HomeMy WebLinkAbout2015_04_21 CC PKT - revisedCity 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
Community Room4:00 PMTuesday, April 21, 2015
Study Session - Revised Agenda
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.
4:00 PM Executive Session
ID 2015-0272 Executive Session, pursuant to SDCL 1-25-2, for purposes of consulting
with legal counsel or reviewing communications from legal counsel
about proposed or pending litigation or contractual matters.
5:00 PM STUDY SESSION
1. Call to Order / Pledge of Allegiance.
2. Record of Council Attendance.
3.RES 15-047 Action on Resolution 15-047, a Resolution Canvassing the Recount
Boards decision on the April 14, 2015 Municipal Election.
Resolution
Certificate of Recount
Scanner Results
Attachments:
Action: Motion to Approve, Request Public Comment, Roll Call
4.ID 2015-0230 Brookings Area Visioning Charrette; Implementation Plan
2013 Brookings Area Visioning CharretteAttachments:
- Council Questions / Discussion
- Item to return to Council for consideration or adoption at later date
- Estimated time - 1 hour
5.ID 2015-0267 2016 Budget Study Session #1; Review of current Capital Improvement
Plan
Page 1 City of Brookings
April 21, 2015City Council Meeting Agenda
Secondary CIP List
CIP Priority List
2015-2019 CIP Book - FINAL REVISED
2016-2025 PI Fund Projections
Attachments:
- Council Questions / Discussion
- Item to return to Council for consideration or adoption at later date
- Estimated time - 2 hours
6.ID 2015-0273 City Council Ex-Officio Reports.
7. 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.
8. Adjourn.
Brookings City Council:
Tim Reed, Mayor, Keith Corbett, Deputy Mayor & Council Member
Council Members Tom Bezdichek, Jael Thorpe, John Kubal, Dan Hansen, Ope Niemeyer
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.
Engage Brookings is an online tool where citizens can engage, communicate and collaborate with community
decision makers and other residents. Where these ideas overlap is the future of Brookings.
www.engagebrookings.org
Page 2 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 2015-0272,Version:1
Executive Session, pursuant to SDCL 1-25-2, for purposes of consulting with legal counsel or
reviewing communications from legal counsel about proposed or pending litigation or contractual
matters.
1-25-2. Executive or closed meetings--Purposes--Authorization--Misdemeanor.
Executive or closed meetings may be held for the sole purposes of:
1) Discussing the qualifications, competence, performance, character or fitness of any
public officer or employee or prospective public officer or employee. The term “employee”
does not include any independent contractor;
2) Discussing the expulsion, suspension, discipline, assignment of or the
educational program of a student;
3) Consulting with legal counsel or reviewing communications from legal counsel about
proposed or pending litigation or contractual matters;
4) Preparing for contract negotiations or negotiating with employees or employee
representatives;
5) Discussing marketing or pricing strategies by a board or commission of a business
owned by the state or any of its political subdivisions, when public discussion may be
harmful to the competitive position of the business.
However, any official action concerning such matters shall be made at an open official meeting. An
executive or closed meeting shall be held only upon a majority vote of the members of such body
present and voting, and discussion during the closed meeting is restricted to the purpose specified in
the closure motion. Nothing in § 1-25-1 or this section may be construed to prevent an executive or
closed meeting if the federal or state Constitution or the federal or state statutes require or permit it.
A violation of this section is a Class 2 misdemeanor.
Source: SL 1965, ch 269; SL 1980, ch 24, § 10; SL 1987, ch 22, § 1.
City of Brookings Printed on 4/16/2015Page 1 of 1
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City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:RES 15-047,Version:1
Action on Resolution 15-047, a Resolution Canvassing the Recount Boards decision on the April 14,
2015 Municipal Election.
Summary:
The Recount Board convened at 3:00 p.m. on April 20th to recount the results of the City Council
Member race.
Recommendation:
Staff recommends approval.
Attachments:
Resolution
Recount Board Certificate of Recount
City of Brookings Printed on 4/21/2015Page 1 of 1
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Resolution No. 15-047
Canvassing the April 14, 2015 Municipal Election Recount
Whereas, on the 14th day of April, 2015, there was held in the City of Brookings, South
Dakota, an election for the purpose electing a Mayor and two City Council Members;
and
Whereas, the judges and clerks of said election have returned to the City Council of the
City of Brookings the official results for the purpose of the Official Canvass; and
Whereas, Candidate Lyle Bowes filed a letter requesting a recount; and
Whereas, on Monday, April 20th at 3:00 p.m. the Recount Board assembled consisting
of the following representatives: Amanda Quam (representing Scott Meyer), Penny
Hauffe (representing Patty Bacon), Lyle Bowes, Gerald Warman (representing John
Kubal), and Judge Rodney Steele (neutral representative appointed by the City Clerk);
and
Whereas, the Recount Board canvassed the results for the purpose of determining the
official election outcome; and
Now, Therefore, Be It Resolved by the City Council of the City of Brookings, South
Dakota that the official vote for the office of City Council at the City Election held April
14, 2015 was as follows:
Patty Bacon Lyle Bowes
Official Canvass Recount Official Canvass Recount
Vote Center 1 395 395 301 301
Vote Center 2 455 455 577 577
Vote Center 3 101 101 108 108
Vote Center 4 2 2 1 1
Absentee 181 181 140 140
Provisional
Ballot 0 0 0 0
TOTALS 1,134 1,134 1,127 1,127
John L. Kubal Scott Meyer
Official Canvass Recount Official Canvass Recount
Vote Center 1 277 277 412 412
Vote Center 2 572 572 680 680
Vote Center 3 98 98 128 128
Vote Center 4 2 2 1 1
Absentee 166 166 196 196
Provisional
Ballot 0 0 1 1
TOTALS 1,115 1,115 1,418 1,418
Dated at Brookings, South Dakota, this 21st day of April, 2015.
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 #:ID 2015-0230,Version:1
Brookings Area Visioning Charrette; Implementation Plan
Summary:
The BEDC is requesting community entities who participated in the community visioning process in
2013 to identify certain aspects of the final document that are most appropriate to them, and develop
and implementation plan for those sections.
While the document should be examined in its entirety for the best understanding of the context, the
most appropriate sections for the City to examine most carefully are in Section 2: campus-community
relationship; social environment; and physical environment.
Fiscal Impact:
Determined by selected items and implementation plan for each.
Attachments:
2013 Brookings Area Visioning Charette final document
City of Brookings Printed on 4/21/2015Page 1 of 1
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2013 Brookings Area Visioning Charrette
TABLE OF CONTENTS2013 Brookings Area Visioning Charrette
2013 Brookings Area Visioning Charrette
TABLE OF CONTENTS
SECTION ONE
2013 Brookings Charrette - A Vision Summary
Background
Charrette Introduction
Human Talent - A Key To Brookings’ Future
Human Talent - A Growing Issue
The Brookings Challenge
The Importance of Vision
Brookings Economic Scenarios
The Brookings Brand
Visions from the 2013 Charrette
SECTION TWO
2013 Brookings Area Visioning Charrette - Results & Implementation
Introduction
Community Engagement
Leadership
Campus/Community Relationship
Economic Environment
Social Environment
Physical Environment
ATTACHMENTS
Brookings County Comprehensive Economic Development Strategy
Summary of 2007 Charrette Process and Projects
2013 Community Survey
Human Talent Research & The Rise of the Great Plains
National Migration Data
Manufacturing Workforce Strategy
Brookings Economic Scenarios from 2007 Charrette
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Page 10
Page 12
Page 14
Attachment 1
Attachment 2
Attachment 3
Attachment 4
Attachment 5
Attachment 6
Attachment 7
2013 Brookings Charrette – A Vision Summary
Background
Brookings Economic Development Corporation’s mission is – “To build an economy that supports the community’s
vision of a quality place to live, work and play.”
The Brookings Comprehensive Economic Development Strategy, as first developed in 2006, consists of five primary
vision components and simply stated goals to suggest a desired pathway to the future. These vision components
also represent community core values:
1. Smart & Balanced Growth - Attain a population level that represents a sustainable critical mass (approximately
30,000 for Brookings and 45,000 for Brookings County).
2. Economic Prosperity - Increase household wealth, business and industry profits, and community revenue.
3. Competitive Business Environment - Assemble the resources and amenities that will allow businesses to
flourish.
4. High Quality Community - Create an environment and amenities that establish the community as a “people
destination”.
5. High Performance Community
a. Develop Brookings as a model in all aspects of “community”.
b. Advance organization and leadership collaboration.
c. Create a global awareness of the Brookings Area.
(The Brookings Comprehensive Economic Development Strategy summary is included as Attachment 1).
As stated in BEDC’s mission, community vision is an essential component of our effort. In 2006/2007 BEDC initiated
an effort to engage the community in a process that would not only provide guidance for our efforts, but create a
vision of a future community with broad based public and institutional support. This continuing process, and its’
outcomes, are described on the following pages.
Note: Brookings development strategy has been, and will continue to be, amended to reflect new and changing desires of the
community. The terms “community” and “Brookings” in this discussion assumes a “Brookings Area” context.
Page 1
Charrette Introduction
A charrette is an intensive planning session where citizens, designers, and others collaborate on a vision for
development of the community’s future. It provides a forum for ideas and offers the unique advantage of giving
immediate feedback to the designers and the participants. More importantly, a charrette allows everyone who
participates to be a mutual author of the plan.
Brookings conducted its first visioning charrette in 2007. The process included a community survey and a day-long,
facilitated discussion attended by 120 community participants. The discussion resulted in the creation of three
economic scenarios and numerous ideas related to the topic of community design. The charrette process provided a
basis of support and development concepts for the first three components of the community’s Comprehensive
Economic Development Strategy (CEDS) – Smart & Balanced Growth, Economic Prosperity, and Competitive
Business Environment. Over 70 ideas/projects were identified to be considered and acted upon by the community.
Over 80% of these ideas/projects were acted upon or completed over a six year time-frame. (A summary of the 2007
charrette process and projects can be found in Attachment 2).
This process was repeated in 2013 and consisted of a community survey and day-long charrette. Over 1,000
community residents responded to the survey providing valuable input for future planning and projects. In addition,
115 residents donated their time and expertise during the charrette. The 2007 charrette involved a strong economic
development agenda. Since Brookings development strategy remains valid, the 2013 charrette introduced six topics
to further explore the final two CEDS components - High Quality Community and High Performance Community.
These discussions are relevant to solving a primary issue of long term consequence for the community – access to
human talent. The 2013 charrette was organized and conducted to concentrate discussion on several topics as they
relate to creating a quality location for people. Following are the six discussion topics introduced in the charrette:
1. Community Leadership
2. Campus/Community Relationship
3. Community Engagement
4. Social Environment
5. Economic Environment
6. Physical Environment
(The community survey results are provided in Attachment 3).
Page 2
Human Talent – A Key to Brookings’ Future
Before delving into the outcomes of the 2013 charrette it is useful to provide additional context for the selection of
the six discussion topics as they relate to the future of the community. This discussion will also establish the
magnitude of the human talent issue and provide insight into baselines that should be considered as tactical
discussions take place over the next several years. The following discussion is provided in an abbreviated format and
based upon research conducted by Brookings Economic Development Corporation and Praxis Strategy Group, our
2007 and 2013 charrette facilitator. (More detailed information is provided in Attachment 4).
