HomeMy WebLinkAbout2017_07_18 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
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!"
Community Room5:00 PMTuesday, July 18, 2017
Study Session
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 MEETING
1. Call to Order / Pledge of Allegiance.
2. Record of Council Attendance.
3.ID 2017-0420 2018 Budget Workshop #1
Page 1 City of Brookings
July 18, 2017City Council Meeting Agenda
2018 Proposed Budget Summary
75% Sales Tax Projected Cash Flow
25 % Sales Tax Projected Cash Flow
2018 Budget Narrative Airport
2018 Budget Narrative City Attorney
2018 Budget Narrative City Clerk
2018 Budget Narrative City Council
2018 Budget Narrative City County Government Building
2018 Budget Narrative City Manager
2018 Budget Narrative Community Development
2018 Budget Narrative Engineering
2018 Budget Narrative Finance
2018 Budget Narrative Fire
2018 Budget Narrative Gen Govt Buildings
2018 Budget Narrative HR
2018 Budget Narrative IT
2018 Budget Narrative Library
2018 Budget Narrative Liquor
2018 Budget Narrative Park, Rec, Forestry
2018 Budget Narrative Police
2018 Budget Narrative Special Assessment
2018 Budget Narrative Storm Drainage
2018 Budget Narrative Street Dept
2018 Budget Narrative SW Collection
2018 Budget Narrative SW Disposal
2018 Budget Narrative Swiftel Center
2018-2022 CIP
Attachments:
4. 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.
5. 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:
Jeffrey W. Weldon, 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
Page 2 City of Brookings
July 18, 2017City Council Meeting Agenda
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 3 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 2017-0420,Version:1
2018 Budget Workshop #1
Summary:
The purpose of this session is to review the 2018 Proposed Budget, answer questions, and provide a
time for discussion.
The attached 2018 Proposed Budget Summary provides the budgets for each fund. It begins with
the General Fund, which 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 columns on the left provide a three-year history of the department budgets allowing the reader to
compare data over the years. The center columns include the department name and the type of
activity reported on the line, and the right two columns indicate the department request and my
recommendations.
As requested by the Council, the spreadsheet is presented in summary form rather than in line-item
detail. 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 include 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 as has been done in the past.
There are three budgets which the summary does provide significant line-item detail that I
recommend the Council spend some time deliberating. 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 8, and the 3rd Penny Sales Tax fund on page 13.
This budget remains a work-in-progress needing input from the Council. To balance the General
Fund budget, I am proposing to use $540,000 of fund balance cash to pay for the pay loader and
City of Brookings Printed on 7/12/2017Page 1 of 2
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File #:ID 2017-0420,Version:1
side dump for the Street Department, Larson Ice Arena condenser towers, resurfacing of the Indian
Hills tennis/basketball courts, resurfacing the Hillcrest tennis courts, refurbishing the Hillcrest
handball court, and economic incentive payments to 3M and Bel. With the use of existing cash, the
General Fund is balanced at $23,507,051 ($22,967,051 revenue plus $540,000 existing cash) and
$23,505,961 in expenditures, leaving a surplus of $1,090.
Our next Budget Workshop is scheduled for Council meeting on July 25th. The first reading of the
Budget Ordinance is scheduled for August 22nd, with the second reading and final adoption on
September 12th.
Attachments:
2018 Proposed Budget Summary
2018 - 75% Sales Tax Projected Cash Flow
2018 - 25% Sales Tax Projected Cash Flow
2018 Budget Narrative Airport
2018 Budget Narrative City Attorney
2018 Budget Narrative City Clerk
2018 Budget Narrative City Council
2018 Budget Narrative City County Government Building
2018 Budget Narrative City Manager
2018 Budget Narrative Community Development
2018 Budget Narrative Engineering
2018 Budget Narrative Finance
2018 Budget Narrative Fire
2018 Budget Narrative Gen Govt Buildings
2018 Budget Narrative HR
2018 Budget Narrative IT
2018 Budget Narrative Library
2018 Budget Narrative Liquor
2018 Budget Narrative Park, Rec, Forestry
2018 Budget Narrative Police
2018 Budget Narrative Special Assessment
2018 Budget Narrative Storm Drainage
2018 Budget Narrative Street Dept
2018 Budget Narrative SW Collection
2018 Budget Narrative SW Disposal
2018 Budget Narrative Swiftel
2018 - 2022 CIP
City of Brookings Printed on 7/12/2017Page 2 of 2
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DRAFTBudget Budget2015 2016 2017 2017 2018 2018 Change ChangeActual Actual Adopted Estimated Description Requested Proposed + /(‐)%NONDEPARTMENTAL REVENUE11,216,927 11,157,861.80 10,789,750.00 10,789,750.00 Revenues11,046,840 11,076,790 287,040 2.66%5,497,052 5,044,500 3,275,000 3,308,671 Transfers In3,280,000 3,375,000 66,329 2.00%16,713,979 16,202,362 14,064,750 14,098,421 Total Revenues14,326,840 14,451,790 353,369 2.51%MAYOR AND COUNCIL64,366 63,090 64,021 64,021 Personal Services64,024 64,024 3 0.00%43,960 41,235 82,267 82,267 Other Expenditures73,500 73,500 (8,767) ‐10.66%108,326 104,325 146,288 146,288 Total Expenditures137,524 137,524 (8,764) ‐5.99%CITY CLERK15,893 37,290 33,372 33,372 Revenues 33,372 33,372 ‐ 0.00%15,893 37,290 33,372 33,372 Total Revenues33,372 33,372 ‐ 0.00%229,792 234,651 251,295 251,295 Personal Services252,542 251,396 101 0.04%59,620 160,411 133,754 137,205 Other Expenditures113,711 112,711 (24,494) ‐17.85%‐ ‐ ‐ ‐ Capital Expenditures25,000 ‐ ‐ 0.00%289,412 395,062 385,049 388,500 Total Expenditures391,253 364,107 (24,393) ‐6.28%NON DEPARTMENTAL6,887,718 7,226,974 6,869,650 6,869,650 Revenues7,224,300 7,224,300 354,650 5.16%6,887,718 7,226,974 6,869,650 6,869,650 Total Revenues7,224,300 7,224,300 354,650 5.16%6,356,302 6,672,396 6,550,269 6,550,269 Other Expenditures7,113,375 7,083,100 532,831 8.13%8,900 ‐ ‐ ‐ Capital Expenditures‐ ‐ ‐ 0.00%6,365,202 6,672,396 6,550,269 6,550,269 Total Expenditures7,113,375 7,083,100 532,831 8.13%CITY MANAGER40,000 ‐ ‐ 10,011 Revenues‐ ‐ (10,011) ‐100.00%40,000 ‐ ‐ 10,011 Total Revenues‐ ‐ (10,011) ‐100.00%185,721 263,601 286,463 286,463 Personal Services335,645 301,230 14,767 5.15%14,587 48,659 27,662 38,997 Other Expenditures27,500 25,500 (13,497) ‐34.61%200,308 312,260 314,125 325,460 Total Expenditures363,145 326,730 1,270 0.39%CITY ATTORNEY94,908 88,717 103,000 103,000 Other Expenditures106,482 106,482 3,482 3.38%94,908 88,717 103,000 103,000 Total Expenditures106,482 106,482 3,482 3.38%Proposed 18/Estimated 2017
DRAFTBudget Budget2015 2016 2017 2017 2018 2018 Change ChangeActual Actual Adopted Estimated Description Requested Proposed + /(‐)%Proposed 18/Estimated 2017HUMAN RESOURCES4,143 3,523 2,000 2,000 Revenues2,000 2,000 ‐ 0.00%4,143 3,523 2,000 2,000 Total Revenues2,000 2,000 ‐ 0.00%169,562 177,283 185,289 185,289 Personal Services188,064 188,064 2,775 1.50%31,941 42,028 53,865 53,865 Other Expenditures53,090 50,940 (2,925) ‐5.43%201,503 219,311 239,154 239,154 Total Expenditures241,154 239,004 (150) ‐0.06%FINANCE OFFICE12,404 17,274 4,400 4,400 Revenues5,000 5,000 600 13.64%12,404 17,274 4,400 4,400 Total Revenues5,000 5,000 600 13.64%389,552 317,409 339,478 339,478 Personal Services349,364 349,364 9,886 2.91%110,980 112,476 125,964 125,964 Other Expenditures132,300 128,000 2,036 1.62%500,532 429,885 465,442 465,442 Total Expenditures481,664 477,364 11,922 2.56%INFORMATION TECHNOLOGY117,308 134,424 142,554 142,554 Personal Services142,209 142,209 (345) ‐0.24%28,389 30,862 38,333 38,333 Other Expenditures43,449 43,449 5,116 13.35%125,678 57,409 35,150 51,150 Capital Expenditures59,850 67,350 16,200 31.67%271,375 222,695 216,037 232,037 Total Expenditures245,508 253,008 20,971 9.04%GENERAL GOVERNMENT BUILDINGS1,750 ‐ ‐ ‐ Revenues‐ ‐ ‐ 0.00%1,750 ‐ ‐ ‐ Total Revenues‐ ‐ ‐ 0.00%27,155 25,109 39,333 39,333 Other Expenditures85,566 85,566 46,233 117.54%10,405 65,052 ‐ ‐ Capital Expenditures‐ ‐ ‐ 0.00%37,560 90,161 39,333 39,333 Total Expenditures85,566 85,566 46,233 117.54%COMMUNITY DEVELOPMENT84,311 87,566 64,785 64,785 Revenues52,785 52,785 (12,000) ‐18.52%84,311 87,566 64,785 64,785 Total Revenues52,785 52,785 (12,000) ‐18.52%377,368 405,981 409,826 409,826 Personal Services426,015 426,015 16,189 3.95%22,076 23,676 192,994 292,994 Other Expenditures39,930 38,930 (254,064) ‐86.71%‐ ‐ 17,300 17,300 Capital Expenditures‐ ‐ (17,300) ‐100.00%399,444 429,657 620,120 720,120 Total Expenditures465,945 464,945 (255,175) ‐35.44%
DRAFTBudget Budget2015 2016 2017 2017 2018 2018 Change ChangeActual Actual Adopted Estimated Description Requested Proposed + /(‐)%Proposed 18/Estimated 2017ENGINEERING DEPARTMENT157,286 176,051 152,485 152,485 Revenues164,985 164,985 12,500 8.20%157,286 176,051 152,485 152,485 Total Revenues164,985 164,985 12,500 8.20%428,181 432,810 483,589 483,589 Personal Services474,262 474,262 (9,327) ‐1.93%29,886 34,019 36,330 36,330 Other Expenditures33,166 33,166 (3,164) ‐8.71%2,225 9,900 97,000 97,000 Capital Expenditures5,000 5,000 (92,000) ‐94.85%460,292 476,729 616,919 616,919 Total Expenditures512,428 512,428 (104,491) ‐16.94%CITY/COUNTY ADMIN BUILDING135,748 137,108 176,000 176,000 Revenues 214,000 214,000 38,000 21.59%135,748 137,108 176,000 176,000 Total Revenues214,000 214,000 38,000 21.59%7,251 10,027 8,000 8,000 Personal Services8,300 8,300 300 3.75%274,651 162,706 330,400 330,400 Other Expenditures331,226 331,226 826 0.25%1,939 ‐ ‐ ‐ Capital Expenditures72,000 72,000 72,000 100.00%283,841 172,733 338,400 338,400 Total Expenditures411,526 411,526 73,126 21.61%POLICE DEPARTMENT174,602 154,259 186,222 235,922 Revenues 173,850 173,850 (62,072) ‐26.31%174,602 154,259 186,222 235,922 Total Revenues173,850 173,850 (62,072) ‐26.31%2,780,803 2,923,009 2,989,330 3,001,680 Personal Services3,173,362 3,201,255 199,575 6.65%289,647 338,012 359,588 348,738 Other Expenditures364,096 364,946 16,208 4.65%185,083 185,316 ‐ 49,700 Capital Expenditures‐ ‐ (49,700) ‐100.00%3,255,533 3,446,337 3,348,918 3,400,118 Total Expenditures3,537,458 3,566,201 166,083 4.88%FIRE DEPARTMENT73,329 84,624 69,500 69,500 Revenues69,500 69,500 ‐ 0.00%73,329 84,624 69,500 69,500 Total Revenues69,500 69,500 ‐ 0.00%401,070 407,882 444,511 444,511 Personal Services452,643 452,643 8,132 1.83%157,336 172,387 185,431 185,431 Other Expenditures198,934 195,934 10,503 5.66%952,484 142,022 ‐ 5,491 Capital Expenditures‐ ‐ (5,491) ‐100.00%1,510,890 722,291 629,942 635,433 Total Expenditures651,577 648,577 13,144 2.07%PUBLIC SAFETY88,895 91,310 93,265 93,265 Hydrant Rentals94,415 94,415 1,150 1.23%88,895 91,310 93,265 93,265 Total Expenditures94,415 94,415 1,150 1.23%
DRAFTBudget Budget2015 2016 2017 2017 2018 2018 Change ChangeActual Actual Adopted Estimated Description Requested Proposed + /(‐)%Proposed 18/Estimated 2017STREET DEPARTMENT43,729 37,001 12,500 12,500 Revenues 7,500 7,500 (5,000) ‐40.00%43,729 37,001 12,500 12,500 Total Revenues7,500 7,500 (5,000) ‐40.00%1,012,744 1,035,111 1,123,740 1,123,740 Personal Services1,167,945 1,167,945 44,205 3.93%1,366,693 1,442,215 1,199,868 1,199,868 Other Expenditures1,223,442 1,218,092 18,224 1.52%1,010,407 1,209,110 282,000 302,084 Capital Expenditures573,000 573,000 270,916 89.68%3,389,844 3,686,436 2,605,608 2,625,692 Total Expenditures2,964,387 2,959,037 333,345 12.70%ANIMAL CONTROL23,188 23,860 24,100 24,100 Revenues 23,100 23,100 (1,000) ‐4.15%23,188 23,860 24,100 24,100 Total Revenues23,100 23,100 (1,000) ‐4.15%83,803 85,968 90,182 90,182 Personal Services87,710 87,710 (2,472) ‐2.74%10,022 10,358 17,365 17,365 Other Expenditures17,565 17,565 200 1.15%‐ 2,846 ‐ ‐ Capital Expenditures‐ ‐ ‐ 0.00%93,825 99,172 107,547 107,547 Total Expenditures105,275 105,275 (2,272) ‐2.11%DAKOTA NATURE PARK22,944 22,112 25,736 25,736 Revenues25,736 25,736 ‐ 0.00%22,944 22,112 25,736 25,736 Total Revenues25,736 25,736 ‐ 0.00%34,898 46,026 53,979 53,979 Personal Services61,444 61,444 7,465 13.83%16,439 18,418 26,537 26,537 Other Expenditures24,428 23,928 (2,609) ‐9.83%‐ ‐ 30,500 30,500 Capital Expenditures17,000 7,000 (23,500) ‐77.05%51,337 64,444 111,016 111,016 Total Expenditures102,872 92,372 (18,644) ‐16.79%AQUATIC CENTER 182,287 188,661 182,000 182,000 Revenues 187,000 187,000 5,000 2.75%182,287 188,661 182,000 182,000 Total Revenues187,000 187,000 5,000 2.75%232,015 221,563 249,001 249,001 Personal Services252,670 252,670 3,669 1.47%113,177 126,672 124,159 124,159 Other Expenditures134,316 144,316 20,157 16.23%51,086 10,500 37,000 118,700 Capital Expenditures40,000 25,000 (93,700) ‐78.94%396,278 358,735 410,160 491,860 Total Expenditures426,986 421,986 (69,874) ‐14.21%RECREATION DEPARTMENT96,043 122,754 99,200 99,200 Revenues100,200 100,200 1,000 1.01%96,043 122,754 99,200 99,200 Total Revenues100,200 100,200 1,000 1.01%161,509 188,900 222,418 222,418 Personal Services228,016 228,016 5,598 2.52%72,827 104,970 106,643 110,393 Other Expenditures107,706 105,861 (4,532) ‐4.11%‐ ‐ 8,000 8,000 Capital Expenditures24,000 24,000 16,000 200.00%234,336 293,870 337,061 340,811 Total Expenditures359,722 357,877 17,066 5.01%
DRAFTBudget Budget2015 2016 2017 2017 2018 2018 Change ChangeActual Actual Adopted Estimated Description Requested Proposed + /(‐)%Proposed 18/Estimated 2017PARKS DEPARTMENT134,341 74,703 39,433 39,433 Revenues 38,433 38,433 (1,000) ‐2.54%134,341 74,703 39,433 39,433 Total Revenues38,433 38,433 (1,000) ‐2.54%791,147 810,184 806,897 806,897 Personal Services820,541 820,541 13,644 1.69%316,249 295,159 462,279 462,279 Other Expenditures388,073 381,073 (81,206) ‐17.57%720,536 781,819 552,200 685,431 Capital Expenditures874,000 427,000 (258,431) ‐37.70%1,827,932 1,887,162 1,821,376 1,954,607 Total Expenditures2,082,614 1,628,614 (325,993) ‐16.68%LARSONS ICE ARENA126,618 154,332 137,750 137,750 Revenues 145,750 151,500 13,750 9.98%126,618 154,332 137,750 137,750 Total Revenues145,750 151,500 13,750 9.98%141,783 140,141 229,953 229,953 Personal Services243,460 243,460 13,507 5.87%186,755 191,570 196,844 196,844 Other Expenditures218,717 218,717 21,873 11.11%40,625 44,270 35,300 35,300 Capital Expenditures132,900 132,900 97,600 276.49%369,163 375,981 462,097 462,097 Total Expenditures595,077 595,077 132,980 28.78%
DRAFTBudget Budget2015 2016 2017 2017 2018 2018 Change ChangeActual Actual Adopted Estimated Description Requested Proposed + /(‐)%Proposed 18/Estimated 2017FORESTRY DEPARTMENT50,667 19,711 19,000 19,000 Revenues 19,000 19,000 ‐ 0.00%50,667 19,711 19,000 19,000 Total Revenues19,000 19,000 ‐ 0.00%348,939 360,273 399,013 399,013 Personal Services412,226 412,226 13,213 3.31%63,081 75,395 84,960 84,960 Other Expenditures86,010 85,010 50 0.06%225,180 49,358 105,000 105,000 Capital Expenditures84,500 84,500 (20,500) ‐19.52%637,200 485,026 588,973 588,973 Total Expenditures582,736 581,736 (7,237) ‐1.23%LIBRARY45,955 40,996 23,000 23,000 Revenues 23,000 23,000 ‐ 0.00%45,955 40,996 23,000 23,000 Total Revenues23,000 23,000 ‐ 0.00%712,493 733,707 758,856 758,856 Personal Services763,609 763,609 4,753 0.63%258,631 191,692 203,787 193,907 Other Expenditures202,526 190,026 (3,881) ‐2.00%124,032 241,347 128,800 128,800 Capital Expenditures131,150 123,650 (5,150) ‐4.00%1,095,156 1,166,746 1,091,443 1,081,563 Total Expenditures1,097,285 1,077,285 (4,278) ‐0.40%APPROPRIATION/SUBSIDIES191,478 30,352 100,000 100,000 Economic Incentive Grant100,000 100,000 ‐ 0.00%25,000 25,000 25,000 25,000 Community Cultural Subsidy30,000 25,000 ‐ 0.00%8,000 8,000 8,000 8,000 Community Band Subsidy8,000 8,000 ‐ 0.00%5,000 5,000 5,200 5,200 Safe Ride7,500 5,200 ‐ 0.00%75,000 75,000 78,000 78,000 Brookings Area Transit Authority80,000 80,000 2,000 2.56%10,000 10,000 10,000 10,000 Brookings Regional Humane Society10,000 9,000 (1,000) ‐10.00%‐ 22,000 22,000 22,000 Brookings Domestic Abuse Shelter16,500 16,500 (5,500) ‐25.00%‐ ‐ ‐ ‐ Brookings Community Theatre10,000 ‐ ‐ 0.00%‐ ‐ ‐ ‐ Brookings Farmers Market4,000 3,000 3,000 100.00%‐ ‐ ‐ ‐ Outdoor Adventure Center50,000 ‐ ‐ 0.00%207,200 207,264 207,200 207,200 School District Subsidy207,200 190,000 (17,200) ‐8.30%75,000 75,000 75,000 75,000 Boys & Girls Club Subsidy85,000 75,000 ‐ 0.00%2,500 2,500 3,000 3,000 Brookings County Youth Mentoring 5,000 3,000 ‐ 0.00%‐ 2,000 2,000 2,000 Brookings Crime Stoppers2,000 2,000 ‐ 0.00%195,000 195,000 195,000 195,000 Brookings Economic Dev Corp215,000 153,000 (42,000) ‐21.54%794,178 657,116 730,400 730,400 Total Other Expenditures830,200 669,700 (60,700) ‐8.31%237,246 229,650 229,680 229,680 Transfer out to Airport230,611 230,611 931 0.41%3,300,000 1,653,356 ‐ ‐ Transfer Out to 75% fund‐ ‐ ‐ 0.00%‐ ‐ 13,283 13,283 Transfer to Public Art Fund14,634 15,414 2,131 16.04%3,537,246 1,883,006 242,963 242,963 Total Transfers Out245,245 246,025 3,062 1.26%4,331,424 2,540,122 973,363 973,363 Total Expenditures1,075,445 915,725 (57,638) ‐5.92%
