Chamber 57,000 27,000
Chamber - Downtown - 30,000
Downtown Grant 50,000 50,000
SDSU Student Promotion 50,000 50,000
Farmers Market 4,000 4,000
Total Economic 1,041,000 1,045,500
Health System 50,000 50,000
Community Band 8,000 8,000
Crime Stoppers 2,000 2,000
Ice Skating Association 4,000 4,000
Humane Society 9,000 40,000
School District 190,000 190,000
Christmas Decoration 11,000 11,000
Fourth of July 15,000 15,000
Arts Council 25,000 35,000
Total City Related 305,000 315,000
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:ID 2018-0371,Version:1
Action to approve the July 24, 2018 City Council Minutes.
Attachments:
7/24/2018 Minutes
City of Brookings Printed on 8/9/2018Page 1 of 1
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Brookings City Council
July 24, 2018 (unapproved)
The Brookings City Council held a meeting on Tuesday, July 24, 2018 at 4:00 p.m., at
City Hall with the following City Council members present: Mayor Keith Corbett, Council
Members Mary Kidwiler, Ope Niemeyer, Holly Tilton Byrne, Nick Wendell, and Patty
Bacon. Council Member Dan Hansen was absent. City Manager Paul Briseno, City
Attorney Steve Britzman, and City Clerk Shari Thornes were also present.
4:00 PM Study Session
Discussion was held pertaining to the future of the City Armory, 221 Main Ave.
5:00 PM Budget Session
The City Manager presented the proposed 2019 Budget to the City Council and public.
6:00 PM Regular Meeting
Consent Agenda. A motion was made by Council Member Hansen, seconded by
Council Member Tilton Byrne, to approve the Consent Agenda. The motion carried by
the following vote: Yes: 6 - Niemeyer, Kidwiler, Wendell, Bacon, Tilton Byrne, and
Corbett, Absent: 1 – Hansen.
3.A. Action to approve the agenda.
3.B. Action to approve the July 10, 2018 City Council Minutes.
3.C. Action on a student representative appointment to the Human Rights
Commission: Cory Murphy, College Student Representative (term expires 5/1/2019).
3.D. Action on Resolution 18-052, a Resolution declaring Street Department
equipment as surplus property.
Resolution 18-052 - Declaring Surplus Property
Whereas, the City of Brookings is the owner of the following described equipment
formerly used at the City of Brookings Street Department:
One (1) 2000 GMC Tandem Axle Truck, with
One (1) 2000 Crysteel Dump Box and Hoist
One (1) 1987 Henderson 5 yd. Sander
• Truck Model C7
• Truck VIN Number 1GDS7H4B5YJ521909
• Dump Box and Hoist Serial Number 3069432 & 2125751
• Sander Model FSH10SS
• Sander Serial Number 14409
All equipment listed above is to be sold as one unit.
One (1) 2007 Monroe 10 yd. Sander
• Sander Model ZMSMV1688456TS
• Sander Serial Number 06-11-8105
This sander is not operational due to deterioration. It is to be scrapped for scrap
metal value.
Whereas, in the best financial interest, it is the desire of the City of Brookings to sell
same as surplus property; and
Whereas, the City Manager hereby authorized to sell said surplus property.
Now, Therefore, Be It Resolved by the governing body of the City of Brookings, South
Dakota, that this property be declared surplus property according to SDCL Chapter 6-
13.
3.E. Action on Resolution 18-053, a Resolution declaring as surplus property: 205
6th Avenue, 211 6th Avenue, and 519 Front Street.
Resolution 18-053 - Declaring Surplus Property –
205 6th Avenue, 211 6th Avenue and 519 Front Street
Whereas, the City of Brookings and the County of Brookings are the owners of the
following described real property located in the City of Brookings:
- the East 73’ of Lots 10 and 10A, Block 3, First Addition (205 6th Avenue)
- Lot 9, Block 3, First Addition (211 6th Avenue)
- the West 102’ of Lot 10 and 10A, First Addition (519 Front Street)
Whereas, SDCL 6-13-1 requires the governing board of a political subdivision owning
personal property which is no longer necessary, useful, or suitable for government
purposes shall, by resolution, declare it surplus and may, by resolution, order the sale,
trade, destruction or other disposal of said personal property; and
Whereas, in the best financial interest, it is the desire of the City of Brookings to surplus
said property for purposes of demolition of the structures.
Now, Therefore, Be It Resolved by the governing body of the City of Brookings, SD, that
this property be declared no longer necessary, useful, or suitable for municipal
purposes and said property be declared surplus property according to SDCL
Chapter 6-13.
3.F. Action on Resolution 18-054, a Resolution authorizing the City Manager to
sign Grant Documents for Brookings Regional Airport Project No. AIP #3-46-0005-
030-2018, Reconstruction of the General Aviation Apron and Hangar Taxilane
Project.
Resolution 18-054 - Resolution Authorizing the City Manager to Sign Grant Documents
for Brookings Regional Airport Project No. AIP #3-46-0005-030-2018; Reconstruction of
the General Aviation Apron and Hangar Taxilane Project
Whereas, the Brookings City Council desires South Dakota Department of
Transportation and FAA assistance with the Brookings Regional Airport Project
3-46-0005-30-2018;
Whereas, the City of Brookings desires professional services with Helms and
Associates for the design of the Reconstruction of the General Aviation Apron and
Hangar Taxilane Project.
Now, Therefore Be It Resolved that the City Manager of the City of Brookings is
authorized to sign the Grant Application, Grant Agreement and Grant Offer for
Professional Services and other related documents for AIP #3-46-0005-030-2018.
3.G. Action on Resolution 18-057, a Resolution authorizing the City Manager to
sign a Fixed Base Operator’s Agreement with Pheasant’s Fury Aviation, LLC.
Resolution 18-057 - Resolution Authorizing the City Manager to Sign Fixed Base
Operator’s Agreement with Pheasant’s Fury Aviation, LLC
Whereas, the City of Brookings is desirous in having a Fixed Base Operator at the
Brookings Regional Airport to serve the area aviation needs; and
Whereas, the City of Brookings is desirous in entering into an agreement with
Pheasant’s Fury Aviation, LLC, of Brookings, South Dakota, for Fixed Base Operator
services; and
Whereas, the City of Brookings agrees to pay Pheasant’s Fury Aviation, LLC, a subsidy
of $350 per month from August 1, 2018 to December 31, 2021 for financial assistance
of their services.
Now, Therefore, Be It Resolved that the City of Brookings duly authorizes the City
Manager to sign all documents for the Fixed Base Operator’s Agreement between
Pheasant’s Fury Aviation, LLC and the City of Brookings.
3.H. Action to abate a portion of the 2018 Drainage Fee for Parcel Number 40117-
00000-001-00, otherwise known as 230 Highway 14 Bypass in the City of
Brookings, SD:for the amount of $674.65.
Open Forum. Jason & Maria Evans, 1912 Tanbury Lane, and Matt Schmidt, 1903
Windermere Way, expressed their concerns about the recent flooding issues and the
city's response.
Police Department promotions. The following Police Department employees recently
received promotions and were introduced to the City Council and public:
Derrick Powers - promoted from Investigative Lieutenant to Assistant Chief of
Police on 2/5/2018.
Marci Gebers - promoted from Patrol Sergeant to Investigative Lieutenant on
4/21/2018.
Drew Garry - promoted from Patrol Officer to Patrol Lieutenant on 6/16/2018.
Resolution 18-056. A motion was made by Council Member Bacon, seconded by
Council Member Kidwiler, that Resolution 18-056, a Resolution Awarding Bids on the
Custodial Services for the City & County Government Center, be approved. The motion
carried by the following vote: Yes: 6 - Niemeyer, Kidwiler, Wendell, Bacon, Tilton Byrne,
and Corbett; Absent: 1 – Hansen.
Resolution 18-056 - Resolution Awarding Bids on Custodial Services
for the City & County Government Center
Whereas, the City of Brookings opened bids for Custodial Services for the City &
County Government Center on Tuesday, July 17, 2018 at 1:30 pm at the Brookings City
& County Government Center; and
Whereas, the City of Brookings has received the following bids for the Custodial
Services: Professional Pro Cleaners, Inc. - $4,000/month, J & T Cleaning -
$4,000/month, ISS Facility Services - $4,075/month, Kleen-Tech - $4,362/month and
Marsden Building Maintenance LLC - $4,495/month; and
Whereas, the low bid of $4,000 per month for Professional Pro Cleaners, Inc. did not
include the required proof of insurance and affidavit certifying there was no collusion in
their bid submittal; and
Whereas, the low of $4,000 per month for J & T Cleaning did not include the required
affidavit certifying there was no collusion in their bid submittal.
Now, therefore be it resolved that the bids of Professional Pro Cleaners Inc. and J & T
Cleaning be rejected due to not meeting the required specifications and the contract be
awarded to ISS Facility Services, the next lowest bidder, for the bid price of $4,075 per
month.
Temporary Alcohol License. A public hearing was held on a Temporary Liquor
Application from the Brookings Police Foundation for a temporary liquor license to
operate within the City of Brookings, South Dakota for the annual Police Foundation
Pigs Roast Fundraiser to be held on August 25, 2018 at Pioneer Park, 521 1st Avenue.
A motion was made by Council Member Niemeyer, seconded by Council Member Tilton
Byrne that the Temporary Liquor License be approved. The motion carried by the
following vote: Yes: 6 - Niemeyer, Kidwiler, Wendell, Bacon, Tilton Byrne, and Corbett;
Absent: 1 – Hansen.
Temporary Alcohol License. A public hearing was held on a Temporary Liquor
Application from VFW Geo Dokken Post 2118 for a temporary liquor license to operate
within the City of Brookings, South Dakota for the Disabled American Veterans - 727th
Poker Run to be held on September 1, 2018 at 300 5th Street South (National Guard
Armory). A motion was made by Council Member Wendell, seconded by Council
Member Kidwiler that the Temporary Liquor License be approved. The motion carried
by the following vote: Yes: 6 - Niemeyer, Kidwiler, Wendell, Bacon, Tilton Byrne, and
Corbett; Absent: 1 – Hansen.
Temporary Alcohol License. A public hearing was held on a Temporary Liquor
Application from Schoon’s Pump N Pak for a temporary liquor license to operate within
the City of Brookings, South Dakota for the Brookings Cubs Baseball Tournament to be
held on July 28-29, 2018 at Bob Shelden Field, 530 Elm Avenue. A motion was made
by Council Member Bacon, seconded by Council Member Wendell that the temporary
Liquor License be approved. The motion carried by the following vote: Yes: 6 -
Niemeyer, Kidwiler, Wendell, Bacon, Tilton Byrne, and Corbett; Absent: 1 – Hansen.
On-Off Sale Malt License. A public hearing was held on a request for an On-Off Sale
Malt License for Tee’d Off Golf, LLC, Sharon Brecher, Brian Brecher, Mary Schulte,
Joseph Schulte, Chris Thompson, Jill Janni and Bryan Janni, owners, 2508 Wilbert
Court, Suite B, Brookings, South Dakota, legal description: Block 1, Lot 10, Wilbert
Square Addition. A motion was made by Council Member Tilton Byrne, seconded by
Council Member Wendell, that the Malt License be approved. The motion carried by the
following vote: Yes: 6 - Niemeyer, Kidwiler, Wendell, Bacon, Tilton Byrne, and Corbett;
Absent: 1 – Hansen.
Resolution 18-051. A public hearing was held on Resolution 18-051, a Resolution
Determining the Necessity of Repairing or Installing Sidewalks in the City of Brookings
at the Expense of Abutting property owners (2018-01SWR Sidewalk Repairs). A motion
was made by Council Member Bacon, seconded by Council Member Tilton Byrne, that
Resolution 18-051 be approved. The motion carried by the following vote: Yes: 6 -
Niemeyer, Kidwiler, Wendell, Bacon, Tilton Byrne, and Corbett; Absent: 1 – Hansen.
Resolution 18-051 - Resolution Determining the Necessity of Repairing or Installing
Sidewalks in the City of Brookings at the Expense of Abutting Property Owners
(2018-01SWR Sidewalk Repairs)
Be It Resolved by the City Council of the City of Brookings, South Dakota, as follows:
1. It is hereby determined that sidewalk repairs or installation is necessary abutting
the parcels and lots of land in the City described in the Notice to Property
Owners attached to this Resolution and marked as 2018-01SWR Concrete
Maintenance Project.
2. Such sidewalks shall be installed to the width and of the materials prescribed by
Chapter 74, “Streets, Sidewalks and other Public Places” and Article V.
“Sidewalks”, and to the grade and in accordance with the Plans and
Specifications prepared in the office of the City Engineer.
