HomeMy WebLinkAbout2016_08_09 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!"
Council Chambers6:00 PMTuesday, August 9, 2016
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.
6:00 PM REGULAR MEETING
1. Call to Order / Pledge of Allegiance.
2. Record of Council Attendance.
3. Consent Agenda:
Action: Motion to Approve, Request Public Comment, Roll Call
Matters appearing on the Consent Agenda are expected to be non-controversial and
will be acted upon by the Council at one time, without discussion, unless a member of
the Council or City Manager requests an opportunity to address any given item. Items
removed from the Consent Agenda will be discussed at the beginning of the formal
items. Approval by the Council of the Consent Agenda items means that the
recommendation of the City Manager is approved along with the terms and conditions
described in the agenda supporting documentation.
3.A. Action to approve the agenda.
3.B.ID 2016-0532 Action to approve the July 19 City Council Minutes.
7/19/2016 MinutesAttachments:
3.C.RES 16-063 Action on Resolution 16-063, a Resolution authorizing the City Manager
to sign a Liquor Operating Agreement renewal for Nine, Inc., dba 9 Bar
Nightclub, Gus Theodospoulos, Jeremy Deutsch, Chris Stoltenberg,
owners, 303 Main Ave., legal description: Lot 2, Block 3, Original Plat
Addition.
Page 1 City of Brookings
August 9, 2016City Council Meeting Agenda
Resolution
Operating Agreement
Attachments:
3.D.RES 16-064 Action on Resolution 16-064, a Resolution authorizing the City Manager
to sign a Wine Operating Agreement renewal for CHS, Inc., dba Cenex
Zip Trip #63, 1005 6th Street, legal description: Lots 1-2, Block 1, Randi
Peterson Addition.
Resolution
Operating Agreement
Attachments:
3.E.RES 16-065 Action on Resolution 16-065, a Resolution authorizing the City Manager
to sign a Liquor Operating Agreement renewal for Pints & Quarts,
Brennan and Lori Sullivan, owners, 313 Main Avenue, legal description:
Lot 7, Block 3, Original Plat Addition.
Resolution
Operating Agreement
Attachments:
3.F.RES 16-066 Action on Resolution 16-066, a Resolution authorizing the City Manager
to sign a Liquor Operating Agreement renewal for Fergen Enterprises,
Inc., dba Ray’s Corner, Mike Fergen, owner, 401 Main Avenue, legal
description: East 119' of Lot 1, Block 6, Original Plat Addition.
Resolution
Operating Agreement
Attachments:
3.G.RES 16-067 Action on Resolution 16-067, a Resolution authorizing the City Manager
to sign a Liquor Operating Agreement renewal for W&P of Brookings,
LLC, dba Buffalo Wild Wings Grill & Bar, Todd and Susan LaHaise,
owners, 1801 6th Street, legal description: Lot 6, Village Square Mall
Addition.
Resolution
Operating Agreement
Attachments:
4. Items removed from Consent Agenda.
Action: Motion to Approve, Request Public Comment, Roll Call
5. Open Forum/Presentations/Reports:
5.A. Open Forum.
At this time, any member of the public may request time on the agenda for an item not
listed. Items are typically scheduled for the end of the meeting; however, very brief
announcements or invitations will be allowed at this time.
5.B. SDSU Student Association Report.
6. Contracts/Change Orders:
Page 2 City of Brookings
August 9, 2016City Council Meeting Agenda
6.A.RES 16-070 Action on Resolution 16-070, a Resolution awarding bids on
2016-09STI, LeFevre Drive Storm Sewer Project.
ResolutionAttachments:
7. Ordinance First Readings:
No vote is taken on the first reading of an Ordinance. The title of the Ordinance is read
and the date for the public hearing is announced.
7.A.ORD 16-015 Introduction and First Reading on Ordinance 16-015, an Ordinance to
Rezone the S ½ of NW ¼ of Section 34-T110N-R50W from an
Agricultural A District to a Single Family R-1C District, Single Family
R-1D District, Two-Family Residence R-2 District, and Multi-Family
Residence R-3 District and from a Single Family R-1C District to a
Multi-Family R-3 District (West of Timberline Addition). Public Hearing:
August 23, 2016.
Ordinance
Public Notice
Planning Commission Minutes
Current Zoning Map
Rezoning Proposal Area Map
Proposed Zoning Map
Timberline Zoning Map
Flood Plain Boundary Map
Attachments:
Legislative History
7/26/16 City Council read into the record
8. Public Hearings and Second Readings:
9. Other Business:
9.A.RES 16-068 Action on Resolution 16-068, a Resolution of Intent to Lease to
Brookings Economic Development Corporation.
Resolution
Notice
Lease Agreement
Attachments:
9.B.RES 16-069 Action on Resolution 16-069, a Resolution authorizing the Acquisition of
Real Estate for Park Maintenance Facility.
Page 3 City of Brookings
August 9, 2016City Council Meeting Agenda
Resolution
Purchase Agreement
Letter of Interest to owner
Photo of subject parcel
Property Tax Record, Assessed Valuation
Attachments:
10.ID 2016-0531 Budget Workshop #3: 2017 Proposed Budget Summary
Budget Message
2017-Budget Summary
2017-75% Sales Tax
2017 Budget Narrative Airport
2017 Budget Narrative City Attorney
2017 Budget Narrative City Clerk
2017 Budget Narrative City Council
2017 Budget Narrative City County Government Building
2017 Budget Narrative City Manager
2017 Budget Narrative Community Development
2017 Budget Narrative Engineering
2017 Budget Narrative Finance
2017 Budget Narrative Fire
2017 Budget Narrative Gen Govt Buildings
2017 Budget Narrative HR
2017 Budget Narrative IT
2017 Budget Narrative Library
2017 Budget Narrative Liquor
2017 Budget Narrative Park, Rec, Forestry
2017 Budget Narrative R & T Center
2017 Budget Narrative Special Assessment
2017 Budget Narrative Storm Drainage
2017 Budget Narrative Street Dept
2017 Budget Narrative SW Collection
2017 Budget Narrative SW Disposal
2017 Budget Narrative Swiftel
Attachments:
11. 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.
12. Adjourn.
Page 4 City of Brookings
August 9, 2016City Council Meeting Agenda
Brookings City Council:
Tim Reed, Mayor, Keith Corbett, Deputy Mayor & Council Member
Council Members Patty Bacon, Dan Hansen, Mary Kidwiler, Ope Niemeyer, 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
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 5 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 2016-0532,Version:1
Action to approve the July 19 City Council Minutes.
Attachments:
July 19 Minutes
City of Brookings Printed on 8/4/2016Page 1 of 1
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Brookings City Council
July 19, 2016 (unapproved)
The Brookings City Council held a Study Session on Tuesday, July 19, 2016 at 5:00
p.m., at City Hall with the following members present: Mayor Tim Reed, Council
Members Keith Corbett, Dan Hansen, Mary Kidwiler, Patty Bacon, and Ope Niemeyer.
Council Member Nick Wendell was absent. City Attorney Steve Britzman, City Manager
Jeffrey Weldon, and Deputy City Clerk Bonnie Foster were also present.
Discussion topics included an update from SDSU President Barry Dunn; 2017 Budget
Workshop #2: 2017 Proposed Budget Summary; discussion regarding House Bill 1218
– an act to require certain notice procedures for any revision of municipal ordinances;
and, City Council Ex-Officio Reports.
Motion was made by Mayor Reed, seconded by Council Member Niemeyer, to ask City
Attorney and staff to assemble policy stating that any changes will require another
reading to include style and form. The motion carried by the following vote: Yes: 6 -
Corbett, Niemeyer, Hansen, Reed, Kidwiler, and Bacon; Absent: 1 – Wendell.
Introduction of topics for future discussion. A motion was made by Mayor Reed,
seconded by Council Member Bacon, to have staff research and develop a plan to give
the ability for a neighborhood to establish a residential permit parking zone where the
streets are adversely impacted by the parking of vehicles during certain hours by
nonresidents of the area. The motion carried by the following vote: Yes: 6 - Corbett,
Niemeyer, Hansen, Reed, Kidwiler, and Bacon; Absent: 1 – Wendell.
Adjourn. A motion was made by Council Member Niemeyer, seconded by Council
Member Corbett, to adjourn the meeting at 7:01 p.m. The motion carried by a
unanimous vote.
CITY OF BROOKINGS
ATTEST: Tim Reed, Mayor
Shari Thornes, City Clerk
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:RES 16-063,Version:1
Action on Resolution 16-063, a Resolution authorizing the City Manager to sign a Liquor Operating
Agreement renewal for Nine, Inc., dba 9 Bar Nightclub, Gus Theodospoulos, Jeremy Deutsch, Chris
Stoltenberg, owners, 303 Main Ave., legal description: Lot 2, Block 3, Original Plat Addition.
Summary:
The City of Brookings enters into Wine Operating Agreements for a 10-year period with a renewal at
five years. This Resolution would allow the City Manager to enter into a 10-year agreement, with a
mid-term renewal held in five (5) years.
Recommendation:
Staff recommends approval.
Attachments:
Resolution
Operating Agreement
City of Brookings Printed on 8/4/2016Page 1 of 1
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Resolution 16-063
Liquor Operating Agreement
Nine, Inc., dba 9 Bar Nightclub
Be It Resolved by the City of Brookings, South Dakota, that the City Council hereby
approves a Lease Agreement for the Operating Liquor Management Agreement
between the City of Brookings and Nine, Inc., dba 9 Bar Nightclub, Gus
Theodosopoulos, Jeremy Deutsch, Chris Stoltenberg, owners, for the purpose of a
liquor manager to operate the On-Sale Establishment or business for and on behalf of
the City of Brookings at 303 Main Avenue.
Be It Further Resolved that the City Manager be authorized to execute the Agreement
on behalf of the City, which shall be for a period of ten (10) years, with a renewal in five
(5) years.
Passed and approved this 9th day of August, 2016.
CITY OF BROOKINGS
Tim Reed, Mayor
ATTEST:
Shari Thornes, City Clerk
LIQUOR OPERATING AGREEMENT
Nine, Inc., dba 9 Bar Nightclub
THIS AGREEMENT made and entered into by and between the CITY OF
BROOKINGS, a municipal corporation of the State of South Dakota, hereinafter referred
to as the “City” and Nine, Inc., dba 9 Bar Nightclub, Gus Theodosopoulos, Jeremy
Deutsch, Chris Stoltenberg, owners, hereinafter referred to as “Manager.”
WITNESSETH;
WHEREAS, the City has been issued an on-sale alcoholic beverage license and is
engaged in the sale of alcoholic beverages, and
WHEREAS, the City desires to enter into an Operating Agreement on a limited basis
with the Manager for the purpose of operating an on-sale establishment or business for
and on behalf of the City pursuant to law, and
WHEREAS, the Manager has offered to have facilities in which to operate said on-sale
establishment solely upon the premises hereinafter described.
NOW, THEREFORE IT IS MUTUALLY AGREED AS FOLLOWS:
I.
This Agreement is made and entered into on a limited basis between the parties hereto
to allow the Manager to operate a retail on-sale premises, pursuant to and in
accordance with all of the terms and conditions of this Agreement in accordance with all
State laws and City Ordinances now in effect and as may be enacted in the future.
II.
The Manager shall be individually responsible for all operating expenses of said on-sale
establishment, including but not limited to utilities, taxes, insurance, and license fees, if
any.
The Manager shall furnish all equipment and fixtures necessary to operate the
establishment.
III.
The on-sale establishment shall be located upon real estate in the City of Brookings,
South Dakota, described as:
Lot 2, Block 3, Original Plat Addition
IV.
The Manager shall dispense only alcoholic beverages supplied by the Municipal Off-
Sale establishment.
V.
This Agreement shall be in full force and effect for a period of five (5) years, with the
Manager having the option and privilege of a five (5) year extension, subject to the
approval of the governing body of the City of Brookings.
VI.
Either the Manager or the City may terminate this Agreement without cause upon ninety
(90) days written notice served by either party upon the other. The City reserves the
right to immediately suspend or revoke this Agreement without ninety (90) days written
notice for alcohol related violations in accordance with the provisions of Resolution No.
25-88 or any amendments thereto or for any late payments for alcoholic beverages
supplied by the Municipal Off-Sale Establishment to be sold on the premises of
Manager.
VII.
The Manager shall receive as full compensation for its services rendered, the net profit
from the on-sale establishment under its management, and the sole profit to be derived
by the City shall be the markup hereinafter set forth on alcoholic beverages furnished by
the municipality to the Manager for the purposes of resale on the premises as above
described.
VIII.
The Manager shall pay to the City for all alcoholic beverages sold by the City to the
Manager for resale on the above-described premises, the actual cost of distilled spirits
and wine supplied by the City, plus eleven percent (11%) in excess of such cost; the
Manager shall pay to the City for all malt beverages sold by the City to the Manager for
resale on the above-described premises, the actual cost of malt beverages, plus ten
percent (10%) in excess of such cost. The actual cost shall include cost price and
transportation charges. The markup percentages provided in this Agreement are
subject to change by the City of Brookings. In the event markup percentages are
changed by Ordinance, then the markup percentages provided by City Ordinance shall
supercede the markup percentages provided herein. The Manager further agrees that if
either of the markup percentages shall be increased at any time by the City, the
Manager shall pay the markup as so increased.
IX.
A complete and detailed record shall be maintained by the City of all alcoholic
beverages supplied to the on-sale Manager and such alcoholic beverages so supplied
shall be evidenced by pre-numbered invoices prepared in triplicate showing the date,
quality, brand, size, and actual cost of such item, and such invoice shall bear the
signature of the authorized representative of the on-sale Manager or its authorized
representative. One copy thereof shall be retained by the Municipal off-sale
establishment, one copy shall be retained by the on-sale establishment, and one copy
shall be filed with the City Clerk. All copies shall be kept as permanent records and
made available for reference and audit purposes. The Manager also agrees to maintain
a complete record of all alcoholic beverages received from the City.
X.
In consideration of the covenants herein contained, the Manager agrees to pay the
CITY OF BROOKINGS, One Thousand Five Hundred, and no/100 Dollars ($1,500.00),
constituting the Annual License Fee on or by the 1st day of November of each year
thereafter as long as this agreement shall remain in force and effect. The payment of
the Annual Renewal License Fee will not extend the term of this Operating Agreement
beyond the term provided therein. The Manager further agrees that if the annual fee
shall be increased at any time by the legislature, the Manager shall pay the amount of
any such increase.
XI.
The Manager agrees to keep the premises in a neat, clean and attractive appearance,
and Manager further agrees to operate said on-sale establishment only on such days
and at such hours as permitted by state law and city ordinances.
XII.
The Manager shall have the right to return, at any time, alcoholic beverages received
from the City and to receive in return any deposit made for such alcoholic beverages; in
the event of termination of the business, all unused alcoholic beverages, which may be
resold without discount may be returned to the City and the Manager shall be
reimbursed for the of such alcoholic beverages.
XIII.
The Manager agrees to abide by the credit policies of the City and acknowledges, by
execution of this Agreement, receipt of a copy of the credit policies of the City. The City
reserves the right to change or terminate its credit policies at any time, but shall be
required to provide written notice to Manager prior to the effective date of the change or
termination date of the credit policies.
XIV.
The Manager agrees to furnish the City upon demand, evidence of payment of the
following:
A. All salaries of on-sale employees;
B. Social Security and withholding taxes on said employees;
C. Worker’s Compensation insurance premiums covering said employees;
D. Unemployment taxes on the payrolls of said employees;
E. General liability insurance protecting both the City and the Manager against
claims for injury or damages to persons or property, said policy to have
general liability limits of at least Five Hundred Thousand Dollars
($500,000.00) single limit, and One Million Dollars ($1,000,000.00) aggregate,
and a limitation of Fifty Thousand Dollars ($50,000.00) for damage to
property. The general liability insurance limits are subject to change and
Manager agrees to change limits of insurance if required by the City;
F. Rent and utility bills; and
G. Any and all miscellaneous expenses, including taxes.
XV.
The Manager agrees to observe all Federal and State laws and ordinances of the City
of Brookings.
XVI.
The City covenants and agrees to furnish the on-sale license to Manager pursuant to
the terms and conditions of this Operating Agreement and the terms and conditions of
the on-sale license.
XVII.
The City has the right to make inspections and investigations of the premises during the
hours of operation, and make audits and examinations of the records of the Manager
relating to the on-sale establishment.
XVIII.
It is further specifically understood and agreed that the waiver of the rights of the City
under this Agreement shall not constitute a continuous waiver, and any violation or
breach of the terms of this Agreement by the Manager shall constitute a separate and
distinct offense and grounds for immediate termination and revocation of this
Agreement.
XIX.
This agreement shall not be assignable to another person or location without the written
consent of the City.
IN WITNESS WHEREOF, the parties hereto have executed this Agreement which is
effective this 9th day of August, 2016.
CITY OF BROOKINGS, South Dakota
A Municipal Corporation
By:
ATTEST:Jeffrey W. Weldon, City Manager
Shari Thornes, City Clerk
MANAGER
By:
By:
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:RES 16-064,Version:1
Action on Resolution 16-064, a Resolution authorizing the City Manager to sign a Wine Operating
Agreement renewal for CHS, Inc., dba Cenex Zip Trip #63, 1005 6th Street, legal description: Lots 1-
2, Block 1, Randi Peterson Addition.
Summary:
The City of Brookings enters into Wine Operating Agreements for a 10-year period with a renewal at
five years. The Operating Agreement for CHS, Inc., dba Cenex Zip Trip #63, located at 1005 6 th
Street, is at the five-year point in the 10-year Agreement. This Resolution will allow the City Manager
to enter into the remaining five-years of the Agreement, effective through 2021.
Recommendation:
Staff recommends approval.
Attachments:
Resolution
Operating Agreement
City of Brookings Printed on 8/4/2016Page 1 of 1
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Resolution 16-064
Wine Operating Agreement Renewal
CHS, Inc., dba Cenex Zip Trip #63
Be It Resolved by the City of Brookings, South Dakota, that the City Council hereby
approves a Lease Agreement renewal for the Operating Liquor Management
Agreement for On-Sale Wine between the City of Brookings and CHS, Inc., dba Cenex
Zip Trip #63, for the purpose of a liquor manager to operate the On-Sale Establishment
or business for and on behalf of the City of Brookings at 1005 6th Street.
Be It Further Resolved that the City Manager be authorized to execute the Lease
Agreement renewal on behalf of the City, which shall be for a period of five (5) years.
Passed and approved this 9th day of August, 2016.
CITY OF BROOKINGS
Tim Reed, Mayor
ATTEST:
Shari Thornes, City Clerk
On-Off Sale Wine Operating Agreement - Renewal
CHS, Inc., dba Cenex Zip Trip #63
THIS AGREEMENT made and entered into by and between the City of Brookings, a
municipal corporation of the State of South Dakota, hereinafter referred to as the “City”
and CHS, Inc., dba Cenex Zip Trip #63, hereinafter referred to as “Manager.”
WITNESSETH;
WHEREAS, the City has been issued an on-sale alcoholic beverage license and is
engaged in the sale of alcoholic beverages, and
WHEREAS, the City desires to enter into an Operating Agreement on a limited basis
with the Manager for the purpose of operating an on-off sale establishment or business
for and on behalf of the City pursuant to law, and
WHEREAS, the Manager has offered to have facilities in which to operate said on-off
sale establishment solely upon the premises hereinafter described.
NOW, THEREFORE IT IS MUTUALLY AGREED AS FOLLOWS:
I.
This Agreement is made and entered into on a limited basis between the parties hereto
allow the Manager to operate a retail on-off sale premises, pursuant to and in
accordance with all of the terms and conditions of this Agreement in accordance with all
State laws and City Ordinances now in effect and as may be enacted in the future.
II.
The Manager shall be individually responsible for all operating expenses of said on-off
sale establishment, including but not limited to utilities, taxes, insurance, and license
fees, if any.
The Manager shall furnish all equipment and fixtures necessary to operate the
establishment.
III.
The on-off sale establishment shall be located upon real estate in the City of Brookings,
South Dakota, described as:
Lots 1-2, Block 1, Randi Peterson Addition
IV.
The Manager shall dispense only alcoholic beverages supplied by the Municipal Off-
Sale Establishment.
V.
This Agreement constitutes a renewal of the current Operating Agreement and shall be
in full force and effect for a period of five (5) years.
VI.
Either the Manager or the City may terminate this Agreement without cause upon ninety
(90) days written notice served by either party upon the other. The City reserves the
right to immediately suspend or revoke this Agreement without ninety (90) days written
notice for alcohol related violations in accordance with the provisions of Resolution No.
25-88 or any amendments thereto or for any late payments for alcoholic beverages
supplied by the Municipal Off-Sale Establishment to be sold on the premises of
Manager.
VII.
The Manager shall receive as full compensation for its services rendered, the net profit
from the on-off sale establishment under its management, and the sole profit to be
derived by the City shall be the markup hereinafter set forth on alcoholic beverages
furnished by the municipality to the Manager for the purposes of resale on the premises
as above described.
VIII.
The Manager shall pay to the City for all alcoholic beverages sold by the City to the
Manager for resale on the above-described premises, the actual cost of distilled spirits
and wine supplied by the City, plus eleven percent (11%) in excess of such cost; the
Manager shall pay to the City for all malt beverages sold by the City to the Manager for
resale on the above-described premises, the actual cost of malt beverages, plus ten
percent (10%) in excess of such cost. The actual cost shall include cost price and
transportation charges. The markup percentages provided in this Agreement are
subject to change by the City of Brookings. In the event markup percentages are
changed by Ordinance, then the markup percentages provided by City Ordinance shall
supercede the markup percentages provided herein. The Manager further agrees that if
either of the markup percentages shall be increased at any time by the City, the
Manager shall pay the markup as so increased.
IX.
A complete and detailed record shall be maintained by the City of all alcoholic
beverages supplied to the on-sale Manager and such alcoholic beverages so supplied
shall be evidenced by prenumbered invoices prepared in triplicate showing the date,
quality, brand, size, and actual cost of such item, and such invoice shall bear the
signature of the authorized representative of the on-sale Manager or its authorized
representative. One copy thereof shall be retained by the Municipal off-sale
establishment, one copy shall be retained by the on-sale establishment, and one copy
shall be filed with the City Clerk. All copies shall be kept as permanent records and
made available for reference and audit purposes. The Manager also agrees to maintain
a complete record of all alcoholic beverages received from the City.
X.
In consideration of the covenants herein contained, the Manager agrees to pay the
CITY OF BROOKINGS, Three Hundred and Twenty-Five Hundred, and no/100 Dollars
($325.00), constituting the Annual License Fee on or by 1st day of June of each year
thereafter as long as this agreement shall remain in force and effect. The payment of
the Annual Renewal License Fee will not extend the term of this Operating Agreement
beyond the term provided therein. The Manager further agrees that if the annual fee
shall be increased at any time by the legislature, the Manager shall pay the amount of
any such increase.
XI.
The Manager agrees to keep the premises in a neat, clean and attractive appearance,
and Manager further agrees to operate said on-sale establishment only on such days
and at such hours as permitted by state law and city ordinances.
XII.
The Manager shall have the right to return, at any time, alcoholic beverages received
from the City and to receive in return any deposit made for such alcoholic beverages; in
the event of termination of the business, all unused alcoholic beverages, which may be
resold without discount may be returned to the City and the Manager shall be
reimbursed for the of such alcoholic beverages.
XIII.
The Manager agrees to abide by the credit policies of the City and acknowledges, by
execution of this Agreement, receipt of a copy of the credit policies of the City. The City
reserves the right to change or terminate its credit policies at any time, but shall be
required to provide written notice to Manager prior to the effective date of the change or
termination date of the credit policies.
XIV.
The Manager agrees to furnish the City upon demand, evidence of payment of the
following:
A. All salaries of on-off sale employees;
B. Social Security and withholding taxes on said employees;
C. Worker’s Compensation insurance premiums covering said employees;
D. Unemployment taxes on the payrolls of said employees;
E. General liability insurance protecting both the City and the Manager against
claims for injury or damages to persons or property, said policy to have general
liability limits of at least Five Hundred Thousand Dollars ($500,000.00) single
limit, and One Million Dollars ($1,000,000.00) aggregate, and a limitation of Fifty
Thousand Dollars ($50,000.00) for damage to property. The general liability
insurance limits are subject to change and Manager agrees to change limits of
insurance if required by the City;
F. Rent and utility bills;
G. Any and all miscellaneous expenses, including taxes.
XV.
The Manager agrees to observe all Federal and State laws and ordinances of the City
of Brookings.
XVI.
The City covenants and agrees to furnish the on-sale license to Manager pursuant to
the terms and conditions of this Operating Agreement and the terms and conditions of
the on-off sale license.
XVII.
The City shall have the right to make inspections and investigations of the premises
during the hours of operation, and make audits and examinations of the records of the
Manager relating to the on-off sale establishment.