DRAFTBudget Budget2015 2016 2017 2017 2018 2018 Change ChangeActual Actual Adopted Estimated Description Requested Proposed + /(‐)%Proposed 18/Estimated 2017TOTAL GENERAL FUND19,529,883 19,766,661 18,910,883 18,970,594 Revenues 19,556,351 19,592,051 621,457 3.28%5,497,052 5,044,500 3,275,000 3,308,671 Transfers In3,280,000 3,375,000 66,329 2.00%25,026,935 24,811,161 22,185,883 22,279,265 Total Revenues22,836,351 22,967,051 687,786 3.09%8,670,305 8,992,040 9,538,395 9,550,745 Personal Services9,904,051 9,896,383 345,638 3.62%10,034,207 10,500,452 10,774,897 10,872,703 Other Expenditures11,213,523 11,152,453 279,750 2.57%794,178 657,116 730,400 730,400 Appropriations/Subsidies830,200 669,700 (60,700) ‐8.31%3,458,580 2,798,949 1,328,250 1,634,456 Capital Expenditures2,013,400 1,541,400 (93,056) ‐5.69%3,537,246 1,883,006 242,963 242,963 Transfers Out245,245 246,025 3,062 1.26%26,494,516 24,831,563 22,614,905 23,031,267 Total Expenditures24,206,419 23,505,961 474,694 2.06%(1,467,581) (20,403) (429,022) (752,002) Addition to or (Use of) Existing Cash(1,370,068) (538,910) 213,092 ‐28.34%4,216,068$ Estimated "Unrestricted" Ending Cash Balance3,677,158$
DRAFTBudget Budget2015 2016 2017 2017 2018 2018 Change ChangeActual Actual Adopted Estimated Description Requested Proposed + /(‐)%Proposed 18/Estimated 201725% SALES & USE TAX1,567,135 1,670,976 1,611,200 1,611,200 Revenues1,661,500 1,661,500 50,300 3.12%1,567,135 1,670,976 1,611,200 1,611,200 Total Revenues1,661,500 1,661,500 50,300 3.12%47,870 7,588 25,000 25,000 Economic Incentive Grant80,000 80,000 55,000 220.00%‐ ‐ 152,500 152,500 Chip Sealing308,000 308,000 155,500 101.97%‐ ‐ 1,023,500 ‐ Building & Structures Fire‐ ‐ ‐ 0.00%‐ ‐ 3,700 3,700 Building & Structures Police3,700 3,700 ‐ 0.00%‐ ‐ 159,600 159,600 Machinery & Auto & Equip Fire208,000 208,000 48,400 30.33%‐ ‐ 240,035 240,035 Machinery & Auto & Equip Police109,055 91,055 (148,980) ‐62.07%‐ ‐ ‐ ‐ Other Capital ‐ Fire43,000 43,000 43,000 100.00%‐ ‐ ‐ ‐ Other Capital ‐ Police145,305 125,980 125,980 100.00%‐ ‐ 300,000 331,081 Street & Sidewalk Improve 50/50 (213/212)846,500 846,500 515,419 155.68%2,172,511 1,365,968 210,268 1,762,397 Transfers Out269,556 270,182 (1,492,215) ‐84.67%2,220,381 1,373,556 2,114,603 2,674,313 Total Expenditures2,013,116 1,976,417 (697,896) ‐26.10%(653,246) 297,420 (503,403) (1,063,113) Addition to or (Use of) Existing Cash(351,616) (314,917) 748,196 ‐70.38%619,296$ Estimated "Unrestricted" Ending Cash Balance304,379$
DRAFTBudget Budget2015 2016 2017 2017 2018 2018 Change ChangeActual Actual Adopted Estimated Description Requested Proposed + /(‐)%Proposed 18/Estimated 201775% PUBLIC IMPROVE/SALES & USE TAX4,746,541 4,968,196 4,886,462 6,769,921 Revenues 5,830,456 5,830,456 (939,465) ‐13.88%1,004,203 1,422,594 511,385 1,679,834 Transfers In463,874 463,874 (1,215,960) ‐72.39%5,750,744 6,390,790 5,397,847 8,449,755 Total Revenues6,294,330 6,294,330 (2,155,425) ‐25.51%45,611 44,974 ‐ ‐ Consulting‐ ‐ ‐ 0.00%341,109 22,764 452,500 200,000 Job Creation &Incentive Payments250,000 250,000 50,000 25.00%1,977,813 2,394,349 2,396,754 2,396,754 Debt Service2,394,242 2,394,242 (2,512) ‐0.10%‐ ‐ 152,500 152,500 Chip Sealing‐ ‐ (152,500) ‐100.00%2,364,533 2,462,087 3,001,754 2,749,254 Total Other Expenditure2,644,242 2,644,242 (105,012) ‐3.82%100,000 100,000 100,000 100,000 Boys & Girls Club Capital Improve100,000 100,000 ‐ 0.00%150,000 150,000 150,000 150,000 SDSU Research Park150,000 150,000 ‐ 0.00%‐ ‐ 100,000 100,000 PAC II100,000 100,000 ‐ 0.00%‐ ‐ 50,000 50,000 Brookings Health System50,000 50,000 ‐ 0.00%‐ 12,000 ‐ ‐ BATA Grant Match‐Bus15,000 15,000 15,000 100.00%250,000 262,000 400,000 400,000 Total Appropriations415,000 415,000 15,000 3.75%470,442 28,922 2,145,000 1,523,214 Capital Expenditure3,235,200 3,235,200 1,711,986 112.39%3,136,410 2,695,528 945,975 3,209,975 Transfers Out646,352 633,582 (2,576,393) ‐80.26%6,221,385 5,448,537 6,492,729 7,882,443 Total Expenditures6,940,794 6,928,024 (954,419) ‐12.11%(470,641) 942,253 (1,094,882) 567,312 Addition to or (Use of) Existing Cash(646,464) (633,694) (1,201,006) ‐211.70%1,495,490$ Estimated "Unrestricted" Ending Cash Balance861,796$
DRAFTBudget Budget2015 2016 2017 2017 2018 2018 Change ChangeActual Actual Adopted Estimated Description Requested Proposed + /(‐)%Proposed 18/Estimated 2017E 911466,860 484,957 454,000 454,000 Revenues 486,000 486,000 32,000 7.05%174,432 251,800 193,000 193,000 Transfers In257,000 257,000 64,000 33.16%641,292 736,757 647,000 647,000 Total Revenues743,000 743,000 96,000 14.84%551,152 569,580 617,530 617,530 Personal Services647,798 647,798 30,268 4.90%79,180 83,798 95,300 95,300 Other Expenditures94,600 94,600 (700) ‐0.73%73,417 4,050 7,950 7,950 Capital Expenditures12,550 12,550 4,600 57.86%16,982 ‐ ‐ ‐ Transfers Out‐ ‐ ‐ 0.00%720,731 657,428 720,780 720,780 Total Expenditures754,948 754,948 34,168 4.74%(79,439) 79,329 (73,780) (73,780) Addition to or (Use of) Existing Cash(11,948) (11,948) 61,832 ‐83.81%SWIFTEL CENTER1,978,059 2,058,688 2,052,979 2,052,979 Revenues2,462,802 2,462,802 409,823 19.96%751,492 802,744 704,950 704,950 Transfers In709,441 709,441 4,491 0.64%2,729,551 2,861,432 2,757,929 2,757,929 Total Revenues3,172,243 3,172,243 414,314 15.02%2,347,212 2,457,994 2,457,929 2,457,929 Other Expenditures2,872,243 2,872,243 414,314 16.86%376,492 1,543,369 300,000 300,000 Capital Expenditures300,000 300,000 ‐ 0.00%2,723,704 4,001,363 2,757,929 2,757,929 Total Expenditures3,172,243 3,172,243 414,314 15.02%5,847 (1,139,931) ‐ ‐ Addition to or (Use of) Existing Cash‐ ‐ ‐ 0.00%
DRAFTBudget Budget2015 2016 2017 2017 2018 2018 Change ChangeActual Actual Adopted Estimated Description Requested Proposed + /(‐)%Proposed 18/Estimated 2017LIBRARY FINES22,713 24,340 25,000 25,000 Revenues 25,000 25,000 ‐ 0.00%22,713 24,340 25,000 25,000 Total Revenues25,000 25,000 ‐ 0.00%25,308 31,807 30,000 30,000 Other Expenditures30,000 30,000 ‐ 0.00%25,308 31,807 30,000 30,000 Total Expenditures30,000 30,000 ‐ 0.00%(2,595) (7,467) (5,000) (5,000) Addition to or (Use of) Existing Cash(5,000) (5,000) ‐ 0.00%LIBRARY DONATIONS40,942 18,345 35,500 35,500 Revenues35,500 35,500 ‐ 0.00%40,942 18,345 35,500 35,500 Total Revenues35,500 35,500 ‐ 0.00%38,213 25,733 33,000 33,000 Other Expenditures33,000 33,000 ‐ 0.00%38,213 25,733 33,000 33,000 Total Expenditures33,000 33,000 ‐ 0.00%2,729 (7,388) 2,500 2,500 Addition to or (Use of) Existing Cash2,500 2,500 ‐ 0.00%
DRAFTBudget Budget2015 2016 2017 2017 2018 2018 Change ChangeActual Actual Adopted Estimated Description Requested Proposed + /(‐)%Proposed 18/Estimated 2017SPECIAL ASSESSMENT564,235 136,257 233,036 233,036 Revenues 174,745 174,745 (58,291) ‐25.01%1,608,491 1,052,618 ‐ ‐ Transfers In‐ ‐ ‐ 0.00%2,172,726 1,188,875 233,036 233,036 Total Revenues174,745 174,745 (58,291) ‐25.01%50,238 76,305 270,185 125,000 Capital Expenditures1,650,000 1,650,000 1,525,000 1220.00%‐ 600,163 151,265 151,266 Transfers Out63,874 63,874 (87,392) ‐57.77%50,238 676,468 421,450 276,266 Total Expenditures1,713,874 1,713,874 1,437,608 520.37%2,122,488 512,407 (188,414) (43,230) Addition to or (Use of) Existing Cash(1,539,129) (1,539,129) (1,495,899) 3460.33%STORM DRAINAGE1,075,522 901,192 857,750 961,870 Revenues960,195 960,195 (1,675) ‐0.17%345,120 ‐ ‐ ‐ Transfers In‐ ‐ ‐ 0.00%1,420,642 901,192 857,750 961,870 Total Revenues960,195 960,195 (1,675) ‐0.17%81,993 68,011 96,709 96,709 Personal Services102,047 102,047 5,338 5.52%290,166 376,291 414,641 414,641 Other Expenditures465,695 465,695 51,054 12.31%319,100 299,461 1,220,000 1,100,000 Capital Expenditures1,570,000 1,570,000 470,000 42.73%427,930 ‐ ‐ ‐ Transfers Out‐ ‐ ‐ ‐ 1,119,189 743,763 1,731,350 1,611,350 Total Expenditures2,137,742 2,137,742 526,392 32.67%301,453 157,429 (873,600) (649,480) Addition to or (Use of) Existing Cash(1,177,547) (1,177,547) (528,067) 81.31%
DRAFTBudget Budget2015 2016 2017 2017 2018 2018 Change ChangeActual Actual Adopted Estimated Description Requested Proposed + /(‐)%Proposed 18/Estimated 20173rd PENNY SALES TAX853,897 946,688 871,500 871,500 Revenues 951,500 951,500 80,000 9.18%50,000 ‐ ‐ ‐ Transfers In‐ ‐ ‐ 0.00%903,897 946,688 871,500 871,500 Total Revenues951,500 951,500 80,000 9.18%19,980 ‐ 28,884 28,884 Televised Contracted Services28,884 28,884 ‐ 0.00%16,683 ‐ 20,500 20,500 Website Contracted Services16,500 16,500 (4,000) ‐19.51%5,168 1,909 6,600 6,600 Travel & Lodging6,600 6,600 ‐ 0.00%8,885 9,152 9,450 9,450 First District Membership 9,450 9,450 ‐ 0.00%210,000 210,000 262,500 262,500 Chambers Visitors Bureau205,000 205,000 (57,500) ‐21.90%27,000 27,000 27,000 27,000 Brookings Chamber Promotional27,000 27,000 ‐ 0.00%13,671 10,989 11,000 11,000 Christmas Decorations 11,000 11,000 ‐ 0.00%13,000 15,000 15,000 15,000 4th of July Fireworks Display15,000 15,000 ‐ 0.00%‐ ‐ 20,000 20,000 SDSU Student Visitor Promotion50,000 50,000 30,000 150.00%212 7,436 10,000 10,000 Promotion of City10,000 10,000 ‐ 0.00%50,000 30,000 25,000 25,000 Downtown at Sundown30,000 30,000 5,000 20.00%‐ ‐ 20,000 20,000 Brookings Economic Dev Corp62,000 62,000 42,000 210.00%25,000 25,000 25,000 25,000 Brookings Downtown Inc.50,000 ‐ (25,000) ‐100.00%‐ 42,734 50,000 67,250 Downtown Acceleration Program50,000 50,000 (17,250) ‐25.65%‐ 10,000 ‐ ‐ Spark Brookings, LLC‐ ‐ ‐ 0.00%‐ 10,000 ‐ ‐ SD Humanities Council10,000 10,000 10,000 100.00%375,000 375,000 404,950 404,950 Transfers Out409,441 409,441 4,491 1.11%764,599 774,220 935,884 953,134 Total Expenditures990,875 940,875 (12,259) ‐1.29%139,298 172,468 (64,384) (81,634) Addition to or (Use of) Existing Cash(39,375) 10,625 92,259 ‐113.02%969,754$ Estimated Ending Cash Balance980,379$
DRAFTBudget Budget2015 2016 2017 2017 2018 2018 Change ChangeActual Actual Adopted Estimated Description Requested Proposed + /(‐)%Proposed 18/Estimated 2017PILLOW TAX221,072 263,238 400,350 400,350 Revenues 400,350 400,350 ‐ 0.00%221,072 263,238 400,350 400,350 Total Revenues400,350 400,350 ‐ 0.00%214,431 215,128 221,900 221,900 Other Expenditures285,500 285,500 63,600 28.66%214,431 215,128 221,900 221,900 Total Expenditures285,500 285,500 63,600 28.66%6,641 48,110 178,450 178,450 Addition to or (Use of) Existing Cash114,850 114,850 (63,600) ‐35.64%PUBLIC ART FUND‐ 50 ‐ ‐ Revenues‐ ‐ ‐ 0.00%‐ ‐ 53,987 53,987 Transfers In63,352 56,579 2,592 4.80%‐ 50 53,987 53,987 Total Revenues63,352 56,579 2,592 100.00%‐ ‐ ‐ ‐ Capital Expenditures‐ ‐ ‐ 0.00%‐ ‐ ‐ ‐ Total Expenditures‐ ‐ ‐ 0.00%‐ 50 53,987 53,987 Addition to or (Use of) Existing Cash63,352 56,579 2,592 4.80%
DRAFTBudget Budget2015 2016 2017 2017 2018 2018 Change ChangeActual Actual Adopted Estimated Description Requested Proposed + /(‐)%Proposed 18/Estimated 2017TIF DIST #1 DEBT SERVICE/INNOVA308,042 355,443 448,328 415,023 Revenues 425,000 425,000 9,977 2.40%308,042 355,443 448,328 415,023 Total Revenues425,000 425,000 9,977 2.40%Debt Service87,521 80,733 448,328 415,023 Transfers Out425,000 425,000 9,977 2.40%87,521 80,733 448,328 415,023 Total Expenditures425,000 425,000 9,977 2.40%220,521 274,710 ‐ ‐ Addition to or (Use of) Existing Cash‐ ‐ ‐ 0.00%TIFDIST #3 DEBT SERVICE/VALLEY VIEW199,681 207,570 216,832 203,875 Revenues203,800 203,800 (75) ‐0.04%199,681 207,570 216,832 203,875 Total Revenues203,800 203,800 (75) ‐0.04%200,698 207,851 216,832 203,875 Debt Service203,000 203,000 (875) ‐0.43%200,698 207,851 216,832 203,875 Total Expenditures203,000 203,000 (875) ‐0.43%(1,017) (281) ‐ ‐ Addition to or (Use of) Existing Cash800 800 800 0.00%TIF DIST #4 DEBT SERVICE/SIELER82,199 82,482 84,380 78,956 Revenues78,900 78,900 (56) ‐0.07%82,199 82,482 84,380 78,956 Total Revenues78,900 78,900 (56) ‐0.07%82,199 81,066 84,380 78,956 Debt Service78,900 78,900 (56) ‐0.07%82,199 81,066 84,380 78,956 Total Expenditures78,900 78,900 (56) ‐0.07%‐ 1,416 ‐ ‐ Addition to or (Use of) Existing Cash‐ ‐ ‐ 0.00%
DRAFTBudget Budget2015 2016 2017 2017 2018 2018 Change ChangeActual Actual Adopted Estimated Description Requested Proposed + /(‐)%Proposed 18/Estimated 2017TIF DIST # 5 DEBT SERVICE/32ND AVE14,194 13,438 16,130 21,544 Revenues22,000 22,000 456 2.12%14,194 13,438 16,130 21,544 Total Revenues22,000 22,000 456 2.12%‐ ‐ 16,130 21,544 Debt Service22,000 22,000 456 2.12%‐ ‐ 16,130 21,544 Total Expenditures22,000 22,000 456 2.12%14,194 13,438 ‐ ‐ Addition to or (Use of) Existing Cash‐ ‐ ‐ 0.00%TIF DIST #6 DEBT SERVICE/BEL DIGESTER101,380 182,509 260,120 244,543 Revenues 245,000 245,000 457 0.19%101,380 182,509 260,120 244,543 Total Revenues245,000 245,000 457 0.19%‐ 100,000 260,120 244,543 Transfers Out245,000 245,000 457 0.19%‐ 100,000 260,120 244,543 Total Expenditures245,000 245,000 457 0.19%101,380 82,509 ‐ ‐ Addition to or (Use of) Existing Cash‐ ‐ ‐ 0.00%TIE DIST # 7 DEBT SERVICE/S. MAIN‐ 89,805 100,000 283,709 Revenues283,709 283,709 ‐ 0.00%‐ 89,805 100,000 283,709 Total Revenues283,709 283,709 ‐ 0.00%‐ 89,805 100,000 283,709 Transfers Out283,709 283,709 ‐ 0.00%‐ 89,805 100,000 283,709 Total Expenditures283,709 283,709 ‐ 0.00%‐ ‐ ‐ ‐ Addition to or (Use of) Existing Cash‐ ‐ ‐ 0.00%
DRAFTBudget Budget2015 2016 2017 2017 2018 2018 Change ChangeActual Actual Adopted Estimated Description Requested Proposed + /(‐)%Proposed 18/Estimated 2017BROOKINGS GATEWAY CAPITAL PROJECT391 487 ‐ ‐ Revenues‐ ‐ ‐ 0.00%‐ 275,000 365,000 365,000 Transfers In‐ ‐ (365,000) ‐100.00%391 275,487 365,000 365,000 Total Revenues‐ ‐ (365,000) ‐100.00%5,522 7,600 510,000 922,400 Other Expenditures210,000 210,000 (712,400) ‐77.23%‐ ‐ 105,000 210,000 Capital Expenditures20,000 20,000 (190,000) ‐90.48%5,522 7,600 615,000 1,132,400 Total Expenditures230,000 230,000 (902,400) ‐79.69%(5,131) 267,887 (250,000) (767,400) Addition to or (Use of) Existing Cash(230,000) (230,000) 537,400 ‐70.03%S MAIN AVE & 26th St & 20th St PROJECT20,069 8,165 ‐ ‐ Revenues500 500 500 0.00%955,625 44,595 ‐ 2,264,000 Transfers In‐ ‐ (2,264,000) ‐100.00%975,694 52,760 ‐ 2,264,000 Total Revenues500 500 (2,263,500) ‐99.98%55,973 ‐ ‐ ‐ Other Expenditures‐ ‐ ‐ 0.00%725,351 ‐ ‐ 1,000,000 Capital Expenditures1,264,000 1,264,000 264,000 26.40%1,953,611 ‐ ‐ ‐ Transfers Out‐ ‐ ‐ 0.00%2,734,935 ‐ ‐ 1,000,000 Total Expenditures1,264,000 1,264,000 264,000 26.40%(1,759,241) 52,760 ‐ 1,264,000 Addition to or (Use of) Existing Cash(1,263,500) (1,263,500) (2,527,500) ‐199.96%
DRAFTBudget Budget2015 2016 2017 2017 2018 2018 Change ChangeActual Actual Adopted Estimated Description Requested Proposed + /(‐)%Proposed 18/Estimated 2017LIQUOR STORE4,184,160 4,344,737 4,522,000 4,522,000 Revenues4,650,364 4,650,364 128,364 2.84%4,184,160 4,344,737 4,522,000 4,522,000 Total Revenues4,650,364 4,650,364 128,364 2.84%309,496 369,401 383,768 383,768 Personnel Services390,457 390,457 6,689 1.74%3,260,938 3,437,579 3,426,617 3,426,617 Other Expenditures3,640,000 3,640,000 213,383 6.23%3,217 11,295 1,100 1,100 Capital Expenditures1,100 1,100 ‐ 0.00%375,000 352,250 400,011 400,011 Transfers Out400,011 425,011 25,000 6.25%3,948,651 4,170,525 4,211,496 4,211,496 Total Expenditures4,431,568 4,456,568 245,072 5.82%235,509 174,212 310,504 310,504 Addition to or (Use of) Existing Cash218,796 193,796 (116,708) ‐37.59%AIRPORT1,460,334 97,504 1,134,380 1,134,380 Revenues 129,051 129,051 (1,005,329) ‐88.62%340,016 321,494 429,680 429,680 Transfers In345,111 345,111 (84,569) ‐19.68%1,800,350 418,998 1,564,060 1,564,060 Total Revenues474,162 474,162 (1,089,898) ‐69.68%129,286 138,774 152,750 152,750 Personnel Services169,700 169,700 16,950 11.10%69,402 86,759 107,833 107,833 Other Expenditures104,462 104,462 (3,371) ‐3.13%‐ 89,091 1,301,500 1,301,500 Capital Expenditures200,000 200,000 (1,101,500) ‐84.63%198,688 314,624 1,562,083 1,562,083 Total Expenditures474,162 474,162 (1,087,921) ‐69.65%1,601,662 104,374 1,977 1,977 Addition to or (Use of) Existing Cash‐ ‐ (1,977) ‐100.00%
DRAFTBudget Budget2015 2016 2017 2017 2018 2018 Change ChangeActual Actual Adopted Estimated Description Requested Proposed + /(‐)%Proposed 18/Estimated 2017EDGEBROOK GOLF COURSE328,708 397,603 416,828 416,828 Revenues 417,488 423,488 6,660 1.60%433,816 105,645 162,500 162,500 Transfers In302,101 297,510 135,010 83.08%762,524 503,248 579,328 579,328 Total Revenues719,589 720,998 141,670 24.45%257,004 253,143 269,091 269,091 Personnel Services271,157 271,157 2,066 0.77%193,900 265,185 246,616 246,616 Other Expenditures248,045 252,045 5,429 2.20%‐ 10,390 62,500 62,500 Capital Expenditures200,100 196,100 133,600 213.76%450,904 528,718 578,207 578,207 Total Expenditures719,302 719,302 141,095 24.40%311,620 (25,470) 1,121 1,121 Addition to or (Use of) Existing Cash287 1,696 575 51.29%SOLID WASTE COLLECTIONS1,154,560 1,173,924 1,140,950 1,140,950 Revenues1,179,800 1,179,800 38,850 3.41%1,154,560 1,173,924 1,140,950 1,140,950 Total Revenues1,179,800 1,179,800 38,850 3.41%407,747 455,873 468,088 468,088 Personnel Services480,036 480,036 11,948 2.55%495,662 499,930 517,991 517,991 Other Expenditures543,667 543,667 25,676 4.96%‐ ‐ ‐ ‐ Capital Expenditures210,000 210,000 210,000 100.00%‐ ‐ ‐ ‐ Transfers Out2,100 2,100 2,100 100.00%903,409 955,803 986,079 986,079 Total Expenditures1,235,803 1,235,803 249,724 25.32%251,151 218,121 154,871 154,871 Addition to or (Use of) Existing Cash(56,003) (56,003) (210,874) ‐136.16%LANDFILL 2,703,323 2,610,961 2,313,270 2,313,270 Revenues2,381,370 2,381,370 68,100 2.94%2,703,323 2,610,961 2,313,270 2,313,270 Total Revenues2,381,370 2,381,370 68,100 2.94%448,086 483,168 483,932 483,932 Personnel Services496,234 496,234 12,302 2.54%198,283 416,022 470,355 470,355 Other Expenditures450,149 450,149 (20,206) ‐4.30%‐ 8,007 695,000 695,000 Capital Expenditures610,000 610,000 (85,000) ‐12.23%575,000 575,000 604,950 604,950 Transfers Out604,100 629,100 24,150 3.99%1,221,369 1,482,197 2,254,237 2,254,237 Total Expenditures2,160,483 2,185,483 (68,754) ‐3.05%1,481,954 1,128,764 59,033 59,033 Addition to or (Use of) Existing Cash220,887 195,887 136,854 231.83%