3. The method of apportionment of benefits is as follows: Such assessments,
unless paid within thirty (30) days after the date of mailing of a statement of
account by the City, shall be collected by the City in accordance with the
procedure for Plan One in Section 9-43-102, South Dakota Compiled Laws of
1967, as amended, with interest of 10% on the unpaid balance. Assessments
amounting to less than $300.00 shall be paid in one payment.
4. The City Clerk has caused a copy of the Resolution and a Notice to Property
Owners to be mailed to each property owner by certified mail.
Council Introduction of Topics for Future Discussion.
A motion was made by Council Member Wendell, seconded by Council Member Tilton
Byrne, requesting a report on the recent flood response, rainwater and sanitary sewer
incidents, extent of impact, best practices by peer communities and recommendations
at a future study session or regular meeting. The motion carried by the following vote:
Yes: 6 - Niemeyer, Kidwiler, Wendell, Bacon, Tilton Byrne, and Corbett; Absent: 1 –
Hansen.
Adjourn. A motion was made by Council Member Niemeyer, seconded by Council
Member Wendell, to adjourn the meeting at 6:33 p.m. The motion carried by a
unanimous vote.
CITY OF BROOKINGS
Keith W. Corbett, Mayor
ATTEST:
Shari Thornes, City Clerk
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:RES 18-058,Version:1
Action on Resolution 18-058, a Resolution declaring the Brookings Police Department abandoned
bicycles and other property as surplus property.
Summary:
The Brookings Police Department is requesting to surplus abandoned and unclaimed bicycles as a
part of a routine disposal of said property.
Background:
These bikes have been cross-checked against stolen bike reports to ensure bikes are not being sold
which were reported stolen.
Fiscal Impact:
Fiscal Impact to the city would be a slight surplus to the general fund.
Recommendation:
Staff recommends approval.
Attachments:
Resolution
Bicycle Log
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Resolution 18-058
Resolution for the Surplus of Abandoned Bicycles
Whereas, the Brookings Police Department has recovered abandoned bicycles over the
past year and maintains a list of said bicycles as well as some miscellaneous property;
and
Whereas, the Brookings Police Department checks each bicycle for any stolen reports
before disposal; and
Whereas in the best financial interest, it is the desire of the City of Brookings to sell
same as surplus property, or donate to local 501C3 organizations;
Whereas, the City Manager is hereby authorized to sell said surplus property.
Now, Therefore, Be It Resolved by the governing body of the City of Brookings, South
Dakota, that this property be declared surplus property according to SDCL Chapter 6-13
Passed and approved this 14th day of August, 2018.
City of Brookings
__________________________
Keith W. Corbett, Mayor
ATTEST:
Shari Thornes, City Clerk
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:RES 18-059,Version:1
Action on Resolution 18-059, a Resolution declaring the Brookings Police Department 2015 Dodge
Charger as surplus property.
Summary:
This resolution will surplus the 2015 Dodge Charger, formerly used by the Police Department.
Background:
The Police Department purchased a Ford Taurus in 2018 to replace the 2015 Dodge Charger. This
resolution will surplus the 2015 Dodge Charger and the City will sell the vehicle.
Fiscal Impact:
The City will receive the proceeds from the sale.
Recommendation:
Staff recommends approval.
Attachments:
Resolution
City of Brookings Printed on 8/9/2018Page 1 of 1
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Resolution 18-059
Resolution Declaring Surplus Property – 2015 Dodge Charger
(Police Department)
Whereas, the City of Brookings is the owner of a 2015 Dodge Charger; and
Whereas, in the best financial interest, it is the desire of the City of Brookings to sell
same as surplus property; and
Whereas, the City Manager is hereby authorized to sell said surplus property.
Now, Therefore, Be It Resolved by the governing body of the City of Brookings, SD, that
this property be declared surplus property according to SDCL Chapter 6-13.
Passed and approved this 18th day of August, 2018.
CITY OF BROOKINGS
Keith W. Corbett, Mayor
ATTEST:
Shari Thornes, City Clerk
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:RES 18-060,Version:1
Action on Resolution 18-060, a Resolution authorizing the City Manager to sign a Wine Operating
Agreement 5-year renewal for Old Sanctuary, 928 4th St., Dennis Bielfeldt, owner, legal description:
Lot 1 and East 23’ of Lot 2, Block 5, Skinners Second Addition.
Summary:
The City of Brookings enters into Wine Operating Agreements for 10-year increments. The
Operating Agreement for Old Sanctuary, 928 4th St., is at the 5-year renewal point. This Resolution
would allow the City Manager to enter into the remaining 5-years of the 10-year agreement.
Recommendation:
Staff recommends approval.
Attachments:
Resolution
Operating Agreement
City of Brookings Printed on 8/9/2018Page 1 of 1
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Resolution 18-060
Old Sanctuary
Wine Operating Agreement Renewal
Be It Resolved by the City of Brookings, South Dakota, that the City Council hereby
approves a Lease Renewal Agreement for the Wine Operating Management Agreement
between the City of Brookings and Old Sanctuary, Dennis Bielfeldt, owner, for the
purpose of a liquor manager to operate the On-Sale Establishment or business for and
on behalf of the City of Brookings at 928 4th St.
Be It Further Resolved that the City Manager be authorized to execute the Agreement
on behalf of the City, which shall be for the remaining 5-years of the 10-year agreement.
Passed and approved this 14th day of August, 2018.
CITY OF BROOKINGS
Keith W. Corbett, Mayor
ATTEST:
Shari Thornes, City Clerk
WINE OPERATING AGREEMENT - Renewal
Old Sanctuary
THIS AGREEMENT made and entered into by and between the CITY OF
BROOKINGS, a municipal corporation of the State of South Dakota, hereinafter referred
to as the “City” and Old Sanctuary, Dennis Bielfeldt, owner,hereinafter referred to as
“Manager.”
WITNESSETH;
WHEREAS, the City has been issued an on-sale alcoholic beverage license and is
engaged in the sale of alcoholic beverages, and
WHEREAS, the City desires to enter into an Operating Agreement on a limited basis
with the Manager for the purpose of operating an on-sale establishment or business for
and on behalf of the City pursuant to law, and
WHEREAS, the Manager has offered to have facilities in which to operate said on-sale
establishment solely upon the premises hereinafter described.
NOW, THEREFORE IT IS MUTUALLY AGREED AS FOLLOWS:
I.
This Agreement is made and entered into on a limited basis between the parties hereto
to allow the Manager to operate a retail on-sale premises, pursuant to and in
accordance with all of the terms and conditions of this Agreement in accordance with all
State laws and City Ordinances now in effect and as may be enacted in the future.
II.
The Manager shall be individually responsible for all operating expenses of said on-sale
establishment, including but not limited to utilities, taxes, insurance, and license fees, if
any.
The Manager shall furnish all equipment and fixtures necessary to operate the
establishment.
III.
The on-sale establishment shall be located upon real estate in the City of Brookings,
South Dakota, described as:
Lot 1 and East 23’ of Lot 2, Block 5, Skinners Second Addition.
IV.
The Manager shall dispense only alcoholic beverages supplied by the Municipal Off-
Sale establishment.
V.
This Agreement shall be in full force and effect for the remaining five (5) years of the ten
(10) year agreement, subject to the approval of the governing body of the City of
Brookings.
VI.
Either the Manager or the City may terminate this Agreement without cause upon ninety
(90) days written notice served by either party upon the other. The City reserves the
right to immediately suspend or revoke this Agreement without ninety (90) days written
notice for alcohol related violations in accordance with the provisions of Resolution No.
25-88 or any amendments thereto or for any late payments for alcoholic beverages
supplied by the Municipal Off-Sale Establishment to be sold on the premises of
Manager.
VII.
The Manager shall receive as full compensation for its services rendered, the net profit
from the on-sale establishment under its management, and the sole profit to be derived
by the City shall be the markup hereinafter set forth on alcoholic beverages furnished by
the municipality to the Manager for the purposes of resale on the premises as above
described.
VIII.
The Manager shall pay to the City for all alcoholic beverages sold by the City to the
Manager for resale on the above-described premises, the actual cost of distilled spirits
and wine supplied by the City, plus eleven percent (11%) in excess of such cost; the
Manager shall pay to the City for all malt beverages sold by the City to the Manager for
resale on the above-described premises, the actual cost of malt beverages, plus ten
percent (10%) in excess of such cost. The actual cost shall include cost price and
transportation charges. The markup percentages provided in this Agreement are
subject to change by the City of Brookings. In the event markup percentages are
changed by Ordinance, then the markup percentages provided by City Ordinance shall
supercede the markup percentages provided herein. The Manager further agrees that if
either of the markup percentages shall be increased at any time by the City, the
Manager shall pay the markup as so increased.
IX.
A complete and detailed record shall be maintained by the City of all alcoholic
beverages supplied to the on-sale Manager and such alcoholic beverages so supplied
shall be evidenced by pre-numbered invoices prepared in triplicate showing the date,
quality, brand, size, and actual cost of such item, and such invoice shall bear the
signature of the authorized representative of the on-sale Manager or its authorized
representative. One copy thereof shall be retained by the Municipal off-sale
establishment, one copy shall be retained by the on-sale establishment, and one copy
shall be filed with the City Clerk. All copies shall be kept as permanent records and
made available for reference and audit purposes. The Manager also agrees to maintain
a complete record of all alcoholic beverages received from the City.
X.
In consideration of the covenants herein contained, the Manager agrees to pay the
CITY OF BROOKINGS, One Thousand Five Hundred, and no/100 Dollars ($1,500.00),
constituting the Annual License Fee on or by the 1st day of November of each year
thereafter as long as this agreement shall remain in force and effect. The payment of
the Annual Renewal License Fee will not extend the term of this Operating Agreement
beyond the term provided therein. The Manager further agrees that if the annual fee
shall be increased at any time by the legislature, the Manager shall pay the amount of
any such increase.
XI.
The Manager agrees to keep the premises in a neat, clean and attractive appearance,
and Manager further agrees to operate said on-sale establishment only on such days
and at such hours as permitted by state law and city ordinances.
XII.
The Manager shall have the right to return, at any time, alcoholic beverages received
from the City and to receive in return any deposit made for such alcoholic beverages; in
the event of termination of the business, all unused alcoholic beverages, which may be
resold without discount may be returned to the City and the Manager shall be
reimbursed for the of such alcoholic beverages.
XIII.
The Manager agrees to abide by the credit policies of the City and acknowledges, by
execution of this Agreement, receipt of a copy of the credit policies of the City. The City
reserves the right to change or terminate its credit policies at any time, but shall be
required to provide written notice to Manager prior to the effective date of the change or
termination date of the credit policies.
XIV.
The Manager agrees to furnish the City upon demand, evidence of payment of the
following:
A. All salaries of on-sale employees;
B. Social Security and withholding taxes on said employees;
C. Worker’s Compensation insurance premiums covering said employees;
D. Unemployment taxes on the payrolls of said employees;
E. General liability insurance protecting both the City and the Manager against
claims for injury or damages to persons or property, said policy to have
general liability limits of at least Five Hundred Thousand Dollars
($500,000.00) single limit, and One Million Dollars ($1,000,000.00) aggregate,
and a limitation of Fifty Thousand Dollars ($50,000.00) for damage to
property. The general liability insurance limits are subject to change and
Manager agrees to change limits of insurance if required by the City;
F. Rent and utility bills; and
G. Any and all miscellaneous expenses, including taxes.
XV.
The Manager agrees to observe all Federal and State laws and ordinances of the City
of Brookings.
XVI.
The City covenants and agrees to furnish the on-sale license to Manager pursuant to
the terms and conditions of this Operating Agreement and the terms and conditions of
the on-sale license.
XVII.
The City has the right to make inspections and investigations of the premises during the
hours of operation, and make audits and examinations of the records of the Manager
relating to the on-sale establishment.
XVIII.
It is further specifically understood and agreed that the waiver of the rights of the City
under this Agreement shall not constitute a continuous waiver, and any violation or
breach of the terms of this Agreement by the Manager shall constitute a separate and
distinct offense and grounds for immediate termination and revocation of this
Agreement.
XIX.
This agreement shall not be assignable to another person or location without the written
consent of the City.
IN WITNESS WHEREOF, the parties hereto have executed this Agreement which is
effective this 14th day of August, 2018.
CITY OF BROOKINGS, South Dakota
A Municipal Corporation
By:
ATTEST:Paul Briseno, City Manager
Shari Thornes, City Clerk
MANAGER
By:
By:
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:RES 18-061,Version:1
Action on Resolution 18-061, a Resolution authorizing the City Manager to sign a Wine Operating
Agreement 5-year renewal for Guadalajara’s, Juan Carlos, owner, 1715 6th St., Suite F, legal
description: Lot 6, Suite F, Village Square Mall Addition.
Summary:
The City of Brookings enters into Wine Operating Agreements for 10-year increments. The
Operating Agreement for Guadalajara’s, 1715 6th St., Suite F, is at the 5-year renewal point. This
Resolution would allow the City Manager to enter into the remaining 5-years of the 10-year
agreement.