The Brookings Opportunity
Research Commercialization
In 2006 BEDC staff attended a National Business Incubation Association conference. A presenter at the conference
discussed the future of business incubation indicating that new business starts will be closely tied to the research
being conducted by academia, government and the private sector. The six key research sectors mentioned were:
Global energy and clean energy solutions
Improved health and longevity
Maximizing agricultural productivity
Providing abundant clean water globally
Making powerful information technology available everywhere
Enabling the development of space
The Rise of the Great Plains
The Rise of the Great Plains: Regional Opportunity in the 21st Century,” by Joel Kotkin, Praxis Strategy Group & the
Texas Tech University Center for Geospatial Technology, discusses the resurgence taking place among the Great
Plains of North America. Key factors to this resurgence include:
The increasing importance of energy resources - natural gas, oil, wind and biomass.
An economic base constructed around agriculture - the demand for food and fiber in developing countries
continues to increase.
The emergence of urban hubs and rural hotspots - Brookings is located in a corridor between two the
fastest growing metropolitan areas in the country, Sioux Falls and Fargo.
Robust industrial development - due in part to lower costs, cheap energy and better business climates in
the Great Plains region.
The evolving North American Brain Belt - the region boasted better educational scores than most coastal
communities and is home to rapidly growing technology corridors.
One need not look very deep to recognize the strong linkages that have developed at SDSU and in Brookings related
to these topic areas. Opportunities abound within the vertical clusters of these industries – and they are growing,
quickly! Brookings must improve its strategic position, locally and regionally, to take full advantage of these
opportunities.
Page 3
2012-Q4 Total MFG
14-18 1,487 51
19-21 2,652 319
22-24 2,882 519
25-34 7,987 1,731
35-44 6,488 1,382
45-54 7,474 1,624
55-64 6,083 1,071
65-99 2,103 214
Total 37,156 6,911
Total Laborshed - Workforce by Age
Human Talent – A Growing Issue
Access to human talent has become, and will increasingly represent, one of the most important factors, if not the
most important factor, that will either assist or inhibit Brookings efforts to achieve its community and economic
visions. This issue is of critical importance to the community in general, our businesses and industries, and SDSU.
The marketplace is extremely competitive and general demographic trends are working against us.
The magnitude of the issue can be simply stated. An analysis conducted by the South Dakota Department of Labor
suggests the over 49,000 new workers will be needed in the next 10 years to supply labor to South Dakota
businesses and industries. A review of U.S. Census Bureau Quarterly Workforce Indicators suggests that over 8,000
Brookings labor-shed (Brookings County and adjoining counties) workers are either currently at retirement age, or
will reach retirement age within the next ten years. Nearly 1,300 of these are employed within our primary, or base,
manufacturing industries.
In Brookings County alone the numbers are staggering (3,300 total
Brookings County workers will reach retirement age in ten years.
Nearly 700 of these workers are employed in manufacturing and
nearly 1,000 in education. Although this data also includes part-time
and seasonal employees, we can assume that in the older age groups
a majority are represented by full-time employees.
Opportunities for growth and low levels of unemployment further compound the issue. The Brookings area is
expected to outpace both South Dakota and the Nation in employment growth for another decade according to data
provided by Praxis Strategy group.
Employment Change 2000-2013 & Projected Employment Change to 2023 for Brookings, South Dakota and the USA
Page 4
Labor Supply and the Demographics of Migrants
As a general rule, Brookings is very fortunate with respect to its access to a future labor supply. Within the commute
distance of Brookings (approximately 45 miles) nearly 1,000 students (potential employees) will graduate from high
school each year for the next several years. In addition, and although some duplicate counting occurs with high
school graduates, over 2,000 new students (potential employees) move to Brookings each year to attend SDSU.
A dilemma for Brookings is the ability of the community to retain this somewhat captive audience. Several factors
influence retention but two of the most prominent include: community size, which loosely translates to community
amenities and social interaction opportunities; and an apparent disconnect between education, or degrees granted,
and the job opportunities available, coupled with competitive wages in some instances.
Research compiled by Praxis Strategy Group provides data regarding employment trends, wages, job growth, STEM
job growth, and industry location quotients. This data compares Brookings to thirteen peer communities that are
generally located in the Midwest and home to a university. Several of the peer communities are considered as
“stretch” peers, exhibiting certain characteristics Brookings strives to achieve.
Generally speaking, this information suggests that Brookings’ average annual earnings and median production wage
are somewhat low. However, the data is not adjusted for cost of living which may level the playing field to some
degree, provided a prospective employee can be convinced of the difference. A second table compares median
hourly earnings by occupation to the aggregate of these communities. In certain occupations Brookings is quite
competitive, while not so much in others, for example production and management occupations, respectively.
The topic of wages leads to the discussion regarding the demographics of migrants. Just who is moving and why?
National migration data compiled by Praxis Strategy Group reveals the following (a detailed report is included as
Attachment 5):
The migrating population is dominated by people in their 20’s followed by people in their 30’s.
American migration is largely intra-regional. Nearly two-thirds of moves occur in the same county while just 13%
crossed state lines.
Americans are most likely to move across state lines in their college/post-college ages.
Americans with advanced degrees are more likely to move across state lines.
The prospect of finding a job appears to be a major driver of migration.
Of the migrants who do cross county lines in their move, 40% remain within 50 miles of their past residence and
25% move more than 500 miles. The 65 -74 year olds age group migrates at a much lower percentage but across
longer distances.
Blue collar occupations tend to move more frequently within 50 miles of home, while professional and business
service occupations are twice as likely to move longer distances.
The distance of moves is impacted by household income.
In 2013, Americans who moved, moved for the following reasons:
o 50% moved for housing-related reasons.
o 30% moved for family reasons.
o 20% moved for employment-related factors.
The 30-45 year old age group is the most likely to move between counties for employment-related reasons.
Page 5
Note: Specific strategies related to the workforce recruitment challenge are being developed in a separate workforce strategy
document. (Praxis Strategy Group has provided a few key strategy topics related to manufacturing workforce that are included
in Attachment 6). These ideas will be incorporated into the larger workforce strategy document.
The Brookings Challenge
Brookings is most certainly facing a human talent issue that will continue for the foreseeable future. A primary
challenge for the community will entail the creation of a “place” with the social, physical, and economic amenities
capable of effectively competing in this new human talent marketplace. The ensuing vision discussion is intended
to begin setting the stage for future action in this important endeavor.
The Importance of Vision
Community visioning is the process of developing consensus about what future the community wants, and then
deciding what is necessary to achieve that vision. A vision statement captures what community members most value
about their community, and the shared image of what they want their community to become. It inspires community
members to work together to achieve the vision. A thoughtful vision statement is one of the elements needed to
form a forward looking strategic framework that provides councils or boards the long-term-comprehensive
perspective necessary to make rational and disciplined tactical/incremental decisions on community opportunities
and issues as they arise. Within the context of the Brookings discussion, creating a “place” conducive to the
retention and attraction of human talent must remain at the forefront.
Brookings Economic Scenarios - Visions from the 2007 Charrette
Six economic scenarios were initially discussed in the 2007 charrette. (The vision statements created for the six
scenarios are included as Attachment 7 and are worth reviewing as we continue to think about the future). The six
scenarios were reduced to three critical scenarios with shortened vision statements for ease of discussion.
1. Boomer Town - A full palette of “life amenities and learning” attracting a population tidal wave of active
seniors.
2. TechKnow Hotspot - A knowledge economy thriving around nationally recognized scholarship and scientific
advancements generated by South Dakota State University’s efforts to build economic advancement
through locally relevant resources.
3. Production Powerhouse - A robust epicenter of globally competitive manufacturing companies resulting
from high productivity, innovation and automation. The center of a new empire harnessing a rich
cornucopia of “green” resources to feed and fuel the world.
Page 6
The Brookings Brand
Brookings’ brand statement and brand credo, developed in 2009, provide a broad description of an overall
community vision and form a basis for thought and reflection to assist and guide proactive, positive change.
Brand Statement - For those interested in a supportive community with culture, recreation, and access to global
markets, Brookings, home to South Dakota State University, is a place where the vigorous exchange of new ideas
finds any size dream becoming reality.
Brand Credo - A dream is at once the most fragile of things and the most powerful. At the beginning of every great
story, you’ll find one. Dreams have provided the foundations for academic institutions. They have the potential to
create towns. To cross oceans. Even to cure diseases. The dreams that count are always grounded in a great idea.
Brookings is a unique place where innovative thinking is encouraged at every turn. It is not necessarily the scale or
grand scope of a dream, but the idea behind it that is revered. This decidedly progressive attitude helps explain why
Brookings has become such an ideal place to raise a family, start a business, or make a discovery.
True, we can offer clean air, sunshine and overall great quality of life. But just as important, this is a fertile place
where a good idea can take root and thrive. For in Brookings, there is always room for one more dream to grow.
Visions from the 2013 Charrette
Vision statements developed within the six discussion topics of the 2013 charrette provide additional insight and
guidance to the change process in Brookings. The following 2013 Brookings Area Visioning Charrette: Results &
Implementation report includes short descriptions indicating the importance of each charrette topic in the
community change process accompanied by a vision statement derived from discussion comments collected during
the charrette process. The primary goal of each topic is presented along with key objectives and suggested actions
pertaining to each objective.
Page 7
2013 Brookings Area Visioning Charrette
RESULTS & IMPLEMENTATION
INTRODUCTION
A charrette is an intensive planning session
where citizens, designers, and others
collaborate on a vision for development of
the community’s future. It provides a forum
for ideas and offers the unique advantage of
giving immediate feedback to the designers
and participants. More importantly, the
charrette allows everyone who participates
to be a mutual author of the plan.
2007 Charrette
Brookings conducted its first charrette in
2007. The process included a community
survey and a day-long, facilitated discussion
attended by 120 community participants.
The discussion resulted in the creation of
three economic scenarios and numerous
ideas related to the topic of community
design. Over 70 ideas and projects were
identified to be considered and acted upon
by the community. Over 80% of these ideas
and projects were acted upon or completed
over a six year time-frame.
2013 Charrette
This process was repeated in 2013 and
consisted of a community survey and day-
long charrette. Over 1,000 community
residents responded to the survey and
115 residents donated their time and
expertise during the charrette. Since the
2007 planning session involved a strong
economic development agenda, the 2013
charrette introduced six topics to further
explore High Quality Community and High
Performance Community, two of the five
vision components of the strategic economic
development plan for Brookings County.
These discussions are relevant to solving a
primary issue of long-term consequence for
the community, access to human talent.
A primary challenge for the community will
entail the creation of a “place” with social,
physical, and economic amenities capable
of effectively competing in the human talent
marketplace. The ensuing vision discussion
is intended to begin setting the stage for
further action in this important endeavor.
Discussion Topics & Findings
The 2013 charrette was organized and
conducted to concentrate discussion on
several topics as they relate to creating
a quality location for people. The six
discussion topics introduced in the charrette
included:
1. Community Leadership
2. Campus/Community Relationship
3. Community Engagement
4. Social Environment
5. Economic Environment
6. Physical Environment
Vision statements developed within the six
discussion topics of the 2013 charrette
provide additional insight and guidance
to the change process in Brookings. The
Charrette Results and Implementation Page 2 Brookings Economic Development Corporation
following report provides short descriptions
indicating the importance of each charrette
topic in the community change process
accompanied by a vision statement derived
from discussion comments collected during
the charrette process. The primary goal
of each topic is presented along with key
objectives and suggested actions pertaining
to each objective.