XVIII.
It is further specifically understood and agreed that the waiver of the rights of the City
under this Agreement shall not constitute a continuous waiver, and any violation or
breach of the terms of this Agreement by the Manager shall constitute a separate and
distinct offense and grounds for immediate termination and revocation of this
Agreement.
XIV.
This agreement shall not be assignable to another person or location without the written
consent of the City.
IN WITNESS WHEREOF, the parties hereto have executed this Agreement this 9th day
of August, 2016.
CITY OF BROOKINGS, South Dakota
A Municipal Corporation
By:
ATTEST:Jeffrey W. Weldon, City Manager
Shari Thornes, City Clerk
MANAGER
By:
By:
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:RES 16-065,Version:1
Action on Resolution 16-065, a Resolution authorizing the City Manager to sign a Liquor Operating
Agreement renewal for Pints & Quarts, Brennan and Lori Sullivan, owners, 313 Main Avenue, legal
description: Lot 7, Block 3, Original Plat Addition.
Summary:
The City of Brookings enters into Liquor Operating Agreements for a 10-year period with a renewal at
five years. The Operating Agreement for Pints & Quarts, located at 313 Main Avenue, is at the 5-year
renewal point in the 10-year Agreement. This Resolution would allow the City Manager to enter the
remaining five (5) years of the agreement, effective through 2021.
Recommendation:
Staff recommends approval.
Attachments:
Resolution
Operating Agreement
City of Brookings Printed on 8/4/2016Page 1 of 1
powered by Legistar™
Resolution 16-065
Liquor Operating Agreement Renewal
Pints & Quarts, Inc., dba Pints & Quarts
Be It Resolved by the City of Brookings, South Dakota, that the City Council hereby
approves a Lease Renewal Agreement for the Operating Liquor Management
Agreement between the City of Brookings and Pints & Quarts, Brennan and Lorraine
Sullivan, owners, for the purpose of a liquor manager to operate the On-Sale
Establishment or business for and on behalf of the City of Brookings at 313 Main
Avenue.
Be It Further Resolved that the City Manager be authorized to execute the Agreement
renewal on behalf of the City, which shall be for a period of five (5) years.
Passed and approved this 9th day of August, 2016.
CITY OF BROOKINGS
Tim Reed, Mayor
ATTEST:
Shari Thornes, City Clerk
LIQUOR OPERATING AGREEMENT – Renewal
Pints & Quarts, LLC, dba Pints & Quarts
THIS AGREEMENT made and entered into by and between the CITY OF
BROOKINGS, a municipal corporation of the State of South Dakota, hereinafter referred
to as the “City” and Pints & Quarts, Brennan and Lorraine Sullivan, owners, hereinafter
referred to as “Manager.”
WITNESSETH;
WHEREAS, the City has been issued an on-sale alcoholic beverage license and is
engaged in the sale of alcoholic beverages, and
WHEREAS, the City desires to enter into an Operating Agreement on a limited basis
with the Manager for the purpose of operating an on-sale establishment or business for
and on behalf of the City pursuant to law, and
WHEREAS, the Manager has offered to have facilities in which to operate said on-sale
establishment solely upon the premises hereinafter described.
NOW, THEREFORE IT IS MUTUALLY AGREED AS FOLLOWS:
I.
This Agreement is made and entered into on a limited basis between the parties hereto
to allow the Manager to operate a retail on-sale premises, pursuant to and in
accordance with all of the terms and conditions of this Agreement in accordance with all
State laws and City Ordinances now in effect and as may be enacted in the future.
II.
The Manager shall be individually responsible for all operating expenses of said on-sale
establishment, including but not limited to utilities, taxes, insurance, and license fees, if
any.
The Manager shall furnish all equipment and fixtures necessary to operate the
establishment.
III.
The on-sale establishment shall be located upon real estate in the City of Brookings,
South Dakota, described as:
Lot 7, Block 3, Original Plat Addition
IV.
The Manager shall dispense only alcoholic beverages supplied by the Municipal Off-
Sale establishment.
V.
This Agreement shall be in full force and effect for a period of five (5) years, subject to
the approval of the governing body of the City of Brookings.
VI.
Either the Manager or the City may terminate this Agreement without cause upon ninety
(90) days written notice served by either party upon the other. The City reserves the
right to immediately suspend or revoke this Agreement without ninety (90) days written
notice for alcohol related violations in accordance with the provisions of Resolution No.
25-88 or any amendments thereto or for any late payments for alcoholic beverages
supplied by the Municipal Off-Sale Establishment to be sold on the premises of
Manager.
VII.
The Manager shall receive as full compensation for its services rendered, the net profit
from the on-sale establishment under its management, and the sole profit to be derived
by the City shall be the markup hereinafter set forth on alcoholic beverages furnished by
the municipality to the Manager for the purposes of resale on the premises as above
described.
VIII.
The Manager shall pay to the City for all alcoholic beverages sold by the City to the
Manager for resale on the above-described premises, the actual cost of distilled spirits
and wine supplied by the City, plus eleven percent (11%) in excess of such cost; the
Manager shall pay to the City for all malt beverages sold by the City to the Manager for
resale on the above-described premises, the actual cost of malt beverages, plus ten
percent (10%) in excess of such cost. The actual cost shall include cost price and
transportation charges. The markup percentages provided in this Agreement are
subject to change by the City of Brookings. In the event markup percentages are
changed by Ordinance, then the markup percentages provided by City Ordinance shall
supercede the markup percentages provided herein. The Manager further agrees that if
either of the markup percentages shall be increased at any time by the City, the
Manager shall pay the markup as so increased.
IX.
A complete and detailed record shall be maintained by the City of all alcoholic
beverages supplied to the on-sale Manager and such alcoholic beverages so supplied
shall be evidenced by pre-numbered invoices prepared in triplicate showing the date,
quality, brand, size, and actual cost of such item, and such invoice shall bear the
signature of the authorized representative of the on-sale Manager or its authorized
representative. One copy thereof shall be retained by the Municipal off-sale
establishment, one copy shall be retained by the on-sale establishment, and one copy
shall be filed with the City Clerk. All copies shall be kept as permanent records and
made available for reference and audit purposes. The Manager also agrees to maintain
a complete record of all alcoholic beverages received from the City.
X.
In consideration of the covenants herein contained, the Manager agrees to pay the
CITY OF BROOKINGS, One Thousand Five Hundred, and no/100 Dollars ($1,500.00),
constituting the Annual License Fee on or by the 1st day of November of each year
thereafter as long as this agreement shall remain in force and effect. The payment of
the Annual Renewal License Fee will not extend the term of this Operating Agreement
beyond the term provided therein. The Manager further agrees that if the annual fee
shall be increased at any time by the legislature, the Manager shall pay the amount of
any such increase.
XI.
The Manager agrees to keep the premises in a neat, clean and attractive appearance,
and Manager further agrees to operate said on-sale establishment only on such days
and at such hours as permitted by state law and city ordinances.
XII.
The Manager shall have the right to return, at any time, alcoholic beverages received
from the City and to receive in return any deposit made for such alcoholic beverages; in
the event of termination of the business, all unused alcoholic beverages, which may be
resold without discount may be returned to the City and the Manager shall be
reimbursed for the of such alcoholic beverages.
XIII.
The Manager agrees to abide by the credit policies of the City and acknowledges, by
execution of this Agreement, receipt of a copy of the credit policies of the City. The City
reserves the right to change or terminate its credit policies at any time, but shall be
required to provide written notice to Manager prior to the effective date of the change or
termination date of the credit policies.
XIV.
The Manager agrees to furnish the City upon demand, evidence of payment of the
following:
A. All salaries of on-sale employees;
B. Social Security and withholding taxes on said employees;
C. Worker’s Compensation insurance premiums covering said employees;
D. Unemployment taxes on the payrolls of said employees;
E. General liability insurance protecting both the City and the Manager against
claims for injury or damages to persons or property, said policy to have
general liability limits of at least Five Hundred Thousand Dollars
($500,000.00) single limit, and One Million Dollars ($1,000,000.00) aggregate,
and a limitation of Fifty Thousand Dollars ($50,000.00) for damage to
property. The general liability insurance limits are subject to change and
Manager agrees to change limits of insurance if required by the City;
F. Rent and utility bills; and
G. Any and all miscellaneous expenses, including taxes.
XV.
The Manager agrees to observe all Federal and State laws and ordinances of the City
of Brookings.
XVI.
The City covenants and agrees to furnish the on-sale license to Manager pursuant to
the terms and conditions of this Operating Agreement and the terms and conditions of
the on-sale license.
XVII.
The City has the right to make inspections and investigations of the premises during the
hours of operation, and make audits and examinations of the records of the Manager
relating to the on-sale establishment.
XVIII.
It is further specifically understood and agreed that the waiver of the rights of the City
under this Agreement shall not constitute a continuous waiver, and any violation or
breach of the terms of this Agreement by the Manager shall constitute a separate and
distinct offense and grounds for immediate termination and revocation of this
Agreement.
XIX.
This agreement shall not be assignable to another person or location without the written
consent of the City.
IN WITNESS WHEREOF, the parties hereto have executed this Agreement which is
effective this 9th day of August, 2016.
CITY OF BROOKINGS, South Dakota
A Municipal Corporation
By:
ATTEST:Jeffrey W. Weldon, City Manager
Shari Thornes, City Clerk
MANAGER
By:
By:
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:RES 16-066,Version:1
Action on Resolution 16-066, a Resolution authorizing the City Manager to sign a Liquor Operating
Agreement renewal for Fergen Enterprises, Inc., dba Ray’s Corner, Mike Fergen, owner, 401 Main
Avenue, legal description: East 119' of Lot 1, Block 6, Original Plat Addition.
Summary:
The City of Brookings enters into Liquor Operating Agreements for a 10-year period with a renewal at
five years. The Operating Agreement for Fergen Enterprises, Inc., dba Ray’s Corner, located at 401
Main Avenue, is at the 5-year renewal point in the 10-year Agreement. This Resolution will allow the
City Manager to enter into the remaining five (5) years of the Agreement, effective through 2021.
Recommendation:
Staff recommends approval.
Attachments:
Resolution
Operating Agreement
City of Brookings Printed on 8/4/2016Page 1 of 1
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Resolution 16-066
Liquor Operating Agreement Renewal
Fergen Enterprises, Inc., dba Ray’s Corner
Be It Resolved by the City of Brookings, South Dakota, that the City Council hereby
approves a Lease Renewal Agreement for the Operating Liquor Management
Agreement between the City of Brookings and Fergen Enterprises, Inc., dba Ray’s
Corner, Mike Fergen, owner, for the purpose of a liquor manager to operate the On-
Sale Establishment or business for and on behalf of the City of Brookings at 401 Main
Avenue.
Be It Further Resolved that the City Manager be authorized to execute the Agreement
renewal on behalf of the City, which shall be for a period of five (5) years.
Passed and approved this 9th day of August, 2016.
CITY OF BROOKINGS
Tim Reed, Mayor
ATTEST:
Shari Thornes, City Clerk
LIQUOR OPERATING AGREEMENT – Renewal
Fergen Enterprises, Inc., dba Ray’s Corner
THIS AGREEMENT made and entered into by and between the CITY OF
BROOKINGS, a municipal corporation of the State of South Dakota, hereinafter referred
to as the “City” and Fergen Enterprises, Inc., dba Ray’s Corner, Mike Fergen, owner,
hereinafter referred to as “Manager.”
WITNESSETH;
WHEREAS, the City has been issued an on-sale alcoholic beverage license and is
engaged in the sale of alcoholic beverages, and
WHEREAS, the City desires to enter into an Operating Agreement on a limited basis
with the Manager for the purpose of operating an on-sale establishment or business for
and on behalf of the City pursuant to law, and
WHEREAS, the Manager has offered to have facilities in which to operate said on-sale
establishment solely upon the premises hereinafter described.
NOW, THEREFORE IT IS MUTUALLY AGREED AS FOLLOWS:
I.
This Agreement is made and entered into on a limited basis between the parties hereto
to allow the Manager to operate a retail on-sale premises, pursuant to and in
accordance with all of the terms and conditions of this Agreement in accordance with all
State laws and City Ordinances now in effect and as may be enacted in the future.
II.
The Manager shall be individually responsible for all operating expenses of said on-sale
establishment, including but not limited to utilities, taxes, insurance, and license fees, if
any.
The Manager shall furnish all equipment and fixtures necessary to operate the
establishment.
III.
The on-sale establishment shall be located upon real estate in the City of Brookings,
South Dakota, described as:
East 119' of Lot 1, Block 6, Original Plat Addition
IV.
The Manager shall dispense only alcoholic beverages supplied by the Municipal Off-
Sale establishment.
V.
This Agreement shall be in full force and effect for a period of five (5) years, subject to
the approval of the governing body of the City of Brookings.
VI.
Either the Manager or the City may terminate this Agreement without cause upon ninety
(90) days written notice served by either party upon the other. The City reserves the
right to immediately suspend or revoke this Agreement without ninety (90) days written
notice for alcohol related violations in accordance with the provisions of Resolution No.
25-88 or any amendments thereto or for any late payments for alcoholic beverages
supplied by the Municipal Off-Sale Establishment to be sold on the premises of
Manager.
VII.
The Manager shall receive as full compensation for its services rendered, the net profit
from the on-sale establishment under its management, and the sole profit to be derived
by the City shall be the markup hereinafter set forth on alcoholic beverages furnished by
the municipality to the Manager for the purposes of resale on the premises as above
described.
VIII.
The Manager shall pay to the City for all alcoholic beverages sold by the City to the
Manager for resale on the above-described premises, the actual cost of distilled spirits
and wine supplied by the City, plus eleven percent (11%) in excess of such cost; the
Manager shall pay to the City for all malt beverages sold by the City to the Manager for
resale on the above-described premises, the actual cost of malt beverages, plus ten
percent (10%) in excess of such cost. The actual cost shall include cost price and
transportation charges. The markup percentages provided in this Agreement are
subject to change by the City of Brookings. In the event markup percentages are
changed by Ordinance, then the markup percentages provided by City Ordinance shall
supercede the markup percentages provided herein. The Manager further agrees that if
either of the markup percentages shall be increased at any time by the City, the
Manager shall pay the markup as so increased.
IX.
A complete and detailed record shall be maintained by the City of all alcoholic
beverages supplied to the on-sale Manager and such alcoholic beverages so supplied
shall be evidenced by pre-numbered invoices prepared in triplicate showing the date,
quality, brand, size, and actual cost of such item, and such invoice shall bear the
signature of the authorized representative of the on-sale Manager or its authorized
representative. One copy thereof shall be retained by the Municipal off-sale
establishment, one copy shall be retained by the on-sale establishment, and one copy
shall be filed with the City Clerk. All copies shall be kept as permanent records and
made available for reference and audit purposes. The Manager also agrees to maintain
a complete record of all alcoholic beverages received from the City.
X.
In consideration of the covenants herein contained, the Manager agrees to pay the
CITY OF BROOKINGS, One Thousand Five Hundred, and no/100 Dollars ($1,500.00),
constituting the Annual License Fee on or by the 1st day of November of each year
thereafter as long as this agreement shall remain in force and effect. The payment of
the Annual Renewal License Fee will not extend the term of this Operating Agreement
beyond the term provided therein. The Manager further agrees that if the annual fee
shall be increased at any time by the legislature, the Manager shall pay the amount of
any such increase.
XI.
The Manager agrees to keep the premises in a neat, clean and attractive appearance,
and Manager further agrees to operate said on-sale establishment only on such days
and at such hours as permitted by state law and city ordinances.
XII.
The Manager shall have the right to return, at any time, alcoholic beverages received
from the City and to receive in return any deposit made for such alcoholic beverages; in
the event of termination of the business, all unused alcoholic beverages, which may be
resold without discount may be returned to the City and the Manager shall be
reimbursed for the of such alcoholic beverages.
XIII.
The Manager agrees to abide by the credit policies of the City and acknowledges, by
execution of this Agreement, receipt of a copy of the credit policies of the City. The City
reserves the right to change or terminate its credit policies at any time, but shall be
required to provide written notice to Manager prior to the effective date of the change or
termination date of the credit policies.
XIV.
The Manager agrees to furnish the City upon demand, evidence of payment of the
following:
A. All salaries of on-sale employees;
B. Social Security and withholding taxes on said employees;
C. Worker’s Compensation insurance premiums covering said employees;
D. Unemployment taxes on the payrolls of said employees;
E. General liability insurance protecting both the City and the Manager against
claims for injury or damages to persons or property, said policy to have
general liability limits of at least Five Hundred Thousand Dollars
($500,000.00) single limit, and One Million Dollars ($1,000,000.00) aggregate,
and a limitation of Fifty Thousand Dollars ($50,000.00) for damage to
property. The general liability insurance limits are subject to change and
Manager agrees to change limits of insurance if required by the City;
F. Rent and utility bills; and
G. Any and all miscellaneous expenses, including taxes.
XV.
The Manager agrees to observe all Federal and State laws and ordinances of the City
of Brookings.
XVI.
The City covenants and agrees to furnish the on-sale license to Manager pursuant to
the terms and conditions of this Operating Agreement and the terms and conditions of
the on-sale license.
XVII.
The City has the right to make inspections and investigations of the premises during the
hours of operation, and make audits and examinations of the records of the Manager
relating to the on-sale establishment.
XVIII.
It is further specifically understood and agreed that the waiver of the rights of the City
under this Agreement shall not constitute a continuous waiver, and any violation or
breach of the terms of this Agreement by the Manager shall constitute a separate and
distinct offense and grounds for immediate termination and revocation of this
Agreement.
XIX.
This agreement shall not be assignable to another person or location without the written
consent of the City.
IN WITNESS WHEREOF, the parties hereto have executed this Agreement which is
effective this 9th day of August, 2016.
CITY OF BROOKINGS, South Dakota
A Municipal Corporation
By:
ATTEST:Jeffrey W. Weldon, City Manager
Shari Thornes, City Clerk
MANAGER
By:
By:
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:RES 16-067,Version:1
Action on Resolution 16-067, a Resolution authorizing the City Manager to sign a Liquor Operating
Agreement renewal for W&P of Brookings, LLC, dba Buffalo Wild Wings Grill & Bar, Todd and Susan
LaHaise, owners, 1801 6th Street, legal description: Lot 6, Village Square Mall Addition.
Summary:
The City of Brookings enters into Liquor Operating Agreements for 10-year increments, with a
renewal at five years. The Operating Agreement for Buffalo Wild Wings Grill & Bar, located at 1801 6
th Street, is at the 5-year renewal point of the 10-year Agreement. This Resolution would allow the
City Manager to enter into the remaining five (5) years of the Agreement, effective through 2021.
Recommendation:
Staff recommends approval.
Attachments:
Resolution
Operating Agreement
City of Brookings Printed on 8/4/2016Page 1 of 1
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Resolution 16-067
Liquor Operating Agreement Renewal
W&P of Brookings, LLC, dba Buffalo Wild Wings Grill & Bar
Be It Resolved by the City of Brookings, South Dakota, that the City Council hereby
approves a Lease Renewal Agreement for the Operating Liquor Management
Agreement between the City of Brookings and W&P of Brookings, LLC, Buffalo Wild
Wings Bar & Grill, Todd and Susan LaHaise, owners, for the purpose of a liquor
manager to operate the On-Sale Establishment or business for and on behalf of the City
of Brookings at 1801 6th Street.
Be It Further Resolved that the City Manager be authorized to execute the Agreement
renewal on behalf of the City, which shall be for a period of five (5) years.
Passed and approved this 9th day of August, 2016.
CITY OF BROOKINGS
Tim Reed, Mayor
ATTEST:
Shari Thornes, City Clerk
LIQUOR OPERATING AGREEMENT – Renewal
W&P of Brookings, LLC, Buffalo Wild Wings Bar & Grill
THIS AGREEMENT made and entered into by and between the CITY OF
BROOKINGS, a municipal corporation of the State of South Dakota, hereinafter referred
to as the “City” and W&P of Brookings, LLC, Buffalo Wild Wings Bar & Grill, Todd and
Susan LaHaise, owners, hereinafter referred to as “Manager.”
WITNESSETH;
WHEREAS, the City has been issued an on-sale alcoholic beverage license and is
engaged in the sale of alcoholic beverages, and
WHEREAS, the City desires to enter into an Operating Agreement on a limited basis
with the Manager for the purpose of operating an on-sale establishment or business for
and on behalf of the City pursuant to law, and
WHEREAS, the Manager has offered to have facilities in which to operate said on-sale
establishment solely upon the premises hereinafter described.
NOW, THEREFORE IT IS MUTUALLY AGREED AS FOLLOWS:
I.
This Agreement is made and entered into on a limited basis between the parties hereto
to allow the Manager to operate a retail on-sale premises, pursuant to and in
accordance with all of the terms and conditions of this Agreement in accordance with all
State laws and City Ordinances now in effect and as may be enacted in the future.
II.
The Manager shall be individually responsible for all operating expenses of said on-sale
establishment, including but not limited to utilities, taxes, insurance, and license fees, if
any.
The Manager shall furnish all equipment and fixtures necessary to operate the
establishment.
III.
The on-sale establishment shall be located upon real estate in the City of Brookings,
South Dakota, described as:
Lot 6, Village Square Mall Addition
IV.
The Manager shall dispense only alcoholic beverages supplied by the Municipal Off-
Sale establishment.
V.
This Agreement shall be in full force and effect for a period of five (5) years, subject to
the approval of the governing body of the City of Brookings.
VI.
Either the Manager or the City may terminate this Agreement without cause upon ninety
(90) days written notice served by either party upon the other. The City reserves the
right to immediately suspend or revoke this Agreement without ninety (90) days written
notice for alcohol related violations in accordance with the provisions of Resolution No.
25-88 or any amendments thereto or for any late payments for alcoholic beverages
supplied by the Municipal Off-Sale Establishment to be sold on the premises of
Manager.
VII.
The Manager shall receive as full compensation for its services rendered, the net profit
from the on-sale establishment under its management, and the sole profit to be derived
by the City shall be the markup hereinafter set forth on alcoholic beverages furnished by
the municipality to the Manager for the purposes of resale on the premises as above
described.
VIII.
The Manager shall pay to the City for all alcoholic beverages sold by the City to the
Manager for resale on the above-described premises, the actual cost of distilled spirits
and wine supplied by the City, plus eleven percent (11%) in excess of such cost; the
Manager shall pay to the City for all malt beverages sold by the City to the Manager for
resale on the above-described premises, the actual cost of malt beverages, plus ten
percent (10%) in excess of such cost. The actual cost shall include cost price and
transportation charges. The markup percentages provided in this Agreement are
subject to change by the City of Brookings. In the event markup percentages are
changed by Ordinance, then the markup percentages provided by City Ordinance shall
supercede the markup percentages provided herein. The Manager further agrees that if
either of the markup percentages shall be increased at any time by the City, the
Manager shall pay the markup as so increased.
IX.
A complete and detailed record shall be maintained by the City of all alcoholic
beverages supplied to the on-sale Manager and such alcoholic beverages so supplied
shall be evidenced by pre-numbered invoices prepared in triplicate showing the date,
quality, brand, size, and actual cost of such item, and such invoice shall bear the
signature of the authorized representative of the on-sale Manager or its authorized
representative. One copy thereof shall be retained by the Municipal off-sale
establishment, one copy shall be retained by the on-sale establishment, and one copy
shall be filed with the City Clerk. All copies shall be kept as permanent records and
made available for reference and audit purposes. The Manager also agrees to maintain
a complete record of all alcoholic beverages received from the City.
X.
In consideration of the covenants herein contained, the Manager agrees to pay the
CITY OF BROOKINGS, One Thousand Five Hundred, and no/100 Dollars ($1,500.00),
constituting the Annual License Fee on or by the 1st day of November of each year
thereafter as long as this agreement shall remain in force and effect. The payment of
the Annual Renewal License Fee will not extend the term of this Operating Agreement
beyond the term provided therein. The Manager further agrees that if the annual fee
shall be increased at any time by the legislature, the Manager shall pay the amount of
any such increase.
XI.
The Manager agrees to keep the premises in a neat, clean and attractive appearance,
and Manager further agrees to operate said on-sale establishment only on such days
and at such hours as permitted by state law and city ordinances.
XII.
The Manager shall have the right to return, at any time, alcoholic beverages received
from the City and to receive in return any deposit made for such alcoholic beverages; in
the event of termination of the business, all unused alcoholic beverages, which may be
resold without discount may be returned to the City and the Manager shall be
reimbursed for the of such alcoholic beverages.
XIII.
The Manager agrees to abide by the credit policies of the City and acknowledges, by
execution of this Agreement, receipt of a copy of the credit policies of the City. The City
reserves the right to change or terminate its credit policies at any time, but shall be
required to provide written notice to Manager prior to the effective date of the change or
termination date of the credit policies.