Recommendation:
Staff recommends approval.
Attachments:
Resolution
Operating Agreement
City of Brookings Printed on 8/9/2018Page 1 of 1
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Resolution 18-061
Guadalajara’s
Wine Operating Agreement Renewal
Be It Resolved by the City of Brookings, South Dakota, that the City Council hereby
approves a Lease Renewal Agreement for the Wine Operating Management Agreement
between the City of Brookings and Guadalajara’s, Juan Carlos, owner, for the purpose
of a liquor manager to operate the On-Sale Establishment or business for and on behalf
of the City of Brookings at 1715 6h St., Suite F.
Be It Further Resolved that the City Manager be authorized to execute the Agreement
on behalf of the City, which shall be for the remaining 5-years of the 10-year agreement.
Passed and approved this 14th day of August, 2018.
CITY OF BROOKINGS
Keith W. Corbett, Mayor
ATTEST:
Shari Thornes, City Clerk
WINE OPERATING AGREEMENT - Renewal
Guadalajara’s
THIS AGREEMENT made and entered into by and between the CITY OF
BROOKINGS, a municipal corporation of the State of South Dakota, hereinafter referred
to as the “City” and Guadalajara’s, Juan Carlos, owner,hereinafter referred to as
“Manager.”
WITNESSETH;
WHEREAS, the City has been issued an on-sale alcoholic beverage license and is
engaged in the sale of alcoholic beverages, and
WHEREAS, the City desires to enter into an Operating Agreement on a limited basis
with the Manager for the purpose of operating an on-sale establishment or business for
and on behalf of the City pursuant to law, and
WHEREAS, the Manager has offered to have facilities in which to operate said on-sale
establishment solely upon the premises hereinafter described.
NOW, THEREFORE IT IS MUTUALLY AGREED AS FOLLOWS:
I.
This Agreement is made and entered into on a limited basis between the parties hereto
to allow the Manager to operate a retail on-sale premises, pursuant to and in
accordance with all of the terms and conditions of this Agreement in accordance with all
State laws and City Ordinances now in effect and as may be enacted in the future.
II.
The Manager shall be individually responsible for all operating expenses of said on-sale
establishment, including but not limited to utilities, taxes, insurance, and license fees, if
any.
The Manager shall furnish all equipment and fixtures necessary to operate the
establishment.
III.
The on-sale establishment shall be located upon real estate in the City of Brookings,
South Dakota, described as:
Lot 6, Suite F, Village Square Mall Addition.
IV.
The Manager shall dispense only alcoholic beverages supplied by the Municipal Off-
Sale establishment.
V.
This Agreement shall be in full force and effect for the remaining five (5) years of the ten
(10) year agreement, subject to the approval of the governing body of the City of
Brookings.
VI.
Either the Manager or the City may terminate this Agreement without cause upon ninety
(90) days written notice served by either party upon the other. The City reserves the
right to immediately suspend or revoke this Agreement without ninety (90) days written
notice for alcohol related violations in accordance with the provisions of Resolution No.
25-88 or any amendments thereto or for any late payments for alcoholic beverages
supplied by the Municipal Off-Sale Establishment to be sold on the premises of
Manager.
VII.
The Manager shall receive as full compensation for its services rendered, the net profit
from the on-sale establishment under its management, and the sole profit to be derived
by the City shall be the markup hereinafter set forth on alcoholic beverages furnished by
the municipality to the Manager for the purposes of resale on the premises as above
described.
VIII.
The Manager shall pay to the City for all alcoholic beverages sold by the City to the
Manager for resale on the above-described premises, the actual cost of distilled spirits
and wine supplied by the City, plus eleven percent (11%) in excess of such cost; the
Manager shall pay to the City for all malt beverages sold by the City to the Manager for
resale on the above-described premises, the actual cost of malt beverages, plus ten
percent (10%) in excess of such cost. The actual cost shall include cost price and
transportation charges. The markup percentages provided in this Agreement are
subject to change by the City of Brookings. In the event markup percentages are
changed by Ordinance, then the markup percentages provided by City Ordinance shall
supercede the markup percentages provided herein. The Manager further agrees that if
either of the markup percentages shall be increased at any time by the City, the
Manager shall pay the markup as so increased.
IX.
A complete and detailed record shall be maintained by the City of all alcoholic
beverages supplied to the on-sale Manager and such alcoholic beverages so supplied
shall be evidenced by pre-numbered invoices prepared in triplicate showing the date,
quality, brand, size, and actual cost of such item, and such invoice shall bear the
signature of the authorized representative of the on-sale Manager or its authorized
representative. One copy thereof shall be retained by the Municipal off-sale
establishment, one copy shall be retained by the on-sale establishment, and one copy
shall be filed with the City Clerk. All copies shall be kept as permanent records and
made available for reference and audit purposes. The Manager also agrees to maintain
a complete record of all alcoholic beverages received from the City.
X.
In consideration of the covenants herein contained, the Manager agrees to pay the
CITY OF BROOKINGS, One Thousand Five Hundred, and no/100 Dollars ($1,500.00),
constituting the Annual License Fee on or by the 1st day of November of each year
thereafter as long as this agreement shall remain in force and effect. The payment of
the Annual Renewal License Fee will not extend the term of this Operating Agreement
beyond the term provided therein. The Manager further agrees that if the annual fee
shall be increased at any time by the legislature, the Manager shall pay the amount of
any such increase.
XI.
The Manager agrees to keep the premises in a neat, clean and attractive appearance,
and Manager further agrees to operate said on-sale establishment only on such days
and at such hours as permitted by state law and city ordinances.
XII.
The Manager shall have the right to return, at any time, alcoholic beverages received
from the City and to receive in return any deposit made for such alcoholic beverages; in
the event of termination of the business, all unused alcoholic beverages, which may be
resold without discount may be returned to the City and the Manager shall be
reimbursed for the of such alcoholic beverages.
XIII.
The Manager agrees to abide by the credit policies of the City and acknowledges, by
execution of this Agreement, receipt of a copy of the credit policies of the City. The City
reserves the right to change or terminate its credit policies at any time, but shall be
required to provide written notice to Manager prior to the effective date of the change or
termination date of the credit policies.
XIV.
The Manager agrees to furnish the City upon demand, evidence of payment of the
following:
A. All salaries of on-sale employees;
B. Social Security and withholding taxes on said employees;
C. Worker’s Compensation insurance premiums covering said employees;
D. Unemployment taxes on the payrolls of said employees;
E. General liability insurance protecting both the City and the Manager against
claims for injury or damages to persons or property, said policy to have
general liability limits of at least Five Hundred Thousand Dollars
($500,000.00) single limit, and One Million Dollars ($1,000,000.00) aggregate,
and a limitation of Fifty Thousand Dollars ($50,000.00) for damage to
property. The general liability insurance limits are subject to change and
Manager agrees to change limits of insurance if required by the City;
F. Rent and utility bills; and
G. Any and all miscellaneous expenses, including taxes.
XV.
The Manager agrees to observe all Federal and State laws and ordinances of the City
of Brookings.
XVI.
The City covenants and agrees to furnish the on-sale license to Manager pursuant to
the terms and conditions of this Operating Agreement and the terms and conditions of
the on-sale license.
XVII.
The City has the right to make inspections and investigations of the premises during the
hours of operation, and make audits and examinations of the records of the Manager
relating to the on-sale establishment.
XVIII.
It is further specifically understood and agreed that the waiver of the rights of the City
under this Agreement shall not constitute a continuous waiver, and any violation or
breach of the terms of this Agreement by the Manager shall constitute a separate and
distinct offense and grounds for immediate termination and revocation of this
Agreement.
XIX.
This agreement shall not be assignable to another person or location without the written
consent of the City.
IN WITNESS WHEREOF, the parties hereto have executed this Agreement which is
effective this 14th day of August, 2018.
CITY OF BROOKINGS, South Dakota
A Municipal Corporation
By:
ATTEST:Paul Briseno, City Manager
Shari Thornes, City Clerk
MANAGER
By:
By:
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:ID 2018-0379,Version:1
Action on an East Central Regional Communication Council Joint Powers Agreement between
Brookings County and the City of Brookings.
Summary:
The E911 Board has approved changes to the Joint Powers Agreement that established the E911
Council. Both the County Commission and City Council have to approve this updated document.
The Commission approved the updated version at their meeting on Tuesday, August 7, 2018.
Changes include council membership, recording of fixed assets, and dissolution proportions. The
agreement was also updated a couple of years ago to add a $30,000 minimum cash balance in this
fund. That requirement has been incorporated in the updated agreement.
Recommendation:
Staff recommends approval.
Attachments:
Agreement
City of Brookings Printed on 8/9/2018Page 1 of 1
powered by Legistar™
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:RES 18-066,Version:1
Action on Resolution 18-066, a Resolution authorizing Change Order No. 1 (Final) for 2017-11STI,
Airport Taxilane Project, Bowes Construction, Inc.
Summary:
This resolution will approve Change Order No. 1 (Final) for 2017-11STI, Airport Taxilane Project for a
total decrease of $1,899.60 to the contract to close out the project.
Background:
This project involves installing water mains and services and an asphalt taxilane extension for a
commercial hangar area shown on the attached map. Helms & Associates designed the project and
it included taxilane grading, asphalt paving, lighting, water main and water service.
The project has been completed and is ready to be closed out. This change order will adjust plan
quantities to as-constructed quantities for a total decrease of $1,899.60 to the contract to close out
the project. The summary is as follows:
Original Contract Price:$56,469.38
Increase from Previously Approved Change Orders:$0.00
Contract Price Prior to this Change Order:$56,469.38
Decrease of this Change Order (No. 1 Final):$1,899.60
Contract Price incorporating this Change Order:$54,569.78
Fiscal Impact:
There will be a decrease of $1,899.60 to the contract for this project.
Recommendation:
Staff recommends approval.
Attachments:
Resolution
Map
City of Brookings Printed on 8/9/2018Page 1 of 1
powered by Legistar™
Resolution 18-066
Resolution Authorizing Change Order No. 1 (Final) for 2017-11STI
Airport Taxilane Project, Bowes Construction, Inc.
Be It Resolved by the City Council that the following change order be allowed for 2017-
11STI, Airport Taxilane Project:
Construction Change Order Number 1: Adjust plan quantities to as-constructed
quantities for a total decrease of $1,899.60 to the contract to close out the
project.
Passed and approved this 14th day of August, 2018.
CITY OF BROOKINGS
________________________________
Keith W. Corbett, Mayor
ATTEST:
_________________________
Shari Thornes, City Clerk
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:ID 2018-0378,Version:1
Entrepreneurial Update by Jennifer Quail, Director of Entrepreneur Support, Brookings Economic
Development Corporation.
Attachments:
Entrepreneurial Update
City of Brookings Printed on 8/9/2018Page 1 of 1
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Brookings Economic Development Corporation
Mission
To build an economy that supports the community’s vision of a quality place to live, work and play.
Strategy Components
Grow the Economy of the Future
Develop a Culture of Innovation and Entrepreneurship
Connect people with Career Opportunities
Develop a Culture of Innovation and Entrepreneurship
Vision
Brookings is nationally recognized as a location of choice for innovators and entrepreneurs.
Objective
To grow the Brookings community and economy through supporting innovators, entrepreneurs and small
businesses. We help people start businesses!
Desired Outcomes
• Increased number of entrepreneurial startups with high growth potential and long-term
sustainability
• Increased number of ventures with direct links to SDSU via students, researchers and faculty
• Increased number of innovative businesses to enhance the mix of occupational opportunities
Goals
• Develop an exceptional entrepreneur support system and network
• Build the pipeline of Brookings area entrepreneurs and increase small business starts
• Position Brookings at a startup community of choice
Building the Entrepreneurial Community
Program Purpose
The purpose of the Building the Entrepreneur Community program is to create a formal, comprehensive
and collaborative system to support entrepreneurs and fully occupy/utilize the existing entrepreneurial
resources by filling the pipeline and “growing our own”.
Desired Outcomes
The desired outcome from the Building the Entrepreneur Community program
• Offer a high-quality comprehensive program to the Brookings area
• Support local entrepreneurs of all ages and with all business types
• Establish a culture of innovation to assist in recruiting entrepreneurs to the community
• Facilitate learning and cross-cultural innovation through organized and organic efforts
• Increase startups in Brookings
Support Team
Team Purpose
The purpose/goal of the Building the Entrepreneur Community Support Team is to:
• Support and promote the Building the Entrepreneur Community program within the
community.
• Review existing gaps and opportunities in the pipeline.
• Provide input regarding programs, program content and resources (people as well as material)
to implement the Building the Entrepreneur Community program.
• Participate as a community resource within the Building the Entrepreneur Community program.
• Gather and share community feedback regarding programming efforts.