Implementation Guidelines
The actions provided are based on input
from charrette participants and are not
meant to be all-inclusive. Each organization
is asked to review the results of the charrette
and decide which specific objectives and/
or actions they would like to incorporate
into their own initiatives. In addition,
organizations should consider implementing
other actions not listed that would achieve
the given objectives. In order to prevent
duplication of efforts, Brookings Economic
Development Corporation will maintain
a master plan with the initiatives of each
organization and will request quarterly
status updates.
A community’s #1 indicator of economic
prosperity is attachment to place. The
collaborative efforts of our community’s
citizens in implementing this plan will help
our city continue to grow, attract new
residents, and maintain and enhance our
quality of life.
Charrette Results and Implementation Page 3 Brookings Economic Development Corporation
2013 CHARRETTE
KEY FINDING
Personally invite residents to
become engaged in all activities.
2013 Brookings Area Visioning Charrette - December 9, 2013
Community engagement involves the process of inciting a passion in people
to collaborate for the common good of the greater community. Community
decision making is generally thought to occur primarily in the public and quasi-
public realms. However, decision making within the private sector also has a
profound effect on the community. Well established lines of communication,
collective thought processes, and drawing upon the knowledge and expertise
within each broad community sector (public, quasi-public, private) are critical
to community success. Sustained community success requires a broad base of
“ownership” in the idea to be accomplished.
The community ecosystem of Brookings creates an attachment to “place” instilling
a sense of belonging, purpose and pride among its residents, resulting in strong
institutional and interpersonal bonds that continually strengthen the community. The
“community” is fully engaged in a collaborative process of learning and discovery;
creating bold visions, designing solutions and taking action for their common future.
VISION STATEMENT
COMMUNITY
ENGAGEMENT
Charrette Results and Implementation Page 4 Brookings Economic Development Corporation
GOAL
Create and sustain discovery, communication and collaboration processes that engage all
sectors of the community in designing and constructing Brookings as the most desirable
regional location in which to live, work and play.
OBJECTIVES & ACTIONS
Ignite passion in the community’s residents.
Establish an idea harvesting process to solicit
suggestions and relay success derived from
suggestions.
• Frequently hold town hall meetings/public
forums on salient topics to solicit community
input.
• Televise all public meetings (county, school
board, hospital board, etc.).
• Invite SDSU students to become involved in
community building processes.
Implement processes to increase participation
in community building efforts.
• Develop a communications portal and central
calendar.
• Establish a process or events to welcome and
engage new residents.
• Educate front line employees to promote
community events and engagement
opportunities.
• Conduct community education programs or
events that expose people to the community
and its engagement opportunities.
• Create neighborhood events.
• Include civic engagement as a portion of
primary and secondary education class
structures.
• Provide additional paid time off, or other
incentives, to encourage employee
engagement.
Restructure and/or create new and varied
opportunities for people to become engaged.
• Create shorter term task or project oriented
opportunities to allow more individuals to
become involved.
• Redefine the role or model of civic
organizations to encourage more participation
by new and/or younger residents.
Charrette Results and Implementation Page 5 Brookings Economic Development Corporation
Leadership is about “the practices leaders use to transform values
into actions, visions into realities, obstacles into innovations,
separateness into solidarity and risk into rewards” (The Leadership
Challenge). Leadership comes in many forms, from high profile
elected officials or business leaders to behind the scenes individuals.
Regardless of the position, leaders bring ideas and people together
and make things happen. There is one constant in the life of a
community - “change”. Effective leadership is required to produce
positive change.
VISION STATEMENT
LEADERSHIP
Charrette Results and Implementation Page 6 Brookings Economic Development Corporation
A clearly articulated, community derived vision provides the basis and strategic focus
to guide future action. Community leaders energize people to work for the common
good of the community, creating a climate in which challenging opportunities are
turned into remarkable successes. Brookings is committed to mentoring future leaders
by organizing, inspiring, training, and equipping people to become the best and to
accomplish and reach goals they might have thought as unattainable.
Generate a continuous supply of prepared community leaders functioning as individuals or
members of public, quasi-public, non-profit, or civic institutions to affect positive change
desired by the community. Develop and support leadership training programs in which long-
term community vision, strategic progress, strong community connections, high levels of
collaboration, and servant leadership are promoted as the staples of effective leadership.
Establish a leadership mentoring process
and a supportive community culture that
encourages interested individuals to consider
assuming leadership roles.
• Continue to mentor Leadership Brookings
participants.
• Use Leadership Brookings graduates as new
class mentors.
• Establish a mentor pool around a variety of
topics.
Engage rising stars from a variety of
backgrounds or interests in the leadership
education and mentoring process to create
new energy and passion within key
community institutions.
Develop and provide a leadership training
workshop intended to reinforce the principles
of leadership and governance in community
institutions (public, quasi-public, non-profit).
Identify community need and opportunity
areas around which targeted leadership
might be created and implemented on a
project by project basis.
Incorporate community leadership education
within internship programs and opportunities
at key community institutions.
Engage the K-16 educational systems in
leadership programming to ensure leadership
skills and traits are developed at an early
age, and to solicit involvement of younger
individuals in the community leadership
process.
• Create additional connections between
student associations and public bodies.
• Establish a student leadership program.
GOAL
OBJECTIVES & ACTIONS
Charrette Results and Implementation Page 7 Brookings Economic Development Corporation
The campus/community relationship is the dynamic between two distinct
but interrelated communities; how they integrate, interact, and interface
on a daily, weekly, or yearly basis; not simply as institutions, but as social,
physical, and economic environments. South Dakota State University and
Brookings are co-dependent. Each is a critical component of the other’s
success. SDSU is Brookings’ largest employer, a key local industry, and a
primary supplier of new knowledge and human talent. As an institution,
SDSU is engaged locally, regionally, and globally. Brookings is a supplier of
supporting resources to SDSU and is in a unique position to be a primary
consumer, and benefactor, of SDSU’s output.
CAMPUS/COMMUNITY
RELATIONSHIP
VISION STATEMENT
A mutually adopted process enables the healthy exchange of ideas, knowledge,
and resources allowing for the creation and acceptance of individual and
collective visions. Strategically aligned master plans guide decision making
and action across social, physical, and economic environments generating
new opportunity and value for Brookings and South Dakota State University.
Effective collaboration and the sharing of resources advance and elevate success.
Charrette Results and Implementation Page 8 Brookings Economic Development Corporation
Utilize, to our advantage, the unique opportunities presented by the location of South Dakota
State University in the Brookings community, and the community’s desire and willingness to
ensure the continued viability and growth of the university.
Establish a formal vision, master planning,
communication processes, and events that
invite and encourage cross participation by
the campus/community.
• Develop and conduct “action summits” on
salient topics with relevant parties to implement
change.
• Assist SDSU with their designation of a
Carnegie Engaged Institution.
• Elevate the purpose, structure, and content of
the Intergovernmental Conference.
Create partnership opportunities for colleges,
faculty, civic institutions, and the business
community to share knowledge and
resources that collectively enhance the
agendas of participating parties.
• Conduct idea exchanges, college/faculty
externships, and community design studio type
projects.
Increase opportunities for students to remain
in the community during all stages of their
higher education experience.
• Create additional student internship/externship
programs, on-campus business participation
and events, and career development and
opportunity awareness programs.
Pursue campus/community partnerships that
advance innovation and development
opportunities for SDSU and the Brookings
community.
• Involve SDSU (including students) as active
participants in community strategy and civic
discussions.
• Involve the community as active participants in
SDSU strategy and civic discussions.
Promote and encourage interaction and
connections by students, residents, and
businesses throughout all aspects of the
community.
• Hang welcome banners at key locations in the
community.
• Implement an apartment referral/rating system.
• Establish a central ticket hub in the community.
• Develop community participation opportunities
in Hobo Day.
Provide a variety of transportation resources
and infrastructure to allow ease of access
between the campus and the community.
• Explore the need for improvements in the
community’s multi-modal transportation system.
GOAL
OBJECTIVES & ACTIONS
Charrette Results and Implementation Page 9 Brookings Economic Development Corporation
Brookings is a truly unique place where innovative thinking is encouraged; where
ideas are revered, take root and thrive. High quality spaces, infrastructure,
supporting services, and networks encourage the creation and growth of clean,
progressive business and industry. The diversity of existing businesses and new
business opportunities provides career options that retain young professionals,
entice the relocation of young families to the community, and provide options for
the meaningful engagement of active adult retirees.
The economic environment is comprised of numerous factors that influence
an individual’s ability to advance his/her career or business. A business
friendly environment is one ingredient in the creation of sustainable, successful
businesses. Businesses create career opportunities. Aside from simply moving
into a new home, the number one reason people move is for a job. This
relocation process occurs at a variety of life stages which necessitates the
creation of diverse economic opportunities to effectively retain and recruit
human talent, the presence of which is becoming increasingly important to the
business retention and recruitment process.
VISION STATEMENT
ECONOMIC
ENVIRONMENT
Charrette Results and Implementation Page 10 Brookings Economic Development Corporation
Build upon Brookings’ sound economic base to increase economic diversity and wealth,
creating a variety of career opportunities for people of all ages and resulting in growth of the
community and county population.
Create a Brookings region talent and
innovation network to address the skills/
education gap and ensure a steady supply
of qualified workers for area business and
industry.
Deploy a systems approach to entrepreneur-
ship development to generate growth
opportunities internally.
Closely align economic development efforts
with “people focus” to ensure the availability
of human talent.
• Provide an affordable variety of available
housing.
• Create a central job opening clearinghouse
(one-stop-shop website).
• Create social opportunities for the 21-30 age
group to retain young adults.
• Expand upon the South Dakota Education
Campus workforce education system.
• Create agriculture internships/apprenticeships.
• Provide access to high levels of health care in
Brookings.
• Align industry start-ups and SDSU graduate
skills.
• Increase amenities and provide incentives to
fill key gaps.
Selectively develop and recruit businesses
that add new value and reinvest wealth in the
community.
• Build the workforce needed by higher wage
industries.
• Develop an economic environment that retains
highly educated and motivated people.
• Refine, better identify, and pursue clean and
advanced technology industries requiring
highly educated, skilled employees.
• Grow small and medium sized businesses
associated with research and SDSU.
• Provide a variety of career options meeting the
needs of individuals and two wage earner
families.
Provide high quality education and employee
mentoring systems to ensure the community’s
workforce is provided the opportunity to
advance their careers.
• Connect youth and young adults with business
and industry mentors to assist with career
development.
• Establish primary, secondary, and continuing
education career-focused programs.
Capitalize upon economic opportunities
presented by the location of SDSU in
Brookings.
• Improve the student retention/employment
processes deployed by local business and
industry.
• Create additional opportunities for student
internships.
• Expand efforts to commercialize SDSU
research.
GOAL
OBJECTIVES & ACTIONS
Charrette Results and Implementation Page 11 Brookings Economic Development Corporation
The Economic Environment objectives will be managed
by Brookings Economic Development Corporation.