XIV.
The Manager agrees to furnish the City upon demand, evidence of payment of the
following:
A. All salaries of on-sale employees;
B. Social Security and withholding taxes on said employees;
C. Worker’s Compensation insurance premiums covering said employees;
D. Unemployment taxes on the payrolls of said employees;
E. General liability insurance protecting both the City and the Manager against
claims for injury or damages to persons or property, said policy to have
general liability limits of at least Five Hundred Thousand Dollars
($500,000.00) single limit, and One Million Dollars ($1,000,000.00) aggregate,
and a limitation of Fifty Thousand Dollars ($50,000.00) for damage to
property. The general liability insurance limits are subject to change and
Manager agrees to change limits of insurance if required by the City;
F. Rent and utility bills; and
G. Any and all miscellaneous expenses, including taxes.
XV.
The Manager agrees to observe all Federal and State laws and ordinances of the City
of Brookings.
XVI.
The City covenants and agrees to furnish the on-sale license to Manager pursuant to
the terms and conditions of this Operating Agreement and the terms and conditions of
the on-sale license.
XVII.
The City has the right to make inspections and investigations of the premises during the
hours of operation, and make audits and examinations of the records of the Manager
relating to the on-sale establishment.
XVIII.
It is further specifically understood and agreed that the waiver of the rights of the City
under this Agreement shall not constitute a continuous waiver, and any violation or
breach of the terms of this Agreement by the Manager shall constitute a separate and
distinct offense and grounds for immediate termination and revocation of this
Agreement.
XIX.
This agreement shall not be assignable to another person or location without the written
consent of the City.
IN WITNESS WHEREOF, the parties hereto have executed this Agreement which is
effective this 9th day of August, 2016.
CITY OF BROOKINGS, South Dakota
A Municipal Corporation
By:
ATTEST:Jeffrey W. Weldon, City Manager
Shari Thornes, City Clerk
MANAGER
By:
By:
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:RES 16-070,Version:1
Action on Resolution 16-070, a Resolution awarding bids on 2016-09STI, LeFevre Drive Storm
Sewer Project.
Summary:
This resolution will award bids for the 2016-09STI, LeFevre Drive Storm Sewer Project to Timmons
Construction, Inc. of Brookings, SD.
Background:
This project is located on LeFevre Drive between the south side of 6th Street and the intersection of
the LeFevre Drive cul-de-sac. The project was designed by the City Engineering staff and includes
new storm sewer pipes and inlets, concrete pavement, striping, erosion control and miscellaneous
items. This project is being constructed in advance of the 6th Street reconstruction project to allow for
storm sewer improvements and wider intersection pavement for truck traffic turning movements.
The bid letting was held for this project on Tuesday, July 26th, 2016 and the City received the
following bids:
Timmons Construction, Inc., Brookings, SD:$271,765.50
BX Civil & Construction, Inc., Dell Rapids, SD:$284,581.00
Hulstein Excavating, Inc., Edgerton, MN:$323,580.40
The total low bid is approximately 35% lower than the engineer’s estimate of $418,727.00 which was
based on past City bid prices.
Fiscal Impact:
The City will enter into a contract with Timmons Construction, Inc. for the low bid amount of
$271,765.50.
Recommendation:
Recommend awarding the project to Timmons Construction, Inc. for the total low bid of $271,765.50.
Attachments:
Resolution
City of Brookings Printed on 8/4/2016Page 1 of 1
powered by Legistar™
Resolution No. 16-070
Resolution Awarding Bids on Project 2016-09STI
LeFevre Drive Storm Sewer Project
Whereas, the City of Brookings opened bids for the 2016-09STI LeFevre Drive Storm
Sewer Project on Tuesday, July 26, 2016 at 1:30 pm at the Brookings City & County
Government Center; and
Whereas, the City of Brookings has received the following bids for the 2016-09STI
LeFevre Drive Storm Sewer Project: Timmons Construction, Inc.: $271,765.50; BX
Civil & Construction, Inc.: $284,581.00; Hulstein Excavating, Inc.: $323,580.40.
Now Therefore, Be It Resolved that the low bid of $271,765.50 for Timmons
Construction, Inc. be accepted.
Passed and approved this 9th day of August, 2016.
CITY OF BROOKINGS
________________________________
Tim Reed, Mayor
ATTEST:
_________________________
Shari Thornes, City Clerk
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:ORD 16-015,Version:1
Introduction and First Reading on Ordinance 16-015, an Ordinance to Rezone the S ½ of NW ¼ of
Section 34-T110N-R50W from an Agricultural A District to a Single Family R-1C District, Single
Family R-1D District, Two-Family Residence R-2 District, and Multi-Family Residence R-3 District and
from a Single Family R-1C District to a Multi-Family R-3 District (West of Timberline Addition). Public
Hearing: August 23, 2016.
Proposal:
Sioux Empire Development Corporation is proposing to rezone 80 acres of undeveloped land west of
the Timberline Addition. The rezoning proposal involves approximately 31.5 acres of R-1C, 18 acres
of R-1D, 2.5 acres of R-2, and 28 acres of R-3 zoned land. Land to the east of the rezoning is
parting of the Timberline Addition and development continues to progress westward with
infrastructure and housing units. The developer owns 20 acres to the north and 80 acres south of the
proposed rezoning. The west boundaries of the rezoning proposing are within the flood plain
boundaries. Summit Pass is a collector street as identified by the Major Street Plan and is planned
for expansion west to West 16th Avenue. Additionally, the street network is planned to eventually
extend south and connect with Brighton Road.
Attachments:
Ordinance
Notice
Planning Commission Minutes
Current Zoning Map
Rezoning Proposal Area Map
Proposed Zoning Map
Timberland Zoning Map
Flood Plain Boundary Map
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Ordinance 16-015
An Ordinance to change the Zoning within the City of Brookings
Be It Ordained by the City of Brookings, South Dakota:
Section 1. That the real estate situated in the City of Brookings, County of Brookings, State
of South Dakota, described as follows, to-wit:
S ½ of NW ¼ Section 34-T110N-R50W
Be and the same is hereby rezoned and reclassified from an Agricultural A District
to a Single Family Residence R-1C District, Single Family Residence R-1D, Two-
Family Residence R-2 District, and Multi-Family Residence R-3 District; and from a
Single Family Residence R-1C District to a Multi-Family Residence R-3 District
In accordance with Section 94-7 of Article I of the Code of Ordinances of Brookings, South
Dakota, as said districts are more fully set forth and described in Articles III and IV,
Chapter 94 of the City of Brookings, South Dakota.
Section 2. The permitted use of the property heretofore described be and the same is
hereby altered and changed in accordance herewith pursuant to Articles III and IV,
Chapter 94 of the City of Brookings, South Dakota.
Section 3. All sections and ordinances in conflict herewith are hereby repealed.
First Reading: August 9, 2016
Second Reading and Adoption:August 23, 2016
Published:
City of Brookings
________________________
Tim Reed, Mayor
ATTEST:
_________________________
Shari Thornes, City Clerk
If you require assistance, alternative formats and/or accessible locations consistent with the Americans with Disabilities
Act, please contact the City ADA Coordinator at 692-6281 at least 48 hours prior to the meeting.
Published ______ time(s) at an approximate cost of $ _____________.
NOTICE OF HEARING
UPON PETITION TO REZONE
NOTICE IS HEREBY GIVEN That Sioux Empire Development Corporation
submitted a petition to rezone the following described real estate in the City of Brookings,
in Brookings County, South Dakota:
S ½ of NW ¼ S34-T110N- R50W from an Agricultural A District to a Single
Family Residence R-1C District, Single Family Residence R-1D District, Two-Family
Residence R-2 District, and Multi-Family Residence R-3 District; and from a Single
Family Residence R-1C District to a Multi-Family Residence R-3 District.
NOTICE IS FURTHER GIVEN That said request will be acted upon by the City
Planning Commission at 5:30 PM on Tuesday, July 5th, in the Chambers Room on the
third floor of the Brookings City & County Government Center at 520 Third Street,
Brookings, South Dakota. Any action taken by the City Planning Commission is a
recommendation to the City Council.
Any person interested may appear and be heard in this matter.
Dated this 24th day of June.
____________________________
Mike Struck
Community Development Director
July 5, 2015 Planning Commission Minutes
Sioux Empire Development Corporation has submitted a petition to rezone the S1/2 of NW1/4,
S34-T110N-R50W from an Agricultural A District to a Single Family Residence R-1C District,
Single Family Residence R-1D District, Two-Family Residence R-2 District, and Multi-Family
Residence R-3 District; and from a Single Family Residence R-1C District to a Multi-Family
Residence R-3 District.
(Heuton/Fargen) Motion to approve the request to rezone. Tornquist, Aiken, Fargen and Gregg
voted yes. Heuton and Drew voted no. MOTION CARRIED.
Summary of Discussion
This request is to rezone 80 acres, west of the Timberline area, into a mixed use development.
Heuton is concerned about the R-3 Zoning that is being requested. He is concerned about the
overall density in this area and also egresses out of this area. An R-3 District will allow for
apartments which could make the end density of this area high. David Kneip spoke in favor of
this proposal and the plans that Paul has for his developments in the past and future. All
commissioners agreed that Paul has always done a great job with his planning.
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:RES 16-068,Version:1
Action on Resolution 16-068, a Resolution of Intent to Lease to Brookings Economic Development
Corporation.
Summary:
Lease space at the Research & Technology Center to the Brookings Economic Development
Corporation for the South Dakota Education Campus.
Background:
The Brookings Economic Development Corporation has leased space from the City at the Research
& Technology Center for the past two years as part of a workforce development program. The South
Dakota Education Campus is a subsidiary of the Brookings Economic Development Corporation and
works with local business and industry as well as Minnesota West Community and Technical College
to provide classroom and training skills to advance the skillset of the area workforce.
The lease is set to expire in August and it is the desire of the BEDC to continue to offer this workforce
program at the Research & Technology Center location. The lease rates remain the same as the City
Council previously viewed this as part of the City of Brookings’ contribution towards assisting with
workforce development.
The term length is one year with the option to renew on a month to month basis for one additional
year. Currently, the Economic Development Administration (EDA) has a lien on the building, which is
set to expire in November, 2017. Staff recommended the month to month option after the first year
as this would coincide with the termination of the lien and provide flexibility should economic
conditions warrant the redevelopment of the property.
The following statutes provide the guidance and authorization for municipalities to enter into lease
agreements with local industrial development corporations:
9-27-36. Sale or lease of municipal real property for industrial development or public
purposes--Terms of lease. Every municipality shall have power to lease or sell on a negotiated
basis and to convey any of its real property to a county or the state or another municipality, or
to a nonprofit local industrial development corporation as defined by § 9-27-37 and located
therein, to be used by such grantee for an authorized public purpose or industrial development
purpose as enumerated in § 9-54-1. Such lease or sale shall be authorized on the terms and
in the manner provided by resolution of the governing body.
9-27-37. Local industrial development corporation defined--Organization--Composition--
Voting control--Primary objective. Local industrial development corporation, as that term is
used in § 9-27-36, is any enterprise incorporated under the laws of the State of South Dakota,
formed for the purpose of furthering the economic development of a community and its
environs, and with authority to promote and assist in the growth and development of small
City of Brookings Printed on 8/4/2016Page 1 of 2
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File #:RES 16-068,Version:1
business concerns in the areas covered by its operation. The corporation shall be organized
as a nonprofit enterprise, and shall be composed of no fewer than ten members in
municipalities of the first class and no fewer than five in municipalities of the second and third
class. A local industrial development corporation shall be principally composed of and
controlled by persons residing or doing business in the locality. Such persons shall ordinarily
constitute at least seventy-five percent of the voting control of the local development
corporation. No member of the development corporation may own in excess of twenty-five
percent of the voting control in the development corporation if that member or that member's
affiliated interests have direct pecuniary interest in a project involving an application under this
section and § 9-27-36. The primary objective of the local industrial development corporation
shall be to benefit the community as measured by increased employment, payroll, business
volume, and corresponding factors.
Approval of the resolution authorizes the City Manager to execute a lease agreement with the
Brookings Economic Development Corporation.
Fiscal Impact:
$5,232 of rental income
Staff Recommendation:
Staff recommends approval.
Attachments:
Resolution
Notice
Lease Agreement
City of Brookings Printed on 8/4/2016Page 2 of 2
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Resolution 16-068
Resolution of Intent to Lease Real Property to
Brookings Economic Development Corporation
Be It Resolved by the governing body of the City of Brookings, South Dakota that the
City of Brookings intends to enter into a lease agreement with Brookings Economic
Development Corporation on a month to month basis for a period not to exceed one
year and pertaining to the following described property:
Research & Technology Center –813 32
nd Avenue
The Lease will be an amount of $4.00 per square foot based on the agreed upon square
footage of 1,308 square feet (Unit 1) and an amount of $0.00 per square foot based on
the agreed square footage of 1,020 square feet (Unit 2) for a period of one (1) year with
the option to renew on a month to month basis for one (1) additional year.
Be It Further Noted, that a Public Hearing on this Resolution was held on August 9,
2016 at 6:00 o’clock P.M. at the Brookings City & County Government Center and that
all persons were given an opportunity to be heard on the intent to lease real property.
Passed and approved this the 9th day of August, 2016.
CITY OF BROOKINGS, SD
Tim Reed, Mayor
ATTEST:
Shari Thornes, City Clerk
NOTICE OF PUBLIC HEARING ON RESOLUTION
OF INTENT TO LEASE REAL PROPERTY
NOTICE IS HEREBY given that on Tuesday, August 9, 2016, at 6:00 o’clock
P.M., the Brookings City Council will hold a public hearing in the Brookings City
and County Government Center Chambers, located at 520 Third Street,
Brookings, South Dakota, on the Resolution of Intent of the City of Brookings to
lease to Brookings Economic Development Corporation the following described
property in the Research and Technology Center:
809 and 813 32
nd Avenue, Brookings, SD
At the time and place affixed for said public hearing, all who appear will be given
an opportunity to express their views for or against the proposal to lease the above
described property.
Dated this 29th day of July, 2016.
CITY OF BROOKINGS
Shari Thornes, City Clerk
"If you require assistance, alternative formats and/or accessible locations consistent
with the Americans with Disabilities Act, please contact the City ADA Coordinator at
692-6281 at least 48 hours prior to the meeting."
1
LEASE AGREEMENT
_________________
THIS LEASE AGREEMENT is made and entered into by and between the City of
Brookings, South Dakota, a municipal corporation, Lessor, hereinafter referred to as
"City", and Brookings Economic Development Corporation. hereinafter referred to as
"Tenant".
WHEREAS, City owns the Brookings Area Research and Technology Center, located at
813 – 32
nd Avenue, in Brookings, South Dakota, and desires to lease a portion of said
facilities to Tenant, and
WHEREAS, the above-named Tenant desires to lease a portion of said facilities
hereinafter described in accordance with the terms and conditions set forth herein, now
therefore,
FOR AND IN CONSIDERATION OF THE MUTUAL COVENANTS, CONDITIONS AND
PROMISES, THE PARTIES DO HEREBY AGREE AS FOLLOWS:
1. Lease Agreement
The City does hereby lease unto Tenant and Tenant does hereby agree to lease and
take from City, that space located in the Brookings Area Research and Technology
Center, 809 and 813 – 32
nd Avenue, Brookings, South Dakota, as shown on the
attached Exhibit “A”, and which contains approximately 1,308 square feet for Unit 1 and
approximately 1,020 square feet for Unit 2, hereinafter referred to as “Unit 1” and “Unit
2”.
2. Term/Option to Renew/Expiration
The initial Lease term is One (1) year, and commences August 15, 2016, and ends at
5:00 p.m. on August 14, 2017.
Tenant shall have the option to renew this Lease on a month to month basis for One (1)
additional year. Such renewal shall be upon the same terms and conditions as the initial
term except that the rent shall be adjusted as provided in Section Four (4), below.
Tenant’s option to renew shall conclusively be deemed to have been exercised without
prior notice unless Tenant provides written notice of Tenant’s intent not to renew to City
no later than thirty (30) days prior to expiration of the then current lease term. On
August 14, 2018, unless terminated earlier, this Lease will terminate.
3. Use of Premises
The above leased premises shall be used by Tenant for the following purposes and no
others without the prior written consent of City:
2
Training and workforce development center for continuing education and skills
development associated with meeting the workforce needs of business and industry.
No use by Tenant shall be made or permitted to be made upon the premises nor acts
done which will increase the existing rate of insurance upon the property or cause
cancellation of insurance policies covering said property. Tenant shall not conduct or
permit any sale by auction on the premises.
4. Rent
The Tenant shall pay as rent for Unit 1 for the first year of this Lease (through August
14, 2017), the sum of $4.00 per square foot, based upon the occupancy of 1,308 square
feet, the total annual sum of $5,232 to be payable in equal monthly installments of
$436.00. The rate for Unit 2 shall be $0.00.
Rent for the second year of the lease beginning August 15, 2017 until August 14, 2018
shall be negotiated between the City Manager and Tenant, however, the rent shall not
be less than the rent established for the first year of this Lease.
Tenant shall pay each monthly rental on or before the 1st day of each succeeding
month through the full term of this Lease, and is late if paid after the 10th day of the
month. Failure to timely pay the rent, in addition to all other remedies, will result in a ten
(10%) percent late charge (10% of the unpaid rent payment).
In the event Tenant shall terminate this Lease prior to the expiration of this Lease
Agreement, all remaining lease payments shall be due and payable to City, provided,
however, that the City agrees to forgive any remaining lease payments if the Tenant
constructs or purchases a new facility within the City of Brookings and moves its
business (as described in section 3) to said facility.
5. Utilities
Tenant shall be responsible for paying its’ own utilities.
6. Tenant Covenants
The Tenant makes the following covenants:
A. To keep the interior of Unit 1 and 2 and all fixtures therein in good condition and
repair.
B. Not to make any structural alterations or additions to Unit 1 and 2 without the written
consent of the City.
C. Not to assign this Lease, nor sublet Unit 1 and 2, nor to permit any other person to
occupy Unit 1 and 2, except for employees and invitees of the Tenant and Vision
Brookings Foundation.
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D. To remove, at the termination of this Lease, all goods and effects, and to leave Unit 1
and 2 at the conclusion of this Lease in good repair and order, reasonable wear and
tear excepted.
E. To use Unit 1 and 2 for the purpose of the Tenant's business only, and to comply in
all respects to the schedule of Tenant's Rules of Occupation, hereinafter called "Rules",
attached to this Lease as Exhibit "B", or such amended rules that may be issued by the
City or the City's agents.
F. To purchase and maintain such insurance as Tenant deems appropriate to protect
Tenant from loss of Tenant's property due to fire and/or casualty; and to purchase and
maintain a commercial general liability premises policy in the minimum amount of
$1,000,000.00 per occurrence and $2,000,000.00 aggregate, and Tenant shall provide
the City with a Certificate of Insurance showing City as an additional insured. The
Certificate shall provide for a ten (10) day written notice to City in the event of
cancellation or material change of coverage. Tenant shall furthermore hold the City
harmless and indemnify it from any injury, loss or damage that may occur to the
persons or property of employees of Tenant or to other persons visiting the Tenant’s
place of business.
G. To comply with all Federal, state, or local laws which may affect the Tenant's use of
Unit 1 and 2.
H. Not to affix signs or advertising displays of any kind, either to the exterior or interior
walls of Unit 1 and 2, or to any of its doors or windows, without the prior written consent
of City.
I. Tenant shall not vacate or abandon the premises at any time during the term hereof,
and if Tenant shall abandon or vacate the premises, or be dispossessed by process of
law, or otherwise, any personal property belonging to Tenant left upon the premises
shall be deemed to be abandoned at the option of the City.
J. City shall not be liable for any damage or injury to Tenant, or any other person, or to
any property, occurring on the demised premises or any part thereof, and Tenant
agrees to hold City harmless from any claims for damages unless such damage or
injury results from the negligence of the City.
7. Lessor’s Covenants
The City makes the following covenants:
A. The City covenants that it has the right to grant this Lease as Owner of the building.
B. To keep the exterior of the premises in good repair and condition, and to clean and
maintain the areas of the Brookings Area Research and Technology Center which are
4
used in common by all Tenants. The City shall be responsible for the exterior and
interior structural maintenance of the building and maintaining the common areas.
The City shall be responsible for pest control around the exterior of the Center and in
the common areas. The City shall also be responsible for maintenance of the heating
and cooling system.
C. To insure and keep insured at all times the buildings, structures and fixtures owned
by the City against fire, windstorm and similar occurrences.
D. To permit the Tenant to occupy Unit 1 and 2 during the term of this Lease quietly
and peaceably, provided the Tenant performs the covenants of this Lease.
E. To provide and update a directory of Tenants in the reception area and to provide
identification signs within the building to enable visitors to locate Tenant.
F. To provide suitable means of disposing of a reasonable amount of non-hazardous
waste materials resulting from use of the leased premises by Tenant.
8. Mutual Covenants
A. It is mutually agreed that the principal objective of the Brookings Area Research
and Technology Center is to encourage the formation of successful new businesses
and to create new job opportunities, and this Lease and any other agreement between
the City and the Tenant must be construed in the context of this objective.
B. Both parties agree that if Unit 1 or 2 shall be substantially destroyed by windstorm,
fire or other happening, then either party may elect to terminate this Lease by giving
written notice of termination to the other party.
C. If Tenant receives the City's written permission to alter or add to the structure, the
alterations or additions will be undertaken at the expense of the Tenant. When written
permission has been given by the City, at the time of termination of this Lease by
mutual consent and provided the Tenant has complied with the covenants of this
Lease, the City will undertake to reimburse the Tenant with a proportionate part of the
agreed costs of any alterations or additions which materially improve the building,
provided the Tenant agrees to continue to operate its business in the City of
Brookings. The details of any agreement of this kind will be contained in the letter of
consent granted by the City.
9. Default and Remedies
A. Events of Default. The occurrence of any of the following shall constitute a default
and material breach of this Lease by Tenant:
1. Any failure by Tenant to pay any rent or any other charge required to be paid
under this Lease, or any part thereof, within ten (10) days of the due date; or
5
2. Any failure by Tenant to observe or perform any other provision, covenant or
condition of this lease to be observed or performed by Tenant where such failure
continues for ten (10) days after written notice thereof from City to Tenant;
provided that if the nature of such default is such that the same cannot
reasonably be cured within a ten (10) day period, Tenant shall not be deemed to
be in default if it shall commence such cure within such period and thereafter
diligently pursue such cure to completion; or
3. Abandonment of the Premises by Tenant; or
4. To the extent permitted by law, or the filing by or against Tenant of any
proceeding under bankruptcy law.
B. Remedies. In the event of a default by Tenant, the City, in addition to any other
remedies set forth herein or available to it at law or in equity, including injunction, at its
option, and without further notice or demand of any kind to Tenant or any other person
may:
1. Terminate this Lease and declare the Lease Term hereof ended and re-enter
the Premises and take possession thereof and remove all persons and property
therefrom, and Tenant shall have no further claim thereon or hereunder; or
2. Even though the City may have re-entered the Premises, thereafter elect to
terminate this Lease and all of the rights of Tenant in or to the Premises.
3. Should the City have re-entered the Premises under the provisions of
paragraph 2 above, City shall not be deemed to have terminated this Lease or
the liability of Tenant to pay any rental or other charges thereafter accruing, or to
have terminated Tenant’s liability for damages under any of the provisions hereof
by any action in unlawful detainer or otherwise to obtain possession of the
Premises, unless the City shall have notified Tenant in writing that it has so
elected to terminate this Lease.
Should the City elect to terminate this Lease pursuant to the provisions of this
section, the City may recover from Tenant as damages the following:
(i) The value at the time of the award of any unpaid rent, late charges and
other charges which had been earned or were payable by Tenant at the
time of termination.
C. Cure of Tenant's Default. Should Tenant fail to pay and discharge, when due and
payable any lien or claim for labor or materials, or any claim for damages arising out of
the repair, alteration, maintenance and use of the Premises to be paid by Tenant under
this Lease, or should Tenant fail to provide evidence of the issuance and coverage of
any insurance policy as required by this Lease, or should Tenant fail to fully pay any
6
sum to be paid or perform any covenant or agreement to be performed by Tenant, as
provided for in this Lease, after ten (10) days’ written notice from the City, then the City
may, at its option and without waiving or releasing Tenant from any of Tenant’s
obligations hereunder, pay any such lien, claim, or charge, or settle or discharge any
action therefor or satisfy any judgment thereon, or obtain any such insurance, or pay
any such sum or perform any such covenant or agreement. All costs, expenses and
other sums incurred or paid by the City in connection therewith, together with interest at
the rate of one (1%) percent per month on such costs, expenses, and sums from the
date incurred or paid by City, shall be deemed to be additional rent hereunder and shall
be paid by Tenant to City upon demand, and any default therein shall constitute a
breach of the covenants and conditions of this Lease.