Team Members
• Jennifer Quail (BEDC)
• Barb Heller (SDSU Entrepreneurial
Studies Program)
• Craig Silvernagel (SDSU Entrepreneurial
Studies Program)
• Kinchel Doerner (SDSU Graduate
School)
• Will Aylor (SDSU Office of Technology
Transfer and Commercialization)
• Tim Weelborg (Enterprise Institute &
Small Business Development Center)
• Melissa Werner (Research Park)
• Dan Hansen (City Council)
• Victoria Blatchford (JA of Brookings)
• Vanessa Merhib (Boys & Girls club)
• Laura Quail (K-12)
• Entrepreneurs at Large
o Coy Yonce, Mantis Digital Arts
o Kirsten Gjesdal, Carrot Seed
o Jennifer Bender, Artic Ice
The Orchard Concept
In an effort to reach the desired outcomes of the Building the Entrepreneurial Community program, the
Orchard Concept: Plant, Prune and Harvest is being utilized to develop, organize and monitor programs.
Through strategic planning, activity in each phase is diverse and responsive to the entrepreneurial
community.
The Orchard
Planting Pruning Harvesting
Youth SDSU SDSU
Youth Entrepreneur Program (YEP)Be part of the innovative culture Engage with E-ship students
Kid-Preneur Popup Market (ages 5-17)1000 Pitches Program Engage with Clubs/Organizations
Mentor program Ideation Program Idea Competition
Student Startup Weekend Student Startup Weekend
Middle School Innovate Challenge -Interdisciplinary competition MAKERSPACE
Entrepreneur Camp Increased awareness of local resources Maker Festival
Kid-Preneur Popup Market (ages 5-17)Idea Wall on campus Community Directory
Mentor program Research/determine sector focus options Increased awareness of local resources
Entrepreneur In Resident (EIR) program or similar 1:1 Consultations
High School MAKERSPACE
Coordinate/Expand on Big Idea Competition The Startup Place - Business Accelerator Program
Kid-Preneur Popup Market (ages 5-17)Maker Festival
Popup Market Networking Fair
Mentor program On-campus office hours- Innovation Station
Strengths finder assessment SD Launch Conference - BEDC to engage more
Eship classes with dual credit - Classes 2nd semester of Jr yr and
both semesters of Sr yr Community Directory - www.startupbrookings.com
Coordinate with BHS Career Advisors Engage graduate students outside of lab
1:1 Consultations - FREE
SDSU
Creativity/design/innovation class 1st yr experience
Mentor program
Community Community Community
Visioning Charrettes Visioning Charrettes The Startup Place - Business Accelerator Program
The Startup Place Business Accelerator Program The Startup Place - Business Accelerator Program Idea Competition
Entrepreneur In Resident (EIR) program or similar Popup Markets
MAKERSPACE Open Spaces Tour - Downtown
Popup Markets 1:1 Consultations - FREE
Maker Festival MAKERSPACE
Artist/Entrepreneurship Awarness Program Maker Festival
Active Community Directory - www.startupbrookings.com Community Directory - www.startupbrookings.com
In Development Increased awareness of local resources Increased awareness of local resources
Proposed 1:1 Consultations - FREE Entrepreneur of the Year award
Community Idea Wall
BEDC Entrepreneur Focus Programs To Date*
Progam Legend
*As the lead entrepreneur support organization, BEDC strives to remain responsive to the entrepreneurial
community through collaboration with various organizations and continually developing and launching
diverse and impactful programs.
August 2018
Service Providers
BEDC
Grants/Loans
Enterprise
Institute/SBDC
Attorneys
Accountants
Financial
Resources
Developers
Mentors
1 Million Cups
Infrastructure
BEDC
Technology &
Commercialzation
Center
Science
Equipment
MAKERSPACE
SDSU
Research
Park
Brookings
BioSpace
Distribution &
Shipping
Communications
Technolgies
BEDC
Entrepreneurship Program
Fill the pipeline and recruit entreprenurs using a PROACTIVE approach to
build, strengthen and sustain a viable entrepreneurial community.
Locate
Market,
Promote,
Outreach
Community
Directory
Surveys
E-Vents
Educate
K-12
Community
YEP 4th & 5th
Grades
Middle School
E-ship Camp
High School
Program TBD
SDSU
Community
Class & Faculty
Presentations
Partner with
Student
Organizations
The Startup Place
Business
Accelerator
Community
at Large
The Startup Place
Business
Accelerator
Innovation Event
TBD
Entrepreneurship
Conference TBD
Engage
Free
Consultations
Idea
Competition
Popup
Markets
MAKERSPACE
Commercial
Kitchen (2019)
The Startup Place
Business
Accelerator
Innovation
Event TBD
Entrepreneurship
Conference TBD
In Development
Active
Proposed
1:1 Consultations
Program Purpose
The purpose of free 1:1 Consulting services is to understand the entrepreneurial activity happening in
Brookings area, track and resolve shared challenges for startups and provide entrepreneurs with the
tools, resources and expertise to help them determine the viability of their idea.
Desired Outcomes
The desired outcomes from the Community Directory
• Monitor and track the entrepreneurial activity happening in the Brookings area
• Develop more informed, educated and prepared entrepreneurs prior to launch
• Inform individuals of the local resources and entrepreneurial ecosystem
• Increase startups in Brookings
• Increase the number of ventures with direct links to SDSU via students, researchers and faculty
• Increase the number of entrepreneurs relocating to Brookings
Engage
Community Directory
Program Purpose
The purpose of the Community Directory is to map the varied and diverse talent and expertise of the
Brookings area, and provide a platform for individuals to connect, network and collaborate on
innovative ideas and entrepreneurial ventures.
Desired Outcomes
The desired outcomes from the Community Directory
• Compile a comprehensive database of expertise, talent and interest of individuals in the
Brookings area
• Increase and diversify the use of the unique assets, expertise and talent in the Brookings area
• Increase connections and collaborations of individuals with innovative ideas and entrepreneurial
mindsets
• Inform individuals of the local resources and entrepreneurial ecosystem in Brookings designed
to support and further advance their business ideas
• Increase startups in Brookings
• Increase the number of ventures with direct links to SDSU via students, researchers and faculty
• Increase the number of entrepreneurs relocating to Brookings
This program aligns with the Locate
Youth Entrepreneur Program (YEP)
Program Purpose
The purpose of the Youth Entrepreneur Program (Y.E.P.) is to offer an age appropriate, accessible
program to introduce entrepreneurship to students in grades 4 and 5; encourage creative thinking,
problem solving and being resourceful; and provide a platform to explore being an entrepreneur.
Desired Outcomes
The desired outcomes from the Y.E.P.
• Increased self-confidence of the participants regarding their creativity and their thoughts and
ideas of their community
• Increased understanding and awareness by the participants of their community
• Continued community engagement and support of entrepreneurs including youth
entrepreneurs
• Establish a strong foundation to “grow our own”, and fill the pipeline of entrepreneurs for the
Brookings community
Educate
Middle School Entrepreneur Camp
Program Purpose
The purpose of the Entrepreneur Camp (E-Camp) is to offer middle school age youth an opportunity to
learn more about entrepreneurship, idea development and launching a business.
Desired Outcomes
The desired outcomes from Entrepreneur Camp
• Increased knowledge of entrepreneurship
• Position entrepreneurship as a desirable career with the participants, their peers and families
• Increased self-confidence of the participants regarding their creativity and their ability to have
an impact and make a difference
• Continued community engagement and support of entrepreneurs including youth
entrepreneurs
• Continue to build a strong foundation to “grow our own” and fill the pipeline of entrepreneurs
for the Brookings community
• Increase startups in Brookings
Educate
The Startup Place, Business Accelerator Program
Program Purpose
The purpose of the Startup Place Business Accelerator is to provide entrepreneurs with a clear and
concise program designed to further develop, launch and grow their business by providing access to
dedicated staff, experienced mentors and investor connections; all while remaining in Brookings.
Desired Outcomes
The desired outcomes from of the Business Startup Accelerator program
• Increase the number of startups with high growth potential and long-term sustainability
• Increase the number of ventures with direct links to SDSU via students, researchers and faculty
• Increase the number of innovative businesses to enhance the mix of occupational opportunities
• Increase the number of entrepreneurs relocating to Brookings
Educate & Engage
Brookings Area MAKERSPACE
Program Purpose
The purpose of the Brookings Area MAKERSPACE is to empower individuals by providing affordable
access to unique space and specialized equipment to advance product development and turn ideas into
opportunities.
Desired Outcomes
The desired outcomes from of the Brookings Area MAKERSPACE
• Emphasize the value of hands on learning
• Cultivate lifelong learning and experimentation
• Grow through mentoring and collaboration
• Increase the number of innovative startups with high growth potential and long-term
sustainability
• Increase startups in Brookings
• Increase the number of entrepreneurs relocating to Brookings
Engage
Brookings Commercial Kitchen
Program Purpose
The purpose of the Brookings Commercial Kitchen is to provide access to specialized equipment and
space which will support a variety of emerging enterprises, job creation/retention and economic
development for the area. The kitchen will strengthen the entrepreneurial culture in Brookings by
serving as a hub for food entrepreneurs to establish and grow their ventures, develop business
collaborations, gain exposure within the community and strengthen. In addition, member clients will
have access to technical assistance through the Food Business Startup program, developed and
administered by Brookings Economic Development Corporation (BEDC), as well as classes and training
through other local resources. The program will also encourage incidental use of the space and
resources by community members at large.
Desired Outcomes
The desired outcomes from the Brookings Commercial Kitchen program
• Increased emerging enterprises, job creation/retention and economic development in the food
and food related industry for the Brookings region
• Develop more informed, educated and prepared entrepreneurs by offering a Food Business
Startup Program
• Offer food industry-based classes and training to member clients and community residents
• Intergenerational engagement via food-based projects, learning and outreach
• Continued community engagement and support of entrepreneurs
• Establish a strong foundation to “grow our own”, and fill the pipeline of entrepreneurs for the
Brookings community including food entrepreneurs
• Increase the number of ventures with direct links to SDSU students, researchers and faculty
• Increase the number of entrepreneurs relocating to Brookings
• Monitor and track the entrepreneurial activity happening in the Brookings area
• Inform individuals of the local resources and entrepreneurial ecosystem
Support Team
Team Purpose:
• Develop the kitchen equipment recommendation list
• Provide input regarding programs, program content and resources (people as well as material)
• Provide assistance in promoting the kitchen and associated programing
• Participate as a community resource
• Gather and share feedback regarding the kitchen and associated programming efforts
Team Members: (Proposed)
• Jim Schade, Schade Winery & BEDC Board
Member
• Kirsten Gjesdal, The Carrot Seed Co.
• Brett Owens, SDSU local foods farm
• Jenilee Schleusner, Day of the Dead, LLC.
• Carlie Appletoft, CC’s Bakery
• Josie Koopmans, Caterer
• Louise Snodgrass, Farmers Market
• Dusten Hendrickson, Kind Properties
• Holly Tilton Byrne, Dakota Rural Action &
Brookings City Council
Educate Locate Engage
SDSU Students and Student Organization Engagement
Program Purpose
The purpose of engaging SDSU Students and Student Organizations is to continually and consistently
build, grow and strengthen student relationships, assist with student startups and retain students after
graduation by showcasing the local resources and supportive community.
Desired Outcomes
The desired outcomes from engaging SDSU Students and Student Organizations
• Demonstrate the strong community support of SDSU students, student organizations and
entrepreneurship
• Expose SDSU students to experienced entrepreneurs and develop a deeper understanding of the
variety of businesses in the Brookings area
• Inspire SDSU students to engage in entrepreneurial ventures through local examples
• Expand and enhance SDSU student’s network though introductions to local entrepreneurs and
resources
• Inform SDSU students of the local resources and entrepreneurial ecosystem in Brookings
designed to support and further advance their business
• Increase the number of ventures with direct links to SDSU via students
• Increase the SDSU graduate retention rate
• Increase startups in Brookings
Educate
E -vent Opportunities
Entrepreneurial Events, or E-vents are programs designed for entrepreneurs & startups;
opportunities to move their ideas forward! E-vents are part of BEDC’s objective to grow the
Brookings community and economy through supporting innovators, entrepreneurs and small
businesses.
Kid-Preneur Popup Market
Event Purpose
The purpose of the Kid-Preneur Popup Market is to provide an opportunity for Brookings area youth to
think creatively about new and innovative products or service ideas; believe they can be an
entrepreneur and start a business; learn more about what it takes to start and run a business.
Desired Outcomes
The desired outcomes from of the Kid-Preneur Popup Market
• Provide awareness and understanding of entrepreneurship to the youth in Brookings
• Receive a variety of registrations for business ideas, products and services
• Demonstrate community support of youth entrepreneurs
• Increase startups in Brookings
Popup Markets
Event Purpose
The purpose of the Popup Markets is to provide entrepreneurs with a no-cost opportunity to test the
market, launch new products and promote new businesses to the Brookings community.