DRAFTBudget Budget2015 2016 2017 2017 2018 2018 Change ChangeActual Actual Adopted Estimated Description Requested Proposed + /(‐)%Proposed 18/Estimated 2017RESEARCH & TECHNOLOGY CENTER176,791 189,635 179,270 179,270 Revenues160,745 160,745 (18,525) ‐10.33%176,791 189,635 179,270 179,270 Total Revenues160,745 160,745 (18,525) ‐10.33%66,465 76,345 73,789 73,789 Other Expenditures81,778 74,578 789 1.07%75,000 105,000 120,000 120,000 Transfers Out75,000 120,000 ‐ 0.00%141,465 181,345 193,789 193,789 Total Expenditures156,778 194,578 789 0.41%35,326 8,290 (14,519) (14,519) Addition to or (Use of) Existing Cash3,967 (33,833) (19,314) 133.03%
DRAFT3%Estimated Tax Growth FactorDescriptionEstimate 2017 2018 2019 2020 20212022 2023 2024 2025 2026 2027 2028ESTIMATED BEGINNING CASH BALANCE465,619 1,198,507 777,863 543,535 (142,495) (1,205,772) (532,734) 1,139,299 2,696,857 3,852,228 (1,752,287) 1,870,615 Reserve cash per G&E - emergency499,625 550,000 600,000 650,000 650,000 650,000 650,000 700,000 1,000,000 1,000,000 1,000,000 1,000,000 Restricted RR CASH675,893 675,983 - - - - - - - - - - Restricted STP CASH558,126 1,558,085 671,085 534,085 147,085 - - - - - - - Total Cash2,199,263 3,982,575 2,048,948 1,727,620 654,590 (555,772) 117,266 1,839,299 3,696,857 4,852,228 (752,287) REVENUESSales & Use Tax4,866,462 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 Income15,000 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 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 Reimbursed Expense Carnegie 2/3333,500 Loan Proceeds- - - - - - - - - - - TIF Revenue-600,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 TAP Revenue- 90,000 STP funds1,549,959 713,000 713,000 713,000 713,000 713,000 Transfer in Airport Grant reimb (2014 bond draw) see tab1,015,960 - - - - - - - - - - - Transfer in Spec Assessment - S. Main Proj (See tab)**63,874 63,874 63,874 63,874 - - - - - - - - TOTAL REVENUES8,449,755 6,294,330 6,354,704 6,509,588 6,605,246 6,769,563 6,225,810 6,400,134 6,579,688 6,764,629 6,955,118 7,151,322 EXPENDITURESEconomic Development Grant150,000 150,000 Job Creation Incentive50,000 100,000 Economic Development Grants Expense200,000 250,000 - - - - - - - - - - Bond Principal Payments1,877,326 1,921,244 1,975,609 2,029,705 2,090,719 871,517 522,823 539,098 557,009 574,940 593,449 612,200 Bond Interest Payments518,228 471,798 420,557 364,799 303,689 239,892 212,088 195,813 177,902 159,971 141,462 122,711 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 Total2,396,754 2,394,242 2,397,366 2,395,704 2,395,608 1,112,609 736,111 736,111 736,111 736,111 736,111 736,111 SDSU Research Park150,000 150,000 100,000 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 75,000 BATA 15,000 Subsidy Expenditure Total400,000 415,000 350,000 200,000 175,000 1,091,666 1,091,666 1,091,666 1,091,666 1,091,666 1,066,670 150,000 Capital Expenditure DetailCarnegie Building bldg + carryover from GF need amend to spend500,000 - - - - - - - - - - - Park restrooms (Valley View, '19)- - 120,000 - - - - - - - - - Edgebrook-Golf Course Capital Improvements62,500 197,510 121,000 - - - - - - - - - Swiftel Center-Capital Improvements300,000 300,000 300,000 400,000 400,000 400,000 400,000 400,000 400,000 2,300,000 Gateway Project365,000 - - - - - - - - - - - Airport-Facility200,000 114,500 92,750 212,000 53,500 183,500 - - - - - - Existing trail system overlay maintenance/repair (park item)- 75,000 - 75,000 - 75,000 - 80,000 - 80,000 - - Carry over from 2016 - street Improvements31,081 - - - - - - - - - - - Bob Sheldon/Dwiggins-Medary complex improvements- - 1,000,000 1,000,000 1,000,000 - - - - - - - Infrastructure-Western Avenue S 20th to 26th- - - 1,000,000 - - - - - - - Infrastructure-W20th St S. Main Ave to Cumberland (RR money)1,000,000 1,264,000 - - - - - - - - - - General park facility and trail extensions/expansions- - - - 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 - - - 20th Street/I-29 overpass/interchange- - - - - - - - 800,000 6,800,000 - - CRC acquisition100,000 100,000 100,000 100,000 100,000 - - - - - - - Street Curb and Gutter75,000 145,000 80,000 80,000 80,000 80,000 - - - - - - Railroad crossing signal/match only + 2016 rollover (22,133)42,133 - 20,000 20,000 - - - - - - - - Streets - Digouts and Overlays(see tab for detail)225,000 951,500 920,000 975,000 982,500 1,120,000 1,176,000 1,234,800 1,296,540 1,361,367 1,429,435 1,500,907 ****Necessary cut to streets - digouts and overlays(250,000) Chip seal 152,500 - - - - - - - - - - - Street projects - STP funds550,000 1,600,000 850,000 1,100,000 1,500,000 1,000,000 - - - - - - *** Bike extended gutter pan 3rd St from Medary to 22nd Ave600,000 Citico land purchae48,000 237,000 Lib ADA, Swift Lot22,700 Bike Improvement with chip seal ( eng item)- 110,000 74,000 172,000 29,000 33,750 - - - - - - Parks- Facility repair, renovations, upgrades, (see tab)- 280,000 185,000 - 100,000 100,000 - 100,000 - 100,000 - Planned Capital Expenditure Total3,651,214 5,147,210 4,462,750 5,134,000 5,245,000 3,892,250 2,676,000 2,714,800 3,596,540 10,541,367 1,529,435 1,500,907 Transfer to Public Art Fund18,475 21,505 TOTAL EXPENDITURES6,666,443 8,227,957 7,210,116 7,729,704 7,815,608 6,096,525 4,503,777 4,542,577 5,424,317 12,369,144 3,332,216 2,387,018 ESTIMATED ENDING CASH BAL3,982,575 2,048,948 1,193,535 507,505 (555,772) 117,266 1,839,299 3,696,857 4,852,228 (752,287) 2,870,615 4,764,303 Restricted per G&E for future economic development(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) (1,000,000) Restricted per STP agreement(1,558,085) (671,085) (534,085) (147,085) Restricted per RR money - spend in 2018 Cumberland(675,983) - - - - - - - - - - - Estimated Beginning Cash 1,198,507 777,863 543,535 (142,495) (1,205,772) (532,734) 1,139,299 2,696,857 3,852,228 (1,752,287) 1,870,615 3,764,303 75% of Second Penny Sales & Use Tax Cash Projections1
DRAFT2018 Budget
5 year Capital Improvement Plan
Street Improvements, Maintenance & Overlays
STREET
LENGTH WIDTH WORK COST
STREET FROM ..... TO ..... (FEET) (FEET) REQUIRED
2017
Elm Avenue 5th Street South to Orchard Drive 600 36 Mill and 2" asphalt overlay $40,000.00
David Cove Martin Boulevard to north culdesac 560 26 Mill and 2" asphalt overlay $30,000.00
Hunters Ridge Main Avenue to 7th Avenue South 1200 26 Mill and 2" asphalt overlay with fillets $80,000.00
Eberline Drive Hunters Ridge Road to 20th Street So. 1000 26 Mill and 2" asphalt overlay with fillets $80,000.00
7th Ave S 8th Street S to 5th Street S 1300 30 Mill and 2" asphalt overlay with striping $65,000.00
Lefevre Drive Lefevre Drive to west culdesac 733 30 Remove asphalt, pave with concrete $250,000.00
Traffic Signal 5th Street South & Medary Ave S Replace aged traffic signal $150,000.00
Traffic Signal 12th Street S & 22nd Avenue S Install new traffic signal $250,000.00
Alley Location to be determined 400 20 Mill and 2" asphalt overlay $20,000.00
Opticoms 22nd Avenue: Olwien, Orchard $35,000.00
$1,000,000.00
Chip Sealling $305,000.00
2018
20th Street South Main Avenue to Medary Avenue 2600 36 Mill and 2" asphalt overlay with striping $230,000.00
DOT: 3/4 Access on 6th Street 6th Street & Lefevre Drive - DOT Project City share of 3/4 Access per SDDOT agreement $191,000.00
3rd Avenue Harvey Dunn to 11th Street 700 35 Mill and 2" asphalt overlay $50,000.00
3rd Avenue Harvey Dunn to 11th Street Bike Boulevard (MP#3a)$22,000.00
Lefevre Drive Lefevre Drive to west culdesac 733 30 Remove asphalt, pave with concrete $250,000.00
Lefevre Drive Lefevre Drive to west culdesac Shared Use Path, 8' concrete (MP#26)$50,000.00
Elm Avenue 5th Street South to 8th Street South 1200 35 Mill and 2" asphalt overlay $100,000.00
7th Street South Elm Avenue to Heritage Avenue 300 35 Mill and 2" asphalt overlay $40,000.00
Eberline Drive Hunters Ridge Road to 20th Street So. 1000 26 Mill and 2" asphalt overlay with fillets $50,000.00
Faculty Drive 6th Street to 7th Street Reclaim, digout, asphalt paving $400,000.00
12th Street South Medary Avenue to 22nd Avenue 5280 30 Mill, 2" asphalt overlay, fillets, ramps, loops @ 17th Ave $520,000.00
$1,903,000.00
Chip Sealling $308,000.00
Urban STP Project:
Eastbrook Dr. & Sunrise Rdg. 6th Street to 22nd Avenue 4900 40 Mill and 2" asphalt overlay $800,000.00
22nd Avenue Dairy Queen driveway to Yorkshire Dr. 1600 48 Widen 4' W, mill across road, 2" asphalt overlay, striping $800,000.00
2019
8th Street South Medary Avenue to 22nd Avenue 5280 44 Mill, 2" asphalt overlay,5' striped bike lane (MP#18 $920,000.00
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 $70,000.00
Hunters Ridge Main Avenue to 7th Avenue South 1200 26 Mill and 2" asphalt overlay with fillets $90,000.00
20th Street South Medary Avenue to 22nd Avenue 5280 36 Mill and 2" asphalt overlay with striping $580,000.00
$1,840,000.00
Chip Sealling $311,000.00
Urban STP Project:
3rd Street Medary Avenue to 22nd Avenue 5280 28 Mill and 2" asphalt overlay with striping $850,000.00
(explore parking removal) (MP#11e,11f)(measure to see if there is room for striped bike lane)
2020
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 $400,000.00
8th Street South Main Avenue S to Medary Avenue 2600 44 Mill, 2" asphalt overlay, 5' striped bike lane (MP#18 $420,000.00
7th Avenue South Remington Drive to Hunters Ridge Drive 2000 36 Mill and 2" asphalt overlay $200,000.00
17th Avenue South 15th 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)
7th Ave S 8th Street S to 5th Street S 1300 30 Mill and 2" asphalt overlay with striping $80,000.00
$1,950,000.00
Chip Sealling $314,000.00
Urban STP Project:
22nd Avenue Yorkshire Dr. to RxR Tracks 2600 48 Widen 4' E, mill across road, 2" asphalt overlay, striping $1,100,000.00
2021
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 $60,000.00
5th Street South Medary Avenue to 17th Avenue South 2800 30 Mill and 2" asphalt overlay with striping $130,000.00
8th Avenue 6th Street to 11th Street 2600 26 Mill and 2" asphalt overlay with fillets $200,000.00
7th Avenue 6th Street to 11th Street 2600 30 Mill entire street width, 2" asphalt overlay $310,000.00
Division Avenue Main Ave S to 2nd St S 2500 30 Mill and 2" asphalt overlay $200,000.00
8th Avenue 6th Street to 11th Street 2600 26 Mill and 2" asphalt overlay with fillets $200,000.00
Railroad Street 1st Ave S to Western Avenue Concrete Pavement Repairs $150,000.00
16th Avenue 3rd Street to Derdall Dr 1800 30 Mill and 2" asphalt overlay with ramps & fillets $300,000.00
17th Avenue South 20th Street South to 24th Street South 1700 36 Mill and 2" asphalt overlay with fillets & ramps $260,000.00
17th Avenue South 20th Street South to 24th Street South Bike Boulevard (MP#21d)$55,000.00
$1,965,000.00
Chip Sealling $317,000.00
2
DRAFT2018 Budget
5 year Capital Improvement Plan
Street Improvements, Maintenance & Overlays
STREET
LENGTH WIDTH WORK COST
STREET FROM ..... TO ..... (FEET) (FEET) REQUIRED
Urban STP Project:
22nd Avenue R x R Tracks to 12th Street South 3000 48 Widen 4'E, mill across road, 2" asphalt overlay, striping $1,500,000.00
2022
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 $100,000.00
8th Street Medary Avenue to 20th Avenue 4300 26 Mill and 2" asphalt overlay with fillets & ramps $500,000.00
8th Street Medary Avenue to 20th Avenue Shared Use Path (MP#341)$340,000.00
7th Avenue 6th Street to 11th Street 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 $900,000.00
$2,240,000.00
Chip Sealling $320,000.00
Urban STP Project:
22nd Avenue 12th Street South to 20th Street South Mill entire street width, 2" asphalt overlay, restripe $1,000,000.00
3
DRAFTPayable in 5 Installments2015 2016 2017 2018 2019 TotalPrairie Hills319,371$ 63,874.20 63,874.20 63,874.20 63,874.20 63,874.20 319,371.00 Christie Springs105,051$ 21,010.00 default default default default 21,010.00 Christie Heights417,485$ 66,381.00 default default default default 66,381.00 Total 841,907$ 151,265.20 63,874.20 63,874.20 63,874.20 63,874.20 406,762.00 Brookings School District296,280$ 296,280.00 Annual receipts due on 12/31 of year indicated447,545.20$ 63,874.20$ 63,874.20$ 63,874.20$ 63,874.20$ City Portion152,617.88 DeferredChristie ‐ Home Site32,775$ Taylor341,058$ Christie‐ S of 26th St S (S Acreage) 168,028$ Christie ‐ S. West of School (Water Only)34,328$ 576,189$ S. Main Project Assessments4
DRAFT2018 Proposed Parks Expense
150,000.00$ ADA Compliant surfacing
70,000.00$ replace playground equip Pioneer Park
15,000.00$ pool climbing wall
10,000.00$ pump park imp & DNP signage
35,000.00$ South Side playground equip
280,000.00$
2019 Proposed Parks Expense
125,000.00$ ADA Compliant surfacing
60,000.00$ replace playground equip larson Park
185,000.00$
5
DRAFT2017201820192020202120222023202420252026 2027 2028Beginning Cash Balance1,648,134 619,296 304,379 115,289 (527,442) (533,208) (681,881) (717,283) (328,926) (743,025) (850,887) (548,923) Fire truch set aside‐ 100,000 ‐ ‐ ‐ ‐ ‐ investments34,275 Total Cash & Investments1,682,409 619,296 304,379 215,289 (527,442) (533,208) (681,881) (717,283) (328,926) (743,025) (850,887) (548,923) RevenueSales & Use Tax1,607,000 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 Interest Income4,200 6,500 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 Total Revenue1,611,200 1,661,500 1,709,650 1,760,790 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 Grants25,000 80,000 Bel 3MPolice CapitalBuildings3,700 3,700 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Machinery Auto Equip240,035 91,055 255,740 188,520 161,730 138,390 ‐ ‐ ‐ ‐ ‐ ‐ Other Capital125,980 Fire CapitalBuildings1,023,500 ‐ 54,000 82,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Machinery Auto Equip159,600 108,000 10,000 596,000 10,000 90,000 515,000 90,000 890,000 580,000 165,000 1,730,000 (Fire Truck set aside)100,000 Additional for Fire station528,629 Other Capital43,000 Street/overlay2016 Budget carryover street31,081 50% chip Sealing 152,500 308,000 311,000 314,000 317,000 320,000 ‐ ‐ ‐ ‐ ‐ ‐ 50% street Imp 225,000 951,500 920,000 975,000 982,500 1,120,000 1,176,000 1,234,800 1,296,540 1,361,367 1,429,435 1,500,907 ****2018 necessary cuts(250,000) Street Curbs & Gutter75,000 145,000 80,000 80,000 80,000 80,000 ‐ ‐ ‐ ‐ ‐ ‐ 483,581 1,154,500 1,311,000 1,369,000 1,379,500 1,520,000 1,176,000 1,234,800 1,296,540 1,361,367 1,429,435 1,500,907 Transfer out for E‐911193,000 257,000 268,000 268,000 268,000 268,000 268,000 268,000 268,000 268,000 268,000 268,000 Transfer out to Art fund17,268 13,182 Total Expenditures2,674,313 1,976,417 1,898,740 2,503,520 1,819,230 2,016,390 1,959,000 1,592,800 2,454,540 2,209,367 1,862,435 3,498,907 Estinated Ending Cash619,296 304,379 115,289 (527,442) (533,208) (681,881) (717,283) (328,926) (743,025) (850,887) (548,923) (1,818,648) Fire truch set aside‐ ‐ ‐ ‐ Total Cash619,296 304,379 115,289 (527,442) (533,208) (681,881) (717,283) (328,926) (743,025) (850,887) (548,923) (1,818,648) Total Fire truck set aside100,000 100,000 ‐ 25% of Second Penny Sales & Use Tax Cash Projections
2018
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 (Ryan O’Rear)
and the Airport Operations/Maintenance Technician (Lucas Dahl). Lucas Dahl, previously
employed with the City Forestry Department, replaced Jeremy Scott, who transferred to the
City Fire Department, in October 2016. 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 the serve the regional airport
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). With the increase of revenue for the hayland and the slight revenue
increase with hangar additions, the City is anticipating significant revenue increases for 2018.
The City staff also provides maintenance for the airport and grounds. The airport projects in
2017 include reconstructing the remaining 1,700 feet on the south end of Runway 17/35 and
asphalt overlays on the hangar taxilanes.
PROGRAMS AND SERVICES:
SERVICE
MEASURE OUTCOME 2016
ACTUAL
2017
BUDGETED
2018
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.
$222,572 $161,601 $193,231
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.
$104,218 $59,388 $60,793
Provide Safety
and
Convenience
Ensure a safe and efficient airfield for the
aviation community by enforcing rules
and regulations, providing ARFF and
$27,371 $33,116 $33,503
emergency response, and maintain
facilities at or above standards.
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.
$46,995 $1,161,500 $90,000
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 begin
to increase because of the cost to maintain a larger area.
TYPE OF
MEASURE SERVICE MEASURE 2016
ACTUAL
2017
BUDGETED
2018
REQUESTED
Outcome Aircraft Operations
(One operation equals one take-
off or one landing)
31,800 33,000 34,000
Outcome Airfield Cost Per Acre $213 $229 $239
2018
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, dated August
11, 2015, effective January 1, 2016 to December 31, 2018.