D. No Waiver. The waiver by the City of any breach of any term, covenant or condition
herein contained shall not be deemed to be a waiver of such term, covenant or
condition or any subsequent breach of the same or any other term, covenant or
condition herein contained. The subsequent acceptance of rent by the City shall not be
deemed to be a waiver of any preceding breach by Tenant of any term, covenant or
condition of this Lease other than the failure of Tenant to pay the particular rent so
accepted, regardless of the City’s knowledge of such preceding breach at the time of
acceptance of such rent. No covenant, term or condition of this Lease shall be deemed
to have been waived by Landlord unless such waiver is in writing and executed by the
City.
10. Miscellaneous
A. Any notice from the City to Tenant or from Tenant to City shall be deemed duly
served if mailed by certified mail to the last known address of the Tenant, or to the
address of the City or to the address of the Agents acting for City, and the customary
certified mail receipt shall be conclusive evidence of such service.
B. This Lease shall be subject to and construed under the laws of the State of South
Dakota.
IN WITNESS WHEREOF, the parties have hereto placed their signatures on the day
and date set forth below.
Dated this 9th day of August, 2016.
CITY OF BROOKINGS, SOUTH DAKOTA, LESSOR
By:______________________________________
Jeff Weldon, City Manager
7
City of Brookings
P.O. Box 270
Brookings, South Dakota 57006
ATTEST:Telephone No. (605) 692-6281
__________________________________
Shari Thornes, City Clerk
Dated this ____ day of___________, 2016.
Brookings Economic Development Corporation,
Tenant
By:_______________________________________
Kevin Tetzlaff
Its: President
8
Exhibit "A”
9
10
Exhibit "B”
TENANT RULES OF OCCUPATION
1. These are the Rules of Occupation referred to in Section 6 of the Tenant Covenants
contained in the Lease between the City and Tenant.
2. Tenants will be required to:
a. Ensure that all access doors into the building are properly closed after exit or
entry. Fire exit doors are for emergency use only and must not be used for
entry or exit or for loading or unloading freight. This requirement is imposed to
protect the security and integrity of the whole building and its occupants.
b. Dispose of all waste materials in the receptacles provided by the City, and
not to leave any garbage or waste materials in any part of the premises or on
the parking lot. No oil, grease, paint, or other deleterious matter can be
deposited in any drain inside or outside the building.
c. Ensure that no gasoline or any other particularly inflammable explosive or
combustible material is stored within U occupied by Tenant or on any part of the
Brookings Area Research and Technology Center in violation of the City of
Brookings Fire Code, with the exception only of fuel contained in the fuel tanks
of Tenant’s vehicles.
d. Take care to connect all plant and machinery to electrical services in an
approved manner and not to overload any electrical circuits.
e. Avoid obstructing the corridors or passageways within the Brookings Area
Research and Technology Center and to use only approved means of
transporting freight, goods or supplies through such corridors or passageways.
f. Permit the City scheduled access at all reasonable times to enter and inspect
Unit 1 and 2 leased to the Tenant, and to allow contractors employed by the
City to enter and carry out repairs or alterations to any part of Unit 1 and 2 or its
fixtures, subject to reasonable notice and an opportunity to be present during
said repairs or alterations.
g. Do nothing which would cause the insurance procured by the City to become
void or invalidated.
h. To ensure that all employees of the Tenant that access Unit 1 and 2 are
aware of these Rules and to make it a condition of employment that employees
obey these Rules or any variation of them which are made from time to time.
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:RES 16-069,Version:1
Action on Resolution 16-069, a Resolution authorizing the Acquisition of Real Estate for Park
Maintenance Facility.
Summary:
The City was recently approached by the owner of a house at 703 Second Street South about the
possibility of purchasing the property. The City has long had an interest in the property as a buffer,
outdoor storage for landscaping material, or future expansion space for the Park Maintenance facility.
The City currently owns property on two sides and the house is already on a corner lot.
Background:
Several years ago, the former Park and Recreation Director inquired with the current owner about
their willingness to sell their property. At that time, they were not interested in selling. Most recently,
they have since decided to sell and wished to give the City the first opportunity to acquire the
property based on the earlier interest.
The attached letter describes the offer contingent upon City Council approval. The owner has since
called and informed the City they are willing to accept the offer with the terms in the letter. As such,
the City Attorney has prepared the attached resolution and purchase agreement as a means of
satisfying the contingency.
Upon City Council concurrence, we would eventually declare the house surplus property and
entertain means of disposing of the house, cleaning the site, and preparing for its use as a buffer with
effective screening and use for outdoor storage of landscaping material.
Fiscal Impact:
Cash outlay of $74,500 plus usual and customary closing costs from the General Fund cash balance.
Recommendation:
Staff recommends approval of the purchase.
Attachments:
Resolution
Purchase Agreement
Letter of Interest to owner
Photo of subject parcel
Property Tax Record, Assessed Valuation
City of Brookings Printed on 8/4/2016Page 1 of 1
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Resolution 16-069
Resolution Authorizing the Acquisition of Real Estate
Be It Resolved by the City Council of the City of Brookings, South Dakota as follows:
Whereas, for the purpose of acquisition of real property for park maintenance facility
purposes in the City of Brookings, South Dakota, the City of Brookings desires to
purchase from Garnet Hildebrandt, the following described property:
The South Eighty Feet (S 80') of Lots “A” and “B” and the West Five Feet
(W 5') of the South Eighty Feet (S 80') of Lot “C”, All in Block One (1) of
Skinner’s Third Addition to City of Brookings, County of Brookings, State
of South Dakota, and
Whereas, the above-described real property has been offered for sale to the
City of Brookings by Garnet Hildebrant for a purchase price of $74,500.00
Dollars; and
Whereas, the City of Brookings has determined the above-described property
will further the interests of the City of Brookings;
Now, Therefore, It Is Hereby Resolved by the City Council of the City of Brookings,
South Dakota, as follows:
A. That the City of Brookings acquire title to the above-described real
property from Garnet Hildebrandt for park maintenance facility
purposes of the City of Brookings, South Dakota; and
B. That the Mayor, City Clerk, City Manager and City Attorney are
authorized to execute a Real Estate Sale and Purchase Agreement
and other required documents in accordance with this Resolution.
Passed and approved on the 9th day of August, 2016.
CITY OF BROOKINGS
ATTEST:Tim Reed, Mayor
Shari Thornes, City Clerk
REAL ESTATE SALE AND PURCHASE AGREEMENT
____________________________
THIS REAL ESTATE SALE AND PURCHASE AGREEMENT is made and executed
by and between the City of Brookings, South Dakota, (hereinafter referred to as the “City”), and
Garnet Hildebrandt, (hereinafter referred to as “Seller”).
WITNESSETH:
WHEREAS, the City desires to acquire the real property described below and Seller
agrees to convey to the City, pursuant to the terms and conditions of this Real Estate Purchase
Agreement, the real estate described below.
NOW THEREFORE, IN CONSIDERATION OF THE MUTUAL COVENANTS AND
AGREEMENTS CONTAINED HEREIN, THE PARTIES HERETO MUTUALLY AGREE TO
THE FOREGOING AND AS FOLLOWS:
1. Purchase of Real Property. The Seller hereby agrees to sell to the City and the
City hereby agrees to purchase from Seller the following described real property:
The South Eighty Feet (S 80') of Lots “A” and “B” and the West Five Feet
(W 5') of the South Eighty Feet (S 80') of Lot “C”, All in Block One (1) of
Skinner’s Third Addition to City of Brookings, County of Brookings,
State of South Dakota.
2.Effective Date.This Real Estate Purchase Agreement is effective upon its
execution by all parties.
3.Purchase Price. The City shall pay Seller the sum of Seventy-Four Thousand
Five Hundred and no/100 ($74,500.00) Dollars for purchase of the above-described property.
The purchase price shall be paid at Closing.
4.Merchantable Title/Real Estate Closing Documents and Miscellaneous.
Seller will convey the property free of liens and mortgages, but the property may be
subject to easements, rights of way and restrictions of record. Seller will provide clear and
marketable title to the City concerning the above described real property, by Warranty Deed,
which contains only easements, rights of way and restrictions of record.
In addition, the City and Seller, as the case may be, will also perform the following:
A.Title Insurance Policy. The City will order a Title Insurance
Commitment, the amount of which will be based on the purchase price, which
shows Seller has marketable and merchantable title to the real property which is
2
the subject of this Agreement. At the time of Closing, the City will pay the cost of
the Title Insurance Policy.
B.Deed Preparation/Closing Service Fees. The City Attorney for the City
will prepare the Warranty Deed and a Certificate of Real Estate Value required
for this transaction at no expense to Seller at the time of Closing. The City will
also pay all Closing Fees for this transaction, including the recording fee for the
Warranty Deed.
C.Transfer Fee/Recording Fee/Real Estate Taxes.
1. This transaction is exempt from transfer fees.
2. The City will pay the recording fee for the Warranty Deed.
3. The Seller will pay the 2015 Real Estate Taxes. The 2016 Real Estate
Taxes shall be prorated to the date of Closing, with Seller paying the
pro-rated share prior to the date of Closing, based on the 2015 Real
Estate Taxes or an estimate of Real Estate Taxes by the Director of
Equalization if available. Because the property will be owned by the
City of Brookings, which is a political subdivision, the property will
be exempt from real property taxes from and after the date of Closing.
D.Closing/Possession/Insurance. The Closing date will be scheduled at
the convenience of the parties at such time as all contingencies have been
satisfied or waived, with title to be given to the City at the time of Closing. Seller
agrees to maintain all existing insurance coverage on the property until the time
of Closing. It is understood and agreed that the City shall not be permitted to take
possession of the property until title has transferred.
Closing shall be scheduled after the opportunity to refer (a referendum)
this transaction ends without such referendum occurring.
E.Personal Property.Seller will be permitted to remove her appliances,
however the cabinets shall remain until the City determines whether the house
can be sold and removed by the City. If the house is sold by the City, then the
cabinets shall remain with the house. If the house cannot be salvaged, then the
cabinets may be removed and retained by Seller.
5.Contingencies. The obligation of the City to purchase the above-described
property pursuant to this Agreement is contingent upon the following contingencies:
(a) That Seller provides clear and marketable title to the City concerning the
above-described real property, by Warranty Deed, which contains only
easements, rights of way and reservations of record.
3
If there are any title restrictions, defects or burdens to which the City
objects, other than easements, rights of way and restrictions of record,
such objection will be stated in writing to Seller, and Seller will be
allowed a reasonable time of not less than sixty (60) days in which to
correct the same, and the Closing date will be delayed for not less than
sixty (60) days to provide Seller with time to correct said defect.
(b) The parties also acknowledge the following contingency is also a
condition precedent to the performance of this Agreement by the City.
Briefly stated, the contingency concerns the right of the public to petition
for referendum concerning this transaction. This is viewed by the City as
unlikely, and discussed at greater length in subsection (i) below.
(i) Referendum/Election. The City’s obligation to purchase the property
described herein will be terminated if the City Council’s decision to
purchase the above-described property is referred by the voters and
the voters do not approve the purchase. “Referred” means a Petition
to Refer, signed by the requisite residents, is filed and the voters of
the City, at an election, vote to nullify the decision of the City to
purchase or pay for the property described herein. In the event of a
successful referral, this Agreement will be null and void. This
contingency will be waived at the later of the expiration date of any
referendum period if there is no referendum, or the date following the
election canvassing if there is a referendum election, and the purchase
is approved at a referendum election. However, a referendum
decision by voters of the City which does not approve the purchase
will permit the City to terminate this Agreement at no cost or liability
to the City. A referendum is not likely but all government real estate
transactions are subject to the possibility of referendum. The City will
be able to waive this contingency 20 days after publication of the
Resolution approving this Purchase Agreement.
If the foregoing contingencies are not satisfied or resolved or waived by
the City, then this Agreement may be terminated at the option of the City
and this Agreement shall be null and void.
6.Good Faith/Mutual Cooperation.
(a) The City will in good faith seek to satisfy all contingencies to this Real
Estate Purchase Agreement and will act in a timely manner to permit its
prompt Closing.
At any time and from time to time before and after the Closing, the City
will, at the request of Seller, and without further consideration, promptly
execute, acknowledge and deliver such further instruments and take such
4
further action as Seller may reasonably request in order to consummate
and confirm the transaction contemplated by this Agreement and to
accomplish the purposes of this Agreement; however, no such instruments
or actions will impose upon the City any burden or obligation which is in
excess of any burden or obligation specifically imposed upon the City
pursuant to the terms of this Agreement.
(b) At any time and from time to time before and after the Closing, Seller will,
at the request of the City, and without further consideration, promptly
execute, acknowledge and deliver such further instruments and take such
further action as the City may reasonably request in order to consummate
and confirm the transaction contemplated by this Agreement and to
accomplish the purposes of this Agreement; however, no such instruments
or actions will impose upon Seller any burden or obligation which is in
excess of any burden or obligation specifically imposed upon Seller
pursuant to the terms of this Agreement.
7.Review by Counsel. The City and Seller acknowledge that they each have had an
opportunity to review this Agreement, as necessary, with legal counsel, and the parties agree that
the rule of construction to the effect that any ambiguities are to be resolved against the drafting
party shall not be employed in the interpretation of this Agreement. This Real Estate Sale and
Purchase Agreement was prepared by Steven J. Britzman, City Attorney for the City of
Brookings.
8.Applicable Law.The laws of South Dakota govern this transaction.
9.Entire Agreement. This written Agreement constitutes the complete Agreement
between the parties and supersedes any prior oral or written Agreement between the parties
regarding the subject matter of this Agreement. There are no verbal agreements that change this
Agreement and no waiver of its terms will be effective unless such are made and executed in
writing and duly acknowledged as received by the parties.
10.Binding Effect. This Agreement binds the parties hereto and their heirs,
successors and assigns, if any.
5
Dated this ____ day of August, 2016.SELLER:
GARNET HILDEBRANDT
Garnet Hildebrandt
Dated this ____ day of August, 2016.CITY:
CITY OF BROOKINGS
(SEAL)By:
ATTEST: Tim Reed, Mayor
________________________________
Shari L. Thornes, City Clerk
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:ID 2016-0531,Version:1
Budget Workshop #3: 2017 Proposed Budget Summary
Summary:
The attached budget spreadsheet 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 activity
reported on the line, and the right two columns indicate the department request and my
recommendation.
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 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 line that reports the amount of cash added or the amount of existing cash
used in each respective column.
Also included for the General Fund, 25% Sales Tax, 75% Sales Tax, and 3rd Penny Sales Tax include
are estimated beginning and ending cash balances.
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 the 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 12.
This budget remains a work-in-progress needing input from the Council. To balance the budget, I am
proposing to use $429,022 of fund balance cash to pay for the estimated balance of the
Comprehensive Master Plan, to repave the parking lot at Bob Sheldon fields, and to pay for an
Indoor/Outdoor Parks & Recreation Master Plan. With the use of existing cash, the General Fund is
balanced at $22,614,905 (22,185,883 revenues plus $429,022 existing cash) and $22,614,905 in
City of Brookings Printed on 8/4/2016Page 1 of 2
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File #:ID 2016-0531,Version:1
expenditures.
The first reading of the Budget Ordinance is scheduled for August 23rd with second reading and final
adoption on September 13th.
Attachments:
Budget Message
2017 Proposed budget
2017 75% Sales Tax
2017 Budget Narrative Airport
2017 Budget Narrative City Attorney
2017 Budget Narrative City Clerk
2017 Budget Narrative City Council
2017 Budget Narrative City County Government Building
2017 Budget Narrative City Manger
2017 Budget Narrative Community Development
2017 Budget Narrative Engineering
2017 Budget Narrative Finance
2017 Budget Narrative Fire
2017 Budget Narrative Gen Govt Buildings
2017 Budget Narrative HR
2017 Budget Narrative IT
2017 Budget Narrative Library
2017 Budget Narrative Liquor
2017 Budget Narrative Park, Rec, Forestry
2017 Budget Narrative R & T Center
2017 Budget Narrative Special Assessment
2017 Budget Narrative Storm Drainage
2017 Budget Narrative Street Dept
2017 Budget Narrative SW Collection
2017 Budget Narrative SW Disposal
2017 Budget Narrative Swiftel
City of Brookings Printed on 8/4/2016Page 2 of 2
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JEFFREY W. WELDON
City Manager
August, 2016
Mayor and City Council Members
Brookings City and County Government Center
520 Third Street
Brookings, SD 57006
RE:Budget Message for the Proposed 2017 Budget for the City of Brookings
Dear Mayor Reed and Members of the City Council and Citizens of Brookings:
It is with great pleasure I submit to you the proposed operating and capital budgets for 2017. As
always, it includes all budgets for the City with the exception of Brookings Municipal Utilities and
Brookings Health System. The budgets are developed in accordance with standard government
accounting and auditing practices. While we attempt to maintain budgetary consistency from year to
year to foster familiarity and increased knowledge of our budget by all users, we do make some
adjustments to formats and presentations in the interest of continuous improvement of our budget
development, submittal, and operational processes.
This document is my attempt to provide a narrative policy description of the numbers that make up the
budget. Such numbers are an expression of the policy statements of the City Council and this narrative
budget message further attempts to describe and explain the values, priorities, and commitments that
are important to the efficient and effective operations of city government.
Budget process
The staff budget development process was similar to past years. Beginning in April, staff submit updates
to the five-year Capital Improvement Plan (CIP) followed by departmental budget requests for their
respective operational budgets for 2017. The budget review team consisting of Finance Director
Shawna Costello, Assistant to the City Manager Kevin Catlin and myself meet with each department to
review their budgets and make sure programs, services, and any changes are clearly understood. Some
changes were made at that time. Later, the budget team matched the requested expenditures with
anticipated revenues and further budget adjustments were made. The final document has been
presented to you in Workshop #1 (June 21) where we examined the CIP and Workshop #2 (July 19) for
the respective operating budgets. The Council can and should meet as often as necessary to feel
comfortable with the proposed budget for final passage through an ordinance in September.
Page 2.
Budget Message
August, 2016
How to read and understand the budget
In order to effectively interpret the data, it is presented to you in budgetary totals divided first by fund
beginning with the General Fund, which is further subdivided into departmental budgetary divisions.
Generally, the budget divisions have four line items; (1) departmental-generated revenue; (2) personnel
expenses; (3) operating expenses; and (4) capital expenses. Some departmental budgets do not have
any department-generated revenue so (1) may not be included. Most of the items that comprise capital
expenditures were discussed and described in Budget Workshop #1 and this number reflects the total of
all capital for that budget division for 2017.
Additional data indicates the historical trend of these four lines; which is helpful in assessing any
changes. Most changes are minimal, but where more substantial changes occur, they will be described
in the following pages. As per previous direction, you requested budget divisions be displayed in these
categories as opposed to line-item descriptions and amounts within these categories.
Following the General Fund budget categories, we have the special revenue funds and enterprise funds.
With that overview, the following are the specifics.
General Fund
Since the General Fund is chiefly dependent upon our primary revenue streams of property and sales
tax, it is the fund that runs most of the daily operations of city government. Thus, each General Fund
department has very little capacity to generate revenue for itself. As such, it relies on the property and
sales tax. The General Fund is balanced with $22,185,883 in current revenues and $22,534,905 in
current expenditures and utilizing $349,022 from General Fund cash reserves to produce a balanced
budget. Generally, we strive for a balanced budget utilizing exclusively current revenues to match
current expenditures. So for this budget, the use of some fund cash reserves in not typical but is
necessary in this case due to the nature of some committed expenditures in 2016 that will affect 2017.
To minimize the effect of required reserves, we attempted to reduce operating expenses. The chief
drivers of necessity of reserves are the consultant for the comprehensive master plan and the parking
lot reconstruction at Bob Sheldon/Dwiggins-Medary ball field complex.
The General Fund shows an overall decrease in revenue from 2016 of $1,431,103 and a decrease in
expenditures of $1,304,480 from 2016. This amount fluctuates significantly from year to year due to
variations in capital expenditures. Another explanation for the variation is that, while our primary
revenue streams have steadily increased, we experienced decreases in departmental-generated
revenue. The major budget categories for the General Fund are described in the chart below.
Revenues for the General Fund include property taxes in the amount of $3,020,000, up by $77,476 from
2016 chiefly due to inflationary allowance and an expansion of the tax base. A growing tax base is the
direct result of more taxable property being developed and an overall expansion of the community.
Since we cannot raise property tax rates, and inflationary increases are minor, our revenue growth
stems mostly from solid, progressive economic development which yields more tax revenue. It is
important to note that the South Dakota property tax code grants municipalities the smallest share of
the property tax pie; primarily because we also have sales tax, which the other local units of government
do not have with the recent exception of the new sales tax revenue granted to school districts this year
to address the teacher pay issue.
Page 3.
Budget Message
August, 2016
With regard to sales tax, we are estimating first penny sales tax revenue to be $6,428,000, an increase of
$248,000 over 2016, or four percent. This is slightly more aggressive than past year’s budget estimates.
However, we have been running ahead of projections by a level that we are confident is sustainable with
this higher projection. The first penny sales tax supports the General Fund while second penny sales tax
supports two different capital funds.
The General Fund has a contingency amount of $250,000 for unanticipated but necessary, expenditures.
We have never utilized this balance as an additional means of unbudgeted supplemental spending
except for those determined to be absolutely necessary.
In addition to property and sales tax, other sources of revenue for the General Fund include transfers
from public enterprise operations, licenses and permits, operating agreements (override) from alcohol
sales, cable television franchise fees, fees for service and programs, intergovernmental aid, sale of
assets, and interest income.
The following is a summary of General Fund expenditures compared to the current year:
Category Proposed 2017 Amended 2016
Personnel $9,538,395 $9,311,662
Operating expenses $10,694,897 $10,506,644
Subsidies $730,400 $726,700
Capital expenses $1,328,250 $3,064,729
Transfers out $242,963 $979,650
Total $22,534,905 $23,839,385
Property Tax
19%
Sales & Use
Tax
40%
Other Taxes
5%
Charges for
Service (Fees)
6%
Interest
1%
Misc.
4%
Operating
Agreement
4%
Transfers
21%
REVENUES BY SOURCE
GENERAL FUND FOR FY 2017
Page 4.
Budget Message
August, 2016
Personnel Investment
The full-time workforce under the proposed 2017 budget is being reduced by one. We have eliminated
one position due to re-organization and lean savings and eliminated a second with lean savings and
replacing it with a part-time status. This budget provides for an increase of one full-time employee
bringing our net workforce total to a reduction of one position, at 138 positions. That added position
would be another detective in the Criminal Investigation division of the Police Department. The increase
of specific types of crimes, mostly drugs and domestic abuse, is requiring more resources than we
currently have. This increased costs will be off-set in 2017 by suspending the salaries of two officers
who will be activated for National Guard duty. When they return, possibly in 2018, we will see
personnel increases associated with this additional employee.
Our existing union contracts provide for overall salary adjustments of 2.50 percent and employees who
are eligible to continue moving through the corresponding ranges and steps of the pay plan and receive
pre-determined increases contingent upon performance evaluation. In addition to salaries and wages,
the personnel expenses include benefit costs and employee training expenses. For the most part,
employee benefit expenses have remained chiefly static,but we have increased training expenses and
crime prevention programs slightly for the police department in light of current trends.
As always, we utilize permanent part-time and seasonal/temporary employees for various needs
throughout many departments over the course of the year.
Notable changes in the General Fund
There are several unusual items have an impact on the proposed 2017 General Fund budget. First, the
Council committed to two planning studies during 2016 that will carry over into 2017 that were not
budgeted. They are the comprehensive bike plan and the comprehensive master plan. This is part of
the reason for utilizing some General Fund reserves to help balance the budget.
Executive
6%Financial
Administration
4%
Other
11%
Culture &
Recreation
29%
Public Works
24%
Public Safety
26%
EXPENDITURES BY FUNCTION
GENERAL FUND FOR FY 2017
Page 5.
Budget Message
August, 2016
Second, we are seeing a significant increase in the streetlights and traffic signals expenditure. Brookings
Municipal Utilities owns the street/traffic light infrastructure but is “leased’ to the City. As I mentioned
previously, BMU is about to undertake a comprehensive replacement of approximately 2,000 old and
structurally-compromised wood streetlight poles over the next several years and this cost is being
passed along to us in the lease. The lease rate includes the costs of electricity and capital and is
adjusted annually with the increase in the number of streetlights. As we have more residential
subdivisions being developed annually, this requires additional costs from installing more streetlights.
Many communities have added a standard rate to their utility bill for streetlights and passed the cost of
streetlights on directly to property owners instead of absorbing it in the City’s general revenue stream.
If you wish to consider this alternative revenue stream for streetlights, please let me know.