Desired Outcomes
The desired outcomes from of the Popup Markets
• Increase community awareness of new businesses
• Inform local entrepreneurs of entrepreneurial ecosystem in Brookings
• Engage local entrepreneurs with other resources to further advance their business
• Increase startups in Brookings
Engage & Locate
Maker Festival
Event Purpose
The purpose of the Maker Festival is to celebrate making in the Brookings community by providing a
platform to showcase, network and collaborate on making of all kinds from makers of all ages.
Desired Outcomes
The desired outcomes from of the Maker Festival
• Increase community awareness and support of the “making” happening in the Brookings area
• Makers will make new connections and grow their network
• Increased startups in Brookings
Idea Competition
Event Purpose
The purpose of the Idea Competition is to continue to cultivate a community of innovation and
entrepreneurship through sharing ideas and providing a platform to take ideas and transform them into
opportunities.
Desired Outcomes
The desired outcomes from of the Idea Competition
• Continue to foster a culture of innovation and entrepreneurship
• Receive a variety of ideas for businesses, products and services
• Identify viable ideas and connect the entrepreneur with local resources to support their efforts
• Increased number of ideas with direct links to SDSU via students, researchers and faculty
• Increase startups in Brookings
Open Spaces Tour
Event Purpose
The purpose of the Open Spaces Tour is to provide casual access, basic information and the point of
contact for each property available for lease in the downtown district.
Desired Outcomes
The desired outcomes from of the Open Spaces Tour
• Increase awareness of available property for lease in the downtown district
• Assist property owners in promoting and leasing space in the downtown district
• Maintain a vibrant and active downtown district by filling open spaces
• Increase awareness of the local resources available to entrepreneurs
• Increase startups in Brookings Engage & Locate
Entrepreneur focused programs, events and educational opportunities – year overview.
BEDC Division of Entrepreneur Support
2017 Year in Review
January
• Developed the Building the Entrepreneur Community program
A formal, comprehensive and collaborative system to support entrepreneurs and fully
occupy/utilize the existing entrepreneurial resources by filling the pipeline and “grow our own”.
MAKERSPACE utilized by SDSU History class re: living history project
February
• Hosted 10th Annual Idea Competition – 25 Submittals
• Held 1st meeting of the Building the Entrepreneurial Community Support Team
• Attended Launch: SD Entrepreneurship Education Conference
March
• Hosted 1st Popup Market – Total for 3 events: 38 Entrepreneurs, 450 Attendees
• Launched Community Directory on StartupBrookings.com website
• Presented at the SDSU Graduate School Professional Development program on entrepreneurship and leadership
April
• Popup Market – see March data
• Hosted Open Spaces Tour – 11 Attendees
Provide casual access, basic information and the point of contact for each property
available for lease in the Downtown District.
• Attended the Heartland Economic Development training in Missouri
May
• Popup Market – see March data
• Hosted Poster Open House in MAKERSPACE for the SDSU Communication Studies class
• Secured funds and established and Entrepreneur Grant – remaining funds from the Startup In A Day grant
The grant assisted 3 different local businesses with $750 awards to each
July
• Developed curriculum for the Youth Entrepreneur Program (YEP)
Offer an age appropriate, accessible program to introduce entrepreneurship to students
in grades 4 and 5’ encourage creative thinking, problem solving and being resourceful; and provide a
platform to explore being an entrepreneur.
• Developed & hosted Youth Popup Market during Crazy Day – 40 Entrepreneurs, 400 Attendees
• Hosted Bush Foundation employee for a site visit as part of the grant review process.
We applied for a $150,000 grant, but unfortunately was not the final winner, and instead received
$10,000, which is still very helpful.
August
• MAKERSPACE tours to visiting educators with the CTE program during annual meeting
• Hosted Dakota Prairies Elementary School retreat in the MAKERSPACE
• Presented to Jerome J Lohr College of Engineering all staff event re: Community Directory
• Presented at 1 Million Cups regarding the Youth Entrepreneurship Program (YEP)
September
• Launch YEP at Boys & Girls Club – 8 kids participating, 19 Community Members and Entrepreneurs as guest
speakers
• Coordinate local entrepreneurs as guest speakers for Collegiate Entrepreneurs Organization (CEO) at SDSU – 5
Guest Speakers
• Hosted 2nd Annual Maker Festival – 28 Makers, 200+ Attendees
To celebrate making in the Brookings community by providing a platform to showcase,
network and collaborate on making of all kinds from makers of all ages.
• Guest Speaker at Entrepreneurial Studies Classes at SDSU
• Tour of MAKERSPACE for University of Minnesota Moorhead staff
• Presented at 1 Million Cups re: Maker Festival
October
• Attended Intellectual Property workshop in Sioux Falls
• Attended Innovation Expo in Sioux Falls
• Presented at SDSU Graduate School Professional Development program on entrepreneurship and leadership
November
• Guest Reviewer for Entrepreneurial Studies Capstone projects
• Attend the Jerome J Lohr College of Engineering Design Conference
• Collaborated with City of Volga and the Chamber of Commerce re: Small Business Saturday event in Volga
• Tour of the MAKERSPACE to Brookings High School business class students
• Part of Entrepreneurial panel for Leadership Brookings
• Attended the Pre-Legislative luncheon
Worked with 150 different entrepreneurs throughout the year.
• Each meeting is customized to the individual needs of the entrepreneur. Assistance often includes business plan
templates, reviews and edits to business plan drafts, consulting on product/service design, target market, other
possible markets, marketing ideas and resources, connecting with mentors or service providers, and other needs
as identified.
MAKERSPACE 2017 tours- 220 and memberships 95. Typical monthly membership average is 40
Participate in numerous webinars and receive 6-8 different weekly newsletters covering all types of entrepreneurial
activities, resources and program concepts.
Policy
Finance
Culture
Supports
Human
Capital
Markets
• State Lobbyist from Brookings
• www.BrookingsOpenCounter.com Business permitting website
• Local Financial Institutions
• BEDC Revolving Loan Fund
• City Downtown Retail Grant
• Enterprise Institute Angel Funds
• First District Development
Company
• GOED
• Vision Brookings campaigns
• BEDC - Director of
Entrepreneur Support
• Idea Competitions
• BEDC - MAKERSPACE
• 1 Million Cups
• Brookings Farmer’s Market
• BEDC E-vents
• Downtown Business Group
• Main Ave Mall Incubator
• BEDC – Community Directory
• Change Makers group
• BEDC Director of Entrepreneur
Support
• BEDC Contests, Competitions, Events
• Service Providers
o Enterprise Institute/SBDC
o Attorneys
o Accountants
o Developers
o Mentors
• Infrastructure
o Technology Commercialization Center
o Shared Science Equipment
o BEDC – MAKERSPACE
o Brookings Commercial Kitchen (2019)
o Research Park
o Brookings BioSpace
o Distribution & Shipping
o Communications Technologies
• BEDC Workforce Development
o Recruiting & Retaining
• Education Resources
o SDSU
o LATI
o BEDC – Building the
Entrepreneur
Community Program
• Proof of Concept
Resources
• Distribution Channel
Resources
• BEDC Popup Market
Opportunities
The Brookings
Entrepreneurial Ecosystem
August 2018
Brookings
Entrepreneur
Economic Development Corporation, Brookings, SD
BEDC Idea
Competition
•Brookings County competition
•Open to students and community members
•February deadline
•$2,500 in prize money
•Ready for Innovation Expo Student Idea Competition
•Prep for the NEXT year's Governor's Giant Vision competition
SD Governor's Office, Pierre, SD
Governor's Giant
Vision Competition
•Statewide competition
•Two categories: full-time higher education student and community member
•February deadline
•$20,000 in prize money -community
•$5,000 in prize money -student
BIG Idea Committee, Aberdeen, SD
BIG Idea
Competition
•Statewide competition
•Open to high school students
•October deadline
•$1,000 prize money
•Prep for BEDC Idea Competition
•Ready for BEDC Idea Competition
Enterprise Institute, Brookings, SD
Innovation Expo
Student Idea
Competition
•Statewide competition
•Open to higher education students
•October -Pitch Competition
•$700 -$1,200 Prize money
•Ready for BEDC Idea Competition
•Prep for Governor's Giant Vision competition
Resources and opportunities supporting
IDEA growth and development
BEDC
1M
Cups
EI /
SBDC
Assisted in finding
Business Locations
Utilized Downtown
Retail Grant
Capitol for the Day
Featured Business
Utilized Small Business
Loan Fund
Business Plan and
Financial
Consultations
Kirsten
Gjesdal Carrot
Seed
Brookings
resources and
opportunities
supporting IDEA
growth and
development. *
*Please note the resources and opportunities listed in this example are not
an inclusive list. Each business idea is unique and will utilize resources and
opportunities based on their specific needs and benefit.
Attended and
Made Local
Connections
BEDC
SDSU
BIC
EI /
SBDC
2017 Popup Market
Vendor
2018 Idea
Competition Entrant
Referral to Local
Resources and
Mentors
2018 Popup Market
Vendor
Business Plan
and Financial
Consultations
Entrepreneurial
Studies Student
Member of Collegiate
Entrepreneur
Organization (CEO)
Joined
Student
Innovation
Center
Laurel
Diekhoff Flume Bath
& Body
Brookings
resources and
opportunities
supporting IDEA
growth and
development. *
*Please note the resources and opportunities listed in this example are not
an inclusive list. Each business idea is unique and will utilize resources and
opportunities based on their specific needs and benefit.
BEDC
SDSU
GOED
EI /
SBDC
2017
Idea Competition
*Top prize winner
2018 KELO-TV story
2018 Popup Market
Vendor
Business Plan
and Financial
Consultations
2017-2018
Used prize from
BEDC Idea Competition
to sponsor Capstone
Project with Computer
Science & Electrical
Engineering students
2018 Enter
Governor’s
Giant Vision
Competition
Cody
Butler Pongle
Brookings
resources and
opportunities
supporting IDEA
growth and
development. *
*Please note the resources and opportunities listed in this example are not
an inclusive list. Each business idea is unique and will utilize resources and
opportunities based on their specific needs and benefit.
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:RES 18-055,Version:1
Action on Resolution 18-055, a Resolution Rejecting Bids on 2018-12STA Western Avenue Sanitary
Sewer Assessment Project.
Summary:
This resolution will reject the bids for the 2018-12STA Western Avenue Sanitary Sewer Assessment
Project because the low bid was approximately 38% higher than the Engineer’s Estimate and over
budget.
Background:
The City received a petition to install sanitary sewer on Western Avenue from approximately 240 feet
north of Martin Boulevard to approximately 530 feet north of Martin Boulevard. There are three
property owners on the east side of Western Avenue that currently do not have a sanitary sewer main
adjacent to their property and are not hooked up to the City’s sanitary sewer system. The City
Council approved Resolution 18-042 on May 22, 2018, declaring the necessity of the project which
would provide an extension of the sanitary sewer main and sanitary sewer services to the three
properties.
The resolution outlined the details of the assessment project with the estimated total project cost of
$31,329 and each property owner’s cost was estimated at $10,433. The resolution also described
the assessment would have an interest rate of 10% on the unpaid balance and the assessment may
be paid over a ten-year time period.
The City held a bid letting at 1:30 PM on July 17, 2018 at the City & County Government Center and
the City received the following bids:
Prussman Contracting Inc., Brookings, SD:$43,367.00
Prunty Construction Co Inc., Brookings, SD:$79,942.00
The low bid from Prussman Contracting Inc. for $43,367.00 was approximately 38% higher than the
Engineer’s Estimate from Brookings Municipal Utilities of $31,275.67. The total anticipated
assessment to each property owner would be approximately $15,323.01 based on the low bid cost
including the 6% engineering and administration fees.
The City Engineer discussed the bid prices with the low bidder. They indicated they included
additional costs for dewatering, rock and trench stabilization material due to the sanitary sewer
design depth of 14’ to 17’ deep. The City and BMU have determined that the project will be
redesigned so the sanitary sewer would not be as deep and BMU will waive the engineering and
administration fees. The City and BMU staff will obtain a quote for the re-designed project since the
cost will be under the statutory bid limit.
Fiscal Impact:
City of Brookings Printed on 8/9/2018Page 1 of 2
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File #:RES 18-055,Version:1
No fiscal impact at this time.
Recommendation:
Staff recommends approval of the resolution to reject the bids for this project.
Attachments:
Resolution
City of Brookings Printed on 8/9/2018Page 2 of 2
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Resolution 18-055
Resolution Rejecting Bids for
2018-12STA Western Avenue Sanitary Sewer Assessment Project
Whereas, the City of Brookings opened bids for 2018-12STA Western Avenue Sanitary
Sewer Assessment Project on Tuesday, July 17, 2018 at 1:30 pm at the Brookings City
& County Government Center; and
Whereas, the City of Brookings has received the following bids for 2018-12STA
Western Avenue Sanitary Sewer Assessment Project: Prussman Contracting Inc. -
$43,367.00, and Prunty Construction Company Inc. - $79,942.00; and
Whereas, the low bid was approximately 38% higher than the Engineer’s Estimate for
the project.