PERSONNEL: The Brookings City Attorney is under contract to provide one attorney. This
budget is administered by the Assistant City Manager.
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 2015
ADOPTED
2016
ADOPTED
2017
ADOPTED
2018
Requested
Legal Services Advocacy & Dispute Resolution
Legal Representation
Legal Advisor to Staff and City
Council
$82,216 $85,505 $89,000 $92,482
Membership
& Conference
Membership-International
Municipal Attorney Assoc.
And Travel/Lodging for IMMA
conference
$3,500 $4,000 $4,000 $4,000
Litigation Litigation outside the contract
scope
$10,000 $10,000 $10,000 $10,000
Total Budget $95,716 $ 99,505 $103,000 $106,482
*Per Legal Services Agreement, Dated 8/11/2015
2018
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
Budget Book
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
LEAN
Legal Notices
Licenses & Permits:
Alcohol
Circus/Carnival
Commercial Garbage
Food Truck/Food Vendor
House Mover
Mixed Martial Arts
Parade
Pawnbroker
Plumber
Raffle
Street Closure
Summer Arts Festival Booths
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)
Press Releases/Public Communications
Public Arts Commission
Special Events
Surplus Sale/Property
Sustainability Council
Volunteer Board/Commission/Committee
recruitment, appointment, directory, training,
recognition & reporting
BUDGET YEAR OBJECTIVES:
1.Implement additional open government/transparency initiatives and technology
improvements
2. Implement city website document portal
3. Expand document management and imaging
PROGRAM/
SERVICE OUTCOME 2015
ACTUAL
2016
ACTUAL
2017
ADOPTED
2018
REQUESTED
City Clerk’s Department Overall Budget $314,481 $333,410 $327,677 $364,107
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
3rd B
$7,800
General
Government
$7,800
3rd B
$8,034
3rd B
Website
The City website was done in 2011. Ongoing costs
include web hosting services, support, and module
updates.
$8,000 Website (CivicPlus) / Mobile App
$8,500 Open Counter
*$5,500 Website Mobile App (2015)
$14,100*
3rd B
$11,600
General
Government
$20,500
3rd B
$16,500
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
3rd B
$15,000
General
Government
$15,000
3rd B
$14,600
3rd B
Document Portal
The 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.
$3,000 annual maintenance
*$15,000 (2016) installation
$18,000 *
General
Government
$3,000
3rd B
$3,000
3rd B
Government Access Channel
X20 Media Software/Hosted Services $2,000
3rd B
$3,250
General
Government
$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)
$2,500 $2,500 $2,500 $3,000
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.
$8,700
adopted
ACTUAL
$17,020
($8,573 city)
($8,448 school)
$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
Legal Publications
Provide legal publication oversight for all city
departments and Council to comply with all
applicable statutes.
$17,000 $17,000 $17,000 $16,000
Licensing (REVENUE)
Oversee the issuance, maintenance and
administration of various licenses and permits as
required by city ordinance and state statute.
$62,000 $65,425 $65,000 $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 2015
$3,577
2016
$3,577
2017
$3,577
2018
$3,577
Public Education/Advocacy: ABLE Award (facility/program access), Durable Medical Equipment
Drive, ADA Anniversary Events, October Awareness Month, presentations to business/organizations,
“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 2015
$9,378*
2016
$9,378*
2017
$9,378*
2018
$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**2015
$26,400
2016
$26,400
2017
$26,400
2018
$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 2016 2017
$3,500
2018
$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.
2015
$4,928
2016
$5,000
2017
$5,000
2018
$5,000
INCREASE OR DECREASE IN FEES/REVENUE:
No fee increases or decreases are scheduled in 2018. No major fluctuations are anticipated.
CHANGES OR NEED FOR INCREASED OR DECREASED SERVICES:
None
2018
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
ADOPTED
2018
REQUESTED
Governance Salaries, Operating $128,616 $148,288 $137,524
2018
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.
2018
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: Jeffrey W. Weldon, City
Manager; and Kevin A. Catlin, 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.
2018
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 2018 is projected to decrease slightly from 2017. This is
primarily due to a loss in revenue from 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, no services will be affected by a decrease in revenue.
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
Planning and Zoning Administrator 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 2015
ACTUAL
2016
ACTUAL
2017
ADOPTED
2018
REQUESTED
Output FTE cost per Board of Adjustment
variance request
$128 $129 $135 $128
Output FTE cost per final platted lot
processed
$128 $132 $136 $132
Output FTE cost per preliminary plat
reviewed
$184 $186 $195 $185
Output FTE cost per annexation processed $208 $209 $219 $209
Output FTE cost per rezoning processed $302 $233 $245 $232
Output Number of miles of sidewalk kept
clear for passage
165 166 167 167
Output Number of code enforcement
investigations
936 1,275 1,260 1,300
Output Percent of code enforcement cases
achieving voluntary compliance
99%99%99%99%
Output Percent of total rental units
inspected & licensed
21%32%23%20%
2018
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 Director and Engineering Technician. Two positions, the full-
time Office Manager and a part-time Office Receptionist, are shared between the Engineering
and Community Development departments. The Office Receptionist on a part-time basis again
in 2016, which has been a cost savings to the City. The Engineering Department also employs
one part-time civil engineering intern. Greg Miller, Building Services Administrator, retired
from the City in May, 2016, and Jared Thomas was promoted to that position from his prior
position of Engineering Technician. Greg Pearson was promoted to the Engineering Technician
position in August, 2016 from his prior position as Code Enforcement Officer in the Community
Development Department.
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 revenue for 2018 for the engineering department is anticipated to be similar to the 2017
revenue. Building permits have been steady, and fees for the engineering department are not
expected to increase significantly in 2018.
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 2015
ACTUAL
2016
ACTUAL
2017
ADOPTED
2018
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.
$89,637 $94,026 $95,907 $98,784
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.
$76,486 $80,733 $82,347 $84,818
Project
Administration
Administration and inspection of
construction projects including
streets, parks, sidewalks, urban, and
drainage. This measure includes
inspection of subdivision
construction.
$41,120 $44,505 $45,396 $46,757
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.
$109,211 $112,615 $114,867 $118,313
Motor Pool Financially manage the self-
sustaining motor pool vehicle by
billing users at the appropriate
mileage rate.
$2,547 $1,734 $2,435 $2,435
PERFORMANCE MEASURES:
TYPE OF
MEASURE SERVICE MEASURE 2015
ACTUAL
2016
ACTUAL
2017
ADOPTED
2018
REQUESTED
Output Cost per lane mile for chip
seal
$6,832 $6,544 $6,805 $7,575
Output Cost per lane mile for
asphalt overlay (2” asphalt
on 5,280’ long x 12’ wide)
$58,212 $61,578 $60,390 $64,944
Output Miles of sidewalk inspected 39.09 30.45 36.21 30.34
Output Number of drainage plans
and amendments reviewed
10 11 10 10
Output Number of Building Code
Variances administered by
the Board of Appeals
1 0 2 1
Output Number of building permits
issued
88 single family
7 townhomes
0 duplexes
8 apartments
78 single family
4 townhomes
0 duplexes
6 apartments
80 single family
4 townhomes
2 duplexes
2 apartments
85 single family
4 townhomes
4 duplexes
2 apartments
2018
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.
1
2018
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.
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, 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.
2
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
2018
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 2018 budget includes figures for the 2
nd 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 2018 other than the planned acquisition and payment
schedule for the CRC Building currently owned and operated by Brookings County.
1
2018
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 Human
Resources Director and Human Resources Specialist. The HR Specialist 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 continues to explore different avenues to
advertise city jobs based on the position to be filled with an emphasis on social media and mass
communication. The City Human Resources Dept. in 2016 successfully teamed up with the
Assistant to the City Manager to implement a new on-line recruiting NEOGOV software system
to assist with the attraction of more and better candidates while increasing 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. After just a
few short months, this simplified process has already increased the number of applicants from
which to find the most suited candidate for open positions. One of our objectives is to
implement an Applicant Tracking system through NEOGOV. As a cost savings, our contract with
NEOGOV includes the opportunity to advertise all our positions on govtjobs.com at no
additional charge. Specific colleges and universities will continue to be targeted as appropriate
based on programs offered pertinent to position. Succession planning, mentoring and cross-
training are also key factors within the recruitment and retention process as the City of
Brookings faces an aging workforce.
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 2018 and future years. In turn, this could result in increased
employee/employer health premium contribution rates.
2
Risk Management to include 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 2015
ACTUAL
2016
ACTUAL
2017
ADOPTED
2018
ESTIMATE
Number of
employee
injuries
Provides # of employees
reporting workers comp
claims who sought medical
treatment within calendar
year
21 total
reported
(Goal: 18
maximum)
27 total
reported
(Goal: 33
maximum)
19
maximum
19
maximum
Number of
lost time
injuries
Counts the number of lost
time injuries for City of
Brookings employees
reported within calendar
yr.
3 lost time
injuries
(Goal: 2
maximum)
1 lost time
injuries
(Goal: 2
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)
7.3%
10 FT
employees
(four FT
retirees -
not included
in %)
(Goal:
4.28%)
2.9%
4 FT
employees
(four FT
retirees -
not included
in %)
(Goal: 4.3%)
4.2%
maximum
4.2%
maximum
3
Work
Comp
Claim
Costs
Monitors claim costs for
medical services for
employees & volunteers
who sustain injuries within
calendar year.
$131,853.03
(Goal:
23,833
maximum)
$22,995.76
(Goal:
$24,629
maximum)
$23,398
maximum
$22,697
maximum
2018
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, desktop and
laptop computers, audio/visual technology, voice systems, and vehicular electronic equipment.
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 three staff:
Kevin Catlin, Assistant City Manager/Director; Kweku Kponyoh, IT Specialist; and
Reed Walter, 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.
2018
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 2018 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 1,600+ 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 16 participants per meeting, a very good 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. The community has been
generous when we ask for sponsors for children’s programming. Gifts supporting children/YA
programming was around $2,700 in 2016.
Adult Services
The Library offers more than 70 programs for adults annually. Programs planned for 2018
include: computer and ebook classes, 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 1,360 uses
during 2017. 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 37,202 uses in
2016.
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 86,382 connections in 2016. 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.
2018
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.
The sales in the lottery category increased by about $4,000 in 2016 and I
believe they will stabilize at a forecast amount of $26,500 for 2018. These
numbers could be higher; however, if there are several powerball mega jackpots
each year.
Operating expenses were 5.8% of sales in 2016 and have ranged from a low of
5.4% to a high of 6.2% of sales over the last 5 years, with the low in 2015 and
the high in 2013. I believe we will make our goal of 5.4% of sales or $244,000 for
2017 and am forecasting 5.3% of sales for 2018 which is $246,281.
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 card 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. The account that has grown most
and continues to grow each year is bank card charges because they increase as
sales increase. In addition, bank card usage has increased with the proliferation
of debit cards so that a larger percentage of our sales are transacted using credit
and debit cards. In 2012 bank card fees were $43,010 or 1.13% of sales
compared to $59,485 or 1.37% of sales in 2016, an increase of more than
$16,000 over five years. I am budgeting the 2018 amount at 1.35% of sales or
$62,681.
By using a more aggressive advertising approach and utilizing the innumerable
sources of social media (facebook, websites, Instagram, “beers on tap”, etc.)
available I have reduced the advertising dollars from the print media and radio. I
will continue to analyze advertising sources and maximize the effectiveness of
our advertising program. I am budgeting $26,000 for 2018, a reduction of
$10,000 from 2016 and a slight reduction from the 2017 budget. Purchases of
general supplies have been declining each year from a high of about $23,000 in
2013 to the current level of $12,000 which I have budgeted for 2018.
NET SALES AND NET MARGINS
The Net total sales increase in 2016 of 3.8% enabled us to slightly exceed our
budgeted goal. I believe we will meet our 2017 sales budget amount of
$4,497,000, excluding interest income but due to the lower than expected beer
sales growth as well as the slow growth of wine sales, I am forecasting total
sales in 2018 to be $4,643,000, an increase over 2017 of 3.2%.
When budgeting for 2016 and 2017, I had estimated that by taking advantage of volume
discounts and sales held by vendors and as a result of the changes we had made in
procedures and the physical changes made in the store, we would be able to maintain a
gross margin of about 28% or higher going forward. However, I did not foresee the
intense competition for beer and wine sales that has developed over the last 12 – 18
months, both here in Brookings and in Sioux Falls. Having to price beer and wine more
competitively to reach our sales goals requires more units sold at lower prices which
results in a lower overall gross margin. Under these conditions, a more realistic gross
margin is about 26.5%, which the unaudited financial statement shows we recorded for
2016 and I believe we will achieve in 2017. I am budgeting a gross margin of 26.6% for
2018 and now think future gross margins will be at about this level. Although I
anticipate a lower gross margin % than budgeted for 2017 and in later years as explained
above, by continuing to control purchases, inventory and expenses, I believe there will be
no problem meeting our Fund transfers out objective for 2017. I am forecasting net
margin before transfers in 2018 at $605,563 approximately $35,000 more than what I
expect we will generate in 2017.
.
2018
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 2017,the department is gaining valuable experience as we move forward
with a fulltime staff that consists of a combination of veteran and recently hired staff members.
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
2018 Parks, Recreation & Forestry
Full-time and Seasonal Employees
PROGRAMS AND SERVICES OBJECTIVES:
2018 Parks Dept. Budget Objectives:
Objectives include prioritizing vehicles, mowers, and utility equipment replacement in 2018, as
well as park infrastructure updates, ballfield fencing replacement, parking lot and tennis court
resurfacing/refurbishing, playground installations and annual trail and overlay work.
Fees are generated in the parks unit through five streams: camping fees at Sexauer Park,
community garden plot rentals, tennis court league fees, picnic shelter fees, and code-enforced
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
(6 full time, 30 part
time)
Golf Course
(Maintenance)
Superintendant
Golf Course
(Maintenance)
Supervisor
(1 full time)
Golf Course
(Maintenace)
Staff (8 part time)
fees. Revenue of these streams has fluctuated, and is anticipated the budget amount will stay
consistent for the next few fiscal years.
2018 Forestry Dept. Budget Objectives:
Objectives include prioritizing a vehicle and utility equipment replacement in 2018.
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.
2018 Recreation Dept. Budget Objectives:
The recreation unit is requesting the replacement of a 12-passenger mini-van with a SUV/truck
in 2018 for transporting recreation programming supplies to and from various facilities.
The recreation unit produces approximately $100,000 annually in program fees and similar
streams. Recent changes in programming is not expected to dramatically change the budgeted
amount.
2018 Hillcrest Aquatic Center Budget Objectives:
The Hillcrest Aquatic Center budget requests adding a climbing wall to the 50-meter pool and
replacing the water heaters in the leisure and splash pool in 2018. It should be noted that the
50 meter pool is over 32 years old and will be requiring large annual maintenance
replacement/upgrades to its’ infrastructure.
The summer of 2016 saw an estimated attendance of 32,880 (average of 385 people per day).
The estimated attendance is projected to be similar in 2017 and 2018. The cost recovery was
54% for the 2016 season compared to 53% for the 2015 season. Cost recovery is
revenues/direct expenses (not including CIP items). Revenue in 2018 is projected to be similar
to recent years.
2018 Larson Ice Center Budget Objectives:
The CIP Budget for Larson Ice Center (LIC) in 2018 includes locker room shower floors,
condenser towers, a compressor overhaul and updated hand dryers. LIC has begun showing its
age with a mounting number of Freon leaks and other 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.
2018 Dakota Nature Park Budget Objectives:
For 2018, Dakota Nature Park will replace some sections of the trail that have tree roots
growing up through the asphalt and update/add informational signage.
In 2018, we anticipate revenue to stay similar to the past two years based on equipment rental
numbers and building rentals. In 2016, we did adjust our building rental fees to a slightly higher
fee than in previous years.
2018 EdgeBrook Golf Course Budget Objectives:
In 2018 EdgeBrook requests CIP funds for course maintenance equipment, clubhouse HVAC
system replacement, sand bunker drainage updates and tinning/electrical work in the
maintenance shop west Quonset.
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. The course maintenance staff and clubhouse management have been
instrumental in helping drive additional rounds of play in 2016 and 2017. Course fees increased
in 2017. It is anticipated that revenue will be up in 2017 from 2016 numbers. It should be noted
that a CIP fee was adopted for all fees for 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 2014
ACTUAL
2015
ACTUAL
2016
ACTUAL
2017
ADOPTED
2018
PROPOSED
Hillcrest
Aquatic Center
Revenue
Total Operating Expenditures
Recreational Investment
Expenditure per capita
$170,866
$344,973
$174,107
$7.50
$182,287
$345,192
$162,905
$7.02
$188,661
$348,235
$159,574
$6.88
$182,000
$373,160
$191,160
$8.24
$187,000
$393,317
$206,317
$8.89
Larson Ice
Center
Revenue
Total Operating Expenditures
Recreational Investment
Expenditure per capita
$131,751
$385,673
$253,922
$10.94
$126,618
$328,538
$201,920
$8.70
$154,332
$331,711
$177,379
$7.64
$137,750
$426,797
$289,047
$12.45
$151,500
$474,219
$322,719
$13.90
Recreation Revenue
Total Operating Expenditures
Recreational Investment
Expenditure per capita
$108,130
$299,600
$191,470
$8.25
$96,043
$234,336
$138,293
$5.96
$122,754
$293,870
$171,116
$7.37
$99,200
$329,061
$229,861
$9.90
$100,200
$333,927
$233,727
$10.07
Dakota Nature
Park
Revenue
Total Operating Expenditures
Recreational Investment
Expenditure per capita
$13,695
$46,223
$32,528
$1.41
$22,944
$51,337
$28,393
$1.23
$22,112
$64,444
$42,332
$1.83
$25,736
$80,516
$54,780
$2.36
$25,736
$85,372
$59,636
$2.57
Parks Revenue
Total Operating Expenditures
Recreational Investment
Expenditure per capita
$57,934
$1,033,944
$976,010
$42.03
$134,341
$1,107,396
$973,055
$41.90
$74,703
$1,105,343
$1,030,640
$44.38
$39,433
$1,269,176
$1,229,743
$52.95
$38,433
$1,201,614
$1,163,181
$50.09
Forestry Revenue
Total Operating Expenditures
Recreational Investment
Expenditure per capita
$18,755
$400,004
$381,249
$16.42
$50,667
$412,020
$361,353
$15.56
$19,711
$435,668
$415,957
$17.91
$19,000
$483,973
$464,973
$20.03
$19,000
$497,236
$478,236
$20.60
EdgeBrook Golf
Course
Revenue
Total Operating Expenditures
Recreational Investment
Expenditure per capita
$316,577
$481,976
$165,399
$7.13
$328,708
$450,904
$122,196
$5.27
$397,603
$518,328
$120,725
$5.20
$416,828
$515,707
$98,879
$4.26
$417,488
$523,202
$105,714
$4.56
Totals Revenue
Total Operating Expenditures
Recreational Investment
Expenditure per capita
$817,708
$2,992,393
$2,174,685
$93.64
$941,608
$2,929,723
$1,988,115
$85.61
$979,876
$3,097,599
$2,117,723
$91.19
$919,947
$3,478,390
$2,558,443
$110.16
$939,357
$3,508,887
$2,569,530
$110.64
2018
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, 4 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, 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, and the Citizen’s Police Academy, just
to name a few. All of these special programs impact the department’s budget, but are well
worth the pay-off in building community trust and partnerships.
Along with the routine vehicle replacement for 2018, the Brookings Police Department is
looking to update its technology in the area of body cameras. As one of the first in the state to
place body cameras in the hands of its officers, we are now looking to update those outdated
cameras with the ability to properly manage our storage capacity. And again this year, the
department will be adding more radar speed signs to assist in traffic control when an officer
can’t be there.
The Brookings Police Department this past year acquired a special grant from the Attorney
General’s Office for a Canine Unit. The grant included the purchase of a specialized vehicle and
equipment. As an unexpected addition to the department, it will have an impact on budgeting
for 2018. The drug dog and officer will augment our fight against the war on drugs and has
already shown its benefit in our community.
The Brookings Police Department will continue to see out new methods in methodology and
technology to help solve crime and keep our citizens safe.
2018
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 most recent project constructed under the Assessment Fund was the Main Avenue So. &
26th Street South Project that was levied in 2015. Revenues from this project along with the
32nd Avenue Street Project and the 25th Avenue & 10th Street Project are deposited into the
assessment fund, which will aid in cash flow for future projects. The 15th Street South & 7th
Avenue South project is currently under design and awaiting a 404 Permit from the Corps of
Engineers. If a permit is received, this project could be bid as early as the fall of 2017, with
construction continuing into 2018.
SERVICE
MEASURE OUTCOME 2015
ACTUAL
2016
ACTUAL
2017
ADOPTED
2018
REQUESTED
Project
Construction
Cost of constructing
assessment projects
including streets, alleys,
sidewalk and storm
drainage
$9,493 $38,213 $270,185 $1,650,000
Project
Administration
Design, bid, and administer
construction projects
including streets, alleys,
sidewalk and storm
drainage
$54,471 $50,219 $34,914 $35,362
PERFORMANCE MEASURES:
TYPE OF
MEASURE SERVICE MEASURE 2015
ACTUAL
2016
ACTUAL
2017
ADOPTED
2018
REQUESTED
Outcome Average cost per square
foot for sidewalk
assessment
$7.42 $7.16 $7.00 $7.50
Outcome Average cost per front foot
for alley assessment
$0
no project
$0
no project
$35.00
no project
$45.00
Outcome Average cost per front foot
for residential street
assessment with water and
sewer
$115.47
(Street)
$33.89/FF
(San Sewer)
$27.40
(Watermain)
No project 15th St S & 7th
Ave S project
costs
pending 404
permit
$400.00
2018
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 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 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 2015
ACTUAL
2016
ACTUAL
2017
ADOPTED
2018
REQUESTED
Planning Continue Drainage Master Plan
projects with consulting assistance,
analyze drainage projects, present
projects to City Council to
prioritize, fund, purchase land, and
$21,967 $96,073 $100,000 $150,000
design drainage improvement
projects.