When comparing transfers to past years, one will notice a change in transfers in/out involving the capital
funds. Previously, we budgeted the capital expenditures in the General Fund, then transferred the
funds from the sales tax fund to the General Fund. This change will shorten the process by budgeting
and paying for the specific capital item directly from the respective sales tax fund.
Some of the major changes in the General Fund include:
-Engineering-$70,000 for AutoCADD mapping project; a lean efficiency and technology upgrade.
-Community Development-$150,000 consulting expense for comprehensive master plan.
-City Clerk-$27,000 for the comprehensive bike master plan.
-Streets-$116,520 increase from BMU for streetlight replacement program.
-Parks-$53,000 reduction in revenue due to unexpected 2016 grant donation.
-Parks-$200,000 capital expense for Bob Sheldon/Dwiggins Medary parking lot from reserves.
-All capital funds including the General Fund, allocation for public art.
Capital Investment
The City of Brookings has always had an aggressive capital improvement plan (CIP), and 2017 is no
exception. The total cost of the five-year CIP is $42,145,568 and for 2017 alone it is $9,751,306 across
all funds. Most capital expenditures occur in Funds 212 and 213, the second penny funds for 25 percent
and 75 percent respectively, although the General Fund also carries significant capital expenditures.
Major infrastructure improvements for 2017 include:
-Reconstruction of south end of Runway 17/35 at airport
-South Fire Station
-Highway 14 from 22nd Avenue to 34th Avenue gateway improvements
-15th Street and 7th Avenue street, utility, and storm drainage project
-Re-construction of South 20th Street West (old C.R. 16) from Main Avenue to Cumberland Ct.
-Re-construct Dwiggins-Medary/Bob Sheldon Athletic Complex parking lot
-Solid Waste landfill set-aside for new trench and gas collection system
-Lefevre Drive Storm sewer project
-Renovation of Community Cultural Center Arts Council building (old Carnegie library)
-Annual street maintenance program of chip seal, overlayments, striping, curb replacements
A new feature to capital planning is the adoption of the Community Reinvestment Plan (CRP). This is a
companion document to the CIP, which adds another five-year projection beyond the CIP providing a
comprehensive ten-year window for capital planning. The CRP provides mostly for the largest
Page 6.
Budget Message
August, 2016
expenditures such as real estate, and major infrastructure and building projects. The CRP will be a
helpful tool in long-range capital planning, especially as some of our expenditure commitments are
increasingly long-term and cash flow projections will be critical. Capital items consist of new,
replacements or major repairs and upgrades to: vehicles, equipment, infrastructure, and buildings and
grounds.
Debt Management
Issuing and managing debt is a significant component of public finance. The City currently has issued
debt for capital improvements, and the 75% second penny capital fund is paying the debt service for
most of this amount. The following is a summary of our debt service obligations:
1) 2010 debt re-financing for library, Swiftel Center, PAC I, and government center:
Outstanding balance owed of $7,955,000 with final payment 12/1/2022 as of year-end.
2) 2014 debt issuance for South Main Avenue/26
th Street project and several other capital
projects to provide cash for the Bel Brands incentive package:
Outstanding balance owed of $9,582,049 with final payment 12/1/2033 as of year-end.
Total debt service payments for 2017 in the 75 percent second penny fund is $2,396,754.
The City Council also assumed two forms of debt without actually issuing any bonded indebtedness.
This was in the form of ‘annual appropriations’ meaning we budget annual payments for a prescribed
term. These two items are new for 2017 and will also come from our 75 percent second penny fund.
1) $6 million to PAC II paid over 12 years beginning in 2017.
2) $750,000 to Brookings Health System paid over 11 years beginning in 2017.
3) $500,000 to Brookings County for the purchase of the County Resource Center, as an
expansion of the Swiftel Center, paid over five years beginning in 2017.
In addition, 2017 represents the third year of a five-year commitment for an additional annual
appropriation for the expansion of the Boys and Girls Club of Brookings of $100,000 per year. That is
also being financed by the 75 percent second penny fund.
An additional annual appropriation is made in the form of sales tax grants as an economic development
incentive. This grant affects the General Fund, 25 percent second penny and 75 percent second penny.
The incentive grants are currently being made to 3M and Bel Brands, USA as part of an overall economic
development program adopted by the City Council. These do have maximum amounts and are paid
commensurate with an amount of local sales tax paid by the recipient. In 2017, our budget expects to
grant $1,131,250 for these two recipients. All three funds are affected because these funds receive
sales tax as a revenue,so the grant affects each fund equally. This annual appropriation is considered
revenue-neutral because the grant matches the revenue generated by the private improvement.
Finally, the Storm Drainage Fund is financing debt service issuances associated with several drainage
improvement projects through the State of South Dakota Revolving Loan Program (RLF). This program
has three percent (3%) interest rate and a term of 20 years is specifically designed to assist local units of
government with financing water-related infrastructure projects. The following is a summary of the
storm water debt.
Page 7.
Budget Message
August, 2016
Storm Drainage Project 2017 Debt Service Last Year of Payment
1)Southland Lane pond $26,037 2032
2)Pheasant Nest pond $22,356 2033
3)Nelson pond $15,076 2033
4)Camelot drainage system $131,526 2034
5)Division Ave. system $29,878 2036
Municipalities are statutorily limited in the amount of tax-supported debt they can assume. This
limitation is expressed as a percentage of overall property assessed valuation. At this point, we are
consuming approximately 40 percent of our allowable debt capacity. The City has a very strong credit
history with a credit rating of A2 according to Moody’s Investor Services who completed our last
analysis. Such a rating is a ‘snapshot’ of our overall financial picture and how we manage our finances
including cash reserves and overall fund balances. Favorable credit ratings also earn lower interest rates
for any future debt issuances. Debt issued by Brookings Health System or Brookings Municipal Utilities
are considered public enterprise debt with debt service being financed by revenue from their respective
operations. As such, they are classified differently and subject to different debt limitations. As you
know, these entities also have significant debt.
State law and standard accounting practices require us to describe tax increment as debt even though
actual debt may not be issued. For some of our districts, the developers actually issue the debt and for
other districts, the City fronted the project costs with cash and recover such costs over time with
increment.
-
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
20082009201020112012201320142015201620172018201920202021202220232024202520262027
Total Debt Outstanding Paid by 75% Sales Tax Fund
Revenue Bonds Council Commitments Notes and Loans
Page 8.
Budget Message
August, 2016
Cash balances
An inherent component of public budgeting is projections of cash and fund balances, reserves, cash
flow, and working capital. As a general rule, reserves in various funds need to be healthy but not
excessive. Admittedly, striking this balance is subjective but some axioms provide guidance. First,
reserves should adequately provide three to six months of working capital for cash flow purposes.
Second, they should provide for desired depreciation, capital replacement, contingencies or
emergencies, and any desired savings for future capital needs. Third, they should not be so excessive to
amount to over-taxation or over-charging. Cash and fund balances are critically examined by auditors,
bonding agencies, and lenders. Sufficient cash balances are an integral component of our A2 credit
rating. Great pains should be taken to preserve our credit rating.
Much of our reserves are liquid and easily accessible while other amounts have various levels of
restrictions for their use. For example, bond reserves are not accessible as lending agencies often
require a reserve restriction to cover debt payments in the event of a shortfall as long as there is a
principle outstanding. In my opinion, this budget strikes the appropriate balance of meeting our
spending needs within our revenue parameters, preserves and protects our reserves, and where
necessary, makes responsible use of reserves in accordance with the Council’s priorities. Perhaps most
importantly, our credit rating is preserved.
Estimated year-end 2017 cash balances for the largest and most active funds are:
Fund 101 General Fund $3,970,460
Fund 212 Second penny 25%$296,394
Fund 213 Second penny 75%$543,415
Fund 284 Third penny $927,993
Fund 214 E-911 $67,602
Fund 282 Storm Drainage $438,772
Fund 224 Swiftel Center $303,890
Fund 285 BID hospitality tax revenue $284,469
-
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
Projected Annual Debt Service for 75% Sales Tax Fund
Revenue Bonds Council Commitments
Page 9.
Budget Message
August, 2016
Special Revenue funds and budgets
Our special revenue funds are chiefly the Storm Drainage fund, E-911 fund, Public Art Fund and the
Swiftel Center fund. The Storm Drainage fund finances most of the capital projects involving the City’s
storm water management infrastructure and maintenance thereof. It has a dedicated revenue stream
using drainage utility fees and has a comprehensive, long-term plan, which the Council recently updated
for prioritized improvement projects. The Council has the option of increasing this fee. The last increase
was a doubling of the previous fee in 2008 and has not been increased since. Staff recently provided
you with a rate study for this fund on potential rate increases. The drainage fee provides for cash
payments of various storm drainage capital projects as well as debt service for more expensive capital
projects. We can expect an operational cost increase in 2017 as rates from BMU for sewer-jetting costs
will be increasing. Such rates have not been adjusted in many years.
The second major revenue fund is the E-911 fund. This is a joint powers fund for dispatch services
between the City and County. The City acts as the fiscal agent for the fund and dispatch employees are
City personnel. The primary revenue stream is State funding which comes to all local dispatch centers
via a state-imposed telephone tax. This tax does not provide, nor is it intended to provide, all necessary
funding to operate local dispatch centers. The City and County supplement operational expenses on a
pro rata share based on call load. Because this is an intergovernmental operation and receives
significant state funding, it is considered a special revenue fund separate from the General Fund.
The Public Art Fund is a third segregated fund. Established in 2016 for implementation with the 2017
budget, this prescribes a one percent (1%) supplemental transfer for each other fund’s capital
expenditures annually to be dedicated to public art. An Arts Commission has been established to
recommend expenditures for public art displays to the City Council. For 2017, the estimated revenue for
this fund is $67,471.
The fourth major revenue fund is the Swiftel Event Center fund. This fund provides for the operation
and management of the Swiftel Center. Its revenue is comprised of $2,052,979 from it’s own
operations, up slightly from $1,996,155 in 2016, and augmented with an operating shortfall from the
Third Penny sales tax fund. The proposed 2017 3B supplement is $404,950, up from $375,000 in 2016.
One of the reasons for this increase is the new federal Fair Labor Standards Act (FLSA) which mandated
a significant increase in overtime costs for exempt employees. Venuworks employs a significant number
of employees on our behalf that are affected by this change. The Swiftel Center is a significant
community generator of sales tax revenue. Capital expenditures associated with the Swiftel Center are
financed chiefly by the 75% second penny public improvement fund, which is capped for 2017 at
$300,000. Most of that will be consumed by debt service payments via an interfund loan from the Solid
Waste Landfill fund to the seating replacement.
Hospitality tax revenue
The City of Brookings utilizes two statutorily-authorized revenue streams using hospitality commerce as
the base for a tax. The 3B (bed-board-booze) tax is a supplemental sales tax applied to a much narrower
base than the first and second penny sales tax. Listed as Fund 284 in the budget, it provides for
expenditures connected with the promotion of the City. For 2017, we are estimating revenue of
$871,500 and expenditures of $870,884. Primary expenditures of 3B revenue include the Convention
and Visitors Bureau,Downtown Brookings, Inc., the Swiftel Center, Chamber of Commerce, and other
like expenses which include some outside agencies.
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Budget Message
August, 2016
The second hospitality tax is authorized through a Business Improvement District and identified as Fund
285 in your budget. This tax is a $2 per room per night surcharge on all lodging accommodations.
Commonly referred to as “pillow tax” because of the nature of its tax base, all revenue is budgeted for
the Convention and Visitors Bureau.
The primary public purpose of these two revenue streams is to provide reinvestment capital into entities
that can leverage spin-off development for other entities, primarily private entities, to further generate
increased commerce, economic development and tax base expansion.
Public Enterprise funds and budgets
Public enterprise operations include the liquor store, solid waste landfill, solid waste collections, golf
course and airport. By the strictest of definitions, public enterprise operations should ideally be self-
sufficient in generating enough revenue to cover their expenses, so they do not rely on tax revenue.
This has historically been the case, and continues to be so, for the liquor store and solid waste budgets.
The golf course should see that level of financial sustainability with the many operational and capital
improvements that have been made and contemplated in the future. This operation is heavily weather-
dependent and favorable weather conditions can help insure that profitability. The airport will never
achieve profitability and requires a transfer from the General Fund for operations. The airport is heavily
dependent upon State and Federal grant programs for capital improvements. It is limited in capacity as
an FAA-General Aviation, Part-139 airport facility.
A primary public purpose of public enterprise operations is to generate sufficient revenue to provide a
transfer to the General Fund as another revenue stream to reduce the reliance on taxes. Judicious use
of transfers needs to insure that sufficient cash is retained for purposes of operating expenses, cash flow
and working capital, and depreciation. The proposed budget has the following public enterprise
operations making transfers to the General Fund. A supplemental transfer to the golf course from the
liquor store is envisioned only to the extent a shortfall develops by year-end. No tax revenue is used for
the golf course operating expenses, and this year, we have moved the golf cart leases from second
penny capital to operations. Capital expenditures such as equipment replacement and facility
improvements continue to be financed by second penny. The golf course revenue includes a surcharge
for capital improvements beginning in 2016 and continues for 2017.
Proposed transfers are as follows:
Brookings Municipal Utilities $2,255,000
Solid Waste Landfill $600,000
Municipal Liquor Store $300,000
Municipal Liquor Store (to golf if needed)$100,000
Research & Technology Center $120,000
Funding requests for outside agencies
As always, we solicit requests for City financial assistance to other entities by which we can form
partnerships to further the quality of life for our community. We received 23 applications totaling
$1,469,200. Most were repeat requests but some were first-time requests. The Council has received
copies of all applications and this budget includes my staff recommendations of funding for each
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Budget Message
August, 2016
applicant. Subsidy requests are found in the General Fund, 75 percent Second Penny Fund, 3B Fund and
the Business Improvement District Fund.
Economic Development
As in past years, furthering economic development remains a staple of our goals. This priority is
reflected in our strategic plan as well as our budget. It is important that policy prescriptions be
adequately supported with budgetary commitments. This budget continues our strong support of
Brookings Economic Development Corporation (BEDC) and the Growth Partnership of the SDSU
Research Park. In addition to the traditional economic development strategies of commercial and
industrial development, BEDC has launched new initiatives reflective of the new economy such as
fostering entrepreneurialism and workforce development.
We continue to emphasize the visitor industry as a key component of economic development through
the Convention and Visitors Bureau and with special events such as the third year of “Downtown at
Sundown.” The Swiftel Center is also a key generator of visitor traffic. The proposed budget also
continues the Downtown Retail Acceleration Grant program through the 3B fund for eligible recipients
as another economic development incentive program targeted to our downtown central business
district.
In recent years, our economic development efforts have broadened to include retail development.
Since our budget is heavily-dependent upon sales tax, it makes sense to invest in strategies that help
generate sales tax for the future. In addition to the budgetary imperatives of increased sales tax
revenue, expansive retail opportunities add to the quality of life for residents and visitors with additional
options for shopping, dining, and other consumer services. Brookings is losing too much sales tax
revenue to other destinations. Our efforts to develop the old DOT property into Brookings Marketplace
represents the best opportunity to help make this happen. We own the land and have interest from
private sector partners that can make it happen.
A note of caution is warranted here. A 10,000-foot view of our capital improvement plan and
community reinvestment plan clearly reveal they will require substantial increases in sales tax growth to
be sustainable. Property taxes alone will not keep up with the projected spending. Our long-term
commitments to SDSU’s PAC II, Brookings Health System, the sales tax rebate program, and even the
Boys and Girls Club facility, along with current debt service obligations, consume capacity for cash for
other capitalized expenditures. The long-range project of financing the 20
th Street/Interstate 29
overpass/interchange will require substantial cash that can only be generated from sales tax growth.
For this reason, we need to aggressively move to develop Brookings Marketplace with more retail in an
effort to increase the revenue stream.
This will require incentives; a fact of life in today’s economic development world. Incentives can be
challenging to quantify a justifiable return on investment. But consider this perspective: if we offer too
much, we are out a little money. If we offer too little, we will have lost future opportunities to recover
not only that original incentive investment, but almost certainly the spin-off value that will materialize.
Perhaps without consciously realizing this, we adopted this strategy which successfully caused Bel
Brands, USA to select Brookings.
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Budget Message
August, 2016
New Initiatives
A few years ago, we embarked on new concepts and ideas to improve our governance. Such efforts
have intensified over the past two years specifically. We began by undertaking acomprehensive
discussion about sustainability issues and integrating more eco-friendly measures into government
services. That expanded to lean government practices, improved public transparency, more integration
of modern technology applications, and a stronger commitment to public art.
We have since expanded such efforts by examining measures to bolster our central business district
through the small business grant program and promotion of downtown open/green/gathering space.
We have been working with our economic development partners on workforce development and
maker-space initiatives. Special projects have taken long-term perspectives for a new comprehensive
master plan and the first-ever bicycle master plan designed to institutionalize our commitment to
bicycling for enjoyment and as an alternative mode of transportation. The public dialogue about the
recreation center has spurred considerations about a park facility master plan for both indoor and
outdoor recreation and athletic facilities. We have met future needs of transportation by facilitating
efforts with the State of South Dakota for Highway 14 improvements and involved the community in
every aspect of this ambitious project, while also positioning ourselves for a future major street system
and interstate highway crossing to serve the southern portion of the City.
Finally, we have taken on the difficult challenge of affordable housing for a large segment of our
population. We have also begun a community conversation about mental health issues.
To be sure, these items have implications on our resources of time, talent, and treasure; but can be
addressed with proper prioritization and thoughtful, pragmatic discussion. Perhaps most importantly,
we need to expand our base of partners and build upon our current partnerships for continued success.
Government cannot and should not do these alone and strong partners have always been a hallmark of
everything we have endeavored to do. Certainly, this needs to continue to address the needs and
challenges of the future in our never-ending quest of continual improvement.
Conclusion
As perhaps the single-most important policy document government can have, the budget is not only the
lubricant to grease the gears of a complex mechanism it is also an expression of goals, values, and a
vision for the present and the future. In order to operationalize that vision, we have aggressively
developed and implemented strategic plans, which now spans more than just one year. As a living
document, we monitor performance and track results of the strategic plan and make mid-course
corrections as necessary.
As always, budgets reflect priorities. Priorities come with opportunities and limitations but also
challenges to be overcome, if we are bold enough to assume a responsible degree of risk in pursuit of
that vision. I believe this budget accomplishes all of these objectives and continues to be true to our
compass as expressed in our mission statement and vision statement.
I would like to thank the staff and especially the department heads for their diligent work in helping me
prepare this comprehensive document. Their commitment, dedication, and perseverance to the values
of public service continue to be stellar and are serving this community in an outstanding fashion. I
would also like to thank the Mayor and Council Members for your leadership in addressing the many
opportunities we face with courage, pragmatism, and boundless optimism for the future.
Page 13.
Budget Message
August, 2016
As always, it remains an honor and privilege to serve as your City Manager. For me, there is no higher
calling than to serve the residents of the City of Brookings.