Now Therefore, Be It Resolved that all of the bids be rejected.
Passed and approved this 14th day of August, 2018.
CITY OF BROOKINGS
________________________________
Keith W. Corbett, Mayor
ATTEST:
_________________________
Shari Thornes, City Clerk
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:RES 18-064,Version:1
Action on Resolution 18-064, a Resolution Awarding Bids on 2018-01 Gateway Landscaping
Improvements.
Summary:
This resolution will award a contract for 2018-01 Gateway Landscaping Improvements to Kerry’s
Landscaping & Irrigation in the amount of $87,260.94.
Background:
This project is for landscaping improvements associated with the 6th Street Reconstruction Project
completed by the DOT earlier this summer. The landscaping improvements are related to the center
medians and will entail irrigation systems within each of the center medians, tree plantings, turf
grass, vegetative plantings, and mulch. The water lines for the irrigation systems were installed
during the street construction in the summer of 2017. Additional work will be performed in front of the
Welcome to Brookings sign at the corner of 6th Street and 22nd Avenue as the sidewalk elevation
changed during the reconstruction and the landscaping will be regraded to match the new elevation.
The work for the project will be done within the 6th Street right-of-way and lane closures will be
implemented during the project to protect the safety of the contractor.
The bid letting for this project was held on Tuesday, August 7, 2018 and the City received the
following bids:
Kerry’s Landscaping & Irrigation, Brookings, SD:$ 87,260.94
Splitrock Landscaping & Nursery, Inc., Brandon, SD:$120,987.00
The Landscape Architect’s estimate for the project was $120,000.
Fiscal Impact:
The City will enter into a contract with Kerry’s Landscaping & Irrigation for the low bid amount of
$87,260.94. The project is being funded from the Brookings Gateway Project fund.
Recommendation:
Staff recommends approval.
Attachments:
Resolution
Project Map
City of Brookings Printed on 8/9/2018Page 1 of 1
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Resolution 18-064
Resolution Awarding Bids on 2018-01 Gateway Landscaping Improvements
Whereas, the City of Brookings opened bids for 2018-01 Gateway Landscaping
Improvements on Tuesday, August 7, 2018 at 1:30 pm at Brookings City & County
Government Center; and
Whereas, the City of Brookings has received the following bids for 2018-01 Gateway
Landscaping Improvements:
Kerry’s Landscaping & Irrigation, Brookings, SD $ 87,260.94
Splitrock Landscaping & Nursery, Brandon, SD $120,987.00
Now Therefore, Be It Resolved that the low bid of $87,260.94 for Kerry’s Landscaping &
Irrigation, Brookings, SD be accepted.
Passed and approved this 14th day of August, 2018.
CITY OF BROOKINGS
____________________________
Keith W. Corbett, Mayor
ATTEST:
________________________
Shari Thornes, City Clerk
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:RES 18-065,Version:1
Action on Resolution 18-065, a Resolution authorizing Change Order No. 2 (Final) for 2 017-04STI,
Traffic Signal Improvements Project, 2nd Street South & Main Avenue South and 5th Street South &
Medary Avenue South, Bowes Construction, Inc.
Summary:
This resolution will approve Change Order No. 2 (Final) for 2017-04STI, Traffic Signal Improvements
Project, 2nd Street South & Main Avenue South and 5th Street South & Medary Avenue South for a
total increase of $6,600.00 to the contract to close out the project.
Background:
This project involved replacing traffic signals at the intersections of 2nd Street South & Main Avenue
South and 5th Street South & Medary Avenue South. The project was designed by HDR Engineering
and Banners Associates and included installing new signal poles with mast arms and luminaire lights,
controller cabinets, conduit, wiring, concrete curb & gutter and ramps, asphalt concrete and bicycle
improvements. The intersection of 2nd Street South and Main Avenue South included extended
gutter pans for bicycle lanes and curb-side bicycle push buttons and the intersection of 5 th Street
South and Medary Avenue South included the future shared use path connections as recommended
in the Bicycle Master Plan.
The project has been completed and is ready to be closed out. This change order will adjust plan
quantities to current as-constructed quantities and for additional work to install pedestrian crossing
countdown timer signs for a total increase of $6,600.00 to the contract to close out the project. The
summary is as follows:
Original Contract Price:$579,233.68
Increase from Previously Approved Change Order #1:$14,104.61
Contract Price Prior to this Change Order:$593,338.29
Increase of this Change Order (No. 2 Final):$6,600.00
Contract Price incorporating this Change Order:$599,938.29
Fiscal Impact:
There will be an increase of $6,600.00 to the contract, and the increase is within the budgeted
amount for this project.
Recommendation:
Staff recommends approval.
Attachments:
Resolution
City of Brookings Printed on 8/9/2018Page 1 of 1
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Resolution 18-065
Resolution Authorizing Change Order No. 2 (Final) for 2017-04STI
Traffic Signal Improvements Project, 2nd Street South & Main Avenue South and
5th Street South & Medary Avenue South, Bowes Construction, Inc.
Be It Resolved by the City Council that the following change order be allowed for 2017-
04STI, Traffic Signal Improvements Project, 2
nd Street South & Main Avenue South and
5th Street South & Medary Avenue South:
Construction Change Order Number 2: Adjust plan quantities to as-constructed
quantities and for additional work to add pedestrian crossing countdown timer
signs at the intersection of 5th Street South and Medary Avenue South for a total
increase of $6,600.00 to the contract to close out the project.
Passed and approved this 14th day of August, 2018.
CITY OF BROOKINGS
________________________________
Keith W. Corbett, Mayor
ATTEST:
_________________________
Shari Thornes, City Clerk
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:ID 2018-0369,Version:1
Public Hearing and Action on a Retail On-Sale Convention Liquor License transfer from Den Wil
Hospitality Group, Inc., dba The Lodge, Dennis Bielfeldt, owner, to Den Wil Hospitality Group, Inc.,
dba Wilbert’s / Comfort Suites University, Dennis Bielfeldt, owner, 931 25th Ave., Brookings, South
Dakota, legal description: Lot 3, Block 2, Telkamp Addition.
Summary:
The City of Brookings has received an application to transfer the Retail On-Sale Convention Liquor
License from Den Wil Hospitality Group, Inc., dba The Lodge, Dennis Bielfeldt, owner, to Den Wil
Hospitality Group, Inc., dba Wilbert’s / Comfort Suites University, Dennis Bielfeldt, owner, 931 25 th
Ave., Brookings, South Dakota. All required documents have been submitted for this application.
Background:
A public hearing and action by the local governing body is required to approve all alcohol licenses.
The On-Sale Convention Liquor License would be effective until December 31, 2018, and then
subject to an annual renewal. If approved, the application would be forwarded to the State
Department of Revenue for final action and issuance of the license.
Cities may award up to two “Convention” On-Sale Liquor Licenses, per SDCL 35-4-11.1. Wilbert’s /
Comfort Suites University meets the statutory requirements of a Convention License. This new
facility will have 100 hotel suites and the restaurant will seat 150-200 and the convention center 600-
700 people. This transfer request has been reviewed and approved by the State Department of
Revenue, the City Attorney, and City staff. No additional fees are required beyond the $150 transfer
fee and annual renewal of $1,500.
Recommendation:
Staff recommends approval.
Attachments:
Operating Agreement
City of Brookings Printed on 8/9/2018Page 1 of 1
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CONVENTION ON-SALE LIQUOR OPERATING AGREEMENT
Den Wil Hospitality Group, Inc., dba Wilbert’s / Comfort Suites University
10-year Agreement
THIS AGREEMENT made and entered into by and between the CITY OF
BROOKINGS, a municipal corporation of the State of South Dakota, hereinafter referred
to as the “City” and Dennis Bielfeldt, owner, Den Wil Hospitality Group, Inc., dba
Wilbert’s / Comfort Suites University, hereinafter referred to as “Manager.”
WITNESSETH;
WHEREAS, the City has been issued an on-sale alcoholic beverage license and is
engaged in the sale of alcoholic beverages, and
WHEREAS, the City desires to enter into an Operating Agreement on a limited basis
with the Manager for the purpose of operating an on-sale establishment or business for
and on behalf of the City pursuant to law, and
WHEREAS, the Manager has offered to have facilities in which to operate said on-sale
establishment solely upon the premises hereinafter described.
NOW, THEREFORE IT IS MUTUALLY AGREED AS FOLLOWS:
1.
This Agreement is made and entered into on a limited basis between the parties hereto
allow the Manager to operate a retail on-sale premises, pursuant to and in accordance
with all of the terms and conditions of this Agreement in accordance with all State laws
and City Ordinances now in effect and as may be enacted in the future.
2.
The Manager shall be individually responsible for all operating expenses of said on-sale
establishment, including but not limited to utilities, taxes, insurance, and license fees, if
any.
The Manager shall furnish all equipment and fixtures necessary to operate the
establishment.
3.
The on-sale establishment shall be located upon real estate in the City of Brookings,
South Dakota, described as:
Lot 3, Block 2, Telkamp Addition, City of Brookings, Brookings County, South
Dakota
4.
The Manager shall dispense only alcoholic beverages supplied by the Municipal off-sale
establishment.
5.
This Agreement shall be in full force and effect for a period of five (5) years with the
Manager having the option and privilege of a five (5) year extension, subject to the
approval of the governing body of the City of Brookings.
6.
Either the Manager or the City may terminate this Agreement without cause upon ninety
(90) days written notice served by either party upon the other. The City reserves the
right to immediately suspend or revoke this Agreement without ninety (90) days written
notice for alcohol related violations in accordance with the provisions of Resolution No.
25-88 or any amendments thereto or for any late payments for alcoholic beverages
supplied by the Municipal off-sale establishment to be sold on the premises of Manager.
7.
The Manager shall receive as full compensation for its services rendered, the net profit
from the on-sale establishment under its management, and the sole profit to be derived
by the City shall be the markup hereinafter set forth on alcoholic beverages furnished by
the municipality to the Manager for the purposes of resale on the premises as above
described.
8.
The Manager shall pay to the City for all alcoholic beverages sold by the City to the
Manager for resale on the above-described premises, the actual cost of distilled spirits
and wine supplied by the City, plus eleven percent (11%) in excess of such cost; the
Manager shall pay to the City for all malt beverages sold by the City to the Manager for
resale on the above-described premises, the actual cost of malt beverages, plus ten
percent (10%) in excess of such cost. The actual cost shall include cost price and
transportation charges. The markup percentages provided in this Agreement are
subject to change by the City of Brookings. In the event markup percentages are
changed by Ordinance, then the markup percentages provided by City Ordinance shall
supercede the markup percentages provided herein. The Manager further agrees that if
either of the markup percentages shall be increased at any time by the City, the
Manager shall pay the markup as so increased.
9.
A complete and detailed record shall be maintained by the City of all alcoholic
beverages supplied to the on-sale Manager and such alcoholic beverages so supplied
shall be evidenced by pre-numbered invoices prepared in triplicate showing the date,
quality, brand, size, and actual cost of such item, and such invoice shall bear the
signature of the authorized representative of the on-sale Manager or its authorized
representative. One copy thereof shall be retained by the Municipal off-sale
establishment, one copy shall be retained by the on-sale establishment, and one copy
shall be filed with the City Clerk. All copies shall be kept as permanent records and
made available for reference and audit purposes. The Manager also agrees to maintain
a complete record of all alcoholic beverages received from the City.
10.
In consideration of the covenants herein contained, the Manager agrees to pay the
CITY OF BROOKINGS, One Thousand Five Hundred, and no/100 Dollars ($1,500.00),
constituting the Annual License Fee on or by the 1st day of November of each year
thereafter as long as this agreement shall remain in force and effect. The payment of
the Annual Renewal License Fee will not extend the term of this Operating Agreement
beyond the term provided therein. The Manager further agrees that if the annual fee
shall be increased at any time by the legislature, the Manager shall pay the amount of
any such increase.
11.
The Manager agrees to keep the premises in a neat, clean and attractive appearance,
and Manager further agrees to operate said on-sale establishment only on such days
and at such hours as permitted by state law and city ordinances.
12.
The Manager shall have the right to return, at any time, alcoholic beverages received
from the City and to receive in return any deposit made for such alcoholic beverages; in
the event of termination of the business, all unused alcoholic beverages, which may be
resold without discount may be returned to the City and the Manager shall be
reimbursed for the of such alcoholic beverages.
13.