The essence of Brookings inspires and rouses people to pursue their true
interests. Gathering spaces, events, activities, and networks provide avenues
for participation and communication encouraging residents to associate through
the sharing of experiences, resources, skills, and knowledge. The character of
these interactions molds, shapes, and enhances the lives of Brookings residents
creating new value for individuals, groups, and the community at large.
Human beings are social creatures. People desire a place they can call home,
where they can feel accepted and needed, creating a sense of belonging and strong
connections. The total population of Brookings is both a blessing and a curse
in this respect. The community’s size benefits an individual’s ability to become
actively engaged in the change process. Yet at the same time, the community’s
size may limit the range of interpersonal connection opportunities desired by some
individuals. A challenge for Brookings will be to create greater value within its
social environment and opportunities to offset this disadvantage.
VISION STATEMENT
SOCIAL
ENVIRONMENT
Charrette Results and Implementation Page 12 Brookings Economic Development Corporation
Create a social ecosystem comprised of physical features and organized activity appealing
to residents, existing and prospective, of all life-stages and cultural backgrounds.
Develop an awareness system to ensure
people are informed of social engagement
opportunities.
• Create an enhanced welcome packet/
relocation guide.
• Create a central calendar mobile app.
• Develop a central place for promotion of
events and things to do.
• Create a Brookings wellness website with
features to track personal efforts & incentives.
• Implement an event text/alert program.
Create a variety of indoor and outdoor
gathering spaces that provide life-stage and
intergenerational opportunities for residents to
connect.
• Build an indoor park tied to senior center and
library.
• Create multiple indoor/outdoor wellness
opportunities.
• Develop an outdoor town center gathering
space.
• Create an indoor botanical garden.
• Develop an indoor water park/pool (summer
in the winter concept).
Develop horizon expanding, routine
breaking events, activities, and entertainment
for all age groups.
• Hold weekly/monthly special community
events (such as movie at the stadium).
• Hold summer music/concert series.
Expand and promote the variety of
interest-based networks and organizations.
• Create a central artists’ collaborative fostering
a culture of creativity.
• Work on reviving service clubs.
GOAL
OBJECTIVES & ACTIONS
Charrette Results and Implementation Page 13 Brookings Economic Development Corporation
The high quality physical presence of Brookings strengthens community pride,
encourages private investment, and entices non-residents to desire Brookings as
a place to call home for their family or business. Natural and built features enable
unimpaired movement throughout the community, encourage social interaction and
connections, provide a rich diversity of experiences, and enhance quality of life.
The physical environment fully encompasses both the natural and built (man-
made) environment. The physical nature of the community undergoes constant
scrutiny from residents, visitors and guests. This evaluation begins outside the
community boundary and permeates throughout every corner of the community.
Image is extremely important in the process of retaining or attracting people
and businesses. In addition, good design promotes healthy living, reduces the
incidence of crime, and promotes energy efficiency and sustainability. Brookings
has a strong base to build upon and the opportunity to stand out from most
other communities.
VISION STATEMENT
PHYSICAL
ENVIRONMENT
Charrette Results and Implementation Page 14 Brookings Economic Development Corporation
Design, preserve, and develop Brookings’ natural and built features to cause Brookings to
be recognized as a leading community exhibiting a sustainable physical environment of the
highest character.
Create distinct and diverse neighborhoods
utilizing varied subdivision designs,
neighborhood gateway entrances, and
community features such as parks and
pathways.
• Revitalize older neighborhoods.
• Implement adaptive reuse of buildings.
• Develop design guidelines.
• Address urban blight of housing and buildings.
• Provide a good balance of new and old
buildings, monuments, and signage.
• Implement architectural review and guidelines
for downtown.
• Develop space to allow creative expression.
• Bring downtown structures up to streetscape
design standards.
Create an efficient system of multi-modal
transportation networks.
• Work on 20th Street interchange.
• Complete bike trail system.
• Provide separated vehicular and pedestrian/
bicycle transportation systems to improve
public safety.
Create high quality primary transportation
corridors consisting of high quality
streetscapes, way-finding signage and clearly
differentiated decision-nodes.
• Develop amazing gateways (need a south
entrance gateway).
Establish walkable neighborhoods consisting
of residential and commercial land uses.
Incorporate sustainable design features in
residential, commercial and industrial
districts.
• Create street features that tie the community
together (thematic).
• Develop green space and gardens.
• Implement tree replacement projects.
GOAL
OBJECTIVES & ACTIONS
Charrette Results and Implementation Page 15 Brookings Economic Development Corporation
Brookings Economic Development Corporation
A Strategic
Economic Development Plan
for Brookings County
Desired Outcomes: Population Growth — Wealth Creation — Quality
5 Vision Components 15 Primary Goals 19 Key Initiatives
Smart and Balanced Growth
Informed decision-making and thoughtful
processes are the guide posts for future
growth and development.
Economic Prosperity
Create household, business and community
wealth.
Competitive Business Environment
Assemble the resources and amenities that
will allow businesses to flourish.
High Quality Community
Create an environment and amenities that
establish the community as a people
destination.
High Performance Community
Develop Brookings County and communities
as role models in all aspects of “community”.
1. Attain a sustainable critical mass of
population.
2. Achieve a sustainable rate of economic
growth.
3. Change by design—proactively determine
our future.
4. Develop a recession resistant economy.
5. Undertake a balanced approach to
economic development.
6. Collaborate regionally.
7. Provide high quality business location
alternatives.
8. Create advantage for businesses through
the provision of infrastructure, services,
and capital.
9. Organize industry networks around
cluster targets.
10. Create an aesthetically diverse physical
environment.
11. Create a human environment meeting the
demands of the targeted population.
12. Build an economic environment that sup-
ports employment alternatives in se-
lected industry clusters.
13. Advance organization and leadership
collaboration.
14. Engage the community.
15. Create a global awareness of Brookings.
Recruit SDSU students, families, empty-
nesters, and active retirees.
Create economic diversity within targeted
primary industries sectors.
Use diversity as an avenue to global
competitiveness.
Establish the Brookings area as an Active
Adult Retirement Community.
Establish Brookings as a TechKnow Hotspot.
Expand the county’s stature as a Production
Powerhouse.
Employ tactics to retain, expand and recruit
industry, and support entrepreneurs
Expand and promote Brookings County
development location choices.
Create a skilled workforce pipeline.
Engage the private sector to drive “business
advantage” investments.
Improve community gateways.
Provide affordable variety in housing.
Expand retail, dining, recreation and
entertainment opportunities.
Advance healthy living.
Create higher wage opportunities.
Use roundtables to establish high levels of
communication.
Introduce big impact ideas and initiatives to
engage the community in discussion.
Market Brookings County’s development
opportunities.
Invest strategically in the community’s future.
Brookings Area Visioning Charrette
Summary Results
Prepared for
The Brookings Economic Development Corporation
By
October 2007
2
Introduction
This is a report of the summary results of the Brookings Area Visioning Charrette held on October 11th, 2007.
One hundred twenty people or more convened at the Swiftel Center to discuss the future of the Brookings area
and how the city and region might move forward to build a more prosperous future while creating a highly
livable community for people of all ages.
The report includes the following items:
1. The initial economic scenario that each group or table was asked to consider and the steps that needed to be
taken to make that scenario happen in the future. Scenarios are stories about the future that can be used to
bring to life future possibilities. The charge for your discussion group today is to put into words the story for
the sector scenario that is in front of you.
2. The results of the economic scenario worksheets where each table elaborated on the scenario and then
identified the following:
o What do we have here in Brookings right now that we can build on to help make this scenario a
reality?
o What will we have to put in place and/or what new initiatives we will have to undertake to bring
this scenario to fruition here in the Brookings area?
o The single most important step that needs to be taken in the next two or three years to get on the
right track and make this scenario happen in Brookings?
3. The summary results of an online survey that was completed by over 400 people in the
Brookings area prior to the visioning charrette.
3
How does the community want to grow?
Community Vision Summaries
Manufacturing Powerhouse
Brookings has taken its standing as a robust epicenter of competitive manufacturing companies to the next level.
Companies of all sizes, across synergistic industry clusters are competing in global markets because of their high
productivity, innovation and automation. A skilled work force of management, design and engineering, production and
service personnel is adaptable and prepared to meet the challenges of extreme capitalism characterized by a constant drive
toward lower costs and higher quality. The Brookings area is infrastructure ready, capable of handling the facility and
service needs of startups as well as the area’s many expanding companies. The housing and daycare needs of personnel are
met effectively and affordably. Capital is readily available to meet the needs of businesses throughout the lifecycle.
Education and training is readily available due to excellent partnerships between business, SDSU, the region’s technical
schools and government.
Summarized
Robust epicenter of competitive manufacturing
Compete in global markets, innovate, automate
Skilled and educated labor force resulting from partnerships with business, SDSU, tech schools, and government
Infrastructure ready community
Available capital
Affordable and accessible housing and services (daycare)
What we have to build on now
SDSU
Existing businesses
Presence on I-29 for transportation & railroad
SDSU – provides skilled workforce
Nice amenities in town now – Boys and Girls Club, schools, pool, parks, ballparks, shopping
Local manufacturers are doing product development already which leads to more innovation, productivity and
stability
Current businesses
SDSU – research park
Leadership is forward thinking
Great work ethic
What we will have to put in place or initiate.
Tech school specialized in local industry
Support and develop SDSU as a research/teaching university
Housing and land development
Affordable housing for workforce and students
Marketing campaign to attract families, including minority families, to Brookings
Affordable, flexible daycare
Thoughtful zoning of industrial and residential
Infrastructure
o Water drainage, continued tech investment, traffic
Strengthen current businesses
4
Training and education for skilled workers
Partner with SETI and LATI
Attract young people to careers for technical manufacturing
Industry development in smaller communities
Present plan to companies to show them benefits and to gain support for committee members
Most important steps in next two to three years.
Infrastructure
Stop light at 6th street and 32nd Avenue
Pave 34th Avenue road from 6th street to 32nd street
Support research park and partnerships with local manufacturers
Continue focus on supporting current amenities and new amenities
Encourage growth of entrepreneurial companies that have the ability to innovate and possible support of corporate
satellite facilities
Utilize school land for student housing with private developers.
Develop industry target campaign
Attract workforce to support current strong manufacturing base and to grow more diverse manufacturing community
Entice people to stay through access to affordable housing. Study successful “college town” communities for
affordable housing activities and then implement in Brookings.
5
TechKnow Hotspot
SDSU is recognized nationally for scholarship and scientific advances in renewable energy, health, nutrition and astutely
targeted bioscience niches of global significance. The knowledge economy is thriving here and the applications of
technology and technical know-how are growing by leaps and bounds. Enrollment at SDSU has surpassed 13,000 as more
students, both domestic and international, come to the campus for an expanded number of majors. Many students find the
opportunity for learning and internships with local high-tech businesses – combined with small town life – all too alluring
to bypass. The new “lifestyle residential areas” and fine restaurants adjacent to the campus attract a growing number of
students, downshifting boomers, and retirees who relish the vibrancy of a university campus. Converting science into
business through technology transfer is now a science in Brookings with the Innovation Campus leading the charge. Just a
few short years ago it was growing crops and now it’s a highly wired, robust breeding ground for new ideas, innovations
and economic opportunities. A medley of new technology and light industrial companies have joined those that sprung up
in the early part of the century, attracted by the well-educated workforce and the region’s state-of-the-art business parks.