Sincerely,
CITY OF BROOKINGS
Jeffrey W. Weldon
City Manager
Budget Budget2014 2015 2016 2016 2017 2017 Change ChangeActual Actual Adopted Amended Description Requested Proposed + /(‐) %NONDEPARTMENTAL REVENUE14,167,626 11,216,927.00 10,529,613.00 10,529,613.00 Revenues 10,716,250 10,789,750 260,137 2.47%2,846,400 5,497,052 4,911,179 5,132,509 Transfers In5,836,835 3,275,000 (1,857,509) ‐36.19%17,014,026 16,713,979 15,440,792 15,662,122 Total Revenues16,553,085 14,064,750 (1,597,372) ‐10.20%MAYOR AND COUNCIL63,226 64,366 64,011 64,011 Personal Services64,021 64,021 10 0.02%37,539 43,960 64,605 64,605 Other Expenditures84,267 82,267 17,662 27.34%100,764 108,326 128,616 128,616 Total Expenditures148,288 146,288 17,672 13.74%CITY CLERK20,510 15,893 33,372 33,372 Revenues33,372 33,372 ‐ 0.00%20,510 15,893 33,372 33,372 Total Revenues33,372 33,372 ‐ 0.00%214,346 229,792 236,214 240,859 Personal Services251,295 251,295 10,436 4.33%74,050 59,620 99,186 99,186 Other Expenditures135,254 133,754 34,568 34.85%288,396 289,412 335,400 340,045 Total Expenditures386,549 385,049 45,004 13.23%NON DEPARTMENTAL6,714,732 6,887,718 6,507,200 6,507,200 Revenues6,869,650 6,869,650 362,450 5.57%6,714,732 6,887,718 6,507,200 6,507,200 Total Revenues6,869,650 6,869,650 362,450 5.57%6,202,284 6,356,302 6,516,698 6,310,502 Other Expenditures6,578,269 6,550,269 239,767 3.80%‐ 8,900 ‐ ‐ Capital Expenditures‐ ‐ ‐ 0.00%6,202,284 6,365,202 6,516,698 6,310,502 Total Expenditures6,578,269 6,550,269 239,767 3.80%CITY MANAGER‐ 40,000 11 10,011 Revenues‐ ‐ (10,011) ‐100.00%‐ 40,000 11 10,011 Total Revenues‐ ‐ (10,011) ‐100.00%181,098 185,721 277,951 291,349 Personal Services286,713 286,463 (4,886) ‐1.68%12,907 14,587 18,615 58,615 Other Expenditures31,162 27,662 (30,953) 0.00%194,005 200,308 296,566 349,964 Total Expenditures317,875 314,125 (35,839) ‐10.24%CITY ATTORNEY124,951 94,908 99,505 99,505 Other Expenditures103,000 103,000 3,495 3.51%124,951 94,908 99,505 99,505 Total Expenditures103,000 103,000 3,495 3.51%Proposed/Amended 2016DRAFTPage 1 of 20
Budget Budget2014 2015 2016 2016 2017 2017 Change ChangeActual Actual Adopted Amended Description Requested Proposed + /(‐) %Proposed/Amended 2016HUMAN RESOURCES2,954 4,143 2,000 2,000 Revenues 2,000 2,000 ‐ 0.00%2,954 4,143 2,000 2,000 Total Revenues2,000 2,000 ‐ 0.00%183,618 169,562 184,564 188,025 Personal Services185,289 185,289 (2,736) ‐1.46%27,729 31,941 45,001 45,001 Other Expenditures53,865 53,865 8,864 19.70%211,347 201,503 229,565 233,026 Total Expenditures239,154 239,154 6,128 2.63%FINANCE OFFICE12,165 12,404 4,400 4,400 Revenues4,400 4,400 ‐ 0.00%12,165 12,404 4,400 4,400 Total Revenues4,400 4,400 ‐ 0.00%399,487 389,552 421,432 400,454 Personal Services339,478 339,478 (60,976) ‐15.23%93,734 110,980 128,263 128,263 Other Expenditures130,374 125,964 (2,299) ‐1.79%493,221 500,532 549,695 528,717 Total Expenditures469,852 465,442 (63,275) ‐11.97%INFORMATION TECHNOLOGY75,103 117,308 132,714 135,396 Personal Services 142,554 142,554 7,158 5.29%22,900 28,389 34,308 34,308 Other Expenditures 38,333 38,333 4,025 11.73%101,414 125,678 73,750 78,203 Capital Expenditures 89,150 35,150 (43,053) ‐55.05%199,418 271,375 240,772 247,907 Total Expenditures270,037 216,037 (31,870) ‐12.86%GENERAL GOVERNMENT BUILDINGS‐ 1,750 ‐ ‐ Revenues ‐ ‐ ‐ 0.00%‐ 1,750 ‐ ‐ Total Revenues‐ ‐ ‐ 0.00%23,285 27,155 26,922 26,922 Other Expenditures39,333 39,333 12,411 46.10%158,244 10,405 81,860 81,860 Capital Expenditures‐ ‐ (81,860) ‐100.00%181,529 37,560 108,782 108,782 Total Expenditures39,333 39,333 (69,449) ‐63.84%COMMUNITY DEVELOPMENT77,835 84,311 67,227 67,227 Revenues64,785 64,785 (2,442) ‐3.63%77,835 84,311 67,227 67,227 Total Revenues64,785 64,785 (2,442) ‐3.63%365,881 377,368 392,094 399,822 Personal Services409,826 409,826 10,004 2.50%19,840 22,076 42,930 42,930 Other Expenditures195,494 192,994 150,064 349.56%14,361 ‐ ‐ ‐ Capital Expenditures17,300 17,300 17,300 100.00%400,081 399,444 435,024 442,752 Total Expenditures622,620 620,120 177,368 40.06%DRAFTPage 2 of 20
Budget Budget2014 2015 2016 2016 2017 2017 Change ChangeActual Actual Adopted Amended Description Requested Proposed + /(‐) %Proposed/Amended 2016ENGINEERING DEPARTMENT126,639 157,286 146,750 146,750 Revenues 152,485 152,485 5,735 3.91%126,639 157,286 146,750 146,750 Total Revenues152,485 152,485 5,735 3.91%417,722 428,181 440,503 449,116 Personal Services 483,589 483,589 34,473 7.68%25,101 29,886 33,802 36,202 Other Expenditures 36,330 36,330 128 0.35%23,229 2,225 ‐ 13,000 Capital Expenditures 97,000 97,000 84,000 646.15%466,052 460,292 474,305 498,318 Total Expenditures616,919 616,919 118,601 23.80%CITY/COUNTY ADMIN BUILDING140,000 135,748 185,200 185,200 Revenues 176,000 176,000 (9,200) ‐4.97%140,000 135,748 185,200 185,200 Total Revenues176,000 176,000 (9,200) ‐4.97%7,083 7,251 7,000 7,000 Personal Services 8,000 8,000 1,000 14.29%168,877 274,651 331,100 331,100 Other Expenditures 330,400 330,400 (700) ‐0.21%3,539 1,939 10,783 10,783 Capital Expenditures ‐ ‐ (10,783) ‐100.00%179,498 283,841 348,883 348,883 Total Expenditures338,400 338,400 (10,483) ‐3.00%POLICE DEPARTMENT128,785 174,602 231,495 231,495 Revenues184,972 186,222 (45,273) ‐19.56%128,785 174,602 231,495 231,495 Total Revenues184,972 186,222 (45,273) ‐19.56%2,614,256 2,780,803 2,864,623 2,920,069 Personal Services3,023,129 2,989,330 69,261 2.37%288,157 289,647 348,238 348,238 Other Expenditures363,088 359,588 11,350 3.26%160,179 185,083 244,830 244,830 Capital Expenditures170,335 ‐ (244,830) ‐100.00%3,062,592 3,255,533 3,457,691 3,513,137 Total Expenditures3,556,552 3,348,918 (164,219) ‐4.67%FIRE DEPARTMENT71,767 73,329 106,000 106,000 Revenues69,500 69,500 (36,500) ‐34.43%71,767 73,329 106,000 106,000 Total Revenues69,500 69,500 (36,500) ‐34.43%387,089 401,070 417,255 422,864 Personal Services444,511 444,511 21,647 5.12%161,220 157,336 184,382 184,382 Other Expenditures188,931 185,431 1,049 0.57%422,252 952,484 150,000 155,500 Capital Expenditures1,173,500 ‐ (155,500) ‐100.00%970,561 1,510,890 751,637 762,746 Total Expenditures1,806,942 629,942 (132,804) ‐17.41%PUBLIC SAFETY87,630 88,895 90,045 90,045 Hydrant Rentals93,265 93,265 3,220 3.58%87,630 88,895 90,045 90,045 Total Expenditures93,265 93,265 3,220 3.58%DRAFTPage 3 of 20
Budget Budget2014 2015 2016 2016 2017 2017 Change ChangeActual Actual Adopted Amended Description Requested Proposed + /(‐) %Proposed/Amended 2016STREET DEPARTMENT768,898 43,729 27,175 27,175 Revenues 7,500 12,500 (14,675) ‐54.00%768,898 43,729 27,175 27,175 Total Revenues7,500 12,500 (14,675) ‐54.00%986,808 1,012,744 1,054,168 1,072,009 Personal Services 1,123,740 1,123,740 51,731 4.83%1,307,737 1,366,693 1,515,500 1,516,000 Other Expenditures1,667,098 1,199,868 (316,132) ‐20.85%1,137,869 1,010,407 1,058,000 1,321,909 Capital Expenditures1,554,000 282,000 (1,039,909) ‐78.67%3,432,414 3,389,844 3,627,668 3,909,918 Total Expenditures4,344,838 2,605,608 (1,304,310) ‐33.36%ANIMAL CONTROL23,838 23,188 23,900 23,900 Revenues24,100 24,100 200 0.84%23,838 23,188 23,900 23,900 Total Revenues24,100 24,100 200 0.84%85,427 83,803 86,604 87,946 Personal Services90,182 90,182 2,236 2.54%12,492 10,022 18,809 18,809 Other Expenditures17,365 17,365 (1,444) ‐7.68%4,840 ‐ 37,199 37,199 Capital Expenditures32,000 ‐ (37,199) ‐100.00%102,759 93,825 142,612 143,954 Total Expenditures139,547 107,547 (36,407) ‐25.29%DAKOTA NATURE PARK13,695 22,944 20,472 20,472 Revenues25,736 25,736 5,264 25.71%13,695 22,944 20,472 20,472 Total Revenues25,736 25,736 5,264 25.71%28,348 34,898 36,007 36,007 Personal Services53,979 53,979 17,972 49.91%17,876 16,439 23,813 25,313 Other Expenditures26,537 26,537 1,224 4.84%‐ ‐ ‐ ‐ Capital Expenditures30,500 30,500 30,500 100.00%46,223 51,337 59,820 61,320 Total Expenditures111,016 111,016 49,696 81.04%AQUATIC CENTER 170,866 182,287 180,329 180,329 Revenues182,000 182,000 1,671 0.93%170,866 182,287 180,329 180,329 Total Revenues182,000 182,000 1,671 0.93%229,659 232,015 250,180 251,554 Personal Services249,001 249,001 (2,553) ‐1.01%115,314 113,177 115,999 115,999 Other Expenditures124,159 124,159 8,160 7.03%11,965 51,086 16,000 16,000 Capital Expenditures42,000 37,000 21,000 131.25%356,938 396,278 382,179 383,553 Total Expenditures415,160 410,160 26,607 6.94%RECREATION DEPARTMENT108,130 96,043 118,700 118,700 Revenues99,200 99,200 (19,500) ‐16.43%108,130 96,043 118,700 118,700 Total Revenues99,200 99,200 (19,500) ‐16.43%197,115 161,509 225,087 227,233 Personal Services222,418 222,418 (4,815) ‐2.12%102,485 72,827 123,774 123,774 Other Expenditures116,943 106,643 (17,131) ‐13.84%‐ ‐ ‐ ‐ Capital Expenditures8,000 8,000 8,000 100.00%299,600 234,336 348,861 351,007 Total Expenditures347,361 337,061 (13,946) ‐3.97%DRAFTPage 4 of 20
Budget Budget2014 2015 2016 2016 2017 2017 Change ChangeActual Actual Adopted Amended Description Requested Proposed + /(‐) %Proposed/Amended 2016PARKS DEPARTMENT57,934 134,341 39,433 92,433 Revenues39,433 39,433 (53,000) ‐57.34%57,934 134,341 39,433 92,433 Total Revenues39,433 39,433 (53,000) ‐57.34%746,512 791,147 770,394 781,723 Personal Services810,097 806,897 25,174 3.22%287,432 316,249 345,228 345,228 Other Expenditures393,779 462,279 117,051 33.91%378,062 720,536 676,000 897,085 Capital Expenditures822,200 552,200 (344,885) ‐38.45%1,412,006 1,827,932 1,791,622 2,024,036 Total Expenditures2,026,076 1,821,376 (202,660) ‐10.01%LARSONS ICE ARENA131,751 126,618 147,000 147,000 Revenues132,750 137,750 (9,250) ‐6.29%131,751 126,618 147,000 147,000 Total Revenues132,750 137,750 (9,250) ‐6.29%158,535 141,783 183,207 185,960 Personal Services229,953 229,953 43,993 23.66%227,138 186,755 179,655 179,655 Other Expenditures196,844 196,844 17,189 9.57%232,531 40,625 15,000 15,000 Capital Expenditures45,300 35,300 20,300 135.33%618,204 369,163 377,862 380,615 Total Expenditures472,097 462,097 81,482 21.41%DRAFTPage 5 of 20
Budget Budget2014 2015 2016 2016 2017 2017 Change ChangeActual Actual Adopted Amended Description Requested Proposed + /(‐) %Proposed/Amended 2016FORESTRY DEPARTMENT18,755 50,667 19,000 19,000 Revenues19,000 19,000 ‐ 0.00%18,755 50,667 19,000 19,000 Total Revenues19,000 19,000 ‐ 0.00%341,349 348,939 371,262 377,169 Personal Services399,013 399,013 21,844 5.79%58,655 63,081 84,837 84,837 Other Expenditures84,960 84,960 123 0.14%214 225,180 42,200 62,200 Capital Expenditures105,000 105,000 42,800 68.81%400,218 637,200 498,299 524,206 Total Expenditures588,973 588,973 64,767 12.36%LIBRARY30,302 45,955 32,200 32,200 Revenues23,000 23,000 (9,200) ‐28.57%30,302 45,955 32,200 32,200 Total Revenues23,000 23,000 (9,200) ‐28.57%700,056 712,493 759,451 773,096 Personal Services759,356 758,856 (14,240) ‐1.84%194,941 258,631 196,609 197,225 Other Expenditures205,387 203,787 6,562 3.33%118,136 124,032 125,160 131,160 Capital Expenditures128,800 128,800 (2,360) ‐1.80%1,013,132 1,095,156 1,081,220 1,101,481 Total Expenditures1,093,543 1,091,443 (10,038) ‐0.91%APPROPRIATION/SUBSIDIES‐ 191,478 100,000 100,000 Economic Incentive Grant100,000 100,000 ‐ 0.00%23,000 25,000 25,000 25,000 Community Cultural Subsidy30,000 25,000 ‐ 0.00%6,666 8,000 8,000 8,000 Community Band Subsidy8,000 8,000 ‐ 0.00%5,000 5,000 5,000 5,000 Safe Ride7,500 5,200 200 4.00%73,000 75,000 75,000 75,000 Brookings Area Transit Authority80,000 78,000 3,000 4.00%15,000 ‐ ‐ ‐ East Central Behavioral Health25,000 ‐ ‐ 0.00%10,000 10,000 10,000 10,000 Brkngs Regional Humane Society10,000 10,000 ‐ 0.00%‐ ‐ 22,000 22,000 Brkngs Domestic Abuse Shelter22,000 22,000 ‐ 0.00%‐ ‐ ‐ ‐ Brookings Community Theatre10,000 ‐ ‐ 0.00%‐ ‐ ‐ ‐ Outdoor Adventure Center of SD50,000 ‐ ‐ 0.00%207,200 207,200 207,200 207,200 School District Subsidy207,200 207,200 ‐ 0.00%75,000 75,000 75,000 75,000 Boys & Girls Club Subsidy85,000 75,000 ‐ 0.00%2,500 2,500 2,500 2,500 Brkgs County Youth Mentoring 5,000 3,000 500 20.00%‐ ‐ 2,000 2,000 Brookings Crime Stoppers2,000 2,000 ‐ 0.00%‐ 195,000 195,000 195,000 Brookings Economic Dev Corp195,000 195,000 ‐ 0.00%417,366 794,178 726,700 726,700 Total Other Expenditures836,700 730,400 3,700 0.51%287,412 237,246 229,650 229,650 Transfer out to Airport229,680 229,680 30 0.01%160,481 ‐ ‐ ‐ Transfer out to Swiftel‐ ‐ ‐ 0.00%‐ 3,300,000 ‐ ‐ Transfer Out to 75% fund‐ 0.00%‐ ‐ ‐ ‐ Transfer to Public Art Fund16,183 13,283 13,283 0.00%447,893 3,537,246 229,650 229,650 Total Transfers Out245,863 242,963 13,313 5.80%865,259 4,331,424 956,350 956,350 Total Expenditures1,082,563 973,363 17,013 1.78%DRAFTPage 6 of 20
Budget Budget2014 2015 2016 2016 2017 2017 Change ChangeActual Actual Adopted Amended Description Requested Proposed + /(‐) %Proposed/Amended 2016TOTAL GENERAL FUND22,787,181 19,529,883 18,421,477 18,484,477 Revenues 18,826,133 18,910,883 426,406 2.31%2,846,400 5,497,052 4,911,179 5,132,509 Transfers In5,836,835 3,275,000 (1,857,509) ‐36.19%25,633,581 25,026,935 23,332,656 23,616,986 Total Revenues24,662,968 22,185,883 (1,431,103) ‐6.06%8,382,715 8,670,305 9,174,721 9,311,662 Personal Services9,576,144 9,538,395 226,733 2.43%9,694,275 10,034,207 10,667,824 10,506,644 Other Expenditures11,234,437 10,774,897 268,253 2.55%417,366 794,178 726,700 726,700 Appropriations/Subsidies836,700 730,400 3,700 0.51%2,766,834 3,458,580 2,530,782 3,064,729 Capital Expenditures4,315,085 1,328,250 (1,736,479) ‐56.66%447,893 3,537,246 229,650 229,650 Transfers Out245,863 242,963 13,313 5.80%21,709,082 26,494,516 23,329,677 23,839,385 Total Expenditures26,208,229 22,614,905 (1,224,481) ‐5.14%3,924,499 (1,467,581) 2,979 (222,399) Addition to or (Use of) Existing Cash(1,545,261) (429,022) (206,623) 92.91%3,156,220$ Estimated Ending Cash Balance2,727,199$ DRAFTPage 7 of 20
Budget Budget2014 2015 2016 2016 2017 2017 Change ChangeActual Actual Adopted Amended Description Requested Proposed + /(‐) %Proposed/Amended 201625% SALES & USE TAX1,524,398 1,567,135 1,549,700 1,549,700 Revenues1,611,200 1,611,200 61,500 3.97%1,524,398 1,567,135 1,549,700 1,549,700 Total Revenues1,611,200 1,611,200 61,500 3.97%106,708 47,870 25,000 25,000 Economic Incentive Grant25,000 25,000 ‐ 0.00%‐ ‐ ‐ ‐ Building & Structures Fire‐ 1,023,500 1,023,500 100.00%‐ ‐ ‐ ‐ Building & Structures Police‐ 3,700 3,700 100.00%‐ ‐ ‐ ‐ Machinery & Auto & Equip Fire‐ 159,600 159,600 100.00%‐ ‐ ‐ ‐ Machinery & Auto & Equip Police‐ 240,035 240,035 100.00%‐ ‐ ‐ ‐ Street & Sidewalk Improve 50/50 (213/212)‐ 452,500 452,500 100.00%219,509 2,172,511 1,258,729 1,416,847 Transfers Out2,226,468 210,268 (1,206,579) ‐85.16%326,217 2,220,381 1,283,729 1,441,847 Total Expenditures2,251,468 2,114,603 1,879,335 130.34%1,198,181 (653,246) 265,971 107,853 Addition to or (Use of) Existing Cash(640,268) (503,403) (611,256) ‐566.75%799,797$ Estimated Ending Cash Balance296,394$ 75% PUBLIC IMPROVE/SALES & USE TAX6,760,685 4,746,541 4,719,290 4,719,290 Revenues4,841,000 4,886,462 167,172 3.54%700,043 1,004,203 300,000 900,163 Transfers In511,385 511,385 (388,778) ‐43.19%7,460,728 5,750,744 5,019,290 5,619,453 Total Revenues5,352,385 5,397,847 (221,606) ‐3.94%795,308 341,109 237,500 237,500 Job Creation &Incentive Payments452,500 452,500 215,000 90.53%6,548,615 1,977,813 2,399,054 2,399,054 Debt Service2,396,754 2,396,754 (2,300) ‐0.10%7,343,923 2,318,922 2,636,554 2,636,554 Total Other Expenditure2,849,254 2,849,254 212,700 8.07%‐ 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%‐ ‐ ‐ ‐ PAC II100,000 100,000 100,000 100.00%‐ ‐ ‐ ‐ Brookings Health System50,000 50,000 50,000 100.00%‐ ‐ ‐ ‐ County Resource Center Purchase‐ 100,000 100,000 100.00%‐ ‐ 12,000 12,000 BATA Grant Match‐Bus15,000 ‐ (12,000) ‐100.00%150,000 250,000 262,000 262,000 Total Appropriations415,000 500,000 238,000 90.84%21,763 470,442 ‐ 50,000 Capital Expenditure 1,195,000 2,297,500 2,247,5004495.00%2,232,792 3,136,410 2,318,844 2,729,169 Transfers Out 1,537,225950,345 (1,778,824) ‐65.18%9,748,478 6,175,774 5,217,398 5,677,723 Total Expenditures 5,996,479 6,597,099 919,37616.19%(2,287,749) (425,030) (198,108) (58,270) Addition to or (Use of) Existing Cash (644,094) (1,199,252) (1,140,982)1958.08%$ 2,113,524Estimated Ending Cash Balance$ 914,272DRAFTPage 8 of 20
Budget Budget2014 2015 2016 2016 2017 2017 Change ChangeActual Actual Adopted Amended Description Requested Proposed + /(‐) %Proposed/Amended 2016DRAFTPage 9 of 20
Budget Budget2014 2015 2016 2016 2017 2017 Change ChangeActual Actual Adopted Amended Description Requested Proposed + /(‐) %Proposed/Amended 2016E 911461,460 466,860 487,500 487,500 Revenues454,000 454,000 (33,500) ‐6.87%219,509 174,432 251,800 251,800 Transfers In193,000 193,001 (58,799) ‐23.35%680,969 641,292 739,300 739,300 Total Revenues647,000 647,001 (92,299) ‐12.48%533,810 551,152 596,649 607,730 Personal Services617,530 617,530 9,800 1.61%72,942 79,180 92,200 92,200 Other Expenditures95,300 95,300 3,100 3.36%58,703 73,417 10,450 10,450 Capital Expenditures7,950 7,950 (2,500) ‐23.92%‐ 16,982 ‐ ‐ Transfers Out‐ ‐ ‐ 0.00%665,456 720,731 699,299 710,380 Total Expenditures720,780 720,780 10,400 1.46%15,513 (79,439) 40,001 28,920 Addition to or (Use of) Existing Cash(73,780) (73,779) (102,699) ‐355.12%SWIFTEL CENTER1,750,510 1,978,059 1,996,155 1,996,155 Revenues2,052,979 2,052,979 56,824 2.85%503,957 751,492 675,000 802,744 Transfers In704,950 704,950 (97,794) ‐12.18%2,254,467 2,729,551 2,671,155 2,798,899 Total Revenues2,757,929 2,757,929 (40,970) ‐1.46%2,109,561 2,347,212 2,371,155 2,371,155 Other Expenditures2,457,929 2,457,929 86,774 3.66%144,906 376,492 300,000 427,745 Capital Expenditures300,000 300,000 (127,745) ‐29.86%2,254,467 2,723,704 2,671,155 2,798,900 Total Expenditures2,757,929 2,757,929 (40,971) ‐1.46%‐ 5,847 ‐ (1) Addition to or (Use of) Existing Cash‐ ‐ 1 ‐100.00%DRAFTPage 10 of 20
Budget Budget2014 2015 2016 2016 2017 2017 Change ChangeActual Actual Adopted Amended Description Requested Proposed + /(‐) %Proposed/Amended 2016LIBRARY FINES27,900 22,613 25,000 25,000 Revenues25,000 25,000 ‐ 0.00%27,900 22,613 25,000 25,000 Total Revenues25,000 25,000 ‐ 0.00%24,249 25,308 30,000 30,000 Other Expenditures30,000 30,000 ‐ 0.00%24,249 25,308 30,000 30,000 Total Expenditures30,000 30,000 ‐ 0.00%3,651 (2,695) (5,000) (5,000) Addition to or (Use of) Existing Cash(5,000) (5,000) ‐ 0.00%LIBRARY DONATIONS30,904 40,942 35,500 35,500 Revenues35,500 35,500 ‐ 0.00%30,904 40,942 35,500 35,500 Total Revenues35,500 35,500 ‐ 0.00%33,490 38,213 33,000 33,000 Other Expenditures33,000 33,000 ‐ 0.00%33,490 38,213 33,000 33,000 Total Expenditures33,000 33,000 ‐ 0.00%(2,586) 2,729 2,500 2,500 Addition to or (Use of) Existing Cash2,500 2,500 ‐ 0.00%DRAFTPage 11 of 20
Budget Budget2014 2015 2016 2016 2017 2017 Change ChangeActual Actual Adopted Amended Description Requested Proposed + /(‐) %Proposed/Amended 2016SPECIAL ASSESSMENT245,133 564,235 203,496 203,496 Revenues 233,036 233,036 29,540 14.52%‐ 1,608,491 900,000 1,052,618 Transfers In ‐ ‐ (1,052,618) ‐100.00%245,133 2,172,726 1,103,496 1,256,114 Total Revenues233,036 233,036 (1,023,078) ‐81.45%1,620,482 50,238 1,610,000 1,610,000 Capital Expenditures550,000 270,184 (1,339,816) ‐83.22%‐ ‐ ‐ 600,163 Transfers Out151,265 151,266 (448,897) ‐74.80%1,620,482 50,238 1,610,000 2,210,163 Total Expenditures701,265 421,450 (1,788,713) ‐80.93%(1,375,349) 2,122,488 (506,504) (954,049) Addition to or (Use of) Existing Cash(468,229) (188,414) 765,635 ‐80.25%STORM DRAINAGE1,108,557 1,075,522 858,540 891,055 Revenues857,750 857,750 (33,305) ‐3.74%‐ 345,120 ‐ ‐ Transfers In‐ ‐ ‐ 0.00%1,108,557 1,420,642 858,540 891,055 Total Revenues857,750 857,750 (33,305) ‐3.74%82,991 81,993 90,857 92,281 Personal Services96,709 96,709 4,428 0 355,784 290,166 425,095 425,095 Other Expenditures414,641 414,641 (10,454) (0) 1,868,795 319,100 700,000 700,000 Capital Expenditures1,220,000 1,220,000 520,000 1 ‐ 427,930 ‐ ‐ Transfers Out‐ ‐ ‐ ‐ 2,307,570 1,119,189 1,215,952 1,217,376 Total Expenditures1,731,350 1,731,350 513,974 42.22%(1,199,013) 301,453 (357,412) (326,321) Addition to or (Use of) Existing Cash(873,600) (873,600) (547,279) 167.71%DRAFTPage 12 of 20
Budget Budget2014 2015 2016 2016 2017 2017 Change ChangeActual Actual Adopted Amended Description Requested Proposed + /(‐) %Proposed/Amended 20163rd PENNY SALES TAX835,900 853,897 826,500 826,500 Revenues871,500 871,500 45,000 5.44%50,000 50,000 ‐ ‐ Transfers In‐ ‐ ‐ 0.00%885,900 903,897 826,500 826,500 Total Revenues871,500 871,500 45,000 5.44%44,371 19,980 ‐ ‐ Televised Contracted Services28,884 28,884 28,884 100.00%5,181 16,683 ‐ ‐ Website Contracted Services20,500 20,500 20,500 100.00%3,270 5,168 6,450 6,450 Travel & Lodging6,600 6,600 150 2.33%8,626 8,885 9,152 9,152 First District Membership 9,450 9,450 298 3.26%220,000 210,000 210,000 210,000 Chambers Visitors Bureau240,000 262,500 52,500 25.00%27,000 27,000 27,000 27,000 Brookings Chamber Promotional35,000 27,000 ‐ 0.00%‐ 13,671 11,000 11,000 Christmas Decorations 11,000 11,000 ‐ 0.00%‐ ‐ 14,000 14,000 Open Government Forum‐ ‐ (14,000) ‐100.00%10,000 13,000 15,000 15,000 4th of July Fireworks Display15,000 15,000 ‐ 0.00%50,000 ‐ ‐ ‐ SDSU Student Visitor Promotion50,000 20,000 20,000 100.00%3,598 212 10,000 10,000 Promotion of City10,000 10,000 ‐ 0.00%‐ 50,000 30,000 30,000 Downtown at Sundown30,000 25,000 (5,000) ‐16.67%192,000 ‐ ‐ ‐ Brookings Economic Dev Corp‐ ‐ ‐ 0.00%22,000 25,000 25,000 25,000 Brookings Downtown Inc.35,000 25,000 ‐ 0.00%‐ ‐ 50,000 50,000 Downtown Acceleration Program50,000 50,000 ‐ 0.00%‐ ‐ 10,000 10,000 Spark Brookings, LLC‐ ‐ (10,000) ‐100.00%‐ ‐ 10,000 10,000 SD Humanities Council‐ ‐ (10,000) ‐100.00%198,570 375,000 375,000 375,000 Transfers Out404,950 404,950 29,950 7.99%784,617 764,599 802,602 802,602 Total Expenditures946,384 915,884 113,282 14.11%101,283 139,298 23,898 23,898 Addition to or (Use of) Existing Cash(74,884) (44,384) (68,282) ‐285.72%927,377$ Estimated Ending Cash Balance882,993$ PILLOW TAX221,381 221,072 400,350 400,350 Revenues400,350 400,350 ‐ 0.00%221,381 221,072 400,350 400,350 Total Revenues400,350 400,350 ‐ 0.00%204,143 214,431 214,400 214,400 Other Expenditures244,400 221,900 7,500 3.50%204,143 214,431 214,400 214,400 Total Expenditures244,400 221,900 7,500 3.50%17,238 6,641 185,950 185,950 Addition to or (Use of) Existing Cash155,950 178,450 (7,500) ‐4.03%DRAFTPage 13 of 20