The Manager agrees to abide by the credit policies of the City and acknowledges, by
execution of this Agreement, receipt of a copy of the credit policies of the City. The City
reserves the right to change or terminate its credit policies at any time, but shall be
required to provide written notice to Manager prior to the effective date of the change or
termination date of the credit policies.
14.
The Manager agrees to furnish the City upon demand, evidence of payment of the
following:
A. All salaries of on-sale employees;
B. Social Security and withholding taxes on said employees;
C. Worker’s Compensation insurance premiums covering said employees;
D. Unemployment taxes on the payrolls of said employees;
E. General liability insurance protecting both the City and the Manager against
claims for injury or damages to persons or property, said policy to have
general liability limits of at least Five Hundred Thousand Dollars
($500,000.00) single limit, and One Million Dollars ($1,000,000.00) aggregate,
and a limitation of Fifty Thousand Dollars ($50,000.00) for damage to
property. The general liability insurance limits are subject to change and
Manager agrees to change limits of insurance if required by the City;
F. Rent and utility bills; and
G. Any and all miscellaneous expenses, including taxes.
15.
The Manager agrees to observe all Federal and State laws and ordinances of the City
of Brookings.
16.
The City covenants and agrees to furnish the on-sale license to Manager pursuant to
the terms and conditions of this Operating Agreement and the terms and conditions of
the on-sale license.
17.
The City has the right to make inspections and investigations of the premises during the
hours of operation, and make audits and examinations of the records of the Manager
relating to the on-sale establishment.
18.
It is further specifically understood and agreed that the waiver of the rights of the City
under this Agreement shall not constitute a continuous waiver, and any violation or
breach of the terms of this Agreement by the Manager shall constitute a separate and
distinct offense and grounds for immediate termination and revocation of this
Agreement.
19.
This agreement shall not be assignable to another person or location without the written
consent of the City.
IN WITNESS WHEREOF, the parties hereto have executed this Agreement this 14th
day of August, 2018.
CITY OF BROOKINGS, South Dakota
A Municipal Corporation
By:
Paul Briseno, City Manager
ATTEST:
Shari Thornes, City Clerk
MANAGER
By:
Operating Agreement/Business Owner
Representative
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:RES 18-063,Version:1
Public Hearing and Action on Resolution 18-063, a Resolution authorizing the City Manager to sign
an On-Off Sale Wine Operating Agreement for Den Wil Hospitality Group, Inc., dba Wilbert’s /
Comfort Suites University, Dennis Bielfeldt, owner, 931 25th Ave., Brookings, SD, legal description:
Lot 3, Block 2, Telkamp Addition.
Summary:
Dennis Bielfeldt, owner of Den Wil Hospitality Group, Inc., dba Wilbert’s / Comfort Suites University,
931 25th Ave., has applied for an On-Off Sale Wine Alcohol license. A public hearing and action by
the local governing body is required for all new alcohol licenses. Additionally, an Operating
Agreement is required for Wine Licenses. This Resolution allows the City Manager to enter into the
first five years of the 10-year agreement effective through 2023. This license would be effective
immediately and subject to an annual renewal. If approved, the application would be forwarded to
the State Department of Revenue for final action and issuance of the license.
Background:
City Ordinances:
Listed below is Chapter 5, Article 2, Section 5-20 of the City Code of Ordinances pertaining to
Application Review Procedure. The City Council shall review all applications submitted to the City for
available On-Sale Alcoholic Beverage Agreements and for On-Sale Malt Beverage and Wine
Licenses in accordance with SDCL 35-2 and in accordance with the following factors:
a) Type of business which applicant proposes to operate: On-Sale Alcoholic Beverage
Operating Agreements and On-Sale Malt Beverage and Wine Licenses may not be issued to
convenience grocery stores, gas stations, or other stores where groceries or gasoline are
sold unless it can be established that minors do not regularly frequent the establishment.
b) The manner in which the business is operated: On-Sale Alcoholic Beverage Operating
Agreements and On-Sale Malt Beverage and Wine Licenses may not be issued to
establishments which are operated in a manner which results in minors regularly frequenting
the establishment.
c) The extent to which minors are employed in such a place of business: On-Sale Alcoholic
Beverage Operating Agreements and On-Sale Malt Beverage and Wine Licenses may not be
issued to convenience grocery stores, gas stations, or other stores where groceries or
gasoline are sold and which regularly employ minors.
d) The adequacy of the police facilities to properly police the proposed location: The City
Council shall inquire of the Police Chief whether the Police Department can adequately
police the proposed location.
e) Other factors: The hours that business is conducted shall be considered by the City
Council in its review of applications for on-sale alcoholic beverage operating agreements and
on-sale malt beverage and wine licenses.
Recommendation:
Staff recommends approval.
City of Brookings Printed on 8/9/2018Page 1 of 2
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File #:RES 18-063,Version:1
Attachments:
Resolution
Operating Agreement
City of Brookings Printed on 8/9/2018Page 2 of 2
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Resolution 18-063
Den Wil Hospitality Group, Inc., dba Wilbert’s / Comfort Suites University
Wine Operating Agreement
Be It Resolved by the City of Brookings, South Dakota, that the City Council hereby
approves a Lease Agreement for the Operating Liquor Management Agreement for
Wine between the City of Brookings and Dennis Bielfeldt, owner, Den Wil Hospitality
Group, Inc., dba Wilbert’s / Comfort Suites University, for the purpose of a liquor
manager to operate the On-Sale Establishment or business for and on behalf of the City
of Brookings at 931 25th Ave.
Be It Further Resolved that the City Manager be authorized to execute the Agreement
on behalf of the City, which shall be for a period of five (5) years, with a renewal for
another five (5) years.
Passed and approved this 14th day of August, 2018.
CITY OF BROOKINGS
Keith W. Corbett, Mayor
ATTEST:
Shari Thornes, City Clerk
On-Off Sale Wine Operating Agreement
Den Wil Hospitality Group, Inc., dba Wilbert’s / Comfort Suites University
THIS AGREEMENT made and entered into by and between the City of Brookings, a
municipal corporation of the State of South Dakota, hereinafter referred to as the “City”
and Den Wil Hospitality Group, Inc., dba Wilbert’s / Comfort Suites University, Dennis
Bielfeldt, owner, hereinafter referred to as “Manager.”
WITNESSETH;
WHEREAS, the City has been issued an on-sale alcoholic beverage license and is
engaged in the sale of alcoholic beverages, and
WHEREAS, the City desires to enter into an Operating Agreement on a limited basis
with the Manager for the purpose of operating an on-off sale establishment or business
for and on behalf of the City pursuant to law, and
WHEREAS, the Manager has offered to have facilities in which to operate said on-off
sale establishment solely upon the premises hereinafter described.
NOW, THEREFORE IT IS MUTUALLY AGREED AS FOLLOWS:
I.
This Agreement is made and entered into on a limited basis between the parties hereto
allow the Manager to operate a retail on-off sale premises, pursuant to and in
accordance with all of the terms and conditions of this Agreement in accordance with all
State laws and City Ordinances now in effect and as may be enacted in the future.
II.
The Manager shall be individually responsible for all operating expenses of said on-off
sale establishment, including but not limited to utilities, taxes, insurance, and license
fees, if any. The Manager shall furnish all equipment and fixtures necessary to operate
the establishment.
III.
The on-off sale establishment shall be located upon real estate in the City of Brookings,
South Dakota, described as:
Lot 3, Block 2, Telkamp Addition
IV.
The Manager shall dispense only alcoholic beverages supplied by the Municipal Off-
Sale Establishment.
V.
This Agreement shall be in full force and effect for a period of five (5) years with the
Manager having the option and privilege of a five (5) year extension, subject to the
approval of the governing body of the City of Brookings.
VI.
Either the Manager or the City may terminate this Agreement without cause upon ninety
(90) days written notice served by either party upon the other. The City reserves the
right to immediately suspend or revoke this Agreement without ninety (90) days written
notice for alcohol related violations in accordance with the provisions of Resolution No.
25-88 or any amendments thereto or for any late payments for alcoholic beverages
supplied by the Municipal Off-Sale Establishment to be sold on the premises of
Manager.
VII.
The Manager shall receive as full compensation for its services rendered, the net profit
from the on-off sale establishment under its management, and the sole profit to be
derived by the City shall be the markup hereinafter set forth on alcoholic beverages
furnished by the municipality to the Manager for the purposes of resale on the premises
as above described.
VIII.
The Manager shall pay to the City for all alcoholic beverages sold by the City to the
Manager for resale on the above-described premises, the actual cost of distilled spirits
and wine supplied by the City, plus eleven percent (11%) in excess of such cost; the
Manager shall pay to the City for all malt beverages sold by the City to the Manager for
resale on the above-described premises, the actual cost of malt beverages, plus ten
percent (10%) in excess of such cost. The actual cost shall include cost price and
transportation charges. The markup percentages provided in this Agreement are
subject to change by the City of Brookings. In the event markup percentages are
changed by Ordinance, then the markup percentages provided by City Ordinance shall
supercede the markup percentages provided herein. The Manager further agrees that if
either of the markup percentages shall be increased at any time by the City, the
Manager shall pay the markup as so increased.
IX.
A complete and detailed record shall be maintained by the City of all alcoholic
beverages supplied to the on-sale Manager and such alcoholic beverages so supplied
shall be evidenced by prenumbered invoices prepared in triplicate showing the date,
quality, brand, size, and actual cost of such item, and such invoice shall bear the
signature of the authorized representative of the on-sale Manager or its authorized
representative. One copy thereof shall be retained by the Municipal off-sale
establishment, one copy shall be retained by the on-sale establishment, and one copy
shall be filed with the City Clerk. All copies shall be kept as permanent records and
made available for reference and audit purposes. The Manager also agrees to maintain
a complete record of all alcoholic beverages received from the City.
X.
In consideration of the covenants herein contained, the Manager agrees to pay the
CITY OF BROOKINGS, Five Hundred and no/100 Dollars ($500.00), constituting the
Annual License Fee on or by 1st day of November of each year thereafter as long as this
agreement shall remain in force and effect. The payment of the Annual Renewal
License Fee will not extend the term of this Operating Agreement beyond the term
provided therein. The Manager further agrees that if the annual fee shall be increased
at any time by the legislature, the Manager shall pay the amount of any such increase.
XI.
The Manager agrees to keep the premises in a neat, clean and attractive appearance,
and Manager further agrees to operate said on-sale establishment only on such days
and at such hours as permitted by state law and city ordinances.
XII.
The Manager shall have the right to return, at any time, alcoholic beverages received
from the City and to receive in return any deposit made for such alcoholic beverages; in
the event of termination of the business, all unused alcoholic beverages, which may be
resold without discount may be returned to the City and the Manager shall be
reimbursed for the of such alcoholic beverages.
XIII.
The Manager agrees to abide by the credit policies of the City and acknowledges, by
execution of this Agreement, receipt of a copy of the credit policies of the City. The City
reserves the right to change or terminate its credit policies at any time, but shall be
required to provide written notice to Manager prior to the effective date of the change or
termination date of the credit policies.
XIV.
The Manager agrees to furnish the City upon demand, evidence of payment of the
following:
A. All salaries of on-off sale employees;
B. Social Security and withholding taxes on said employees;
C. Worker’s Compensation insurance premiums covering said employees;
D. Unemployment taxes on the payrolls of said employees;
E. General liability insurance protecting both the City and the Manager against
claims for injury or damages to persons or property, said policy to have general
liability limits of at least Five Hundred Thousand Dollars ($500,000.00) single
limit, and One Million Dollars ($1,000,000.00) aggregate, and a limitation of Fifty
Thousand Dollars ($50,000.00) for damage to property. The general liability
insurance limits are subject to change and Manager agrees to change limits of
insurance if required by the City;
F. Rent and utility bills;
G. Any and all miscellaneous expenses, including taxes.
XV.
The Manager agrees to observe all Federal and State laws and ordinances of the City
of Brookings.
XVI.
The City covenants and agrees to furnish the on-sale license to Manager pursuant to
the terms and conditions of this Operating Agreement and the terms and conditions of
the on-off sale license.
XVII.
The City shall have the right to make inspections and investigations of the premises
during the hours of operation, and make audits and examinations of the records of the
Manager relating to the on-off sale establishment.
XVIII.
It is further specifically understood and agreed that the waiver of the rights of the City
under this Agreement shall not constitute a continuous waiver, and any violation or
breach of the terms of this Agreement by the Manager shall constitute a separate and
distinct offense and grounds for immediate termination and revocation of this
Agreement.
XIV.
This agreement shall not be assignable to another person or location without the written
consent of the City.
IN WITNESS WHEREOF, the parties hereto have executed this Agreement this 14th
day of August, 2018.
CITY OF BROOKINGS, South Dakota
A Municipal Corporation
By:
ATTEST:Paul Briseno, City Manager
Shari Thornes, City Clerk
MANAGER
By:
By:
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:ID 2018-0370,Version:1
Public Hearing and Action on a request for an On-Off Sale Malt License for Den Wil Hospitality
Group, Inc., dba The Lodge, Dennis Bielfeldt, owner, 2515 6th St., legal description: Block 12,
Telkamp Addition.