Fewer fingerprints and more brainwaves right here in Brookings.
Summarized
SDSU is nationally-recognized research university
13,000+ enrollment at SDSU
Expanded majors and collaboration with local high-tech businesses for internships
Mixed-use “lifestyle” areas attract students, YPs, boomers, and retirees
Innovation Campus leads technology transfer and research commercialization
New technology companies attracted to area by state-of-the-art business parks
Well-educated workforce
What we have to build on now.
SDSU
Alternative energy
Strong existing businesses
Innovation campus
Business incubator facilities
Technology business center
Enterprise institute and business development support
Health care facilities
A more focused leaders pool moving in the same direction and a strong entrepreneurial history
Existing research at SDSU and innovation campus to create businesses from research
Amenities – need to create attractive, intriguing amenities to offset things we can’t change
What we will have to put in place or initiate.
Expand SDSU majors
Timely expansion of infrastructure to meet growth opportunities
Tech transfer
Broadband – communication, Northern Tier Network
Transportation of power and more products
Housing for students and new workers
Entertainment
Attract new sources of money
Improved infrastructure – build on air service offer in Sioux Falls
Create space and new money to recruit SDSU researchers instead of just 100% teaching positions
Progress with community and university partnerships
6
Most important steps in next two to three years.
SDSU - Attract a widely diverse student body from all geographic areas
Alternative energy – identify political realities and build coalitions with other states
Strong existing businesses – retention through affordable and improved quality of life
Expand SDSU majors by identifying demand for jobs in the future, especially higher tier
Expansion of infrastructure – work with city and BMU to be more proactive to needs and identify new funding
sources
Tech Transfer - build a tech transfer program at SDSU
Attract resources for innovation
Local campaign
Grants
Tech business park
Infrastructure + land + dollars
Health care
Quality of life
Embracement by South Dakota’s political community and regional leaders that SDSU, specifically research, is the
key to a prosperous future in South Dakota
Lifestyle housing
7
Boomer Town
The population tidal wave of the boomer generation has hit the shores of Brookings. If 70 is indeed the new 50 then this is
the place to be because the full-range of amenities that active seniors are looking for is available here. SDSU is offering a
full palette of life long learning opportunities to this new crop of older than average students and there are plenty of indoor
recreational, arts and leisure opportunities during the winter that occupy the throngs of boomers that have found their way
to Brookings. Some from right next door, others from distant cities. Division 1 sports at the university, a community
wellness facility, and indoor arboretums make gardening - now America’s number one past time - possible year round.
Housing equipped for multiple-levels of assisted, independent living is readily available and specialized healthcare is
readily available to meet the needs of seniors of all ages. A state-of-the-art lifestyle area – a complex of elder-customized
facilities – puts the best of what Brookings has to offer within four-season walking distance. Downshifting is easy here,
with the full-range of part-time work situations available and getting around for work or play is easy with the new regional
bus system. The golden years are a goldmine for the numerous new restaurants and retail shops that have sprung up here
and there throughout the city and in the downtown.
Summarized
Life-long learning at SDSU
Indoor recreational, art, and leisure opportunities
Housing equipped for ageing population
Specialized healthcare
Part-time work opportunities
Pubic transportation
What we have to build on now.
Family housing in the $125,000 range
Innovation and research activity at university
Alternative fuels industry growing
SDSU
Leisure and cultural opportunities
Healthy living
What we will have to put in place or initiate.
Specialized medical services for the elderly
Upscale restaurants
Improved transportation with the city and throughout the area
Transportation infrastructure
Wider variety of future housing opportunities
Additional retail and restaurant facilities
Most important steps in next two to three years.
Health care advisory committee with regional focus
Regional transportation – regularly schedule bus service for rural residents and city
More communication between SDSU and BEDC
Update city comprehensive plan to address zoning, land use and transportation issues
Develop funding strategies
8
Pleasure Zone
What happens in Brookings – well you know the rest. A downtown-wide historical restoration project in the early 2000’s
sparked a citywide renaissance. Today, a rich variety of restaurants cater to the tastes and preferences of people from
throughout the region. Some of the area’s highest quality farm products – both crops and livestock – are featured at the
weekly farmers market and several of Brookings finest eating establishments. Not famished anymore – then visit some of
the most distinctive retail shops found within 500 miles. Local art, Native American crafts and artifacts, locally produced
food, boutique clothing and global exports – they are all available here and easy to find due to the City’s new, thematic
signage. Attractive gateways, entrances to the City, now greet even the most discriminating shoppers and adventurous
gastronomists (that’s people that like to eat). It’s easy to find your way around now too with the thematic street way finding
and electronic kiosk system the City put in place. Not into shopping or eating – or just exhausted from one or both – then
take in Brookings new lineup of entertainment venues. The new Imax theatre, a children’s museum and the Shakespearean
play at the university await you. Or, if you are athletically inclined, visit the new community sports center or take a trek on
the 20-mile rurban bikeway. Then there’s always gardening to do – with your new orchid variety or prize tomatoes - at the
City’s indoor community arboretum.
Summarized
Variety of restaurants, art galleries, and niche shopping in city
Attractive community gateways, thematic signage, and electronic kiosk system provide information and invite
visitors to explore the city
Entertainment venues—Imax, children’s museum, theatre at SDSU
Indoor and outdoor year-round recreational opportunities
Historical renovation downtown
What we have to build on now.
Variety of retail and entertainment
Old time charm and streetscape
Environmentally positive
University
Swiftel center
Parks Department
SDSU
Rural and Native American heritage
Hwy 14 – I29 Corridor and Rail
Variety
o Food, recreation, housing, entertainment, culture
Community aesthetics (Brookings is now known as an attractive city)
Entertainment for families and singles
What we will have to put in place or initiate.
Initiate reuse of vacant properties – buildings and land
o Increase property tax on vacant buildings
Promote family centered lifestyle through farmers market expansion
Attract regional or national businesses
Communication system
Financial planning for sustainability
Niche planning
Regional promotion
Master planning with “thoughtful” code enforcement, zoning – aesthetics in storefronts
Retail recruitment and niche big box
9
$ available to get development going or improvement of current development
Community involvement
o Older generation needs to recruit and mentor younger people
City planner
Affordable housing
Most important steps in next two to three years.
Remove economic barriers (# of liquor licenses)
Create a plan & show the value, i.e. communicate the benefits
– become known as green city
Increase property tax on vacant buildings
Marketing campaign
Chamber needs a retail development program
Communication with university to create better relationship and to package university as part of community
Move forward with efforts to educate public about need to expand internet capabilities with Swiftel
More communication to bridge gaps in Brookings so that everyone gets along
Heritage package – market areas historical attributes through regional marketing
Collaborative effort between city and SDSU
Expansion of corridors into city to get the traffic patterns to spread out retail development
Expand city boundaries through annexation
Master plan development by funding consultant with public input and buy-in
Retail niche – identifying niches and incentive plans
More variety – need more liquor licenses and extended hours
Aesthetics – enforce existing ordinances
Entertainment – wireless accessibility to existing entertainment
Community involvement – get younger people involved – market to them
City planner – hire one!
Affordable housing – implementation of a housing authority
10
BioEnergy Empire
When the first European settlers came to eastern South Dakota they came determined and fully expecting to build a new
Territorial Empire. Today, the Brookings region is the center of a new empire – one that harnesses a rich cornucopia of
agricultural products to feed and fuel the world. Biofuels, biolubricants, advancement in bioprocessing technologies are all
being invented, field-tested and produced in volume right here in the region. A whole host of high value products (HVPs)
for food, fiber and health uses are also emanating from here due to the flourishing collaborations between university
researchers, agriculturists, and advanced producer service providers in marketing, finance and logistics. Precision
agriculture stands side by side with specialty agriculture, which produces high-value specialty consumer products.
Agriculture was the first industry to spur technology in history. Brookings is taking this legacy to the next level serving as
the center for agro-energy in the world.
Summarized
Biofuels, biolubricants, and advanced bioprocessing technologies being invented
High value products for food, fiber, and health being created
Collaboration between SDSU, agriculturalists, and producer service providers
Precision agriculture and specialty agriculture create high-value specialty consumer products
Change scenario to BioEnergy Empire
Emphasize entrepreneurship and innovation
Link ag research to health industry
“Growing Greatness”
What we have to build on now.
Good business climate
o Tax structure and government structure
o Regional attitude
o Financial infrastructure
Transportation
o Railroad, interstates, highways
Quality of life
o Health care
o Quality schools
Energy resources
o Conservation, land base and land productivity, wind, water, manure
o Low cost
Intellectual capital
University system
o Students
Community leadership
International connections already in place
Natural resources
Community is competitively sized
What we will have to put in place or initiate.
Cooperation with other states on political level to encourage federal mandates for value-added process and energy
transportation
Build and recruit labor force
Infrastructure related to housing, affordable housing and restaurants to enhance the quality of life
Organize public/private leadership in community-City/county/legislators should work together
Increase investment in university research
11
Coordinate marketing efforts
Forward Sioux Falls business model
Most important steps in next two to three years.
Implement the leadership and political will & attitude (through networking) to mandate the use of resources and
implement the research which further processes bio-products for higher value-added consumer products.
Coordinate existing groups and organizations into a focused effort
o Prioritize our vision for this scenario
o Fundraising for research
o Marketing program
12
Transportable Brookings
Connectivity via transportation and travel are more important than ever, even as Internet 3 further shrinks the global
economy and society. Brookings is infrastructure ready in all facets of the transportation sector providing ready access for
shipping of out-going goods and incoming supplies to the many manufacturing and agriculture companies in the area.
Business and professional travel is seamless here with multiple flights providing daily jet service to destinations east and
west. For the leisure, university and business traveler alike the new state-of-the-art airport terminal serves as a convenient
launching pad to all corners of the world. In the city the major thoroughfares provide for optimum flow of traffic and easy
access to I-29. The recent inaugural running of the supertrain from Winnipeg to Sioux Falls, now means that a trip to
Microsoft in Fargo is one hour; a trip to Winnipeg’s bioscience industrial park is just under two hours. A roundtrip from
the SuperStation on the Innovation Campus to the BSL facility in downtown Winnipeg costs just $225. Breakfast is
optional.
Summarized
Access for shipping incoming and outgoing goods
Jet service for business and professional travel
New airport terminal
Improved inner-city transportation thoroughfares provide optimum flow of traffic
Easy access to I-29
Supertrain from Winnipeg to Sioux Falls (improved inter- and intrastate travel)
What we have to build on now.
I-29 access options:
o 32nd Street South could be enhanced
o 20th Street South – current right of way – no off ramps
Highway 14 bypass – Western avenue – Expansion access airport
Air traffic – SDSU/business
What we will have to put in place or initiate.
Endorse funding for traffic study (campus + local parking and commuting)
Transportation board development
Revamp 2010 vision plan – revisit and plan to another 10 year horizon
Most important steps in next two to three years.
Develop comprehensive traffic study and transportation plan for region, to include local flow as well as I-29 access.
Understand SDSU and business air traffic needs.
Brookings Area Community Survey
Brookings Economic Development Corporation 1
Summary and Participation
The Brookings Area Community Survey was available online and in printed format at the BEDC office from 10/29/13
through 11/12/13. Responses received totaled 1,076, including 22 printed responses and 1,054 electronic responses. A
large majority of the participants live within Brookings city limits (75.9%), while 12.5% live in neighboring communities
and 11.6% live in rural areas. Participants indicated their current stage in life and results were tabulated for each group.