Maintenance Maintain and repair the existing
storm drainage system in the City
of Brookings.
$70,938 $56,982 $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
$4,736 $4,917 $5,016 $5,166
Construction Construction of new drainage
facilities outlined in the Storm
Water Master Plan and other
identified drainage improvement
projects.
$240,033 $299,461 $1,220,000 $1,570,000
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.
$888,248 $901,192 $857,750 $960,195
PERFORMANCE MEASURES:
TYPE OF
MEASURE SERVICE MEASURE 2015
ACTUAL
2016
ACTUAL
2017
ADOPTED
2018
REQUESTED
Output Average cost per parcel for Storm
Drainage Fee (regardless of size
or use)
$124.88 $124.75 $130.10 $132.00
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 $0.80 $0.83 $0.85
1
2018
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 15 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.
2
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.
2018-2019 Budget
City of Brookings
2018
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 2018 with any decrease or increase taking place January 1, 2019. The current
rates for garbage collection is $ 17.50 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 $ 17.50 covers the cost
of garbage pickup and recycling pickup once a week.
2018-2019 Budget
City of Brookings
SERVICE MEASUREMENTS COLLECTION 2015
ACTUAL
2016
ACTUAL
Demographics Number of Household
Garbage Collection Accounts
4,939 5,060
Outcome Tons of Garbage Collected 4,553 tons 4,738 tons
Outcome Tons of Yard Waste Collected 710 tons 752 tons
Outcome Tons of Trees Collected 0 tons 0 tons
Outcome Tons of Recycling Collected 827 tons 837 tons
Outcome Average tons per account .92 tons .94 tons
2018-2019 Budget
City of Brookings
2018
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 2018. Any change in the tipping fees will take place January 1, 2019. 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
plus $1.00 per ton state fee and 4.5% sales tax.
2018-2019 Budget
City of Brookings
SERVICE MEASUREMENTS LANDFIL 2015 ACTUAL 2016 ACTUAL
Total Tons received at the Landfill 67,248 tons 63,552 tons
Total Cost for Landfill $1,717,639 $1,889,128
Service Area population(estimated)47,600 47,600
Landfill cost per service area capita per year $36.08 $39.69
General Fund Transfer $575,000 $575,000
2018
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, “four
star” 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, Booking and Event Manager, two (2) Event
Coordinators, and Food & Beverage Supervisor.
VenuWorks of Brookings LLC has established goals for the 2018 year. These goals are a combination of new
initiatives and continuing efforts initiated in 2017.
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 Daktronics Banquet Room.
o 4-H Horse Show in the Arena and 4H Dog Show held 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
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 newwebsite 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 an increase in our revenue and expenses for 2018. As we develop our budget we created a
spreadsheet reflecting our contracted business for 2017 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
increase for 2018. 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.
Service
Measure Outcome 2015
Actual
2016
Actual
Estimated
2017
Budget
Requested 2018
Budget
Gross Revenues
Revenues
generated from
events, rent,
naming rights,
pouring rights,
concessions and
catering, signage,
equipment, and
other revenue
streams.
$ 1,972,058 $2,078,823 $2,052,979 $2,462,802
Attendance
Promote, co-
promote or rent
facility to attract
patrons to
spectator events
for entertainment
or meetings,
banquets,
conventions for
educational
experience.
133,136 117,152 101,655 113,929
Events
Number of events
held at the Swiftel
Center.213 262 195 225
TYPE OF MEASURE SERVICE MEASURE 2015 2016 2017
EST
2018
EST
Revenue Generation
Percentage of Gross
Revenues from
Operations 84%85%84%86%
Expenditure per
Capita
(23,225 population)
City Subsidy per
Capita $16.14 $15.85 $17.11 $17.31
Expenditure per
Square Foot
72,542
Capital Expenditures
per square foot $ 5.19 $5.61 $4.14 $4.14
2018-2022
5-Year Capital Improvement Plan
10- Year Community Reinvestment Plan
2023-2027DRAFT
City Manager, Jeffrey W. Weldon
Mayor, Keith Corbett
Council Member Patty Bacon
Council Member Dan Hansen
Council Member & Deputy Mayor Mary Kidwiler
Council Member Oepke “Ope” Niemeyer
Council Member Holly Tilton Byrne
Council Member Nick Wendell
City of Brookings Leadership Team
Jeffrey W. Weldon, City Manager
Kevin A. Catlin, Assistant 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
Ashia Gustafson, Library Director
Darrell Hartmann, Fire Chief
Donna Langland, Human Resources Director
Todd Langland, Solid Waste Director
Jackie Lanning, City Engineer
Jeff Miller, Chief of Police
Tom Richter, Executive Director – Swfitel Center
Mike Struck, Community Development Director
Shari Thornes, City Clerk
TABLE OF CONTENTS
AIRPORT...................................................................................................................................................... 5
AIRPORT NARRATIVE .................................................................................................................................. 6
ANIMAL CONTROL .................................................................................................................................13
ANIMAL CONTROL NARRATIVE ...................................................................................................................14
CITY CLERK ..............................................................................................................................................15
CITY CLERK NARRATIVE .............................................................................................................................16
CITY/COUNTY GOVERNMENT CENTER ...........................................................................................17
CITY/COUNTY GOVERNMENT CENTER NARRATIVE ....................................................................................18
COMMUNITY DEVELOPMENT DEPARTMENT ...............................................................................19
COMMUNITY DEVELOPMENT NARRATIVE ..................................................................................................20
DAKOTA NATURE PARK .......................................................................................................................21
DAKOTA NATURE PARK NARRATIVE ...........................................................................................................22
EMERGENCY SERVICES DISPATCHING (E-911) .............................................................................25
E-911 NARRATIVE ......................................................................................................................................26
EDGEBROOK GOLF COURSE ...............................................................................................................28
EDGEBROOK GOLF COURSE NARRATIVE ......................................................................................................29
ENGINEERING DEPARTMENT .............................................................................................................36
ENGINEERING DEPARTMENT NARRATIVE ....................................................................................................37
FIRE DEPARTMENT ................................................................................................................................38
FIRE DEPARTMENT NARRATIVE ...................................................................................................................39
FORESTRY DIVISION ..............................................................................................................................45
FORESTRY DIVISION NARRATIVE .................................................................................................................46
GATEWAY PROJECT ..............................................................................................................................49
GATEWAY PROJECT NARRATIVE .................................................................................................................50
GENERAL GOVERNMENT BUILDINGS ..............................................................................................52
HILLCREST AQUATIC CENTER ..........................................................................................................53
HILLCREST AQUATIC CENTER NARRATIVE ..................................................................................................54
INFORMATION TECHNOLOGY DEPARTMENT ..............................................................................56
INFORMATION TECHNOLOGY NARRATIVE ...................................................................................................59
LARSON ICE CENTER .............................................................................................................................61
LARSON ICE CENTER NARRATIVE ................................................................................................................62
LIBRARY.....................................................................................................................................................66
LIBRARY NARRATIVE ..................................................................................................................................67
PARKS DEPARTMENT ............................................................................................................................70
PARKS DEPARTMENT NARRATIVE ...............................................................................................................72
POLICE DEPARTMENT ..........................................................................................................................89
POLICE DEPARTMENT NARRATIVE ..............................................................................................................90
RESEARCH & TECHNOLOGY CENTER ...........................................................................................100
RESEARCH & TECHNOLOGY CENTER NARRATIVE ......................................................................................101
RECREATION DIVISION ......................................................................................................................102
RECREATION DIVISION NARRATIVE ...........................................................................................................103
SOLID WASTE COLLECTION .............................................................................................................104
SOLID WASTE COLLECTION NARRATIVE ....................................................................................................105
SOLID WASTE DISPOSAL (LANDFILL) ............................................................................................107
LANDFILL NARRATIVE ..............................................................................................................................108
SPECIAL ASSESSMENT FUND ............................................................................................................110
SPECIAL ASSESSMENT FUND NARRATIVE ..................................................................................................111
STORM DRAINAGE FUND ....................................................................................................................113
STORM DRAINAGE FUND NARRATIVE ........................................................................................................114
STREET DEPARTMENT ........................................................................................................................119
STREET DEPARTMENT NARRATIVE ............................................................................................................120
SWIFTEL CENTER .................................................................................................................................132
COMMUNITY REINVESTMENT PLAN ..............................................................................................133
Project Description 2018 2019 2020 2021 2022 Fund
Facilities and Equipment
Airport Improvements
(cracks/asphalt/concrete/paint)
$100,000
(util,extend taxilane)
$ 50,000
(ag sprayer taxilane
paving)
$ 50,000
(paint 12/30)
$ 30,000
(paint 17/35)
$30,000
(general
maintenance)213
Remove and Construct Fence by Hangars $11,000 213
Bobcat attachments
(snowblower, finish mower)$10,000 213
Replace 2005 White Pickup $20,000 213
Replace Tractor Mower Deck (Purchased in 2006)$20,000 213
8’ Bike Path on City Parcel S. of 8th St S between Crystal Ridge
Road and Main Ave S $40,000 213
Apron Reconstruction Design (Grant)$85,500 Grant
Apron Reconstruction Design (City)$4,500 213
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
Pavement Maintenance (Seal Coat) (City)$28,750 213
Pavement Maintenance (Seal Coat) (Grant)$546,250 Grant
Ag Spray Area Expansion (City) $27,500 213
Ag Spray Area Expansion (Grant) $522,500 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 $75,000 213
Total Facilities & Equipment (grant)$85,500 $223,250 $3,078,000 $66,500 $731,500
Total Facilities & Equipment (city)$114,500 $92,750 $212,000 $53,500 $108,500
Total Captial $200,000 $316,000 $3,290,000 $120,000 $840,000
Art Fund (1%)$1,145 $928 $2,120 $535 $1,085 606
Grand Total $201,145 $316,928 $3,292,120 $120,535 $841,085
Note: Art Fund was applied to the City's share only.
5 Year Capital Improvement Plan
Airport
Page 5 of 135
2018
Airport
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2018-2022 – 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. The City has budgeted between
$50,000 and $100,000 for the next three years for these types of repairs, and $30,000
for 2021 and 2022. Even though the primary runway and associated taxiways have just
been reconstructed, the City still has maintenance on the hangar areas, ramp, and aging
taxilanes. The City has budgeted $100,000 in 2018 to construct a portion of taxilane for
a commercial agriculture-spraying hangar in the location shown on the picture below.
The total amount budgeted for improvement maintenance is $260,000 for the five year
period:
2018 2019 2020 2021 2022
$100,000 $50,000 $50,000 $30,000 $30,000
2018 Proposed: Partial Taxilane Expansion for Ag Spraying Operation:
Cost: 2018-2022: $260,000
Operating Budget Impact: These funds will be included in the operating budget for
maintenance.
Page 6 of 135
2018 – Purchase of Bobcat Attachments
The airport staff maintains the airport grounds to include any needed dirt work, snow
removal, landscaping and mowing. The attachments purchased through Bobcat will fit
the machine and are easily interchangeable. One attachment is a 90” mower which will
be used to cut grass around light fixtures and close to other objects on the airfield.
During the summer months, airport personnel are always trying to catch up on mowing
and this attachment would speed up the process tremendously. The other attachment is
a 72” snowblower that can be used to blow snow away from pavement and object free
areas to ensure aircraft wings and engine pods can clear potentially dangerous snow
banks. The snowblower can be used in tight areas where the loader can’t reach and can
be used with the large blower to clear surfaces faster. The estimated cost for each
attachment is $5,000 with a total cost of $10,000.
Cost: $10,000
Operating Budget Impact: There will be an increase in fuel consumption by using the
Bobcat more frequently with the new attachments
2018 – Design of GA Apron Reconstruction
The Brookings Regional Airport anticipates the reconstruction of the general aviation
apron in 2019. 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 the apron reconstruction design is $85,500 with a city
share of $4,500 totaling $90,000.
Cost: $90,000
Operating Budget Impact: There will be a decrease in pavement maintenance costs
with the new pavement and aircraft tie downs
Page 7 of 135
2019 – Removal and Relocation of Airport Fence near Hangars
The Brookings Regional Airport anticipates removing and relocating an existing section
of airport perimeter fence adjacent to Division Ave to make room for the extended
taxilane and future hangars. Work will include removing the fence surrounding the east
parking lot (formerly leased to Advance) and installing it in line with the existing North-
South fence line. This project includes a total of 146 feet of 10 foot tall chain link fence
and an 18 foot cantilever slide gate. American Fence 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 Engineering/Airport Dodge Ram
The 2005 Dodge Ram 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 in January of 2011 states 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.
Cost: $20,000
Operating Budget Impact: There will be a decrease in vehicle maintenance costs
Page 8 of 135
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 – 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
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 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
Page 9 of 135
2020 – Pavement Maintenance (Seal Coat)
The Brookings Regional Airport anticipates the need for pavement maintenance on all
surfaces constructed as part of the runway realignment project. This maintenance will
prolong the useful life of the pavement. The estimated Federal/State grant amount is
$546,250 with a city share of $28,750 totaling $575,000
Cost: $575,000
Operating Budget Impact: This will prolong the life of existing pavement, saving on
pavement replacement costs in the near future
2020 – Ag-Spraying Area Expansion
The Brookings Regional Airport anticipates the need to expand the commercial ag-
spraying area on the field to accommodate new businesses. This expansion would allow
new commercial businesses to build hangars on the field. Revenues will increase from
land leases, aircraft fees and fuel taxes. The estimated Federal/State grant amount is
$522,500 with a city share of $27,500 totaling $550,000
Cost: $550,000
Operating Budget Impact: After completion, there will be an increase in revenues
from fuel taxes, land leases and annual aircraft fees from aerial applicators
Page 10 of 135
2021 – Replace Tractor Mower Deck
The 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 to be
adaptable to the exiting New Holland tractor at an estimated value of $20,000.
Cost: $20,000
Operating Budget Impact: There will be a decrease in equipment maintenance costs
2021 – 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, mowing, and
snow removal costs for this new surface.
Page 11 of 135
2022 – Construction 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 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, mowing, and
snow removal costs for this new surface.
2022 – Construct Bike Path on City Parcel South of 8th Street S.
The Brookings Regional Airport anticipates constructing a bike path on city parcel on the
Southwest corner of Main Ave. and 8th Street S. This bike path will tie into existing bike
paths on that parcel. The estimated cost for construction of the bike path is $40,000.
Cost: $40,000
Operating Budget Impact: Increase in maintanence for new bike path
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 equipment maintenance costs
Page 12 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Motor Vehicles and Equipment
Pickup replacement 2017 $40,000 101
Total Capital $0 $0 $0 $0 $40,000
Art Fund (1%)$400 101
Grand Total $0 $0 $0 $0 $40,400
Animal Control
5 Year Capital Improvement Plan
Page 13 of 135
2018
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: $34,000
Operating Budget Impact: N/A
Page 14 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Website Redesign $75,000 101
Total Capital $0 $75,000 $0 $0 $0
Art Fund (1%)$0 $750 $0 101
Grand Total $0 $75,750 $0 $0 $0
City Clerk
5 Year Capital Improvement Plan
Page 15 of 135
2018
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
Page 16 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Facilities & Equipment
Council Chambers/Community Room public
seating (City Share)$960 101
Council Chambers/Community Room public
seating (County Share)$1,040 County
Control Room Upgrades (City Share)$33,600 101
Control Room Upgrades (County Share)$36,400 County
Council Chambers Upgrades (City Share)$9,600 101
Council Chambers Upgrades (County Share)$10,400 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
Total Facilities County Share $37,440 $15,600 $15,600 $15,600 $5,200
Total Facilities City Share $34,560 $14,400 $14,400 $14,400 $4,800
Total Capital $34,560 $14,400 $14,400 $14,400 $4,800
Art Fund (1%)$346 $144 $144 $144 $48 101
Grand Total $34,906 $14,544 $14,544 $14,544 $4,848
City/County Government Center
5 Year Capital Improvement Plan
Page 17 of 135
2018
City/County Government Center
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2018-2022 – 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 $173,000
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.
Page 18 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Motor Vehicles and Equipment
101
Replace 2008 Chevy Uplander $20,000 101
Sub-Total Motor Vehicles & Equipment $0 $20,000 $0 $0 $0
Other Capital
Infrastructure- Wiese Business Park $500,000 $500,000 $500,000 213
Infrastructure- Industrial $500,000 $500,000 $500,000 213
Industrial Land - Acquisition $600,000 $600,000 $600,000 213
Furniture 101
Sub-Total Other Capital $0 $1,600,000 $1,600,000 $1,600,000 $0
Total Capital $0 $1,620,000 $1,600,000 $1,600,000 $0
Art Fund (1%)$0 $16,200 $16,000 $16,000 $0 101/213
Grand Total $0 $1,636,200 $1,616,000 $1,616,000 $0
Community Development
5 Year Capital Improvement Plan
Page 19 of 135
2018
Community Development Department
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2019-2020-2021 - 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: $4,800,000
Operating Budget Impact: N/A
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
Page 20 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Facilities and Parks
Rental Equipment $10,500 101
Pump Park Updates $5,000 213
Asphalt/Concrete Trail Work $7,000 101
Signage Updates $5,000 213
Resealing of buildings $15,000 $15,000 101
HVAC automation system $10,000 101
Bridge Connection to East Pond $20,000 101
Nature center furnishings/exhibits $20,000 $10,000 101
Total Capital $17,000 $35,000 $20,500 $10,000 $35,000
Art Fund (1%)$170 $350 $205 $100 $350 101/213
Grand Total $17,170 $35,350 $20,705 $10,100 $35,350
Dakota Nature Park
5 Year Capital Improvement Plan
Page 21 of 135
2018
Brookings Parks, Recreation & Forestry Department (BPRD)
Dakota Nature Park
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2018 –Pump Park Updates
Reconditioning of the Pump Park track and addition of informational signage.
Cost: $5,000
Operating Budget Impact: Annual maintenance for a facility of this type.
2018 – 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.
Cost: $7,000
Operating Budget Impact: General maintenance for a trail of this type.
Page 22 of 135
2018 – Signage
Update current informational park map signage to include trail distances, add smaller
entrance signage at the south and east parking lot for additional visibility and add
additional trail signage in the interior of the park.
Cost: $5,000
Operating Budget Impact: General maintenance for signage of this type.
2019 & 2022 – Resealing of the buildings
Exterior preventative maintenance resealing of the Larson Nature Center and
boathouse.
Cost: $15,000 (2019) & $15,000 (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: $20,000 (2019) & $10,000 (2021)
Operating Budget Impact: General maintenance for a facility of this type.
2020 – HVAC automation system
Interior preventative maintenance and automation of the HVAC system for improved
efficiency purposes.
Cost: $10,000
Operating Budget Impact: Annual maintenance for a facility of this type.
Page 23 of 135
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: $20,000
Operating Budget Impact: General maintenance for a facility of this type.
Page 24 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Office Equipment and Software
Pictometry $7,950 $7,950 $7,950 $0 $0 214
Digital Radios $0 $0 $0 $0 $20,000 214
Powerphone $1,600 $0 $0 $0 $0 214
Furniture $3,000 $0 $3,000 $0 $3,000 214
Grand Total $12,550 $7,950 $10,950 $0 $23,000
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
Page 25 of 135
2018
E-911 DEPARTMENT
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2018-2020
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) $7,950
Operating Budget Impact: N/A
2018 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
Page 26 of 135
2018 PowerPhone
PowerPhone is a global leader in call handling protocols, training and quality assurance
for 911 and police, fire and emergency medical dispatch (EMD).
Cost: $1,600
Operating Budget Impact: N/A
Page 27 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Motor Vehicles and Equipment
Irrigation Rotors for back nine $6,000 $6,000 607
Replace 2000 Toro 580 rough mower $95,000 213
Replace 1995 855 tractor 607
Replace 1998 Cushman Turf Truckster $27,000 213
Replace Top Dresser $19,000 213
Seeder $18,000 607
Tee & Fringe Mowers 2020(2), 2021(1)$80,000 $40,000 607
Fairway Mowers $95,000 $95,000 607
Topdressing Brush $5,500 607
Replace 2000 Smithco field groomer $22,000 607
Replace Greens Mowers (2)$80,000 607
Sub-total Motor Vehicles and Equipment $141,000 $113,500 $98,000 $141,000 $95,000
Facilities and Parks
Bunker Drainage Project $20,100 213
HVAC system replacement $26,000 213
Tinning and Electrical of West Quonset $9,000 213
Safety Netting Replacement Range $24,000 607
Crack seal, chip seal, paint parking lot $18,000 607
Additional cart paths $79,000 607
Sub-total Facilities and Parks $55,100 $121,000 $0 $0 $0
Total Capital $196,100 $234,500 $98,000 $141,000 $95,000
Art Fund (1%)$1,961 $2,345 $980 $1,410 $950 213
Grand Total $198,061 $236,845 $98,980 $142,410 $95,950
EdgeBrook Golf Course
5 Year Capital Improvement Plan
Page 28 of 135
2018
Brookings Parks, Recreation & Forestry Department (BPRD)
EdgeBrook Golf Course
CAPITAL EQUIPMENT SUMMARY:
2018 - Replace 2001 Toro 580 Rough Mower
This is a large area mower used to mow rough and large open areas on the course. This
mower was purchased used in 2006.
Cost: $95,000
Operating Budget Impact: General maintenance for equipment of this type.
2018 - Replace 1998 Cushman Turf Truckster
The golf course staff utilizes a variety of smaller utility vehicles for moving workers and
materials around the course. A variety of vehicles are used depending on the loads to
be moved.
Cost: $27,000
Operating Budget Impact: General maintenance for equipment of this type.