Summary:
The City of Brookings has received an application for an On-Off Sale Malt License for Den Wil
Hospitality Group, Inc., dba The Lodge, Dennis Bielfeldt, owner, 2515 6 th St., Brookings, South
Dakota. All required documents have been submitted for this application.
Background:
A public hearing and action by the local governing body is required to approve all alcohol licenses.
The On-Off Sale Malt License would be effective until June 30, 2019, and then subject to an annual
renewal. If approved, the application would be forwarded to the State Department of Revenue for
final action and issuance of the license.
Recommendation:
Staff recommends approval.
City of Brookings Printed on 8/9/2018Page 1 of 1
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City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:RES 18-062,Version:1
Public Hearing and Action on Resolution 18-062, a Resolution authorizing the City Manager to sign
an On-Off Sale Wine Operating Agreement for Den Wil Hospitality Group, Inc., dba The Lodge,
Dennis Bielfeldt, owner, 2515 6th St., Brookings, SD, legal description: Block 12, Telkamp Addition.
Summary:
Dennis Bielfeldt, owner, Den Wil Hospitality Group, Inc., dba The Lodge, 2515 6 th St., has applied for
an On-Off Sale Wine Alcohol license. A public hearing and action by the local governing body is
required for all new alcohol licenses. Additionally, an Operating Agreement is required for Wine
Licenses. This Resolution allows the City Manager to enter into the first five years of the 10-year
agreement effective through 2023. This license would be effective immediately and subject to an
annual renewal. If approved, the application would be forwarded to the State Department of
Revenue for final action and issuance of the license.
Background:
City Ordinances:
Listed below is Chapter 5, Article 2, Section 5-20 of the City Code of Ordinances pertaining to
Application Review Procedure. The City Council shall review all applications submitted to the City for
available On-Sale Alcoholic Beverage Agreements and for On-Sale Malt Beverage and Wine
Licenses in accordance with SDCL 35-2 and in accordance with the following factors:
a) Type of business which applicant proposes to operate: On-Sale Alcoholic Beverage
Operating Agreements and On-Sale Malt Beverage and Wine Licenses may not be issued to
convenience grocery stores, gas stations, or other stores where groceries or gasoline are
sold unless it can be established that minors do not regularly frequent the establishment.
b) The manner in which the business is operated: On-Sale Alcoholic Beverage Operating
Agreements and On-Sale Malt Beverage and Wine Licenses may not be issued to
establishments which are operated in a manner which results in minors regularly frequenting
the establishment.
c) The extent to which minors are employed in such a place of business: On-Sale Alcoholic
Beverage Operating Agreements and On-Sale Malt Beverage and Wine Licenses may not be
issued to convenience grocery stores, gas stations, or other stores where groceries or
gasoline are sold and which regularly employ minors.
d) The adequacy of the police facilities to properly police the proposed location: The City
Council shall inquire of the Police Chief whether the Police Department can adequately
police the proposed location.
e) Other factors: The hours that business is conducted shall be considered by the City
Council in its review of applications for on-sale alcoholic beverage operating agreements and
on-sale malt beverage and wine licenses.
Recommendation:
Staff recommends approval.
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File #:RES 18-062,Version:1
Attachments:
Resolution
Operating Agreement
City of Brookings Printed on 8/9/2018Page 2 of 2
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Resolution 18-062
Den Wil Hospitality Group, dba The Lodge
Wine Operating Agreement
Be It Resolved by the City of Brookings, South Dakota, that the City Council hereby
approves a Lease Agreement for the Operating Liquor Management Agreement for
Wine between the City of Brookings and Dennis Bielfeldt, owner, Den Wil Hospitality
Group, Inc., dba The Lodge, for the purpose of a liquor manager to operate the On-Sale
Establishment or business for and on behalf of the City of Brookings at 2515 6th St.
Be It Further Resolved that the City Manager be authorized to execute the Agreement
on behalf of the City, which shall be for a period of five (5) years, with a renewal for
another five (5) years.
Passed and approved this 14th day of August, 2018.
CITY OF BROOKINGS
Keith W. Corbett, Mayor
ATTEST:
Shari Thornes, City Clerk
On-Off Sale Wine Operating Agreement
Den Wil Hospitality Group, Inc., dba The Lodge
THIS AGREEMENT made and entered into by and between the City of Brookings, a
municipal corporation of the State of South Dakota, hereinafter referred to as the “City”
and Den Wil Hospitality Group, Inc., dba The Lodge, Dennis Bielfeldt, owner, hereinafter
referred to as “Manager.”
WITNESSETH;
WHEREAS, the City has been issued an on-sale alcoholic beverage license and is
engaged in the sale of alcoholic beverages, and
WHEREAS, the City desires to enter into an Operating Agreement on a limited basis
with the Manager for the purpose of operating an on-off sale establishment or business
for and on behalf of the City pursuant to law, and
WHEREAS, the Manager has offered to have facilities in which to operate said on-off
sale establishment solely upon the premises hereinafter described.
NOW, THEREFORE IT IS MUTUALLY AGREED AS FOLLOWS:
I.
This Agreement is made and entered into on a limited basis between the parties hereto
allow the Manager to operate a retail on-off sale premises, pursuant to and in
accordance with all of the terms and conditions of this Agreement in accordance with all
State laws and City Ordinances now in effect and as may be enacted in the future.
II.
The Manager shall be individually responsible for all operating expenses of said on-off
sale establishment, including but not limited to utilities, taxes, insurance, and license
fees, if any.
The Manager shall furnish all equipment and fixtures necessary to operate the
establishment.
III.
The on-off sale establishment shall be located upon real estate in the City of Brookings,
South Dakota, described as:
Block 12, Telkamp Addition
IV.
The Manager shall dispense only alcoholic beverages supplied by the Municipal Off-
Sale Establishment.
V.
This Agreement shall be in full force and effect for a period of five (5) years with the
Manager having the option and privilege of a five (5) year extension, subject to the
approval of the governing body of the City of Brookings.
VI.
Either the Manager or the City may terminate this Agreement without cause upon ninety
(90) days written notice served by either party upon the other. The City reserves the
right to immediately suspend or revoke this Agreement without ninety (90) days written
notice for alcohol related violations in accordance with the provisions of Resolution No.
25-88 or any amendments thereto or for any late payments for alcoholic beverages
supplied by the Municipal Off-Sale Establishment to be sold on the premises of
Manager.
VII.
The Manager shall receive as full compensation for its services rendered, the net profit
from the on-off sale establishment under its management, and the sole profit to be
derived by the City shall be the markup hereinafter set forth on alcoholic beverages
furnished by the municipality to the Manager for the purposes of resale on the premises
as above described.
VIII.
The Manager shall pay to the City for all alcoholic beverages sold by the City to the
Manager for resale on the above-described premises, the actual cost of distilled spirits
and wine supplied by the City, plus eleven percent (11%) in excess of such cost; the
Manager shall pay to the City for all malt beverages sold by the City to the Manager for
resale on the above-described premises, the actual cost of malt beverages, plus ten
percent (10%) in excess of such cost. The actual cost shall include cost price and
transportation charges. The markup percentages provided in this Agreement are
subject to change by the City of Brookings. In the event markup percentages are
changed by Ordinance, then the markup percentages provided by City Ordinance shall
supercede the markup percentages provided herein. The Manager further agrees that if
either of the markup percentages shall be increased at any time by the City, the
Manager shall pay the markup as so increased.
IX.
A complete and detailed record shall be maintained by the City of all alcoholic
beverages supplied to the on-sale Manager and such alcoholic beverages so supplied
shall be evidenced by prenumbered invoices prepared in triplicate showing the date,
quality, brand, size, and actual cost of such item, and such invoice shall bear the
signature of the authorized representative of the on-sale Manager or its authorized
representative. One copy thereof shall be retained by the Municipal off-sale
establishment, one copy shall be retained by the on-sale establishment, and one copy
shall be filed with the City Clerk. All copies shall be kept as permanent records and
made available for reference and audit purposes. The Manager also agrees to maintain
a complete record of all alcoholic beverages received from the City.
X.
In consideration of the covenants herein contained, the Manager agrees to pay the
CITY OF BROOKINGS, Five Hundred and no/100 Dollars ($500.00), constituting the
Annual License Fee on or by 1st day of November of each year thereafter as long as this
agreement shall remain in force and effect. The payment of the Annual Renewal
License Fee will not extend the term of this Operating Agreement beyond the term
provided therein. The Manager further agrees that if the annual fee shall be increased
at any time by the legislature, the Manager shall pay the amount of any such increase.
XI.
The Manager agrees to keep the premises in a neat, clean and attractive appearance,
and Manager further agrees to operate said on-sale establishment only on such days
and at such hours as permitted by state law and city ordinances.
XII.
The Manager shall have the right to return, at any time, alcoholic beverages received
from the City and to receive in return any deposit made for such alcoholic beverages; in
the event of termination of the business, all unused alcoholic beverages, which may be
resold without discount may be returned to the City and the Manager shall be
reimbursed for the of such alcoholic beverages.
XIII.
The Manager agrees to abide by the credit policies of the City and acknowledges, by
execution of this Agreement, receipt of a copy of the credit policies of the City. The City
reserves the right to change or terminate its credit policies at any time, but shall be
required to provide written notice to Manager prior to the effective date of the change or
termination date of the credit policies.
XIV.
The Manager agrees to furnish the City upon demand, evidence of payment of the
following:
A. All salaries of on-off sale employees;
B. Social Security and withholding taxes on said employees;
C. Worker’s Compensation insurance premiums covering said employees;
D. Unemployment taxes on the payrolls of said employees;
E. General liability insurance protecting both the City and the Manager against
claims for injury or damages to persons or property, said policy to have general
liability limits of at least Five Hundred Thousand Dollars ($500,000.00) single
limit, and One Million Dollars ($1,000,000.00) aggregate, and a limitation of Fifty
Thousand Dollars ($50,000.00) for damage to property. The general liability
insurance limits are subject to change and Manager agrees to change limits of
insurance if required by the City;
F. Rent and utility bills;
G. Any and all miscellaneous expenses, including taxes.
XV.
The Manager agrees to observe all Federal and State laws and ordinances of the City
of Brookings.
XVI.
The City covenants and agrees to furnish the on-sale license to Manager pursuant to
the terms and conditions of this Operating Agreement and the terms and conditions of
the on-off sale license.
XVII.
The City shall have the right to make inspections and investigations of the premises
during the hours of operation, and make audits and examinations of the records of the
Manager relating to the on-off sale establishment.
XVIII.
It is further specifically understood and agreed that the waiver of the rights of the City
under this Agreement shall not constitute a continuous waiver, and any violation or
breach of the terms of this Agreement by the Manager shall constitute a separate and
distinct offense and grounds for immediate termination and revocation of this
Agreement.
XIV.
This agreement shall not be assignable to another person or location without the written
consent of the City.
IN WITNESS WHEREOF, the parties hereto have executed this Agreement this 14th
day of August, 2018.
CITY OF BROOKINGS, South Dakota
A Municipal Corporation
By:
ATTEST:Paul Briseno, City Manager
Shari Thornes, City Clerk
MANAGER
By:
By:
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:ID 2018-0387,Version:1
Executive Session, pursuant to SDCL 1-25-2, for purposes of consulting with legal counsel or
reviewing communications from legal counsel about proposed or pending litigation or contractual
matters; and preparing for contract negotiations or negotiating with employees or employee
representatives.
1-25-2. Executive or closed meetings--Purposes--Authorization--Misdemeanor.
Executive or closed meetings may be held for the sole purposes of:
1) Discussing the qualifications, competence, performance, character or fitness of any
public officer or employee or prospective public officer or employee. The term “employee”
does not include any independent contractor;
2) Discussing the expulsion, suspension, discipline, assignment of or the
educational program of a student;
3) Consulting with legal counsel or reviewing communications from legal counsel about
proposed or pending litigation or contractual matters;
4) Preparing for contract negotiations or negotiating with employees or employee
representatives;
5) Discussing marketing or pricing strategies by a board or commission of a business
owned by the state or any of its political subdivisions, when public discussion may be
harmful to the competitive position of the business.
However, any official action concerning such matters shall be made at an open official meeting. An
executive or closed meeting shall be held only upon a majority vote of the members of such body
present and voting, and discussion during the closed meeting is restricted to the purpose specified in
the closure motion. Nothing in § 1-25-1 or this section may be construed to prevent an executive or
closed meeting if the federal or state Constitution or the federal or state statutes require or permit it.
A violation of this section is a Class 2 misdemeanor.
Source: SL 1965, ch 269; SL 1980, ch 24, § 10; SL 1987, ch 22, § 1.
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