Please choose the option that best describes your current stage of life:
The Early-Mid Career, No
Children and the Young Family
with Children age categories
received the most responses
and accounted for 49.6% of
the total.
Answer Options % #
Young Adult/Student 6.7% 71
Early-Mid Career, No Children 20.8% 222
Young Family with Children 28.8% 307
Adult (Single or Married) with Older Dependent Children 15.2% 162
Mid-Late Career, No Children or Empty Nester 19.2% 205
Retiree 9.2% 98
answered question 1065
Please choose the option that best describes your current education level?
Answer Options % # Young Adult-Student Early-Mid Career No Children Young Family w Children Adult w Older Dependent Children Mid-Late Career Empty Nester Retiree Did not graduate high school 0.5% 5 1.4% 0.0% 0.0% 0.0% 0.5% 3.1%
High school diploma or equivalency 5.7% 61 7.0% 1.4% 1.6% 6.8% 11.3% 14.3%
Some college or technical school, no degree 13.6% 145 42.3% 6.3% 10.1% 14.3% 17.2% 10.2%
Associate's degree or other certification, training 12.4% 132 1.4% 13.1% 13.4% 11.2% 14.2% 14.3%
Bachelor's degree 44.1% 471 36.6% 60.4% 52.8% 36.0% 31.4% 25.5%
Graduate or professional degree 23.8% 254 11.3% 18.9% 22.1% 31.7% 25.5% 32.7%
answered question 1068 71 222 307 161 204 98
Note: “Bachelor’s degree” or “Graduate or professional degree” accounted for 67.9% of the total responses.
Job Availability
What type of job opportunity is most important to you? (Please select one)
Answer Options % # Young Adult-Student Early-Mid Career No Children Young Family w Children Adult w Older Dependent Children Mid-Late Career Empty Nester Retiree General Labor 1.8% 18 1.5% 2.4% 0.4% 2.0% 2.0% 2.2%
Skilled Trades 6.0% 60 5.9% 9.0% 4.6% 6.0% 6.6% 2.2%
Retail 0.9% 9 1.5% 1.0% 0.7% 0.7% 1.5% 0.0%
Office 10.1% 102 8.8% 11.4% 7.1% 6.7% 20.3% 2.2%
Manager/Administrator 15.8% 159 20.6% 11.0% 19.8% 24.2% 15.2% 0.0%
Professional 37.7% 380 33.8% 43.8% 44.5% 38.9% 32.5% 14.0%
Science/Technology 12.0% 121 20.6% 15.2% 15.2% 10.7% 6.6% 3.2%
Medical 3.4% 34 2.9% 3.3% 4.2% 6.0% 2.0% 0.0%
Does Not Apply 12.3% 124 4.4% 2.9% 3.5% 4.7% 13.2% 76.3%
answered question 1007 68 210 283 149 197 93
Brookings Area Community Survey
Brookings Economic Development Corporation 2
Do you feel Brookings has job opportunities available in the category you selected as most important?
Answer Options % # Yes No Unsure
General Labor 1.8% 18 10 55.5% 6 33.3% 2 11.1%
Skilled Trades 6.0% 58 39 67.2% 9 15.5% 10 17.2%
Retail 0.9% 9 4 44.4% 4 44.4% 1 11.1%
Office 10.1% 101 54 53.5% 21 20.8% 26 25.7%
Manager/Administrator 15.8% 159 76 47.8% 52 32.7% 31 19.5%
Professional 37.7% 377 230 61.0% 90 23.9% 57 15.1%
Science/Technology 12.0% 121 75 62.0% 26 21.5% 20 16.5%
Medical 3.4% 34 16 47.1% 11 32.4% 7 20.6%
Does Not Apply 12.3% 95 39 41.1% 11 11.6% 45 47.4%
Note: Age category break-down of participants indicating Brookings did have job opportunities ranged from 54% with
the young family and adult (single or married) with older dependent children to 62% with the mid-late career, empty
nesters. The age group with highest percentage indicating Brookings did not have enough job opportunities was the
young family group at 28%.
Activities
Rank in order of importance the arts and entertainment options which you are most interested in attending. (Rank from
1 to 5 with 1 being the most important and 5 being the least important), The lower the rating, the more important the
activity.
Answer Options Rating
Average Young Adult-Student Early-Mid Career No Children Young Family w Children Adult w Older Dependent Children Mid-Late Career Empty Nester Retiree The two older age groups
revealed the biggest
difference from the
average rating of the
entire population,
selecting theater as their
number one option.
Band/Music Concerts 2.50 1.89 2.10 2.43 2.55 2.97 2.92
Festivals 2.60 2.38 2.37 2.41 2.71 2.81 3.30
Theater Performances 2.87 3.21 2.95 3.14 2.76 2.56 2.40
Museums/Galleries 3.30 3.65 3.60 3.18 3.22 3.25 2.94
Cultural Events 3.73 3.86 3.98 3.84 3.77 3.41 3.43
What level of spectator sports are the most important to you? (Select all that apply)
Answer Options % # Young Adult-Student Early-Mid Career No Children Young Family w Children Adult w Older Dependent Children Mid-Late Career Empty Nester Retiree College Level Sports 75.5% 625 93.1% 83.2% 65.4% 72.1% 75.8% 84.0%
High School Level Sports 37.8% 313 29.3% 23.6% 45.7% 55.0% 32.9% 28.0%
Youth Sports 31.6% 262 13.8% 10.6% 59.8% 35.7% 14.1% 22.7%
Sports Clubs (hockey, skating, rodeo) 30.8% 255 43.1% 36.6% 31.9% 33.3% 24.8% 12.0%
Other (please specify) 107 5 22 17 15 33 14
answered question 828 58 161 254 129 149 75
Note: Professional sports was mentioned the most as a write-in option, with 27 responses.
Brookings Area Community Survey
Brookings Economic Development Corporation 3
What sports and recreational activities do you like to PARTICIPATE in? (Select all that apply)
Answer Options % # Young Adult-Student Early-Mid Career No Children Young Family w Children Adult w Older Dependent Children Mid-Late Career Empty Nester Retiree
“Other” responses mentioned
multiple times included:
Equestrian/Rodeo – 9
Tennis – 8
Fitness/Wellness Center – 6
Dog Park/Pet Friendly Activity – 6
Bowling – 4
Auto Racing, Dirt Track – 4
Hiking – 4
Inline/Roller Skating – 3
Basketball – 3
Softball – 2
Archery/Trap – 2
Soccer – 2
Hockey – 2
Racquetball – 2
Swimming - 2
Walking/Running 72.8% 701 64.1% 70.3% 71.5% 71.9% 77.2% 79.8%
Parks 67.0% 645 60.9% 60.4% 75.9% 59.6% 72.0% 58.3%
Camping 49.4% 476 56.3% 53.5% 58.8% 52.1% 37.6% 27.4%
Cycling 43.1% 415 45.3% 40.1% 42.3% 47.9% 46.6% 34.5%
Hunting/Fishing 42.2% 406 46.9% 44.6% 46.7% 47.3% 32.3% 31.0%
Water Sports 34.9% 336 40.6% 38.1% 41.2% 34.2% 28.0% 19.0%
Golf 34.3% 330 39.1% 34.7% 38.3% 33.6% 29.6% 28.6%
Winter Sports 25.4% 245 37.5% 29.2% 28.8% 23.3% 19.0% 14.3%
League Sports 17.3% 167 34.4% 26.7% 23.0% 11.6% 3.2% 4.8%
Other (please specify) 68 6 15 15 3 20 8
answered question 963 64 202 274 146 189 84
What cultural and educational activities do you like to PARTICIPATE in? (playing in a community band,
participating in art class, etc. Select all that apply)
Answer Options % # Young Adult-Student Early-Mid Career No Children Young Family w Children Adult w Older Dependent Children Mid-Late Career Empty Nester Retiree Festivals 59.5% 439 60.0% 61.0% 62.2% 57.4% 63.9% 42.1%
Educational Opportunities/Lectures 56.4% 416 62.0% 49.3% 53.7% 59.1% 58.5% 63.2%
Band/Music Concerts 39.3% 290 46.0% 50.0% 42.3% 40.9% 28.6% 25.0%
Cultural Events 37.0% 273 32.0% 31.5% 34.8% 36.5% 42.2% 46.1%
Art 32.0% 236 38.0% 32.9% 34.8% 25.2% 32.7% 27.6%
Theater 25.9% 191 32.0% 22.6% 23.9% 27.8% 27.2% 25.0%
answered question 738 50 146 201 115 147 76
Brookings Area Community Survey
Brookings Economic Development Corporation 4
Retail/Shopping/Dining Options
If you choose to shop outside of Brookings, please indicate the reasons why in order of importance from 1
being the most important to 5 being the least important.
Answer Options Rating
Average Young Adult-Student Early-Mid Career No Children Young Family w Children Adult w Older Dependent Children Mid-Late Career Empty Nester Retiree Variety of Stores 2.07 1.67 1.86 1.99 2.18 2.33 2.29
Product Availability 2.78 2.97 2.82 2.79 2.75 2.68 2.76
Product Choice/Options 2.89 3.02 3.01 2.79 2.79 2.91 2.99
Price/Affordability 3.31 3.45 3.39 3.32 3.21 3.21 3.36
Overall Shopping Experience (day
trip to include dining, other activities) 3.95 3.89 3.91 4.09 4.07 3.88 3.61
answered question 974
What types of stores would you like to see that Brookings does not have? (841 responses)
Big Box/Discount/Super Store – 834 Top Responses: Target – 537, Shopko – 109, Costco – 24
Clothing/Shoes – 430 Top Responses: Kohl’s – 143, TJ Maxx – 21, Herberger’s – 20
Grocery Store/Whole/Organic Foods – 130
Home Improvement/Hardware/Furniture/Decor – 109 Top Responses: Mendards – 39, Bed Bath & Beyond - 14
Outdoor/Sporting Goods - 98 Top Responses: Scheels – 24, Cabelas – 23
Office Supplies/Electronics/Appliances – 60
Health & Beauty - 34
Other: Hobby/Arts & Crafts – 59, Mall or Outlet – 45, Bookstore – 23, Fabric/Sewing - 22
If you choose to dine outside of Brookings, please indicate the reasons why in order of
importance from 1 being the most important to 4 being the least important.
Answer Options Rating
Average Young Adult-Student Early-Mid Career No Children Young Family w Children Adult w Older Dependent Children Mid-Late Career Empty Nester Retiree Restaurant Type/Variety 1.42 1.26 1.34 1.34 1.41 1.57 1.68
Quality 2.46 2.54 2.41 2.47 2.51 2.46 2.48
Price/Affordability 3.05 3.00 3.16 3.07 3.01 3.02 2.89
Dining Atmosphere 3.07 3.20 3.09 3.11 3.07 2.95 2.95
answered question 953
What types of dining options would you like to see that Brookings does not have? (725 responses)
General Comments
- Approximately 60 people mentioned wanting more variety, something other than chains or fast food.
- There were 40 people who felt the existing selections in Brookings were enough and no more dining choices
were needed.
- Other general comments heard multiple times included the need for dining in different areas of town.