Page 29 of 135
2018 – Replace 2004 Top Dresser
The current spreader is used frequently and has a drop spreader width of 5’. A new
model would have a variable spreading width of 12’ to 49’ which will save time and
staffing. The new model also would have a control box to allow the operator to adjust
spread width and thickness without having to stop.
Cost: $19,000
Operating Budget Impact: General maintenance for equipment of this type.
2019 & 2021 – Replace 1984 irrigation rotors on the course
The current rotors are obsolete and repair parts are not available.
Cost: $6,000
Operating Budget Impact: General maintenance for equipment of this type.
Page 30 of 135
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.
2019 - Replace 2000 Smithco Field Groomer
The field groomer is used to condition sensitive playing areas and sand traps.
Cost: $22,000
Operating Budget Impact: General maintenance for equipment of this type.
Page 31 of 135
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.
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.
Cost: $18,000
Operating Budget Impact: General maintenance for equipment of this type.
Page 32 of 135
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 2020 and (1) in 2021
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 2020 and $95,000 for one in 2021
Operating Budget Impact: General maintenance for equipment of this type.
CAPITAL FACILITIES & PROJECTS SUMMARY:
2018 – Bunker Drainage Project
Improvement of the drainage of many bunkers at EdgeBrook golf course was identified
as a priority in the 2016 USGA/ASGCA site evaluation report. The project would include
drain tiling, replacement of sand in bunkers and repairing all irrigation involved with the
project. Bunkers in the project include bunkers around greens on #12, #16, #18 and also
a fairway bunker on #16.
Cost: $20,100
Operating Budget Impact: General maintenance for areas of this type.
Page 33 of 135
2018 – Clubhouse HVAC and Water Heater Replacement
The two furnances, two air conditioning units and water heater in the clubhouse are in
need of replacement. The current HVAC system and water heater were installed in
1994.
Cost: $26,000
Operating Budget Impact: General maintenance for areas of this type.
2019 – Tinning and Electrical of West Quonset
Tinning and electrical improvements of the West Quonset of the EdgeBrook
maintenance shop will allow staff to utilize the area for working on larger pieces of
equipment in the colder months of the year. The current size of the maintenance shop is
not large enough to allow staff to work on larger pieces of equipment in colder months.
Insulation was purchased in 2017. Tinning and electrical will complete the project.
Cost: $9,000
Operating Budget Impact: General maintenance for equipment of this type.
2019 – 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.
Page 34 of 135
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.
2019 - 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.
Page 35 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Motor Vehicles and Equipment
Replace Data Collector for Total Station
(5 year replacement)$9,000 101
Replace Total Station (surveying equipment)$5,000 101
Sub-total Motor Vehicles & Equipment $5,000 $0 $0 $9,000 $0
Office Equipment & Software
101
Sub-total Office Equipment & Software $0 $0 $0 $0 $0
Total Capital $5,000 $0 $0 $9,000 $0
Art Fund (1%)$50 $0 $0 $90 $0 101
Grand Total $5,050 $0 $0 $9,090 $0
Engineering Department
5 Year Capital Improvement Plan
Page 36 of 135
2018
Engineering Department
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2018 - 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 that downloads into AutoCad Civil
3-D computer software and is used for project design. In 2018, the total station will be 10 years
old. It is anticipated that the survey data collector and GPS would be updated in 2021 so the
software is current and interfaces with the current version of the AutoCad Civil 3-D software. A
new total station is estimated to cost $5,000.
Cost: $5,000
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 the AutoCad Civil 3-D computer
software to be used for design. The data collector was purchased in 2016, and a 5 year rotation
will update the collector 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.
Page 37 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Motor Vehicles and Equipment
Fire Dept –Structure/USAR Rescue Gear $25,000 $10,000 $25,000 $10,000 $30,000 212
Fire Dept-Fire Truck Set Aside $100,000 212
Fire Dept-Breathing Air Compressor $56,000 212
Fire Dept-6F2 Command-2011 $50,000 212
Fire Dept-Truck Replacement-Engine1-2001/2019 $500,000 212
Fire Dept-Washer/Extractor & Drier $18,000 212
Fire Dept-Rotary Mobile Column Lifts (6)$58,000 212
Fire Dept - 6Fi Command (2016)$60,000 212
Fire Dept - Engine 3 Replacement - 2007 212
Fire Dept-Radio Repeater Replacement $15,000 212
Sub-total Motor Vehicles & Equipment $251,000 $10,000 $596,000 $10,000 $90,000
Facilities
FD-Remodel South Station (when S Main built)$45,000 $45,000 212
FD-Training Site Concrete Burn Tower (1988)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 $0 $54,000 $82,000 $0 $0
Truck Set Aside $100,000 $0 $0 $0 $0 212
Total Capital $151,000 $64,000 $678,000 $10,000 $90,000
Art Fund (1%)$1,510 $640 $6,780 $100 $900 212
Grand Total $152,510 $64,640 $684,780 $10,100 $90,900
Fire Department
5 Year Capital Improvement Plan
Page 38 of 135
2018
Brookings Fire Department
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2018-2022 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: 2018 - $25,000, 2019 - $10,000, 2020 - $25,000,
2021 - $10,000, 2022 - $30,000
Operating Budget Impact: N/A
2018, 2020 & 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: 2018 - $100,000, 2020 - $100,000, 2021 - $100,000,
Page 39 of 135
2018 Replace 6F2 Command Vehicle.
Replacement of the 2011 command vehicle in accordance with Resolution No. 08-11,
useful life of five years. The five-year replacement cycle is based on the vehicle being an
emergency response unit 24 hours a day and 7 days a week.
Cost: $50,000
Operating Budget Impact: Standard maintenance
2018 Washer/Extractor & Drier
The washer/extractor and drier units are for use at the new South Main Fire Station for
use of cleaning firefighter gear. This equipment is a critical for cleaning carcinogens from
the gear after fires to reduce the exposer to the firefighter with cancer causing residue.
Cost: $18,000
Operating Budget Impact: Standard maintenance and firefighting soap
Page 40 of 135
2018 Rotary Mobile Column Lifts
The Rotary Mobile Column Lifts are for use at the new South Main Fire Station for
maintenance of the apparatus fleet.
Cost: $58,000
Operating Budget Impact: Standard maintenance
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.
Page 41 of 135
2019 & 2020 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
Operating Budget Impact: Standard maintenance
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
Page 42 of 135
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
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
Page 43 of 135
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
2022 Replace 6F1 Command Vehicle
Replacement of the 2017 command vehicle in accordance with Resolution No. 08-11,
useful life of five years. The five-year replacement cycle is based on the vehicle being an
emergency response unit 24 hours a day and 7 days a week.
Cost: $60,000
Operating Budget Impact: Standard maintenance
Page 44 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Motor Vehicles and Equipment
Replace chainsaws $4,000 101
Heavy Duty Forestry Mulcher $30,000 101
Fertilizer & Spray Rig $7,500 101
Replace 1991 Diesel Ford F600 $47,000 101
Replace Chip Truck $110,000 $110,000 101
Park Maintenance Shop Addition $250,000 101
Total Capital $84,500 $4,000 $360,000 $0 $110,000
Art Fund (1%)$845 $40 $3,600 $0 $1,100 101
Grand Total $85,345 $4,040 $363,600 $0 $111,100
Forestry Department
5 Year Capital Improvement Plan
Page 45 of 135
2018
Forestry Division
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2018 – Quick Mulch Heavy-Duty Forestry Mulcher
The Heavy-Duty Forestry Mulcher is a land-clearing machine for mulching downed trees,
branches and debris, breaking trails, leveling building sites, and clearing storm damage.
The mulcher attaches to a Bobcat.
Cost: $30,000
Operating Budget Impact: General maintenance for vehicle/equipment of this type.
2018 - Fertilizer & Spray Rig
The Fertilizer & Spray Rig would be utilized to efficiently fertilize our park & facility
trees, boulevard trees and nursery system. It would efficiently allow staff to work on
identified trees in need of care and help with the control of various insects on trees.
Cost: $7,500
Operating Budget Impact: General maintenance for vehicle/equipment of this type.
Page 46 of 135
2018 - Replace 1991 Diesel Ford F600
The truck is utilized in the Forestry department for various uses including transporting,
and hauling.
Cost: $47,000
Operating Budget Impact: General maintenance for equipment of this type.
2019 - Replace Chain Saws
Scheduled replacement of chainsaw equipment every three years.
Cost: $4,000
Operating Budget Impact: Annual maintenance for equipment of this type.
2020 & 2022 - Replace Chip Truck
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.
Page 47 of 135
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.
Cost: $250,000
Operating Budget Impact: General maintenance for structures of this type.
Page 48 of 135
Project Description 2018 2019 2020 2021 2022 Fund
New Deciduous $70,000 $25,000 520/213
Landscape Allowance $110,000 $150,000 520/213
Street Lights $350,000 520/213
Subtotal $180,000 $0 $525,000 $0 $0
Other Capital
Bridge Railing 520/213
Lightpole Advertisement Banner $20,000 520/213
Consulting $30,000 520/213
Subtotal $50,000 $0 $0 $0 $0
Total Capital $230,000 $0 $525,000 $0 $0
Art Fund (1%)$2,300 $5,250 520/213
Grand Total $232,300 $0 $530,250 $0 $0
Note: 2017-2018 will be 6th St. from 20th Ave. to 34th Ave.; 2020 will be 6th St. from Main Ave. to Medary Ave.
2020 Landscape Allowance: $100,000 Main to Medary; $50,000 22nd Ave to I-29; $25,000 22nd Ave to I-29
Gateway Project
5 Year Capital Improvement Plan
Page 49 of 135
2018
Gateway Department
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2018 & 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 involves the decorative street lighting, bridge railing, and irrigation in
conjunction with the DOT reconstruction of 6th Street. Consulting services will be
retained to design a landscaping plan along the stretch of 6th Street median which 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: $1,949,375
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.
Page 50 of 135
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: $450,000
Operating Budget Impact: N/A
Page 51 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Facilities & Equipment
CRC Building (Swiftel Center)$100,000 $100,000 $100,000 $100,000 213
Total Facilities $100,000 $100,000 $100,000 $100,000 $0
Total Capital $100,000 $100,000 $100,000 $100,000 $0
Art Fund (1%)$1,000 $1,000 $1,000 $1,000 $0
Grand Total $101,000 $101,000 $101,000 $101,000 $0
General Government Buildings
5 Year Capital Improvement Plan
Page 52 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Other Capital
Facility Furniture - Umbrellas, Tables $20,000 101
Climbing wall in 50m pool $15,000 213
Replace leisure pool and splash pool heaters $25,000 101
UV cleaning system for the splash pool $20,000 101
Cleaning & Painting of Pools $40,000 101
Water obstacle course $50,000 101
Total Capital $40,000 $40,000 $40,000 $50,000
Art Fund (1%)$400 $400 $400 $500 101
Grand Total $40,400 $40,400 $40,400 $50,500
Hillcrest Aquatic Center
5 Year Capital Improvement Plan
Page 53 of 135
2018
Hillcrest Aquatic Center
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2018 - 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: $15,000
Operating Budget Impact: Annual maintenance for this type of equipment.
2018 - Replace heater in leisure pool and splash pool heater
The leisure and splash pool heaters will be approximately 12 years old by 2018. These are smaller
heaters than the 50m meter pool heater. The caustic and damp environment of the pump houses
combined with the limited annual use limits the lifespan of the heaters.
Cost: $25,000
Operating Budget Impact: Annual maintenance for this type of equipment.
Page 54 of 135
2019 – 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 – UV Cleaning system for the splash pool
Benefits are improved water quality, preventing recreational water illnesses (RWIs), achieving the
proper water balance and maintaining water clarity.
Cost: $20,000
Operating Budget Impact: General maintenance for this type of equipment.
2020 – 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 3 to 4 years.
Cost: $40,000
Operating Budget Impact: General maintenance for this type of equipment.
2020 – Water Obstacle Course
The addition of a water obstacle course would add refreshed marketability to the aquatic center.
Cost: $50,000
Operating Budget Impact: Annual maintenance for this type of equipment.
Page 55 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Office Equipment & Software
GF-Pictometrty $7,950 $7,950 $7,950 $7,950 101
Airport - Manager Laptop $1,500 606
City Council - Ipad replacement $7,000 101
City Clerk - SThornes Laptop $1,100 101
City Clerk - BFoster Workstation $1,100 101
City Clerk - LCarruthers Workstation $1,100 101
City Clerk - Dias Laptop/Workstation $3,000 101
City Manager - JWeldon Workstation $1,100 101
City Manager - Ipad replacement $1,000 $1,000 101
City Manager - Kcatlin Surface Tablet $1,300 101
City Manager - Kcatlin Workstation $1,100 101
City Attorney - Ipad replacement $1,000 101
Community Development - GPearson Workstation $1,100 101
Community Development - SKeizer Workstation $1,100 101
Community Development - DHanson Workstation $1,100 101
Community Development - MStruck Laptop $1,500 101
Engineering - Trimble Yuma Tablet $6,500 101
Engineering - JLanning Laptop $1,500 101
Engineering -TDrietz Laptop $1,500 101
Engineering - TDrietz Workstation $1,100 101
Engineering - Intern Workstation $1,100 101
Engineering - LSchwartz Workstation $1,100 101
Engineering - GMiller Workstation $1,100 101
Finance - Springbook Server $10,000 101
Finance - BMcCraken Workstation $1,100 101
Finance - SCostello Workstation $1,100 101
Finance - GMadsen Workstation $1,100 101
Finance - RDavis Workstation $1,100 101
Fire Department - PBolzer Workstation $1,100 212
Fire Department - JScott Workstation $1,100 212
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 - Backup Solution (Off-site)$7,000 $7,000 $7,000 $7,000 101
IT - COBCORE Storage Server $10,000 101
IT - COB2008 Exchange Server $12,000 101
IT - Dept Laptop $1,500 101
IT - RWalter Workstation $1,100 101
IT - KKpoynoh Workstation $1,100 101
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
Information Technology Department
5 Year Capital Improvement Plan
Page 56 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Information Technology Department
5 Year Capital Improvement Plan
IT - City Hall Wireless AP $5,000 101
IT - Backup Server Cityhall $11,000 101
IT - GolfServer P&R $5,000 607
IT - Firewall Equipment Cityhall + Remote Offices $14,000 101
IT - City Hall Network Switches (2012)101
Police Department IT - Audio/Video Server Police $12,000 212
Police Department IT -Domain Controller $15,000 212
Police Department IT - EMC Upgrade 212
Police Department IT - Additional Server Storage $8,000 212
Police Department IT - COBAN Storage $10,000 212
Police Department IT - VMWare Software Upgrade $10,000 212
Police Department IT - Network Switchs (2008)$15,000 $5,000 212
Police Department IT - BackupServer PD $11,000 212
Human Resources - DLangland Laptop $1,500 101
Human Resources - APlueger Workstation $1,100 101
Liquor - Bhanson Workstation $1,100 601
Liquor - JCoplan Workstaion $1,100 601
Liquor - WineUnit PC $850 601
Liquor - Drew Ekland PC $1,100 601
Landfill - 4 Computers $3,600 625
Park Recreation & Forestry - MPederson Workstation $1,100 101
Park Recreation & Forestry - DHoff Workstation $1,100 101
Park Recreation & Forestry - Treeworks PC $1,100 101
Park Recreation & Forestry - AKruse Workstation $1,100 101
Park Recreation & Forestry - DBrettschneider Workstatation $1,100 101
Park Recreation & Forestry -
Trimble Treeworks Mobile Device $2,000 101
Police Department - MGebers PC $1,100 212
Police Department -Lt Office PC $1,100 212
Police Department - BPDPatrol3 Workstation $1,100 212
Police Department -Sergeant Office Workstation $1,100 212
Police Department - 2 Patrol Workstations $2,200 212
Police Department - CLarson Workstation $1,100 212
Police Department - Office Clerk Workstation $1,100 212
Police Department - Animal Control Workstation $1,100 212
Police Department - DErickson Workstation $1,100 212
Police Department - New Patrol Car Computer $7,500 212
Police Department - 4 Detectives $4,400 212
Police Department - JMiller Workstation $1,100 212
Police Department - MStratton Workstation $1,100 212
Police Department - Evidence Tech Workstation $1,100 212
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
Page 57 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Information Technology Department
5 Year Capital Improvement Plan
Street - DGroon workstation $1,100 101
Street - MBartley laptop $1,500 101
Street - MBartley workstation $1,100 101
Street - MHendricks Workstation $1,100 101
Street - Dalgood Workstation $1,100 101
Library - Wireless AP & Firewall (PUBLIC)$7,000 101
Library Computer Lab Replacement $7,500 $7,500 $7,500 $7,500
Library Staff 4 Workstations $4,400 $4,400 $4,400 101
Total Capital $91,950 $87,550 $93,450 $81,950 $106,700
Art Fund (1%)$920 $876 $935 $820 $1,067 101
Grand Total $92,870 $88,426 $94,385 $82,770 $107,767
Page 58 of 135
2018
Information Technology
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2018-2022 – 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 $426,600
Operating Budget Impact: Centralizing IT acquisitions saves waste by assuring the
equipment is used to its full potential and is compatible with current technology.
Page 59 of 135
2018 – iPad Replacement
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: $8000
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 until they begin to experience issues. Next
replacement scheduled in 2023.
2018-2022 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.
Page 60 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Motor Vehicles and Equipment
Locker Rooms – NAHL $50,000 101
Lockerroom shower floors sealed $3,700 101
Facility hand dryers replaces $7,200 101
Replace condenser towers $100,000 101
Zamboni blade changing assistant $3,000 101
Purcahse R22 Refrigerant $10,000 101
Replace HVAC roof top units $20,000 $20,000 $20,000 $20,000 101
Add additional security cameras $1,000 101
2-Way Radios $3,000 101
Overhaul compressors $15,000 $15,000 101
Dehumidification system for blue rink $150,000 101
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 $1,000,000 101
Total Capital $132,900 $248,000 $1,140,000 $290,000 $20,000
Art Fund (1%)$1,329 $2,480 $11,400 $2,900 $200 101
Grand Total $134,229 $250,480 $1,151,400 $292,900 $20,200
Larson Ice Center
5 Year Capital Improvement Plan
Page 61 of 135
2018
Brookings Parks, Recreation & Forestry Department (BPRD)
Larson Ice Center
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2018 – Locker room Shower Floors Sealed
Four locker room shower floors are in need of resealing.
Cost: $3,700
Operating Budget Impact: General maintenance for equipment of this type.
2018 – Facility Hand Dryers Replaced
Eight hand dryers located in the restrooms are in need of replacing.
Cost: $7,200
Operating Budget Impact: Annual maintenance for equipment of this type.
2018 – Add additional security cameras
Adding two additional security cameras will allow for more coverage area for the arena lobby and for a
hallway on the North side of the building.
Cost: $1,000
Operating Budget Impact: General maintenance for equipment of this type.
2018 – 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: $100,000
Operating Budget Impact: Annual maintenance for equipment of this type.
Page 62 of 135
2018 – Zamboni blade changing assistant
The Zamboni ice resurfacer needs the blade on it adjusted on a routine basis. The Conti™ Blade
Changing Assistant allows the operator to complete a safe, quick and easy installation or removal
process without touching the exposed blade. This blade allows for a far greater level of safety than the
traditional method for adjusting the blade.
Cost: $3,000
Operating Budget Impact: Annual maintenance for equipment of this type.
2018 – 2-Way Radios
Cell phone reception inside the Larson Ice Center is unreliable. Having a 2-Way Radio System will allow
staff to communicate in an efficient and reliable manner. Having this ability will also be helpful in case
of a safety/security issue.
Cost: $3,000
Operating Budget Impact: Annual maintenance for equipment of this type.
2018 & 2019 (one each year) - Overhaul Ice Compressor
As the ice system compressors are now fourteen years old, more frequent maintenance is required to
keep the compressors functioning properly.
Cost: $15,000
Operating Budget Impact: There will be little impact on the operating budget if the proper
maintenance is applied. Additionally, proper maintenance will keep the compressors functioning
efficiently, thus using less energy.
Page 63 of 135
2019 - 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.
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.
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 - 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: $150,000
Operating Budget Impact: This system would add energy costs to the ice center.
Page 64 of 135
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 – 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.
2021 - Replace Ice Compressors
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: $1,000,000
Operating Budget Impact: Annual maintenance for equipment of this type.
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.
Page 65 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Other
Upgrade Wireless Access Points $15,000
101
Replace Boiler $130,000 101
HVAC Upgrade - Final $60,000 101
Replace Carpet $150,000 101
Materials
Adult Books $56,300 $57,450 $58,600 $59,775 $69,705 101
Children’s Books $19,000 $19,400 $19,800 $20,200 $20,600 101
Audio/Visual Material $23,700 $24,175 $24,675 $25,175 $25,675 101
Periodicals $8,500 $8,500 $8,500 $8,500 $8,500 101
Large Print Books $7,250 $8,000 $8,160 $8,325 $8,500 101
Young Adult Books $8,900 $9,075 $9,250 $9,450 $9,650 101
Sub-total Other & Materials $123,650 $276,600 $188,985 $146,425 $272,630
Total Captial $247,300 $553,200 $377,970 $292,850 $545,260
Art Fund (1%)$2,473 $5,532 $3,780 $2,929 $5,453 101
Grand Total $249,773 $558,732 $381,750 $295,779 $550,713
Library
5 Year Capital Improvement Plan
Page 66 of 135
2018
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, current wearing could potentially cause a tripping hazard. New carpet
would refresh our busy and vibrant library, as well as remove any possible dangers.
Cost: $115,000
Page 67 of 135
2020 Address Computer lab cooling issues
Cost: 60,000
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.
2018-2021 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: $123,650 in 2018 with an average of 2% increase over five years
$682,630 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 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.