Budget Budget2014 2015 2016 2016 2017 2017 Change ChangeActual Actual Adopted Amended Description Requested Proposed + /(‐) %Proposed/Amended 2016PUBLIC ART FUND‐ ‐ ‐ ‐ Revenues‐ ‐ ‐ 0.00%‐ ‐ ‐ ‐ Transfers In60,872 58,357 58,357 100.00%‐ ‐ ‐ ‐ Total Revenues60,872 58,357 58,357 100.00%‐ ‐ ‐ ‐ Capital Expenditures‐ ‐ ‐ 0.00%‐ ‐ ‐ ‐ Total Expenditures‐ ‐ ‐ 0.00%‐ ‐ ‐ ‐ Addition to or (Use of) Existing Cash60,872 58,357 58,357 100.00%DRAFTPage 14 of 20
Budget Budget2014 2015 2016 2016 2017 2017 Change ChangeActual Actual Adopted Amended Description Requested Proposed + /(‐) %Proposed/Amended 2016TIF DIST #1 DEBT SERVICE/INNOVA277,381 308,042 307,700 307,700 Revenues 448,328 448,328 140,628 45.70%277,381 308,042 307,700 307,700 Total Revenues448,328 448,328 140,628 45.70%Debt Service92,921 87,521 307,700 307,700 Transfers Out 448,328 448,328 140,628 45.70%92,921 87,521 307,700 307,700 Total Expenditures448,328 448,328 140,628 45.70%184,460 220,521 ‐ ‐ Addition to or (Use of) Existing Cash ‐ ‐ ‐ 0.00%TIFDIST #3 DEBT SERVICE/VALLEY VIEW172,261 199,681 199,647 199,647 Revenues216,832 216,832 17,185 8.61%172,261 199,681 199,647 199,647 Total Revenues216,832 216,832 17,185 8.61%172,439 200,698 199,647 199,647 Debt Service216,832 216,832 17,185 8.61%172,439 200,698 199,647 199,647 Total Expenditures216,832 216,832 17,185 8.61%(179) (1,017) ‐ ‐ Addition to or (Use of) Existing Cash‐ ‐ ‐ 0.00%TIF DIST #4 DEBT SERVICE/SIELER80,710 82,199 82,200 82,200 Revenues84,380 84,380 2,180 2.65%80,710 82,199 82,200 82,200 Total Revenues84,380 84,380 2,180 2.65%80,710 82,199 82,200 82,200 Debt Service84,380 84,380 2,180 2.65%80,710 82,199 82,200 82,200 Total Expenditures84,380 84,380 2,180 2.65%‐ ‐ ‐ ‐ Addition to or (Use of) Existing Cash‐ ‐ ‐ 0.00%DRAFTPage 15 of 20
Budget Budget2014 2015 2016 2016 2017 2017 Change ChangeActual Actual Adopted Amended Description Requested Proposed + /(‐) %Proposed/Amended 2016TIF DIST # 5 DEBT SERVICE/32ND AVE12,526 14,194 15,000 15,000 Revenues16,130 16,130 1,130 7.53%12,526 14,194 15,000 15,000 Total Revenues16,130 16,130 1,130 7.53%‐ ‐ 15,000 15,000 Debt Service16,130 16,130 1,130 7.53%‐ ‐ 15,000 15,000 Total Expenditures16,130 16,130 1,130 7.53%12,526 14,194 ‐ ‐ Addition to or (Use of) Existing Cash‐ ‐ ‐ 0.00%DRAFTPage 16 of 20
Budget Budget2014 2015 2016 2016 2017 2017 Change ChangeActual Actual Adopted Amended Description Requested Proposed + /(‐) %Proposed/Amended 2016TIF DIST #6 DEBT SERVICE/BEL DIGESTER102,847 101,380 100,000 100,000 Revenues260,120 260,120 160,120 160.12%102,847 101,380 100,000 100,000 Total Revenues260,120 260,120 160,120 160.12%‐ ‐ ‐ ‐ Debt Service‐ ‐ ‐ 0.00%‐ ‐ 100,000 100,000 Transfers Out260,120 260,120 160,120 160.12%‐ ‐ 100,000 100,000 Total Expenditures260,120 260,120 160,120 160.12%102,847 101,380 ‐ ‐ Addition to or (Use of) Existing Cash‐ ‐ ‐ 0.00%TIE DIST # 7 DEBT SERVICE/S. MAIN‐ ‐ 200,000 200,000 Revenues100,000 100,000 (100,000) ‐50.00%‐ ‐ 200,000 200,000 Total Revenues100,000 100,000 (100,000) ‐50.00%‐ ‐ ‐ ‐ Debt Service‐ ‐ ‐ 0.00%‐ ‐ 200,000 200,000 Transfers Out100,000 100,000 (100,000) ‐50.00%‐ ‐ 200,000 200,000 Total Expenditures100,000 100,000 (100,000) ‐50.00%‐ ‐ ‐ ‐ Addition to or (Use of) Existing Cash‐ ‐ ‐ 0.00%DRAFTPage 17 of 20
Budget Budget2014 2015 2016 2016 2017 2017 Change ChangeActual Actual Adopted Amended Description Requested Proposed + /(‐) %Proposed/Amended 2016BROOKINGS GATEWAY PROJECT60,173 391 ‐ ‐ Revenues‐ ‐ ‐ #DIV/0!‐ ‐ 275,000 275,000 Transfers In365,000 365,000 60,173 391 275,000 275,000 Total Revenues365,000 365,000 90,000 32.73%37,023 5,522 420,000 420,000 Other Expenditures510,000 510,000 90,000 21.43%‐ ‐ 105,000 105,000 Capital Expenditures105,000 105,000 ‐ 0.00%37,023 5,522 525,000 525,000 Total Expenditures615,000 615,000 90,000 17.14%23,151 (5,131) (250,000) (250,000) Addition to or (Use of) Existing Cash(250,000) (250,000) ‐ 0.00%DRAFTPage 18 of 20
Budget Budget2014 2015 2016 2016 2017 2017 Change ChangeActual Actual Adopted Amended Description Requested Proposed + /(‐) %Proposed/Amended 2016LIQUOR STORE992,234 4,195,828 4,252,000 4,252,000 Revenues 4,522,000 4,522,000 270,000 6.35%992,234 4,195,828 4,252,000 4,252,000 Total Revenues4,522,000 4,522,000 270,000 6.35%336,434 315,755 366,180 371,592 Personnel Services 383,768 383,768 12,176 3.28%246,797 3,260,938 3,423,189 3,423,189 Other Expenditures 3,426,617 3,426,617 3,428 0.10%10,570 923 ‐ ‐ Capital Expenditures 1,100 1,100 1,100 100.00%339,821 375,000 352,250 352,250 Transfers Out 400,011 400,011 47,761 13.56%933,622 3,952,616 4,141,619 4,147,031 Total Expenditures4,211,496 4,211,496 64,465 1.55%58,612 243,212 110,381 104,969 Addition to or (Use of) Existing Cash 310,504 310,504 205,535 195.81%AIRPORT10,327,978 1,460,334 221,513 221,513 Revenues 1,134,380 1,134,380 912,867 412.10%1,675,255 340,016 321,494 321,494 Transfers In 429,680 429,680 108,186 33.65%12,003,232 1,800,350 543,007 543,007 Total Revenues1,564,060 1,564,060 1,021,053 188.04%137,973 129,286 154,506 157,314 Personnel Services 152,750 152,750 (4,564) ‐2.90%66,097 69,402 109,870 109,870 Other Expenditures 107,833 107,833 (2,037) ‐1.85%‐ ‐ 278,650 278,650 Capital Expenditures 1,301,500 1,301,500 1,022,850 367.07%204,069 198,688 543,026 545,834 Total Expenditures1,562,083 1,562,083 1,016,249 186.18%11,799,163 1,601,662 (19) (2,827) Addition to or (Use of) Existing Cash 1,977 1,977 4,804 ‐169.94%EDGEBROOK GOLF COURSE316,577 328,708 397,561 397,561 Revenues 416,828 416,828 19,267 4.85%100,000 433,816 85,000 85,000 Transfers In 162,500 162,500 77,500 91.18%416,577 762,524 482,561 482,561 Total Revenues579,328 579,328 96,767 20.05%261,522 257,004 285,452 289,634 Personnel Services 269,091 269,091 (20,543) ‐7.09%181,012 193,900 186,294 186,294 Other Expenditures246,616 246,616 60,322 32.38%39,441 ‐ 10,000 32,156 Capital Expenditures62,500 62,500 30,344 94.36%45,663 ‐ ‐ ‐ Transfers Out‐ ‐ ‐ 0.00%527,639 450,904 481,746 508,084 Total Expenditures578,207 578,207 70,123 13.80%(111,062) 311,620 815 (25,523) Addition to or (Use of) Existing Cash1,121 1,121 26,644 ‐104.39%DRAFTPage 19 of 20
Budget Budget2014 2015 2016 2016 2017 2017 Change ChangeActual Actual Adopted Amended Description Requested Proposed + /(‐) %Proposed/Amended 2016SOLID WASTE COLLECTIONS1,114,639 1,154,560 1,131,450 1,131,450 Revenues1,140,950 1,140,950 9,500 0.84%1,114,639 1,154,560 1,131,450 1,131,450 Total Revenues1,140,950 1,140,950 9,500 0.84%420,424 407,747 459,719 467,988 Personnel Services468,088 468,088 100 0.02%514,016 495,662 505,235 505,235 Other Expenditures517,991 517,991 12,756 2.52%‐ ‐ 320,000 320,000 Capital Expenditures‐ ‐ (320,000) ‐100.00%‐ ‐ ‐ ‐ Transfers Out‐ ‐ ‐ 0.00%934,440 903,409 1,284,954 1,293,223 Total Expenditures986,079 986,079 (307,144) ‐23.75%180,199 251,151 (153,504) (161,773) Addition to or (Use of) Existing Cash154,871 154,871 316,644 ‐195.73%LANDFILL 2,388,397 2,703,323 2,287,488 2,287,488 Revenues2,313,270 2,313,270 25,782 1.13%2,388,397 2,703,323 2,287,488 2,287,488 Total Revenues2,313,270 2,313,270 25,782 1.13%420,788 448,086 467,477 476,201 Personnel Services483,932 483,932 7,731 1.62%404,385 198,283 462,596 462,596 Other Expenditures470,355 470,355 7,759 1.68%6,907 ‐ 760,000 760,000 Capital Expenditures695,000 695,000 (65,000) ‐8.55%1,156,014 575,000 575,000 575,000 Transfers Out604,950 604,950 29,950 5.21%1,988,094 1,221,369 2,265,073 2,273,797 Total Expenditures2,254,237 2,254,237 (19,560) ‐0.86%400,302 1,481,954 22,415 13,691 Addition to or (Use of) Existing Cash59,033 59,033 45,342 331.18%RESEARCH & TECHNOLOGY CENTER201,074 176,791 189,866 189,866 Revenues179,270 179,270 (10,596) ‐5.58%201,074 176,791 189,866 189,866 Total Revenues179,270 179,270 (10,596) ‐5.58%116,513 66,465 73,574 73,574 Other Expenditures73,789 73,789 215 0.29%11,471 ‐ ‐ ‐ Capital Expenditures‐ ‐ ‐ #DIV/0!40,000 75,000 105,000 105,000 Transfers Out105,000 120,000 15,000 14.29%167,984 141,465 178,574 178,574 Total Expenditures178,789 193,789 15,215 8.52%33,090 35,326 11,292 11,292 Addition to or (Use of) Existing Cash481 (14,519) (25,811) ‐228.58%DRAFTPage 20 of 20
4%Estimated Tax Growth FactorDescription 2016 2017 2018 2019 2020 20212022 2023 2024 2025 2026 2027ESTIMATED BEGINNING CASH BALANCE981,854 2,113,524 1,014,272 693,915 794,679 265,126 92,389 1,760,608 3,957,241 6,362,519 8,143,410 3,147,134 REVENUESSales & Use Tax4,679,290 4,866,462 5,061,120 5,263,565 5,474,107 5,693,072 5,920,795 6,157,626 6,403,931 6,660,089 6,926,492 7,203,552 Interest Income25,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 Money Market Interest15,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 Loan Proceeds- - - - - - - - - - TIF Revenue-300,000 360,120 320,000 350,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 SDDOT RR money to be received in 2016?675,863 Transfer in STP funds received currently in GF550,000 Transfer in Spec Assessment - S. Main Proj (See tab)**152,612 Transfer in Spec Assessment - S. Main Proj (See tab)**296,280 Transfer in Spec Assessment - S. Main Proj (See tab)**151,265 151,265 151,265 151,265 236,844 - - - - - - - TOTAL REVENUES6,845,310 5,397,847 5,552,385 5,784,830 6,130,951 6,113,072 6,340,795 6,577,626 6,823,931 7,080,089 7,346,492 7,623,552 EXPENDITURESEconomic Development Grant75,000 300,000 Job Creation Incentive162,500 152,500 Economic Development Grants Expense237,500 452,500 - - - - - - - - - - Bond Principal Payments1,836,981 1,877,326 1,921,244 1,975,609 2,029,705 2,090,719 871,517 522,823 539,098 557,009 574,940 593,449 Bond Interest Payments560,873 518,228 471,798 420,557 364,799 303,689 239,892 212,088 195,813 177,902 159,971 141,462 Debt Service Costs1,200 1,200 1,200 1,200 1,200 1,201 1,201 1,201 1,201 1,201 1,201 1,201 Debt Service Expense Total2,399,054 2,396,754 2,394,242 2,397,366 2,395,704 2,395,609 1,112,610 736,112 736,112 736,112 736,112 736,112 SDSU Research Park150,000 150,000 150,000 100,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 Boys & Girls Club-Teen Center100,000 100,000 100,000 100,000 - - PAC II expansion, annual appropriation100,000 100,000 100,000 100,000 100,000 916,666 916,666 916,666 916,666 916,666 916,670 BHS expansion/addition, annual appropriation50,000 50,000 50,000 25,000 100,000 100,000 100,000 100,000 100,000 75,000 Bata Bus Grant Match12,000 Subsidy Expenditure Total262,000 400,000 400,000 350,000 200,000 175,000 1,091,666 1,091,666 1,091,666 1,091,666 1,091,666 1,066,670 Capital Expenditure DetailRolled over -Consulting for 20th S South interstate access study94,917 Carnegie Building renovations- 175,000 - - - - - - - - - - Park restrooms (Sexauer, '16 likely roll to 17) (Valley View, '19)140,000 - - 120,000 - - - - - - - - Edgebrook-Golf Course Capital Improvements10,000 62,500 - - - - - - - - - - Swiftel Center-Capital Improvements300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 2,300,000 Gateway Project275,000 365,000 225,000 - 450,000 - - - - - - - Airport-Facility91,844 200,000 100,000 74,200 67,800 94,200 Infrastructure-15th St S- - - - - - - - - - - - Existing trail system overlay maintenance/repair50,000 - 50,000 - 70,000 - 70,000 - 80,000 - 80,000 - Rolled over - install playground equip10,506 Rolled over - camelot volleyball court10,379 Rolled over - restroom pioneer140,000 Rolled over LED streetlight proj42,945 Rolled over - Swiftel concrete floor repair19,687 Rolled over - Swiftel F&B area80,000 Rolled over - Swiftel hoop floor28,057 Rolled over - Edgebrook - pump overhaul19,340 Rolled over - Edgebrook - Stockwell contractor2,816 Transfer out to Special Assessment900,000 Transfer out to S. Main for City cost of project44,595 Bob Sheldon/Dwiggins-Medary complex improvements1,000,000 1,000,000 1,000,000 Infrastructure-Western Avenue S 20th to 26th1,000,000 Infrastructure-W20th St S. Main Ave to Cumberland 1,000,000 1,000,000 Rec Center and trail extensions/expansions1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 20th Street/I-29 overpass/interchange800,000 6,800,000 CRC acquisition100,000 100,000 100,000 100,000 100,000 Street Curb and Gutter75,000 75,000 75,000 75,000 75,000 Railroad crossing signal/match only - 2016 rollover50,000 20,000 20,000 20,000 20,000 Streets - Digouts and Overlays & chip seal(see tab for detail)505,000 927,500 994,500 1,075,500 982,000 1,046,000 1,098,300 1,153,215 1,210,876 1,271,420 1,334,991 1,401,740 Parks- Facility repair, renovations, upgrades, major maintenance- 214,000 172,000 100,000 100,000 100,000 100,000 Planned Capital Expenditure Total2,815,086 3,225,000 3,078,500 2,936,700 4,064,800 3,715,200 2,468,300 2,553,215 2,590,876 3,471,420 10,514,991 1,501,740 Transfer to Public Art Fund- 22,845 TOTAL EXPENDITURES5,713,640 6,497,099 5,872,742 5,684,066 6,660,504 6,285,809 4,672,576 4,380,993 4,418,654 5,299,198 12,342,769 3,304,522 ESTIMATED ENDING CASH BAL BEFORE ADD'L PROJECTS2,113,524 1,014,272 693,915 794,679 265,126 92,389 1,760,608 3,957,241 6,362,519 8,143,410 3,147,134 7,466,164 Restricted pre G&E for future economic development (500,000) (500,000) (500,000) (500,000) (500,000) (500,000) (500,000) (500,000) (500,000) (500,000) (500,000) (500,000) Estimated Beginning Cash with Potential Capital Projects1,613,524 514,272 193,915 294,679 (234,874) (407,611) 1,260,608 3,457,241 5,862,519 7,643,410 2,647,134 6,966,164 Estimated CostPotential Capital Expenditures$750,000Prairie Hills Park$500,000Brighton-Timberline ParkPotential Capital Expenditures Total - - - - - - - - - - - - ESTIMATED ENDING CASH WITH POTENTIAL PROJECTS 1,613,524 514,272 193,915 294,679 (234,874) (407,611) 1,260,608 3,457,241 5,862,519 7,643,410 2,647,134 6,966,164 cash added (used) from fund balance (1,099,252) (320,357) 100,764 (529,552) (172,737) 1,668,219 2,196,633 2,405,278 1,780,891 (4,996,276) 4,319,030 75% of Second Penny Sales & Use Tax Cash Projections
2017
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 staff: the Airport Manager (Ryan O’Rear) and the
Airport Operations/Maintenance Technician (Jeremy Scott). Ryan O’Rear replaced Philip
Tiedeman who resigned in October 2015. The airport also receives part-time assistance from
the engineering department (Jackie Lanning, Jared Thomas and Jon Geffre) to help with
weekend 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 $0.11 per square foot (City will propose to increase the rent
to $0.12 per square foot in 2017), and the current hayland rent is $75.00 per acre. With the loss
of revenue for the Division Avenue parking lot and the slight revenue increase with 2 new
hangars, the City is not anticipating significant revenue increases for 2017.
The City provides maintenance for the airport and grounds. In 2016, the City is scheduled to
complete a large utility project to service the future hangar development off the new taxilane.
In 2017, the City plans to overlay hangar taxilanes and reconstruct the remaining 1,700 feet on
the south end of Runway 17/35. The City is also scheduled to purchase a paint striper for
airport staff to maintain airfield markings and, in addition, the airport plans to purchase a
Toolcat with a bucket and angle-broom attachment. This would be used by airport staff for
various projects on the airfield to include snow removal, mowing and dirt work.
PROGRAMS AND SERVICES:
SERVICE
MEASURE OUTCOME 2015
ACTUAL
2016
BUDGETED
2017
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.
$132,003 $167,555 $159,597
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.
$51,574 $46,080 $47,434
Provide Safety
and
Convenience
Ensure a safe and efficient airfield for the
aviation community by enforcing rules
and regulations, providing ARFF and
emergency response, and maintain
facilities at or above standards.
$28,720 $32,882 $33,776
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.
$1,379,316 $198,650 $1,161,500
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. With the completion of airfield construction in 2015,
there was an increase in air traffic in 2015 and it is now anticipated to increase 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 City had a
decrease in the airfield cost per acre for 2015, primarily due to the reduction of maintenance as
part of airfield construction. 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 2015
ACTUAL
2016
BUDGETED
2017
REQUESTED
Outcome Aircraft Operations
(One operation equals one take-
off or one landing)
24,758 27,000 30,000
Outcome Airfield Cost Per Acre $196 $203 $213
2017
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.
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 2014
ACTUAL
2015
ADOPTED
2016
ADOPTED
2017
Requested
Legal Services Advocacy & Dispute Resolution
Legal Representation
Legal Advisor to Staff and City
Council
$79,054 $82,216 $85,505 $89,000
Membership
& Conference
Membership-International
Municipal Attorney Assoc.
And Travel/Lodging for IMMA
conference
$3,000 $3,500 $4,000 $4,000
Litigation Litigation outside the contract
scope
$10,000 $10,000 $10,000 $10,000
Total Budget $92,054 $95,716 $ 99,505 $103,000
*Per Legal Services Agreement, Dated 8/11/2015
2017
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 American’s 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
Bid Process
Board of Equalization
Brookings Bicycle Advisory Committee
Brookings Brand Management
Brookings Committee for People who have Disabilities
Budget Book
Certified Documents
City Council:
Administrative Services
Agendas
Minutes
Official Records
City Manager Administrative Services
Countersigning Warrants
Document/Records Management
Elections
Historic Preservation Commission
Human Rights Commission
Information Resource Center
Press Releases
Legal Notices
Licenses & Permits:
Alcohol
Circus/Carnival
Commercial Garbage
Food Truck/Food Vendor
Going out of Business
Licenses & Permits continued:
House Mover
Mixed Martial Arts
Parade
Pawnbroker
Plumber
Raffle
Street Closure
Taxi
Temporary Vendor
Transient Merchant
Transportation Network Services
Mayor Administrative Services
Mayoral Proclamations
Open Government/E-Government
Government Channel
Meeting Notices
Social Media
Televised Meetings
Website
Ordinances
Resolutions
Surplus Sale/Property
Sustainability Council
Volunteer 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 2013
ACTUAL
2014
ACTUAL
2015
ACTUAL
2016
ADOPTED
2017
REQUESTED
City Clerk’s Department Overall Budget $335,850 $308,208 $314,481 $333,410 $327,677
City Council Agenda Management
The City Clerk’s Department will utilize the
Granicus “Legislative Management Suite”
for agenda item drafting, electronic
approvals, agenda packet generation and
publication, meeting minutes and
legislative data tracking.
$25,000 software & training (one-time fee in
2014)
$7,800 annual mgmt fee ($650/month)
0 $32,800
3rd B
$7,800
3rd B
$7,800
General
Government
$7,800
3rd B
Website
The City website was redone in 2011 with
up-to-date programming language and ADA
compliance making it easier to update and
easier for public use. Costs included web
hosting services, support, and module
updates.
$8,000 Website (CivicPlus) / Mobile App
$4,000 Citizen Engagement
$8,500 Open Counter
*$5,500 Website Mobile App (2015)
$6,000
City Clerk
$9,600
3rd B
$14,100*
3rd B
$11,600
General
Government
$20,500
3rd B
Televised Meetings
Granicus Software provides online
webcasts and documents that are linked
and keyword searchable. (3rd B). Includes
new encoder maintenance fee of
$1,200/year and Granicus fee of
$13,400/year.
$13,000
3rd B
$19,160
3rd B
$15,000
3rd B
$15,000
General
Government
$15,000
3rd B
Document Portal
The portal will be 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.
$15,000 (2016) & $3,000 annual
maintenance
$18,000
General
Government
$3,000
3rd B
Government Access Channel
X20 Media Software/Hosted Services $2,000
3rd B
$2,000
3rd B
$2,000
3rd B
$3,250
General
Government
$3,250
3rd B
Code of Ordinances
Codification of all city ordinances
*recodification of city ordinances
$45,000*$5,000 $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)
$2,200 $2,500 $2,500 $2,500 $2,500
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
(No Election)
$8,700 $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
Legal Publications
Provide legal publication oversight for all
city departments and Council to comply
with all applicable statutes.
$15,000 $17,000 $17,000 $17,000 $17,000
Licensing (REVENUE)
Oversee the issuance, maintenance and
administration of various licenses and
permits as required by city ordinance and
state statute.
$62,800 $62,237 $62,000 $65,425 $65,000
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 2013
$3,500
2014
$3,577
2015
$3,577
2016
$3,577
2017
$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 committee 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 2013
$9,284*
2014
$9,378*
2015
$9,378*
2016
$9,378*
2017
$9,378*
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 human rights commission.
Conduct educational programs and disseminate information in furtherance of the purposes and policies of
the human rights commission.
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**2013
$16,400
2014
$26,400
2015
$26,400
2016
$26,400
2017
$26,400
Expenditures $20,000 $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.