Brookings Area Community Survey
Brookings Economic Development Corporation 5
Fast Food/Casual/Family Dining – 642 Top Responses: Taco Bell – 88, Panera Bread – 50, Wendy’s 47
Ethnic – 465 Top Responses: HuHot – 46, Thai – 30, Chinese – 20, Mexican – 20
Italian – 217 Top Responses: Olive Garden – 107, Johnny Carinos - 28
Sports Bar/American - 222 Top Responses: Texas Roadhouse – 40, Ruby Tuesday – 20, Chili’s - 20
Steak – 107 Top Responses: Outback – 23, Minerva’s - 20
Seafood – 105 Top Responses: Red Lobster – 61
Other: Upscale/Fine Dining – 56, Healthy /Gluten Free/Organic/Vegan –38, Supper Club – 22,
Unique/Specialized/Gourmet – 14, Homestyle – 10
Desired Community Features
At your current stage in life, if you were considering moving to a different community, rank in order of importance the
reasons you would choose that community from 1 to 12 with 1 being the most important an d 12 being the least
important.
Answer Options Rating
Average Young Adult-Student Early-Mid Career No Children Young Family w Children Adult w Older Dependent Children Mid-Late Career Empty Nester Retiree Job Availability 3.53 2.00 2.09 2.20 3.02 5.22 9.50
Cost of Living/Affordability (housing, taxes, utilities) 4.53 4.25 4.35 4.70 4.61 4.31 4.84
Proximity to Family 4.85 4.72 5.19 4.89 5.21 4.28 4.59
Safety of Community 5.04 5.69 5.55 4.31 4.91 5.29 5.24
Educational System 6.56 7.15 7.25 4.01 6.39 8.87 7.93
Healthcare Availability 6.64 7.91 7.86 6.74 6.74 5.63 4.55
Things To Do (sports/recreation/entertainment/culture) 7.00 6.06 6.15 7.84 7.39 6.96 6.47
Climate 7.38 8.54 7.60 8.53 6.81 6.12 6.03
Overall Physical Quality (landscaping, design, public art) 7.83 7.87 7.71 8.44 7.81 7.61 6.61
Variety of Retail Options (shopping, dining) 7.89 8.12 7.66 8.41 8.03 7.65 6.79
Location (near mountains, ocean, etc) 7.91 7.61 7.79 8.59 7.82 7.27 8.00
Social Activities (religious, clubs, civic organizations, etc) 8.83 8.09 8.87 9.27 9.24 8.76 7.47
Rank in order of importance the features you would consider when choosing a house or neighborhood. (Rank from 1 to
9 with 1 being the most important and 9 being the least important)
Answer Options Rating
Average Young Adult-Student Early-Mid Career No Children Young Family w Children Adult w Older Dependent Children Mid-Late Career Empty Nester Retiree Cost/Affordability 1.70 1.45 1.44 1.85 1.75 1.69 1.89
Overall Physical Appearance of Neighborhood 3.39 4.33 3.18 3.80 3.35 3.03 2.69
Friendliness 4.16 3.94 4.30 4.38 4.16 3.91 4.00
Location Near Job 4.67 3.40 3.88 4.94 4.61 4.65 6.76
Family-Oriented 4.80 5.64 5.63 3.28 4.74 5.56 5.47
Location Near Retail Opportunities 5.88 5.97 5.78 6.69 5.95 5.19 4.75
Location Near Educational System (schools, campus) 6.22 6.37 6.55 4.85 6.10 7.55 6.91
Diversity (age or ethnic) 6.92 6.64 7.05 7.50 6.96 6.56 5.74
Location Near Golf Course, Recreational Opportunities 7.28 7.25 7.22 7.70 7.39 6.85 6.79
Brookings Area Community Survey
Brookings Economic Development Corporation 6
Which physical community features are most important to you? (Rank in order of importance with 1
being the most important and 7 being the least important)
Answer Options Rating
Average Young Adult-Student Early-Mid Career No Children Young Family w Children Adult w Older Dependent Children Mid-Late Career Empty Nester Retiree Nicely landscaped streets 3.00 3.11 3.12 3.31 2.79 2.81 2.41
High quality neighborhood parks 3.31 3.87 3.67 2.51 3.54 3.38 3.98
Bike and walking paths 3.44 3.54 3.11 3.35 3.56 3.51 4.09
Neighborhood design 3.64 3.56 3.86 3.71 3.41 3.62 3.44
Clearly marked navigation/street signs 3.81 3.19 3.52 3.92 4.18 3.83 3.86
Historic preservation of buildings 4.79 4.94 4.61 5.00 4.75 4.75 4.72
Community entrance
landscaping/signage 6.02 5.79 6.12 6.22 5.79 6.07 5.55
answered question 955 63 201 269 142 189 86
Referring back to the physical community feature that you have selected as most important, how does that
feature in Brookings rate?
Answer Options
# Very
Good Good Ave Poor Very
Poor Total
Clearly marked navigation/street signs 208 14.5% 46.4% 29.5% 7.3% 2.4% 207
Nicely landscaped streets 195 20.6% 46.9% 24.7% 6.2% 1.6% 194
Bike and walking paths 193 19.8% 41.2% 29.7% 8.9% 0.5% 192
High quality neighborhood parks 156 22.4% 44.2% 29.5% 3.9% 0.0% 156
Neighborhood design 110 8.3% 38.5% 39.5% 12.8% 0.9% 109
Historic preservation of buildings 65 10.8% 47.7% 30.8% 9.2% 1.5% 65
Community entrance landscaping/signage 24 41.7% 45.8% 12.5% 0% 0% 24
answered question 951
Campus/Community Relationship
How strong is the Campus/Community relationship in Brookings?
Answer Options % # Young Adult-Student Early-Mid Career No Children Young Family w Children Adult w Older Dependent Children Mid-Late Career Empty Nester Retiree Extremely Strong 12.0% 115 10.9% 10.1% 11.4% 10.5% 15.3% 13.6%
Quite Strong 38.9% 373 46.9% 36.7% 42.3% 35.7% 34.2% 44.3%
Moderately Strong 35.0% 336 26.6% 38.2% 38.2% 39.9% 30.0% 28.4%
Slightly Strong 9.5% 91 12.5% 9.5% 5.5% 9.8% 13.2% 9.1%
Not At All Strong 4.7% 45 3.1% 5.5% 2.6% 4.2% 7.4% 4.5%
answered question 960 64 199 272 143 190 88
Brookings Area Community Survey
Brookings Economic Development Corporation 7
What are the SDSU services/activities that help you feel a connection between the campus and community? Select all
that apply.
Answer Options % # Young Adult-Student Early-Mid Career No Children Young Family w Children Adult w Older Dependent Children Mid-Late Career Empty Nester Retiree Athletic Offerings 74.8% 668 75.0% 71.6% 79.8% 77.4% 72.8% 68.2%
Performing Arts 65.6% 586 41.7% 60.1% 61.5% 69.2% 78.7% 75.3%
Student Employment Opportunities
(internships, workstudy, etc) 44.7% 399 70.0% 49.2% 45.1% 40.6% 42.6% 25.9%
Cultural Offerings 41.0% 366 18.3% 30.6% 36.6% 41.4% 56.2% 62.4%
Library Services 13.9% 124 10.0% 10.9% 9.7% 15.0% 18.3% 24.7%
Student Involvement and Leadership
Opportunities (Greek life, student organizations) 13.1% 117 26.7% 15.3% 14.0% 6.8% 12.4% 8.2%
Technology Services and/or Assistance 9.4% 84 5.0% 6.6% 7.0% 15.8% 11.2% 10.6%
Faculty Consultation 8.1% 72 8.3% 6.0% 5.4% 11.3% 8.3% 10.6%
Other (please specify) 69 3 6 19 8 20 12
answered question 893 60 183 257 133 169 85
“Other” responses mentioned multiple times included: Wellness Center – 18, Preschool/Kindergarten – 5, Church – 3,
Employment – 2, Lectures/Guest Speakers – 2, Student Teaching/Presence in Schools - 2
What changes can be made to improve the Campus/Community relationship in Brookings? (351 responses)
Top Responses #
Need for more events & activities (on campus and off) that involve campus and community (service programs,
block parties, internships, mentoring, tutoring, lectures, classes, cultural events, etc)
101
Concerns about student housing: quality, inspections, zoning, rental prices 77
Parking/Accessibility/Traffic/BATA availability /Campus Navigation 74
Better awareness, communication of events, opportunities for involvement between campus & community 64
Concerns about student behavior and lack of respect, need for increased police presence and law enforcing 33
Concerns about city catering to campus and students too much, college needs to give back to community 32
Leadership/Engagement/Social Connections
How connected do you feel with other residents of the Brookings community who are your same age?
Answer Options % # Young Adult-Student Early-Mid Career No Children Young Family w Children Adult w Older Dependent Children Mid-Late Career Empty Nester Retiree Extremely Connected 7.0% 67 9.5% 4.6% 4.8% 5.0% 5.9% 22.5%
Moderately Connected 30.5% 291 36.5% 19.3% 27.2% 32.6% 38.5% 41.6%
Slightly Connected 25.9% 247 12.7% 28.9% 31.3% 27.7% 20.9% 21.3%
Neither Connected or Disconnected 18.7% 178 15.9% 18.3% 20.6% 14.9% 24.6% 9.0%
Slightly Disconnected 7.6% 72 11.1% 12.7% 8.1% 7.8% 3.7% 0.0%
Moderately Disconnected 6.0% 57 9.5% 9.1% 5.9% 5.7% 3.2% 3.4%
Extremely Disconnected 4.3% 41 4.8% 7.1% 2.2% 6.4% 3.2% 2.2%
answered question 953 63 197 272 141 187 89
Brookings Area Community Survey
Brookings Economic Development Corporation 8
How important is it for you to be involved in:
Answer Options Extremely
Important
Very
Important
Moderately
Important
Slightly
Important
Not At All
Important
Response
Count
Government 45 4.8% 146 15.6% 317 33.8% 227 24.2% 203 21.6% 938
Civic Organizations 34 3.6% 180 19.1% 311 33.0% 250 26.6% 166 17.6% 941
Boards/Committees 45 4.8% 146 15.6% 307 32.8% 259 27.7% 179 19.1% 936
Clubs 40 4.3% 139 14.9% 309 33.0% 275 29.3% 173 18.5% 936
answered question 944
Note: When divided into age categories, the young adult/student group’s responses differed from the total responses
by selecting “not at all important” under Government as their highest percentage at 31.7% along with “slightly
important” for Clubs (36.5%) and Boards/Committees (31.7%). Likewise, the early/mid career no children group had
their highest percentages under “slightly important” for boards/committees (29.6%) and clubs (30.1%). The mid/late
career or empty nester group chose “slightly important” for boards/committees (28%) and “not at all important” for
clubs (27.7%) as their highest percentage.
Overall, how effective is the leadership in Brookings?
Answer Options % # Young Adult-Student Early-Mid Career No Children Young Family w Children Adult w Older Dependent Children Mid-Late Career Empty Nester Retiree Very effective 14.6% 137 7.9% 8.3% 9.7% 12.4% 22.6% 33.0%
Somewhat effective 53.2% 500 60.3% 47.7% 58.2% 54.7% 52.7% 46.6%
Neither Effective or Ineffective 18.4% 173 23.8% 26.4% 17.9% 19.7% 14.0% 6.8%
Somewhat ineffective 9.7% 91 4.8% 11.9% 11.6% 6.6% 8.1% 10.2%
Very ineffective 4.0% 38 3.2% 5.7% 2.6% 6.6% 2.7% 3.4%
answered question 939 63 193 268 137 186 88
Overall Community Satisfaction
How proud are you to live in Brookings?