Page 68 of 135
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
Page 69 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Motor Vehicles and Equipment
Dump Trailer $8,000 101
Replace 2005 John Deere mowers $24,000 $26,000 101
Replace John Deere Gator $8,000 101
Two ½ ton trucks in 2018, 1 in 2019-2022 $64,000 $35,000 $35,000 $35,000 $35,000 101
Turf Maintenance Equipment Lift $7,000
Versa Sweeper (shared with golf course)$35,000 101
ABI Force Ballfield Groomer $20,000 101
Sub-total Motor Vehicles and Equipment $138,000 $63,000 $61,000 $35,000 $35,000
Facilities and Parks
Replace picnic tables $10,000 $10,000 $10,000 101
Upgrade improvements to horseshoe pits $5,000 101
Fencing for baseball fields Dwiggins Park $6,000 101
Replace Grills at Sexauer Campground $6,000 101
Replace playground equipment – Pioneer Park $70,000 213
Resurfacing of Indian Hills Tennis and BB Court $20,000 101
Replace Southside Park Softball Fencing $20,000 101
Replace two lightpoles in SouthBrook Park $40,000 $40,000 101
Bike and walking trail repair and overlay $75,000 $75,000 $75,000 213
ADA compliant surfacing $150,000 $125,000 $100,000 $150,000 213
Sidewalk and Street Repair $15,000 $15,000 $15,000 $15,000 $15,000 101
Skatepark equipment replacement $75,000 101
Resurface/Reseal parking lot at Dwiggins Park (60,000
sq. ft.)$200,000 101
Repurpose of Hillcrest handball courts $20,000 101
Replace playground equipment - Southside Park $35,000 213
Resurface/Reseal/Striping parking lot at Pioneer Park
(40,000 sq. ft.)$10,000 101
Striping of Fishback parking lot $5,000 101
Add Sexauer volleyball courts and drain tile $15,000 101
Gazebo in Hillcrest Park $12,000 101
Resurface Hillcrest tennis court $60,000 101
Replace playground equipment at
McClemans Park $40,000 101
Replace playground equipment at
Sarah Renee Park $40,000 101
Replace playground equipment at Hillcrest Park $50,000 101
Replace playground equipment at Larson Park $60,000 101
Replace Hillcrest tennis court fencing $60,000 101
Resurface/Reseal/Striping parking lot at Medary Park
(40,000 sq. ft.) $12,000 101
Resurface/Reseal/Striping north lot at Hillcrest $5,000 101
Resurface/Reseal/Striping parking lot at Larson Park
(39,251 sq. ft.)$15,000 101
Parks Department
5 Year Capital Improvement Plan
Page 70 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Parks Department
5 Year Capital Improvement Plan
Install Gravel Lot at Pump Park $8,000 101
Replace Cold Storage Unit at Park Maintnenance $150,000 101
Bob Shelden & Ballfield Upgrades $1,000,000 $1,000,000 $1,000,000 101
Bike Master Plan - Wayfinding Signs #30 $130,000 101
Park & Trail Facilities and Extensions $1,000,000 $1,000,000 101
Sub-total Facilities and Parks $619,000 $1,700,000 $1,475,000 $2,245,000 $1,025,000
Total Capital $757,000 $1,763,000 $1,536,000 $2,280,000 $1,060,000
Art Fund (1%)$7,570 $17,630 $15,360 $22,800 $10,600 101
Grand Total $764,570 $1,780,630 $1,551,360 $2,302,800 $1,070,600
Page 71 of 135
2018
Brookings Parks, Recreation & Forestry Department (BPRD)
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
MOTOR VEHICLES and EQUIPMENT
2018 & 2020 - Replace 2005 John Deere Outfront Mowers
These mowers are used for general mowing of ungroomed areas around the ball fields
throughout the parks system.
Cost: $24,000-$26,000 each year
Operating Budget Impact: General maintenance for equipment of this type.
2018 John Deere Gator
Utilized for athletic field maintenance. Would replace a 2000 Gator.
Cost: $8,000
Operating Budget Impact: General maintenance for equipment of this type.
Page 72 of 135
2018 - Two ½ ton trucks in 2018, 1 in 2019-2022
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: $64,000 in 2019, $35,000 2019-2022.
Operating Budget Impact: General maintenance for equipment of this type.
2018 – Turf Maintenance Equipment Lift
A turf maintenance equipment lift will allow staff to perfrom daily routine and complex
maintenance work on our mowers and various pieces of equipment in a safer and more
efficient manner than our current maintenance operations which take place on a larger
vehicle lift. The turf maintenance equipment lift allows for maximum contact and
support of equipment being worked on.
Cost: $7,000
Operating Budget Impact: General maintenance for equipment of this type.
Page 73 of 135
2018 - Replace Versa sweeper
The sweeper is used to remove grass and goose debris from sports fields and the golf
course playing areas.
Cost: $35,000
Operating Budget Impact: General maintenance for equipment of this type.
2019 Dump Trailer
Utilized for landscaping, debris and forestry purposes.
Cost: $8,000
Operating Budget Impact: General maintenance for equipment of this type.
2019 ABI Force
The ABI Force is a revolutionary, zero turn, self-propelled machine packed with
"purpose-built" features and attachments designed specifically for infields. It eliminates
the need to rely on bunker rakes created for the golf industry. The ABI Force is built to
give you the control necessary to prepare and maintain the safest and most playable
infields possible.
Cost: $20,000
Operating Budget Impact: General maintenance for equipment of this type.
Page 74 of 135
FACILITIES and PARKS
2018, 2020 & 2022 – Replace picnic tables
Begin replacing the older and damaged picnic tables within the parks system.
Cost: $10,000 in 2018, 2020 & 2022
Operating Budget Impact: General maintenance for equipment of this type.
2018 – Upgrade to Horseshoe Pits
The horseshoe pits at Hillcrest Park need short distance pitching platforms and general
maintenance upgrades.
Cost: $5,000
Operating Budget Impact: General maintenance for facility of this type.
2018 - Replace Fencing on some baseball fields at Dwiggins-Medary
Areas on some of the baseball field fencing needs replacement due to the age of the
fencing.
Cost: $6,000
Operating Budget Impact: Annual maintenance for facilities of this type.
Page 75 of 135
2018 - Replace Playground Equipment at Pioneer Park
Pioneer Park is an established community park, which serves the entire City.
Cost: $70,000
Operating Budget Impact: Annual maintenance for equipment of this type.
2018 – Resurfacing of Tennis & Basketball Courts at Indian Hills Park
The tennis and basketball courts are in need of resurfacing and line painting.
Cost: $20,000
Operating Budget Impact: General maintenance for area of this type.
2018 & 2019 - Replace Two Light Poles in SouthBrook Park Each Year
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 each year
Operating Budget Impact: Annual maintenance for areas of this type.
Page 76 of 135
2018 – 2020 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.
2018 - 2021 - Purchase ADA Compliant Surfacing for Playgrounds
2010 ADA Compliance Regulations require specific materials for wheelchairs to access
playgrounds. The parks division currently has six sets of playground equipment to install
but only one set of compliant surfacing.
Cost: $100,000-150,000 each year
Operating Budget Impact: Maintenance as needed.
2018-2022 - 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
Page 77 of 135
2018 - Refurbish Handball/Racket Ball Courts
The handball/racquetball courts on the south side of the tennis court are in disrepair
and the walls are weakening and should be refurbished for the safety of patrons.
Cost: $20,000
Operating Budget Impact: None
Operating Budget Impact: General maintenance for equipment of this type.
2018 - Replace Playground Equipment at Southside Park
Southside Park is an established park which services the neighborhood around Main
Avenue past the downtown area. The park has seen increased use in the last few years
as the Brookings Fast Pitch Softball Association uses the ball field at this park
extensively.
Cost: $35,000
Operating Budget Impact: Annual maintenance for equipment of this type.
Page 78 of 135
2018 – Resurface/Reseal/Striping Parking Lot at Pioneer Park
The parking lot/street has developed numerous cracks in the surfacing and weeds are
growing up.
Cost: $10,000
Operation Budget Impact: None
2018 – Pave southwest lot at Pioneer Park
The parking lot could be improved for better usage by park patrons.
Cost: $70,000
Operation Budget Impact: None
Page 79 of 135
2018 - Striping of Fishback Parking Lot
The parking lot needs to have angled parking lines painted.
Cost: $5,000
Operating Budget Impact: General maintenance for facilities of this type.
2018 - Add Volleyball Courts to Sexauer Park
Sand volleyball popularity has grown considerably the past few years with 36 teams now
participating in the summer leagues. Additionally, many people play sand volleyball as
part of a picnicking in the park and as casual recreation. Includes drain tile
improvements for the east and west park.
Cost: $15,000
Operating Budget Impact: Annual maintenance for areas of this type.
Page 80 of 135
2018 - Resurface Hillcrest Tennis Court
Typically, tennis courts are resurfaced every eight-ten years. The Hillcrest Tennis Courts
were last resurfaced in 2008.
Cost: $60,000
Operating Budget Impact: Annual maintenance for an area of this type.
2018 - Replace Fencing at Hillcrest Tennis Courts
The fencing at the field is old and needs to be replaced.
Cost: $60,000
Operating Budget Impact: General maintenance for facilities of this type.
Page 81 of 135
2018 – Resurface/Reseal/Striping Parking Lot at Larson Park
The parking lot/street has developed numerous cracks in the surfacing and weeds are
growing up.
Cost: $15,000
Operating Budget Impact: None
2018 - Install Gravel Lot at Pump Park
Additional parking needed with anticipated increased usage of Pump Park.
Cost: $8,000
Operating Budget Impact: Annual maintenance for facilities of this type.
2019 – Replace grills at Sexauer Campground
Replace grills at Sexauer Campground.
Cost: $6,000
Operating Budget Impact: General maintenance for equipment of this type.
Page 82 of 135
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.
Cost: $12,000
Operating Budget Impact: None
2019 – Resurface/Reseal/Replace Parking Lot at Dwiggins Park
The park has developed numerous cracks in the surfacing and weeds are growing up in
abundance. The parking lot needs to be totally replaced.
Cost: $200,000
Operating Budget Impact: General maintenance for area of this type.
Page 83 of 135
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 - 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 in the infield (Friends of
Baseball will fund-raise the turf.)
Cost: $1,000,000 each year
Operating Budget Impact: General maintenance for areas of this type of this type.
Page 84 of 135
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 – 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.
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.
Page 85 of 135
2020 – Replace Cold Storage Unit at Park Maintenance
The doors are not wide or tall enough to accommodate the various sizes of equipment
the Parks department store in them. The ceiling height of the building is also inadequate.
Cost: $150,000
Operating Budget Impact: Annual maintenance for facilities 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: $50,000
Operating Budget Impact: Annual maintenance for equipment of this type.
Page 86 of 135
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.
2021 - Replace Playground Equipment at McClemans Park
McClemans Park is a mini neighborhood park located in the South central part of the
community.
Cost: $40,000
Operating Budget Impact: Annual maintenance for equipment of this type.
Page 87 of 135
2021 - 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.
Cost: $40,000
Operating Budget Impact: Annual maintenance for equipment of this type.
2021 & 2022 – 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.
Page 88 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Motor Vehicles and Equipment
Police Vehicle Equipment
(Radio, Cages, Lights, Installation)$17,055 $8,800 $8,800 $13,200 $8,800 212
PD – In-car Video System $6,000 $12,000 $12,000 $12,000 $12,000 212
PD-Two Patrol Vehicles 2016-marked $0 $76,000 $0 $0 $80,000 212
PD-One Additional Patrol Vehicle-marked $0 $0 $38,000 $0 $0 212
PD-One Patrol Car -2014-marked $0 $0 $40,000 $0 $0 212
PD-One Tahoe 2017-marked $0 $0 $0 $40,000 $0 212
PD-Two Patrol Cars-2015-marked $74,000 $0 $0 $76,000 $0 212
PD - One CID Car - 2013 - unmarked $0 $30,000 $0 $0 $0 212
PD - One CID Tahoe - 2013 - unmarked $0 $0 $40,000 $0 $0 212
Total Motor Vehicles & Equipment $97,055 $126,800 $138,800 $141,200 $100,800
Other Capital
PD -Portable Radios, 1 portable w/mic per yr $0 $1,300 $1,300 $1,300 $0 212
PD - Portable Dual purpose portable radio $12,000 $0 $0 $0 $0 212
PD - Speed Signs $5,000 $5,000 $5,000 $5,000 $0 212
PD - Vest- Patrol 50/50 grant Replacements $1,720 $15,480 $5,160 $6,020 $6,880 212
PD - Radar $5,600 $2,800 $2,800 $2,800 $2,800 212
PD - Body Cameras $34,350 $0 $0 $0 $0 212
PD - Mobile Digital Radios $0 $0 $0 $0 $22,500 212
PD - Firearms-Tazors $6,700 $3,300 $4,400 $2,200 $2,200 212
Total Other Capital $65,370 $27,880 $18,660 $17,320 $34,380
Facilities
PD - Lighting $3,700 212
Total Facilities $3,700 $0 $0 $0 $0
Office Equipment and Software
PD - Schedule Software $2,500 $2,500 $2,500 $2,500 $2,500 212
PD - Simulator $0 $97,000 $0 $0 $0 212
PD - Covert Track Tracker $1,610 $0 $0 $0 $0 212
PD - In Car Computer/Tablet $12,000 $0 $0 $0 $0 212
PD - Sirens $0 $0 $27,000 $0 $0 212
Total Equipment and Software $16,110 $99,500 $29,500 $2,500 $2,500
Office Furniture
$0 $0 $0 $0 212
Sub-total Furniture $0 $0 $0 $0 $0
Total Capital $182,235 $254,180 $186,960 $161,020 $137,680
Art Fund (1%)$1,822 $2,542 $1,870 $1,610 $1,377 101
Grand Total $184,057 $256,722 $188,830 $162,630 $139,057
Police Department
5 Year Capital Improvement Plan
Page 89 of 135
2018
POLICE DEPARTMENT
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2018 Replace (2) 2015 Patrol Cars, marked
The 2015 Patrol Vehicles were purchased in 2015 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
2018 one of these vehicles will be 3 years old and will have over 100,000. While the
other will have fewer miles and will be held back and reassigned as an SRO vehicle
replacing the current Chrysler vehicle used by the 2nd SRO. Estimated replacement cost
$37,000 each.
Cost: $74,000
Operating Budget Impact: N/A
Page 90 of 135
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 2013 Impala, unmarked
The 2013 Impala was purchased in 2013 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 6 years. In 2019
this vehicle will be 6 years old and will have over 100,000. Estimated replacement cost
$30,000.
Cost: $30,000
Operating Budget Impact: N/A
Page 91 of 135
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
2020 Replace 2013 Impala, unmarked
The 2013 Tahoe was purchased in 2013 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 6 years. In 2020
this vehicle will be 7 years old and will have over 100,000. Estimated replacement cost
$40,000.
Cost: $40,000
Operating Budget Impact: N/A
Page 92 of 135
2021 Replace 2017 Chevy Tahoe, marked
The 2017 Chevy Tahoe will be purchased by the Police Department in 2016. 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. In 2021
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
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
Page 93 of 135
2022 Replace (2) 2015 Patrol Cars, marked
The 2019 Patrol Vehicles were 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
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
2018 Scheduler Software
Scheduling program that will improve notifications when modifications have been
made. Its web based and will consolidate the three separate schedules to one.
Cost: $2,500
Operating Budget Impact: N/A
Page 94 of 135
2018 In-Car video Camera Systems
Purchase one (1) in 2018, two (2) in 2019, two (2) in 2020, two (2) in 2021, and two (2)
in 2022. These cameras will include a additional camera for the SRO vehicle in 2018 and
replace two (2) each year. Thereafter the current camera systems are in 5 patrol
vehicles and 1 SRO patrol vehicle and will have reached the end of their useful life. The
useful life of these camera systems is 5 years. Each camera costs $5,500.
Cost: $6,000
Operating Budget Impact: N/A
2018 Dualband Portable Radio
To purchase 2 dual band portable radios in 2018. Each radio cost $6,000.
Dualband radios will provide shift supervisors capability of communicating with
multiple agencies over a broad band of frequencies.
Cost: $12,000
Operating Budget Impact: N/A
Page 95 of 135
2018 New patrol vest
To purchase 2 new patrol vest in 2018, 17 replacement and 1 new patrol vest in 2019, 5
replacement and 1 new patrol vests in 2020, 6 replacement and 1 new patrol vest in
2021, and 6 replacement patrol vest in 2022. Bulletproof vests offer many different
levels of protection for officers. The useful life of the vests is 5 years. Each vest costs
$860.
Cost: $1,720
Operating Budget Impact: N/A
2018 (5) Tazors with holsters
Purchasing 2 new tazors and 3 replacements in 2018, 3 replacements in 2019, 4
replacements in 2020, 2 replacements in 2021, and 2 replacements in 2022. Each tazor
with holster costs $1,100.
Cost: $6,700
Operating Budget Impact: N/A
Page 96 of 135
2019 Simulator
Police simulators are a cost effective way of training new officers and veteran officers in
dealing with difficult and often times unpredictable situations. A police simulator will
provide flexible training programs to constantly provide variable tactics to officers in the
field. It can reduce overall training costs associated with travel and time as well as
reduce civil litigation involving officer action. The police simulator is a step to the future
for police training.
Cost: $97,000
Operating Budget Impact: N/A
2018 Covert Track Tracker
To purchase 1 covert track tracker. Asset tracking devices are designed to track the
location of people, vehicles, equipment, or anything of value. Utilizes GPS tracking to
reduce the cost of doing investigations and provides documentable reports of suspect
activity. It is a critical device in the investigation of drug trafficking.
Cost: $1,610
Operating Budget Impact: N/A
Page 97 of 135
2018 (32) Body cameras
Audio and video on the officer will aid in capturing actions of suspects, and protect
against claims of mistreatment.
Cost: $34,350
Operating Budget Impact: N/A
2018 Radar
Purchase one (1) radar in 2018 for replacement patrol vehicle and one (1) in 2018 for
SRO vehicle. The useful life of these radars is 10 years. Each radar costs $2,800.
Cost: $5,600
Operating Budget Impact: N/A
2018 Speed Signs
Purchase two (1) Speed signs in 2018 and 1 new speed sign for the next four years.
Cost: $5,000
Operating Budget Impact: N/A
Page 98 of 135
2019 Portable Radios with shoulder mic
To purchase 1 portable radio with shoulder mic. in 2019 and 1 additional portable radio
with shoulder mic. for the next 3 years for the Police Department. Each portable radio
with shoulder mic costs $1,300.
Cost: $1,300
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
Page 99 of 135
Project Description 2018 2019 2020 2021 2022 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
Page 100 of 135
2018
Research and Technology Center
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2020 - 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 will expire 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.
Page 101 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Facilities and Parks
Volleyball - indoor standards and nets 101
Replace 12 passenger van with Minivan/Truck $24,000 101
Brookings Activity Center HVAC System $8,000 101
Registration Software $15,000 101
Total Capital $24,000 $8,000 $0 $15,000
Art Fund (1%)$240 $80 $0 $150 101
Grand Total $24,240 $8,080 $0 $15,150
Recreation Department
5 Year Capital Improvement Plan
Page 102 of 135
2018
Recreation
CAPITAL FACILITIES AND PARKS SUMMARY:
2018 – Replace 12 Passenger Van with Minivan-Truck
The passenger van is not utilized for transporting registered participants as it was in the past. Replacing
the vehicle with a multi-purpose truck would allow for the recreation staff to move equipment
efficiently between program sites.
Cost: $24,000
Operating Budget Impact: Annual maintenance for this type of vehicle.
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: $8,000
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.
Page 103 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Motor Vehicles and Equipment
Automated Vacuum Truck $210,000 612
Replace 2011 Automated Truck #39 $320,000 612
Replace 2005 Rear Load Truck #9 $200,000 612
New 14 yard Automated Truck $225,000 612
Total Capital $210,000 $320,000 $200,000 $225,000 $0
Art Fund (1%)$2,100 $3,200 $2,000 $2,250 $0 612
Grand Total $212,100 $323,200 $202,000 $227,250 $0
Solid Waste Collection
5 Year Capital Improvement Plan
Page 104 of 135
2018
Solid Waste Collection
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2018 – Automated Vacuum Truck
The Street and Solid Waste Collection would use the Automated Vacuum truck for
picking up leaves out of the gutter and on the boulevards in the residential areas of
town. The Landfill would use it for picking paper out of the fences.
Cost: $210,000
Operating Budget Impact: Annual maintenance and fuel cost
2019 - Replace 2009 Automated Truck #39
This Automated Garbage Truck was purchased in 2009 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: $320,000
Operating Budget Impact: Annual maintenance and fuel cost
Page 105 of 135
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
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
Page 106 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Motor Vehicles and Equipment
Pumps, miscellaneous less than$5,000 $10,000 $10,000 $10,000 $10,000 625
Replace 2011 973 Track Machine $400,000 625
Citizens Campus Development/Asphalt $50,000 625
Landfill Cell Construction $1,600,000 625
Replace 2010 Compactor $975,000 625
625
Sub-total Motor Vehicles and Equipment $410,000 $60,000 $1,610,000 $10,000 $975,000
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 $610,000 $260,000 $1,810,000 $210,000 $1,175,000
Art Fund (1%)$4,100 $600 $16,100 $100 $9,750 625
Grand Total $614,100 $260,600 $1,826,100 $210,100 $1,184,750
Note: Trench/covers are exempt from the 1% Art Fund
Solid Waste Disposal (Landfill)
5 Year Capital Improvement Plan
Page 107 of 135
2018
Solid Waste Disposal / Landfill
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2018 – Replace Crawler Loader
This track machine was purchased in 2011 and is on a five- year schedule to be replaced,
but based on the hours we were able to go two more years. The crawler loader is used
every day for pushing and covering daily garbage, and final cover. This machine is
equipped with a special landfill package, which includes a GPS program to set our
elevations for the vertical expansion.