Programs 2013 2014 2015 2016 2017
$3,500
Finalize steps in Bicycle Master Plan
o Stakeholder meetings, community workshops, presentations, bicycle network map, design guidelines,
funding/implementation framework, policy/program recommendations, develop policies and
implementation of final plan
Promote awareness and public education
o Organize National bike month activities
o Annual Mayor’s Ride
o Encouragement public education efforts (Critical Mass rides, Earth Day, Green Drinks, Kite & Bike Festival,
Posters)
o Enforcement campaign with school district, UPD and BPD
Bicycle Friendly Community designation
Promote campus/community connectivity
INCREASE OR DECREASE IN FEES/REVENUE:
No fee increases or decreases are scheduled in 2017. No major fluctuations are anticipated.
CHANGES OR NEED FOR INCREASED OR DECREASED SERVICES:
None
2017
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) To implement effective governance practices.
2) To provide fiscally responsible municipal management.
3) To improve quality of life through municipal services.
4) To use a business model format that emphasizes long range planning, customer satisfaction,
productivity, and process.
5) To foster economic development.
6) To promote intergovernmental cooperation and relations.
SERVICE
MEASURE OUTCOME 2014
ACTUAL
2015
ACTUAL
2016
ADOPTED
2017
REQUESTED
Governance Salaries, Operating $117,018 $124,040 $128,616 $148,288
2017
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.
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.
2017
City Manager
PURPOSE: The City Manager’s performance is considered to be 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 to the City Manager. 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.
2017
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 2017 is projected to decrease slightly from 2016. This is
primarily due to a loss in revenue from leasing industrial land for crop production. The City sold
16 acres of industrial land in the Svennes Industrial Park in 2016, thus reducing the land
available for crop leasing. 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 2014
ACTUAL
2015
ACTUAL
2016
ADOPTED
2017
REQUESTED
Output FTE cost per Board of Adjustment
variance request
$126 $128 $129 $135
Output FTE cost per final platted lot
processed
$126 $128 $132 $139
Output FTE cost per preliminary plat
reviewed
$180 $184 $186 $195
Output FTE cost per annexation processed $203 $208 $209 $219
Output FTE cost per rezoning processed $296 $302 $304 $245
Output Number of miles of sidewalk kept
clear for passage
165 165 166 167
Output Number of code enforcement
investigations
1,262 936 1,275 1,260
Output Percent of code enforcement cases
achieving voluntary compliance
99%99%99%99%
Output Percent of total rental units
inspected & licensed
21%32%23%32%
2017
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, Office
Manager and Office Receptionist are shared between the Engineering and Community
Development departments. The City employed the Office Receptionist on a part-time basis
instead of full-time starting in 2014, which has been a cost savings to the City. The Engineering
Department also employs one part-time civil engineering intern. Brandon Long, Engineering
Technician resigned in October, 2015 and Jared Thomas joined the Engineering Department in
that position.
PROGRAMS AND SERVICES OBJECTIVES:
Last year, the engineering department will be implementing 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 adopted 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 2017 for the engineering department is anticipated to be similar to the 2016
revenue. Building permits have been steady, and fees for the engineering department are not
expected to increase significantly in 2017.
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 2014
ACTUAL
2015
ACTUAL
2016
ADOPTED
2017
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.
$87,563 $89,637 $92,102 $94,404
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.
$74,570 $76,486 $78,590 $80,554
Project
Administration
Administration and inspection of
construction projects including
streets, parks, sidewalks, urban, and
drainage. This measure includes
inspection of subdivision
construction.
$40,417 $41,120 $42,451 $43,308
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.
$108,627 $109,211 $112,214 $115,019
Motor Pool Financially manage the self-
sustaining motor pool vehicle by
billing users at the appropriate
mileage rate.
$2,324 $2,547 $1,700 $2,435
PERFORMANCE MEASURES:
TYPE OF
MEASURE SERVICE MEASURE 2014
ACTUAL
2015
ACTUAL
2016
ADOPTED
2017
REQUESTED
Output Cost per lane mile for chip
seal
$7,125 $6,832 $6,544 $7,575
Output Cost per lane mile for
asphalt overlay (2” asphalt
on 5,280’ long x 12’ wide)
$60,192 $58,212 $61,578 $64,944
Output Miles of sidewalk inspected 41.28 39.09 30.45 36.97
Output Number of drainage plans
and amendments reviewed
8 10 8 10
Output Number of Building Code
Variances administered by
the Board of Appeals
1 0 1 1
Output Number of building permits
issued
79 single family
5 townhomes
2 duplexes
3 apartments
88 single family
7 townhomes
0 duplexes
8 apartments
90 single family
4 townhomes
4 duplexes
2 apartments
91 single family
4 townhomes
4 duplexes
3 apartments
2017
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:
1. To provide timely and accurate information about the availabilities of funds and changes
in the funds available for the activities of each city department and each program.
2. To assist the City Manager to adopt an adequate budgetary control process, including
incorporating the “Performance Budgeting” procedure into the city’s financial budgeting
process, thereby improving services and efficiencies of the organization.
3. To effectively administer the city’s assets; earn high interest revenues through investing
the city’s idle cash after considering the priority of safety of principle and adequate
liquidity needs.
4. Administer the purchase card program. Train and manage the system.
5. To reduce waste, inefficiency, or misuse of city funds by applying adequate internal
control procedures.
6. To manage the department’s budget and personnel with a focus on efficiency,
effectiveness, and fiscal responsibility.
7. Administer payroll. Train employees on use of the time clock system.
8. Administer the fleet cards for the city vehicles.
9. Maintain the capital asset records for the city.
1
2017
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 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
2017
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 General Government Buildings budget is managed by the City Engineer, 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 2017 budget includes figures for the 2nd floor copier leases for City staff at the City &
County Government Center. There are no other capital improvement projects planned for the
General Government Buildings budget in 2017.
1
2017
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. One of our objectives is to implement an Applicant Tracking system through
NEOGOV. This program allows for an online recruitment application process so applicants can
apply online. It is anticipated that NEOGOV will allow the City of Brookings to become more
strategic in their recruitment and selection process. The attractive part of this new system is
that it is expected to increase the applicant pool with a seamless application process. The
automatic scoring feature of this system is a huge benefit as it will minimize time spent by HR
staff screening and evaluating applications. 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 2017 and future years. In turn, this could result in increased
employee/employer health premium contribution rates.
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
2
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 work to simplify, streamline and improve the employee recruitment, selection and payroll
administration processes.
EFFECTIVENESS MEASURES
TYPE OF
MEASURE SERVICE MEASURE 2014
ACTUAL
2015
ACTUAL
2016
ADOPTED
2017
ESTIMATE
Number of
employee
injuries
Provides # of employees
reporting workers comp
claims who sought medical
treatment within calendar
year
13 total
reported
(Goal: 18
maximum)
21 total
reported
(Goal: 18
maximum)
33
maximum
19
maximum
Number of
lost time
injuries
Counts the number of lost
time injuries for City of
Brookings employees
reported within calendar yr.
1 lost time
injuries
(Goal: 2
maximum)
3 lost time
injuries
(Goal: 2
maximum)
2
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)
4.4%
6 FT
employees
(eight FT
retirees -
not included
in %)
(Goal:
4.28%)
7.3%
10 FT
employees
(four FT
retirees -
not included
in %)
(Goal:
4.28%)
4.3%
maximum
4.2%
maximum
Work
Comp
Claim
Costs
Monitors claim costs for
medical services for
employees & volunteers
who sustain injuries within
calendar year.
$9,397.78
(Goal:
$23,833
maximum)
$79,768.68
(Goal:
$23,833
maximum)
$24,629
maximum
$23,398
maximum
3
2017
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 to the 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, 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.
2017
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 2017 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, much to the delight of many young people.
Our goal for 2017 is to increase attendance at children/YA programs by 1% or 210 children.
(2015 attendance was 20,623.)
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 $2,500 in 2015.
Adult Services
The Library offers more than 70 programs for adults annually. Programs planned for 2017
include: A series celebrating the 100
th anniversary of the Pulitzer Prize, computer and ebook
classes, author visits, craft nights, historical reenactors and numerous book clubs. Our goal for
2017 is to increase attendance at adult programs by 1%. (2015 attendance was 1,397.) 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. Other new digital
services were added in 2015 including digital magazines and streaming movies. We will
continue to add to both our print collections and our digital services. Our goal is to increase
overall circulation by 1% in 2016. (274,733 items circulated in 2015.)
The Library’s meeting rooms continue to be heavily used by community groups with 1,264 uses
during 2015. 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 51,126 uses in
2015.
2017
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 manager continues to spend a great amount of
time each week with sales vendors, learning and analyzing current and
changing market trends, and evaluating new products. In addition,
purchasing the products on “post-downs” or when vendors temporarily cut
prices is a practice of cost and inventory control that was implemented last
year and will continue to be practiced. The layout of the store was reset in
August and the JLohr wine gallery completed. The reset provided an
expanded product selection and helped to increase profit margins.
Customer service, product selection and product knowledge are the
service objectives.
The operational expenses of the store are in line with what was previously
estimated.
In conclusion, by continuing and improving upon the above practices and
the installation of the wine tasting machine and the growler station, sales
will be substantially increased in 2016 and 2017. Sales in 2016 will
increase by an estimated 3.9% to $4,325,000 and in 2017 by an estimated
4.0% $4,497,000. Gross Margins for both 2016 and 2017 are expected to
exceed 28.5%, slightly above the 2015 gross margin of 28.4%.
2017
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 2016 the department has been evolving on a daily basis as we’ve incurred
several fulltime staff changes and position reorganizations in the last two years.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
2017 Parks, Recreation & Forestry
Full-time and Seasonal Employees
PROGRAMS AND SERVICES OBJECTIVES:
2017 Parks Dept. Budget Objectives:
Objectives include prioritizing vehicles, mowers, and utility equipment replacement in 2017, as
well as ballfield fencing replacement, parking lot and court resurfacing/refurbishing, a
playground installation 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.
2017 Forestry Dept. Budget Objectives:
The forestry unit seeks only the replacement and purchase of one long bed truck in 2017.
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.
2017 Recreation Dept. Budget Objectives:
The recreation unit is requesting the replacement of indoor volleyball equipment in 2017 for
our indoor volleyball leagues along with requests for Larson Ice Center, Hillcrest Aquatic Center,
and Dakota Nature Park.
The recreation unit produces approximately $96,000 annually in program fees and similar
streams. Recent changes in programming is not expected to dramatically change the budgeted
amount; in the recent past fees have been shifted to different line items and budgets (e.g.: fees
generated at the Nature Park are now part of the Nature Park Budget rather than included in
the Recreation Budget).
2017 Hillcrest Aquatic Center Budget Objectives:
The Hillcrest Aquatic Center budget requests facility furniture, an updated chlorination system,
electrical panel upgrade for the main pump house and a leisure pool slide addition. 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 2015 saw an estimated attendance of 31,367 (average of 373 people per day).
The estimated attendance is projected to be similar in 2016 and 2017. The cost recovery was
53% for the 2015 season compared to 46% for the 2014 season. Cost recovery is
revenues/direct expenses (not including CIP items). Revenue in 2017 is projected to be similar
to recent years.
2017 Larson Ice Center Budget Objectives:
The CIP Budget for Larson Ice Center (LIC) in 2017 includes replacing the red rink Zamboni
gates, ice edger, tables and chairs, skate sharpener and adding a rink glass lifter. LIC has begun
showing its age with a mounting number of freon leaks and other failures. In 2015, a leak
detection system was installed, which should minimize these financial issues, but 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.
2017 Dakota Nature Park Budget Objectives:
For 2017 Dakota Nature Park will replace and add additional rental equipment to include
canoes, kayaks, snowshoes and bikes. Tying into the boathouse that is being built in 2016 for
rental equipment storage we will look to have a launch dock installed in 2017 for our “on the
water” rental equipment.
In 2017 we anticipate an increase in revenue based on equipment rental numbers and
increased building rentals. In 2016 we did adjust our building rental fees to a slightly higher fee
than in previous years.
2017 EdgeBrook Golf Course Budget Objectives:
In 2017 EdgeBrook requests CIP funds for course maintenance equipment, tractor replacement,
insulation for the maintenance shop and a windmill aeration pilot project on one of the course
ponds.
EdgeBrook Golf Course produces fees through the sale of memberships, greens and cart fees,
and golf outings. 2015 was the first year of a three year agreement with Moen Golf
Management to oversee the daily operations of the clubhouse. In 2015 approximately $315,000
in gross revenue was collected through these revenue streams. 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 it is anticipated that revenue will be up in 2016 from 2015 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. It is anticipated that revenue in 2017 will be slightly increased
from the adopted 2016 revenue.
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
TYPE OF
MEASURE MEASURE 2014
ACTUAL
2015
ACTUAL
2016
ADOPTED
2017
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
$180,329
$366,179
$185,850
$8.01
$182,000
$373,160
$191,160
$8.24
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
$147,000
$362,862
$215,862
$9.30
$137,750
$426,797
$289,047
$12.45
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
$118,700
$348,861
$230,161
$9.92
$99,200
$329,061
$229,861
$9.90
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
$20,472
$59,820
$39,348
$1.70
$25,736
$80,516
$54,780
$2.36
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
$39,433
$1,115,622
$1,076,189
$46.34
$39,433
$1,189,176
$1,149,743
$49.51
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
$19,000
$456,099
$437,099
$18.83
$19,000
$483,973
$464,973
$20.03
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
$397,561
$471,746
$74,185
$3.20
$416,828
$515,707
$98,879
$4.26
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
$922,495
$3,181,189
$2,258,694
$97.26
$919,947
$3,398,390
$2,478,443
$106.72
2017
Research & Technology Center Building
PURPOSE: The mission of the Research and Technology Center fund is to professionally
manage the Research and Technology Building.
PERSONNEL:The Research and Technology Center fund is managed by the Community
Development Director, and no specific staff is paid by the fund.
PROGRAMS AND SERVICES OBJECTIVES:
The goal of the fund is to provide a self-sustaining fund to manage the facility and ensure
maintenance of the facility to allow tenants to grow and development their businesses.
2017
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.
PROGRAMS AND SERVICES OBJECTIVES:
The goal of the Assessment Fund is to provide a self-sustaining fund to finance street, alley, and
sidewalk assessment projects to reduce the need to bond for the construction costs. The fund
collects all principal and interest owed on the assessment projects, which creates the revenue
needed for future projects.
The Assessment Fund was used to pay for the assessment amounts for the Main Avenue So.
and 26th Street South Project and funds were transferred into the Assessment Fund to cover the
assessment costs. This project will be levied in the fall of 2015 upon completion of the project.
Revenue from two major street projects to be deposited in the Assessment Fund are the 32
nd
Avenue Street Project and the 25th Avenue and 10th Street Project. The 75% Sales and Use Tax
has supplemented the Assessment Fund for past and future projects due to the shortage in
revenue.
SERVICE
MEASURE OUTCOME 2014
ACTUAL
2015
ACTUAL
2016
ADOPTED
2017
REQUESTED
Project
Construction
Cost of constructing
assessment projects
including streets, alleys,
sidewalk and storm
drainage
$1,620,482 $50,238 $1,610,000 $550,000
Project
Administration
Design, bid, and administer
construction projects
including streets, alleys,
sidewalk and storm
drainage
$13,284 $13,959 $14,343 $14,701
PERFORMANCE MEASURES:
TYPE OF
MEASURE SERVICE MEASURE 2014
ACTUAL
2015
ACTUAL
2016
ADOPTED
2017
REQUESTED
Outcome Average cost per square
foot for sidewalk
assessment
$6.90 $7.42 $7.16 $7.50
Outcome Average cost per front foot
for alley assessment
$0
no project
$0
no project
$0
no project
$45.00
Outcome Average cost per front foot
for residential street
assessment with water and
sewer
$2,850
Sanitary
Sewer Area
Charge Per
Acre for Main
Ave. S
$115.47
(Street)
$33.89/FF
(San Sewer)
$27.40
(Watermain)
final cost of
26th St. S. to
be calculated
after project
closeout
$400.00
2017
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. 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 has been set at 0.00054 since 2009 and raises approximately $800,000
of revenue each year. The runoff weighting factor could be increased since it has not been
changed in 6 years, and 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. The Storm Drainage Fund also pays the SDDENR loan
payments.
The following is a summary of the service measures and performance measures for the Storm
Drainage Fund:
SERVICE
MEASURE OUTCOME 2014
ACTUAL
2015
ACTUAL
2016
ADOPTED
2017
REQUESTED
Planning Continue Drainage Master Plan
projects with consulting assistance,
analyze drainage projects, present
projects to City Council to
prioritize, fund, purchase land, and
$56,579 $21,967 $150,000 $100,000
design drainage improvement
projects.
Maintenance Maintain and repair the existing
storm drainage system in the City
of Brookings.
$72,220 $70,938 $75,000 $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
$4,554 $4,736 $4,866 $4,988
Construction Construction of new drainage
facilities outlined in the Storm
Water Master Plan and other
identified drainage improvement
projects.
$1,242,278 $240,033 $700,000 $1,220,000
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.
$854,150 $854,955 $855,690 $856,450
PERFORMANCE MEASURES:
TYPE OF
MEASURE SERVICE MEASURE 2014
ACTUAL
2015
ACTUAL
2016
ADOPTED
2017
REQUESTED
Output Average cost per parcel for Storm
Drainage Fee (regardless of size
or use)
$125.44 $124.88 $124.75 $126.00
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 $0.85 $0.85
1
2017
Street Department
PURPOSE:
Mission Statement: “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:
The Street Department does not generate revenue. The department’s operating
budget comes from the general fund. Street improvements and chip sealing are
funded by sales and use taxes.
As Brookings grows the number of roads and area 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.
Another area that affects the Street Department’s budget are acts of vandalism and
traffic accidents which account for approximately $3,500 to $4,000 per year in
damages to our traffic signage…most of which is not recovered.
Future assistance with the Street Department’s budget could be provided by
requiring developers to provide initial signage and line striping in new
developments. Also, by imposing stricter guidelines to developers and their
contractors when pavement failures occur under the warranty of transfer such as
trench and service stub settlement on roadway and gutter lines and pavement
failures due to inadequate sub-grade or base on roadbeds. The Street Department
spends a considerable amount of time, materials, and labor to repair these failures
which usually occur towards the end of the 5-year warranty.
The following describes the Street Department’s various programs/services and
what the objective is of each program.
PROGRAM SERVICE OBJECTIVE
Pavement Management,
Street Maintenance, and
The goal of pavement management is to identify a proper road
program funding level, and then to provide the highest quality
network of pavements possible for the traveling public at the
2
Rehabilitation available funding level.
Mosquito Control Average percent reduction in numbers of mosquito larvae
based on pre and post-treatment sampling.
Reduction in infection rates for humans and livestock or pets.
Street Sweeping To prevent environmental impairments by removing pollutants
and dust particulates in order to minimize air and water
pollution (clean water laws/clean air act).
To provide an aesthetically pleasing community appearance.
Traffic Control The purpose of traffic control devices, and warrants for their use,
is to help insure road safety by providing for the orderly and
predictable movement of all traffic, motorized and non-
motorized.
Snow Removal Through a proper planning process to achieve a consistent level
of service that results in increased safety, higher mobility (in
general, and for emergency services), and fewer “lost” days for
the business, education, transportation, and manufacturing
sectors.
Street Lighting Operation of Street Lights
Street & Sidewalk
Improvements
Maintenance of Sidewalks, Curb, and Gutter
Capital Outlay
Equipment
New Equipment
General Operations Wages and Expenses in the General Operations
The table below shows statistics and costs regarding the programs at the Street
Department for the past year, what we estimate for the current year, and what we
have requested for next year.
PROGRAM
SERVICE
EFFICIENCY
MEASUREMENT
2015
ACTUAL
2016
ESTIMATE
2017
REQUESTED
Pavement
Mgmt and
Street
Maintenance
Bituminous Material
(asphalt mix/CRS-2);
Rock/Oil (Street Sealing);
Gravel
635,056 799,711 827,104
Mosquito
Control
12+ Total Square Miles
Sprayed
102,469 103,358 110,399
Street
Sweeping
208 Total 2-Lane Miles
Swept
111,803 106,993 112,559
Traffic
Control
Traffic Signs Replaced
Traffic Paint
(Yellow/White)
112,342 118,494 128,662
3
Snow
Removal
Str Dept Employee
Wages
Contractor Standby Pay
Contractor Hours
Worked
Overtime Pay
431,905 476,003 507,847
Street
Lighting
Billing from Brookings
Municipal Utilities
479,028 468,750 585,000
Street and
Sidewalk
Improvements
Contractor Services 755,520 715,000 1,570,000
Capital
Outlay
Equipment
Equipment Replacements 254,887 343,000 410,000
General
Operations
Remaining Operation
Cost
506,835 522,358 518,767
2017-2018 Budget
City of Brookings
2017
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, to operate 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 2017 with any decrease or increase taking place January 1, 2018. 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.
2017-2018 Budget
City of Brookings
SERVICE MEASUREMENTS COLLECTION 2014
ACTUAL
2015
ACTUAL
Demographics Number of Household
Garbage Collection Accounts
4,901 4,939
Outcome Tons of Garbage Collected 4,464 tons 4,553 tons
Outcome Tons of Yard Waste Collected 589 tons 710 tons
Outcome Tons of Trees Collected 30 tons 0 tons
Outcome Tons of Recycling Collected 822 tons 827 tons
Outcome Average tons per account .91 tons .92 tons
2017-2018 Budget
City of Brookings
2017
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, to operate 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 2017. Any change in the tipping fees will take place January 1, 2018. 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.
2017-2018 Budget
City of Brookings
SERVICE MEASUREMENTS LANDFIL 2014 ACTUAL 2015 ACTUAL
Total Tons received at the Landfill 67,050 tons 67,248 tons
Total Cost for Landfill $2,454,172 $1,717,639
Service Area population(estimated)47,600 47,600
Landfill cost per service area capita per year $51.56 $36.08
General Fund Transfer $575,000 $575,000
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2017
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 twelve full time staff; Executive Director, Associate Executive Director,
Associate Director of Event Operations, Business Manager, Director of Food & Beverage, (2) Operations Supervisor, Sales
& Marketing Manager, Box Office Manager, Booking and Event Manager, Event Coordinator, and Food & Beverage
Coordinator.
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PROGRAMS AND SERVICES OBJECTIVES:
VenuWorks of Brookings LLC has established goals for the 2017 year. These goals are a combination of new
initiatives and continuing efforts initiated in 2016.
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 Banquet Room 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 The Swiftel Center arena will be made available at no charge to Brookings Radio for the community wide
Easter Egg Hunt. In addition, the event is co-produced by the Swiftel Center staff through community
donations and is offered free to the public.
o 4-H Achievement Days held in the Arena and Daktronics Banquet Room.
o 4-H Horse Show in the Arena/ 4H Dog Show held in the Arena.
o The Swiftel Center will coordinate and host 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 website and marquees to inform the community of upcoming events. Status: On-going
Increase use and awareness of social media aspects of networking with the community and fans to include:
Facebook, Twitter, Instagram, Pinterest, and LinkedIn. Status: On-going
We are projecting an increase in our revenue and expenses for 2017. As we develop our budget we created a
spreadsheet reflecting our contracted business for 2017 and expected business from past history. We broke down the
budget for each event to determine our revenue and expenses which are all variable. Then we estimated our fixed
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revenue and expenses by looking at past history and contract obligated income. Due to a shift in the type of events
projected for 2017, the total attendance and number of events is expected to be slightly lower. However, overall gross
revenues are still projected to increase. We will work to maximize contractually obligated income streams, and per
capita spending at events in order to offset a slight reduction in attendance that may occur during a very competitive
marketplace for national touring concert dates.
Service
Measure Outcome 2014
Actual
2015
Actual
Estimated
2016
Budget
Requested 2017
Budget
Gross Revenues
Revenues
generated from
events, rent,
naming rights,
pouring rights,
concessions and
catering, signage,
equipment, and
other revenue
streams.
$ 1,750,510 1,972,058 $ 1,996,155 $ 2,052,979
Attendance
Promote, co-
promote or rent
facility to attract
patrons to
spectator events
for entertainment
or meetings,
banquets,
conventions for
educational
experience.
121,447 133,136 110,430 101,655
Events
Number of events
held at the Swiftel
Center.256 213 197 193
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TYPE OF MEASURE SERVICE MEASURE 2014 2015 2016
EST
2017
EST
Revenue Generation
Percentage of Gross
Revenues from
Operations 80%84%80%84%
Expenditure per
Capita
(23,225 population)
City Subsidy per
Capita $16.28 $ 16.14 16.14 $ 17.43
Expenditure per
Square Foot
72,542
Capital Expenditures
per square foot $ 2.00 $ 5.19 $ 4.14 $ 4.14