Cost: $ 400,000
Operating Budget Impact: Annual maintenance and fuel cost
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
Page 108 of 135
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
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
Page 109 of 135
Project Description 2018 2019 2020 2021 2022 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
7th Avenue South & 15th Street South $1,500,000 280
Grand Total $1,650,000 $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
Page 110 of 135
2018
Special Assessment Fund
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2017-2018 15th Street South & 7th Avenue South Assessment Project
The 2017-2018 Assessment Fund includes constructing 15th Street South and 7th Avenue
South street project over a proposed two year time frame. 15th Street South and 7th
Avenue South are both collector streets and the City initiated the design of these two
streets in 2016. The cost of a typical residential street will be assessed to the abutting
property owners and the City will pay for extra width and thickness and the abutting
frontage costs along the City-owned property. The project will include storm sewer and
detention facilities, wetland mitigation and the availibility of affordable housing parcels
on the south side of 15th Street South. The project is currently under design and review
for wetland permitting and will require an assessment hearing. A share of the drainage
improvements will be paid from the Storm Drainage Fund, and will be determined after
the permitting and assessment hearing phases. The total cost of the project
approximately $3,000,000, and the sources of funding will include the assessment fund
balance, 75% Sales and Use Tax and the drainage fund.
Assessment Cost: Not determined at this time
Operating Budget Impact: Funds were transferred from the 75% Sales and Use Tax in
2016 to the Assessment Fund in anticipation of the project.
2018-2022 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.
Page 111 of 135
Sidewalk Replacement Budget
2018 2019 2020 2021 2022
$50,000 $50,000 $50,000 $50,000 $50,000
Sidewalk Inspection Map
Cost: 2018-2022 - $50,000 per year
Operating Budget Impact: The Assessment Fund will cash flow the project.
2018-2022 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 two to three alleys.
Alley Paving Budget
2018 2019 2020 2021 2022
$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.
Page 112 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Infrastructure
Neighborhood Improvements $160,000 $100,000 $100,000 $100,000 $100,000 282
Neighborhood: Remington/Cardinal Area $75,000 282
6th Ave Viaduct – Inlets, pavement repairs, lighting $300,000 282
15th Street S & 7th Avenue S Storm Sewer, drainage & wetland 282
SDSU Joint Project: Upsize 11th St Box Culvert (70% City/30%SDSU)$280,000 282
LeFevre Drive Storm Sewer $150,000 282
State Avenue Watershed Improvement – Phase 2
(8th St & 20th Ave piping)$300,000 282
20th Street South (west) Storm Sewer Pipe and Pond) (TIF)$300,000 320
Larson Park Pond Solar Aerator $5,000 282
SDSU Joint Project: Regional Detention Medary Ave & Bypass (50%
City/50% SDSU)$100,000 282
State Ave Watershed Improvement
Phase 1 (Jefferson piping) (Loan needed for financing)$750,000 282
6th Street Storm Sewer Upgrade
(Main Avenue & Medary Avenue)$350,000 282
5th Avenue Drainage Improvement Project (after 6th St)
Phase 1 (4th St to 6th St) ** may need to be phased $900,000 282
Grand Total $1,570,000 $950,000 $100,000 $1,350,000 $100,000
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
Page 113 of 135
2018
Storm Drainage Fund
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2018-2022 Neighborhood Drainage Improvement Project
The 2017-2021 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 $235,000 in 2018 for two neighborhood areas, and $100,000
per year for 2019-2022.
Cost: 2018: $235,000 for two neighborhood areas
2019-2022: $100,000 per year
Operating Budget Impact: The Storm Drainage Fund will cash flow the project.
2018 Viaduct Repair and Lighting Project
The 2018 Storm Drainage Budget includes a maintenance project to install new inlets,
repair pavement and install warning lighting under the viaduct. This project is currently
under design and will require easements and approval from the railroad authority. The
project is anticipated to be constructed in 2018. The estimated cost of the project is
$300,000.
Cost: $300,000
Operating Budget Impact: The Storm Drainage Budget will fund this project.
Page 114 of 135
2018 University Boulevard (11th Street) Box Culvert Project
The 2018 Storm Drainage Budget includes the anticipated upsizing of 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. The estimated cost for this project is $280,000.
Cost: $280,000
Operating Budget Impact: The Storm Drainage Budget will fund this project.
2018 LeFevre Drive Storm Sewer/Street Project
The 2018 Storm Drainage Budget is the second phase to install storm sewer and
pavement along the LeFevre Drive cul-de-sac. This project will be constructed after the
completion of the Highway 14 Reconstruction Project. The 2018 project will be a
street/drainage project and will include storm sewer along the cul-de-sac that will
connect to the new storm that was installed in 2016. The estimated cost for the storm
sewer share of the project is $150,000.
Cost: $150,000
Operating Budget Impact: The Storm Drainage Budget will fund this project.
Page 115 of 135
2018 State Avenue Watershed Improvement – Phase 2 (8th Street and 20th Avenue
piping)
The 2018 Storm Drainage Budget includes storm sewer improvements in the State
Avenue Watershed, and the first prioritized phase is to install storm sewer and inlets
along 8th Street and 20th Avenue. The project will allow SDSU to connect to the new
storm sewer system to make drainage improvements in the fraternity/sorority area.
The estimated cost for this project is $300,000.
Cost: $300,000
Operating Budget Impact: The Storm Drainage Budget will fund this project.
2018 20th Street South Reconstruction Project
The 2018 Storm Drainage Budget includes storm sewer improvements that will be
installed with the 20th Street South reconstruction project between Main Avenue South
and Rio Grande Avenue. The street project will include storm sewer pipe and detention
facilities. The project is anticipated to be completed in 2018. The estimated cost of the
storm sewer share of the project is $300,000.
Cost: $300,000
Operating Budget Impact: The Storm Drainage Fund will cash flow the project, which
will be reimbursed with TIF funds.
Page 116 of 135
2018 Larson Park Pond Solar Aerator
The 2018 Storm Drainage Budget includes the purchase of a solar aerator for the Larson
Park Pond. The pond experiences algae buildup, and the aerator will assist in decreasing
the algae for easier maintenance. The estimated cost for the equipment is $5,000.
Cost: $5,000
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.
2019 State Avenue Watershed Improvement – Phase 1 (Jefferson Avenue piping)
The 2019 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 2019 and outside financing will need to be obtained. 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.
Page 117 of 135
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. The
street construction project is scheduled by the SDDOT for construction in 2020, with the
cost share payment being due after the project is complete. The estimated cost for this
project 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 with the 6th Street
reconstruction project. The estimated cost for this project is $900,000.
Cost: $900,000
Operating Budget Impact: The Storm Drainage Fund will cash flow the project.
Page 118 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Motor Vehicles and Equipment
Pickup - New Standard Cab 4WD 1/2 Ton $26,000 $28,000 101
Pickup - New Crew Cab 4WD 3/4 Ton $34,000 101
Truck-Tandem Axle-Chassis/Box/Plow-mount $175,000 $180,000 101
Snow Plow-Plow Hitch/Live Hydraulics $12,000 $12,000 101
Sander $34,000 $34,000 101
Payloader $190,000 $200,000 101
Reversible snow plow - Payloader $25,000 101
Motorgrader $315,000 $320,000 101
Side Dump Trailer $50,000 $50,000 101
Street Sweeper $190,000 $195,000 $205,000 101
Backhoe $140,000 101
Asphalt Reclamation Machine $32,000 $32,000 $32,000 $32,000 101
Bucket Truck - Traffic Safety $85,000 101
Fogger - Mosquito Crew $14,000 $15,000 $16,000 101
4 Wheeler - Mosquito Crew $9,000 101
Thermoplastic or MMA Epoxy Equipment $40,000 101
Trailer-Paint $7,000 101
Trailer-Asphalt $9,000 101
Paint West (Metal) building $15,000 101
Sub-total Motor Vehicles and Equipment $573,000 $553,000 $545,000 $541,000 $541,000
Sidewalk and Curb Maintenance
ADA Standard Ramps - 20th Street South $85,000 212/213
ADA Standard Ramps - 8th Street South $185,000 212/213
ADA Standard Ramps - transition plan for City $140,000 $140,000 $140,000 $140,000 212/213
Curb replacement throughout the City $20,000 $20,000 $20,000 $20,000 $20,000 212/213
ADA Ramp, Sidewalk, Curb - Library $2,700 213
Concrete Loading Pad on N. Side Swiftel Center $20,000 213
Sub-total Sidewalk and Curb Maintenance $312,700 $160,000 $160,000 $160,000 $160,000
Street and Railroad Improvements
Chip Sealing / 7-year rotation $308,000 $311,000 $314,000 $317,000 $320,000 212
Bike Improvement with chip seal (City Share)$20,000 $74,000 $172,000 $29,000 $33,750 213
Bike Improvement (TAP Grant)$90,000 Grant
(Bike Master Plan Project #)21d, 21e, 2a, 3b, 4b, 8a 12b, 17c
advisory lane
17a advisory
lane
Street Improvements (City Funds)$1,403,000 $1,840,000 $1,950,000 $1,965,000 $2,240,000 212/213
Street Improvements (Grant- Urban Funds)$1,600,000 $850,000 $1,100,000 $1,500,000 $1,000,000 Grant
Railroad Crossing Improvements (2018-Medary $0)$0 $20,000 $20,000 $0 $0 213
W. 20th S. Main to Cumberland (City)$1,264,000 523
Sub-total Street and Railroad Improvements (grant)$1,690,000 $850,000 $1,100,000 $1,500,000 $1,000,000
Sub-total Street and Railroad Improvements (city)$2,995,000 $2,245,000 $2,456,000 $2,311,000 $2,593,750
Total Capital $5,570,700 $3,808,000 $4,261,000 $4,512,000 $4,294,750
Art Fund (1%)$38,807 $29,580 $31,610 $30,120 $32,948 213
Grand Total $5,609,507 $3,837,580 $4,292,610 $4,542,120 $4,327,698
Note: Art Fund was applied to the City's share only.
Street Department
5 Year Capital Improvement Plan
Page 119 of 135
2018
Street Department
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2018-2022 - 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.
2018: Replace 2000 Ford F150 Pickup with
New Standard Cab 4WD ½ Ton
Cost New: $26,000
2020: Replace 2006 Chevy 6F210 Pickup with
New Standard Cab 4WD ½ Ton
Cost New: $28,000
Page 120 of 135
2021: Replace 2006 Chevy K3500 Pickup with
New Crew Cab 4WD ¾ Ton
Cost New: $34,000
2018-2022 - 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.
2018: Replace 2000 GMC Tandem Truck
Cost New: $175,000
2020: Replace 2000 GMC Tandem Truck
Cost New: $180,000
Page 121 of 135
2021: Bucket Truck for Traffic Safety Dept
Cost New: $85,000
2018-2020 - 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.
2018: Replace 2007 Monroe Sander
Cost New: $34,000
2020: Replace 1997 Swenson Sander
Cost New: $34,000
2018-2020 - 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.
2018: Replace 1992 Monroe Snow Plow/Plow Hitch/Live Hydraulics
Cost New: $12,000
Page 122 of 135
2018: Purchase an Additional Payloader to
Bring Fleet to a Total of Four
Cost New: $190,000
2018: Purchase Thermoplastic or Epoxy Paint Equipment that
will provide longer-lasting street markings for the
Traffic Control Program.
Cost New: $40,000
2018: Purchase Side Dump Trailer
Cost New: $50,000
Page 123 of 135
2018: Payment for Asphalt Reclamation Machine
Cost New: $32,000
2018: Purchase an Additional Mosquito Fogger to
Bring Fleet to a Total of Three
Cost New: $14,000
2019: Replace 2012 Elgin Pelican Street Sweeper
Cost New: $190,000
2019: Purchase an Additional Motorgrader to
Bring Fleet to a Total of Four
Cost New: $315,000
Page 124 of 135
2019: Replace 1988 DCT Trailer
Cost New: $7,000
2019: Replace 2005 Polaris ATV
Cost New: $9,000
2019: Payment for Asphalt Reclamation Machine
Cost New: $32,000
2020: Replace 1994 Monroe Snow Plow/Plow Hitch/Live Hydraulics
Cost New: $12,000
Page 125 of 135
2020: Payment for Asphalt Reclamation Machine
Cost New: $32,000
2020: Reversible Snow Plow for Payloader
Cost New: $25,000
2020: Replace 2004 Clarke Mosquito Fogger
Cost New: $15,000
2020: Replace 2014 Elgin Pelican Street Sweeper
Cost New: $195,000
Page 126 of 135
2020: Replace 1990 DCT Trailer
Cost New: $9,000
2021: Replace 2006 John Deere Payloader
Cost New: $200,000
2021: Payment for Asphalt Reclamation Machine
Cost New: $32,000
2021: Purchase Side Dump Trailer
Cost New: $50,000
Page 127 of 135
2021: Replace 1984 Case Backhoe
Cost New: $140,000
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: $205,000
2022: Replace 2008 Cougar Mosquito Fogger
Cost New: $16,000
Page 128 of 135
2020 – Buildings
2020: Paint Metal Building – 602 2nd Street
Cost New: $15,000
2018-2022- ADA Standard Ramps
Convert city ramps to ADA standards per transition plan for City.
Operating Budget Impact: N/A
2018 Cost: $270,000 (two projects: 8th Street South & 20th Street South)
2019 Cost: $140,000
2020 Cost: $140,000
2021 Cost: $140,000
2022 Cost: $140,000
2018-2022 - Curb Replacement
Replace damaged curbs throughout the City.
Operating Budget Impact: N/A
2018 Cost: $20,000
2019 Cost: $20,000
2020 Cost: $20,000
2021 Cost: $20,000
2022 Cost: $20,000
2018 – Miscellaneous Concrete Work
2018: ADA Ramp, Sidewalk and Curb at Library: $2,700
2018: Concrete Loading Pad on N. Side Swiftel Center: $20,000
Page 129 of 135
2018 Budget
5 year Capital Improvement Plan **Note: MP= Bicycle Master Plan Project ID Number
Street Improvements, Maintenance & Overlays
5/15/2017 STREET
LENGTH WIDTH WORK COST
STREET FROM ..... TO .....(FEET) (FEET)REQUIRED
2018
20th Street South Main Avenue to Medary Avenue 2600 36 Mill and 2" asphalt overlay with striping $230,000.00
DOT: 3/4 Access on 6th Street 6th Street & Lefevre Drive - DOT Projec City share of 3/4 Access per SDDOT agreement $191,000.00
3rd Avenue Harvey Dunn to 11th Street 700 35 Mill and 2" asphalt overlay $50,000.00
3rd Avenue Harvey Dunn to 11th Street Bike Boulevard (MP#3a)$22,000.00
Lefevre Drive Lefevre Drive to west culdesac 733 30 Remove asphalt, pave with concrete $250,000.00
Lefevre Drive Lefevre Drive to west culdesac Shared Use Path, 8' concrete (MP#26)$50,000.00
Elm Avenue 5th Street South to 8th Street South 1200 35 Mill and 2" asphalt overlay $100,000.00
7th Street South Elm Avenue to Heritage Avenue 300 35 Mill and 2" asphalt overlay $40,000.00
Eberline Drive Hunters Ridge Road to 20th Street So.1000 26 Mill and 2" asphalt overlay with fillets $50,000.00
Faculty Drive 6th Street to 7th Street Reclaim, digout, asphalt paving $400,000.00
12th Street South Medary Avenue to 22nd Avenue 5280 30 Mill, 2" asphalt overlay, fillets, ramps, loops @ 17th Ave $520,000.00
$1,903,000.00
Urban STP Project:
Eastbrook Dr. & Sunrise Rdg. 6th Street to 22nd Avenue 4900 40 Mill and 2" asphalt overlay $800,000.00
22nd Avenue Dairy Queen driveway to Yorkshire Dr.1600 48 Widen 4' W, mill across road, 2" asphalt overlay, striping $800,000.00
2019
8th Street South Medary Avenue to 22nd Avenue 5280 44 Mill, 2" asphalt overlay, 5' striped bike lane (MP#18b)$920,000.00
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 $70,000.00
Hunters Ridge Main Avenue to 7th Avenue South 1200 26 Mill and 2" asphalt overlay with fillets $90,000.00
20th Street South Medary Avenue to 22nd Avenue 5280 36 Mill and 2" asphalt overlay with striping $580,000.00
$1,840,000.00
Urban STP Project:
3rd Street Medary Avenue to 22nd Avenue 5280 28 Mill and 2" asphalt overlay with striping $850,000.00
(explore parking removal) (MP#11e,11f)(measure to see if there is room for striped bike lane)
2020
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 $400,000.00
8th Street South Main Avenue S to Medary Avenue 2600 44 Mill, 2" asphalt overlay, 5' striped bike lane (MP#18b)$420,000.00
7th Avenue South Remington Drive to Hunters Ridge Drive 2000 36 Mill and 2" asphalt overlay $200,000.00
17th Avenue South 15th 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)
7th Ave S 8th Street S to 5th Street S 1300 30 Mill and 2" asphalt overlay with striping $80,000.00
$1,950,000.00
Urban STP Project:
22nd Avenue Yorkshire Dr. to RxR Tracks 2600 48 Widen 4' E, mill across road, 2" asphalt overlay, striping $1,100,000.00
2021
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 $60,000.00
5th Street South Medary Avenue to 17th Avenue South 2800 30 Mill and 2" asphalt overlay with striping $130,000.00
8th Avenue 6th Street to 11th Street 2600 26 Mill and 2" asphalt overlay with fillets $200,000.00
7th Avenue 6th Street to 11th Street 2600 30 Mill entire street width, 2" asphalt overlay $310,000.00
Division Avenue Main Ave S to 2nd St S 2500 30 Mill and 2" asphalt overlay $200,000.00
8th Avenue 6th Street to 11th Street 2600 26 Mill and 2" asphalt overlay with fillets $200,000.00
Railroad Street 1st Ave S to Western Avenue Concrete Pavement Repairs $150,000.00
16th Avenue 3rd Street to Derdall Dr 1800 30 Mill and 2" asphalt overlay with ramps & fillets $300,000.00
17th Avenue South 20th Street South to 24th Street South 1700 36 Mill and 2" asphalt overlay with fillets & ramps $260,000.00
17th Avenue South 20th Street South to 24th Street South Bike Boulevard (MP#21d)$55,000.00
$1,965,000.00
Urban STP Project:
22nd Avenue R x R Tracks to 12th Street South 3000 48 Widen 4'E, mill across road, 2" asphalt overlay, striping $1,500,000.00
2022
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 $100,000.00
8th Street Medary Avenue to 20th Avenue 4300 26 Mill and 2" asphalt overlay with fillets & ramps $500,000.00
8th Street Medary Avenue to 20th Avenue Shared Use Path (MP#341)$340,000.00
7th Avenue 6th Street to 11th Street 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 $900,000.00
$2,240,000.00
Urban STP Project:
22nd Avenue 12th Street South to 20th Street South Mill entire street width, 2" asphalt overlay, restripe $1,000,000.00
Page 130 of 135
Page 131 of 135
Project Description 2018 2019 2020 2021 2022 Fund
Capital Transfer $300,000 $300,000 $300,000 $400,000 $400,000 213
Total Capital $300,000 $300,000 $300,000 $400,000 $400,000
Art Fund (1%)$3,000 $3,000 $3,000 $4,000 $4,000 213
Grand Total $303,000 $303,000 $303,000 $404,000 $404,000
Swiftel Center
5 Year Capital Improvement Plan
Page 132 of 135
Debt Service Expense 2023 2024 2025 2026 2027
Funding
Source
Debt Service (Principal)$522,823 $539,098 $557,009 $574,940 $736,112 213
Debt Service (Interest)$212,088 $195,813 $177,902 $159,971 213
Health System $100,000 $100,000 $100,000 $100,000 $75,000 213
SDSU PAC $916,666 $916,666 $916,666 $916,666 $916,666 213
TOTAL $1,751,577 $1,751,577 $1,751,577 $1,751,577 $1,727,778
Community Reinvestment Plan (CRP)
2022-2026
Page 133 of 135
Infrastructure Expense 2023 2024 2025 2026 2027
Funding
Source
Infrastructure - 20th St. S, 22nd Ave. to Interstate $800,000 213
Overpass $6,800,000 213
Streets (digouts and overlays)$1,042,441 $1,094,563 $1,149,292 $1,206,756 $1,823,260 213
Drainage $120,000 $913,000 $8,100,000 $3,980,000 $480,000 282
Airport (these are total project costs - city match TBD)$2,000,000 $1,000,000 $500,000 $500,000 $1,250,000 606/213
TOTAL $3,162,441 $3,007,563 $9,749,292 $13,286,756 $3,553,260
Community Reinvestment Plan (CRP)
2022-2026
Page 134 of 135
Land, Buildings & Facilities/Other Expense 2023 2024 2025 2026 2027
Funding
Source
Land
Land (Future Swiftel Center parking east of 34th Ave)213
Landfill
Replace 2010 Compactor 625
Replace 1996 Cat Blade $500,000 625
Replace 2014 JD Dozer $600,000 625
Replace 2013 644 JD Loader $450,000 625
Landfill Gas Collection System(Based on 5 year testing)$1,500,000 625
Parks
General Park & Trails
(includes Gustafson pond and Airport Trail)$1,000,000 $1,000,000 $1,000,000 $1,000,000 213
Rec Center Opt-out
Fire
Fire Department - Engine 2 (2005)$550,000 422
Fire Department - Rescue 1 (2005)$850,000 422
Fire Department - Engine 3 (2009)$525,000 422
Fire Department - Truck Set Aside $150,000 $150,000 $150,000 422
Facilities
Library - replace hot water boilers $110,000 101
Swiftel Center - Capital Improvements $300,000 $300,000 $300,000 $2,300,000 $300,000
TOTAL $2,910,000 $1,825,000 $2,050,000 $5,800,000 $450,000
Community Reinvestment Plan (CRP)
2022-2026
Page 135 of 135