Answer Options % # Young Adult-Student Early-Mid Career No Children Young Family w Children Adult w Older Dependent Children Mid-Late Career Empty Nester Retiree Extremely proud 20.1% 190 7.9% 13.3% 18.1% 15.9% 28.1% 38.6%
Quite proud 38.3% 362 41.3% 37.2% 41.1% 39.9% 35.7% 35.2%
Moderately proud 26.4% 249 27.0% 26.5% 28.9% 27.5% 24.9% 19.3%
Slightly proud 10.4% 98 15.9% 14.3% 8.9% 11.6% 8.1% 4.5%
Not at all proud 4.8% 45 7.9% 8.7% 3.0% 5.1% 3.2% 2.3%
answered question 944 63 196 270 138 185 88
Brookings Area Community Survey
Brookings Economic Development Corporation 9
Overall, how satisfied are you with your experience of living in Brookings?
Answer Options % # Young Adult-Student Early-Mid Career No Children Young Family w Children Adult w Older Dependent Children Mid-Late Career Empty Nester Retiree Extremely Satisfied 24.7% 234 19.0% 12.6% 23.4% 21.7% 34.1% 43.8%
Moderately Satisfied 46.0% 435 44.4% 48.5% 47.6% 47.1% 43.8% 39.3%
Slightly Satisfied 12.2% 115 19.0% 12.6% 13.8% 12.3% 9.7% 6.7%
Neither Satisfied or Dissatisfied 7.2% 68 9.5% 10.6% 5.9% 8.0% 5.4% 4.5%
Slightly Dissatisfied 5.7% 54 4.8% 9.1% 5.6% 5.8% 3.8% 3.4%
Moderately Dissatisfied 2.7% 26 1.6% 4.5% 3.7% 0.7% 2.2% 1.1%
Extremely Dissatisfied 1.5% 14 1.6% 2.0% 0.0% 4.3% 1.1% 1.1%
answered question 946 63 197 269 138 185 89
How promising is the future of Brookings?
Answer Options % # Young Adult-Student Early-Mid Career No Children Young Family w Children Adult w Older Dependent Children Mid-Late Career Empty Nester Retiree Extremely promising 23.8% 226 23.8% 14.2% 26.9% 21.6% 29.7% 27.0%
Very promising 42.6% 404 30.2% 42.6% 43.5% 44.6% 38.9% 53.9%
Moderately promising 25.0% 237 31.7% 31.0% 24.4% 23.0% 24.3% 12.4%
Slightly promising 7.1% 67 12.7% 10.2% 4.4% 7.9% 6.5% 4.5%
Not at all promising 1.5% 14 1.6% 2.0% 0.7% 2.9% 0.5% 2.2%
answered question 948 63 197 271 139 185 89
What changes would most improve Brookings for you and/or your family? (661 responses)
Top Responses #
More Retail/Shopping/Grocery/Dining (Target – 35) 260
Roads/Streets/Traffic/Navigation/Access/Sidewalks 151
Housing/Zoning/Affordable Housing/Student Housing/Rental Rates 120
More Activities/Entertainment/Concerts/Events 70
Improvement of Parks 58
More Family-Friendly (Housing/Activities/Entertainment/ Childcare) 58
Concerns about Education/Schools 54
More Jobs/Job Diversity/Better Pay 52
Leadership/Council/City Monopoly/City Spending/Decision Makers Concerns 47
Expanded/Improved Walking or Biking Trails 46
Cost of Living/Taxes/Ticket Prices/Gas Prices 43
Brookings Area Community Survey
Brookings Economic Development Corporation 10
What do you like least about Brookings? (675 responses)
Top Responses #
Lack of Retail/Shopping/Dining Options 183
Streets/Roads/Traffic/Layout 94
Housing Costs/Property Taxes/Rental Prices/Zoning/Rundown Houses & Neighborhoods 88
City Government/Leadership/Spending/Politics/Select few or wealthy have the say 74
Winter/Weather/Climate 48
Too Small: not enough services/things to do/entertainment options/indoor options 42
Unfriendly/Too Exclusive/Close-minded/No Social Opportunities 41
Snow Removal 36
Lack of Jobs/Low Wages 30
Police/Crime/Vandalism/Code Enforcement 28
SDSU/SDSU Students/College Parties/Too Many Bars/Drinking Concerns 28
City-Owned Monopolies/Liquor Store/Liquor License Issues 27
Gas Prices 27
What do you like most about Brookings? (680 responses)
Top Responses #
Small Town/Community Feel/ Family Friendly/Midwest Values/Quality of Life 196
Safe/Secure/Quiet/Peaceful 126
Friendly/Welcoming /Neighbors/Neighborhoods 119
Lots of Events/Amenities/Big Town Atmosphere/Things To Do/Sports 112
SDSU/SDSU Athletics/SDSU Events/Students/Support of SDSU/Campus-Community 104
The People 97
Aesthetics/Trees/Scenery/Landscaping/Design/Lighting/Signs/Historic Preservation 92
Clean/Neat/Well-Kept/Nice 80
Education/School System/Youth Programs 70
Parks/Nature Park/McCrory Gardens 53
Biking/Walking Trails 43
Brookings Economic Development Corporation Human Talent Research 1
Brookings Visioning Charrette
Summary Results and Recommendations
Prepared for:
Brookings Economic Development Corporation
Delore Zimmerman, Ph.D.
Mark Schill
Brookings Economic Development Corporation Human Talent Research 2
Introduction
The Brookings Visioning Charrette was held in December 2013 to bring together a
cross-section of people in the community to engage in discussing ideas about the
future and ways to achieve the community’s vision of a quality place to live, work and
play.
Since the last Visioning Charrette in 2007 the Brookings area has experienced six
years of positive change. Of the 70 topics and objectives addressed in the 2007
charrette 83% are now either completed or underway.
Employment in Brookings County faltered somewhat during the great recession, but
the region is growing again, particularly in 2013. Unemployment remains very low
(2.7% in November 2013) and many open jobs go unfilled. The Brookings area is
expected to outpace both South Dakota and the Nation in employment growth for
another decade. In part, this growth stems from the larger scale resurgence now
underway in North America’s Great Plains.
Employment Change 2000-2013 & Projected Employment Change to 2023 for
Brookings, South Dakota and the USA
Brookings • South Dakota • USA
The Visioning Charrette began with participants engaged in small group, age/lifestyle
specific discussions about three general dimensions of their vision of an ideal
Brookings including the 1) social, 2) physical and 3) economic environment.
Following that three areas of particular relevance to the situation in the Brookings
area were discussed including 1) leadership, 2) engagement in the community and 3)
campus/community relationships. A series of afternoon sessions involved
Brookings Economic Development Corporation Human Talent Research 3
participants in discussing their observations from the morning and then identifying
priority action steps that can take Brookings to the next level.
Participants were asked to focus and frame their thinking, where appropriate, on two
of the five specific components of the Brookings Area Comprehensive Economic
Development Strategy. These vision components and their goals include:
High Quality Community
Goal: Create an environment and amenities that establish the community as a
‘people destination’, to include:
Create an aesthetically diverse physical environment.
Create a human environment meeting the demands of the targeted population.
Build an economic environment that supports employment alternatives in
selected industry clusters.
High Performance Community
Goals:
Develop Brookings County and communities as role models in all aspects of
“community”.
Advance organization and leadership collaboration.
Engage the community.
Create a global awareness of Brookings.
A synopsis of the complete results of the morning visioning sessions and the
afternoon strategy/action sessions – recorded and summarized by the Brookings
Area Development Corporation – are included as Attachment 1.
Praxis Strategy Group Recommendations
Our recommendations are focused on two inter-related strategy areas that are
critical: talent and brand.
Home to SDSU, the region is a talent producer. The region may produce excess
talent in many occupations, yet many employers lack the skilled workers they need.
The BEDC workforce survey reports that over 900 positions need to be filled in the
next three years; of these, over half (472) are in production and assembly
occupations.
Occupational pay is a critical driver of worker decisions to switch jobs, obtain more
training, or relocate for work. The following table lists hourly pay for major occupation
groups in Brookings County across the spectrum from entry level (10th percentile
earnings), to the median, to the high-level workers in each group (90th percentile
earnings).
Brookings Economic Development Corporation Human Talent Research 4
As might be expected, food preparation and personal care occupations tend pay less
than occupations requiring advanced degrees, such as architecture and engineering
or health care practitioners.
Brookings Hourly Pay
Occupation Group
Pct 10
Hourly
Earnings
Pct 25
Hourly
Earnings
Median
Hourly
Earnings
Pct 75
Hourly
Earnings
Pct 90
Hourly
Earnings
Management $16.21 $18.96 $23.23 $28.53 $33.45
Business and Financial Operations $18.61 $21.17 $25.18 $31.09 $37.49
Computer and Mathematical $18.11 $20.60 $23.89 $28.06 $32.59
Architecture and Engineering $21.75 $24.67 $29.00 $35.01 $41.89
Life, Physical, and Social Science $15.39 $17.88 $21.07 $25.23 $30.38
Community and Social Service $12.96 $14.86 $17.84 $21.63 $25.90
Legal $24.32 $26.94 $31.62 $35.60 $39.35
Education, Training, and Library $16.31 $19.06 $22.83 $28.39 $37.10
Arts, Design, Entertainment, Sports, and
Media $12.18 $13.66 $16.04 $19.86 $24.58
Healthcare Practitioners and Technical $20.57 $23.49 $27.62 $32.04 $41.04
Healthcare Support $8.26 $9.35 $10.59 $11.97 $13.75
Protective Service $13.22 $15.62 $17.90 $20.34 $22.50
Food Preparation and Serving Related $7.83 $8.31 $9.06 $9.89 $10.93
Building and Grounds Cleaning and
Maintenance $8.46 $9.46 $10.68 $12.13 $14.24
Personal Care and Service $8.59 $9.45 $10.48 $11.86 $13.71
Sales and Related $10.53 $12.07 $14.26 $17.54 $22.94
Office and Administrative Support $9.81 $10.98 $12.63 $14.99 $17.27
Farming, Fishing, and Forestry $9.98 $11.06 $12.34 $13.76 $15.52
Construction and Extraction $12.12 $13.71 $15.91 $18.30 $20.91
Installation, Maintenance, and Repair $14.14 $16.12 $18.81 $21.75 $25.13
Production $12.17 $13.48 $15.38 $17.60 $19.70
Transportation and Material Moving $10.73 $12.10 $14.00 $16.63 $20.16
Military $10.41 $15.93 $18.70 $19.81 $34.90
Total $12.23 $13.90 $16.20 $19.20 $23.07
However, hourly pay by itself does not offer a complete the complete picture. How
does pay in Brookings compare to other cities across the Great Plains. Do Brookings
employers pay competitive-enough wages to make moving to town attractive? The
next table compares wages in Brookings County to pay the regional average at each
pay level. The regional average includes average pay aggregated from nine
surrounding states from Minnesota to Montana to Colorado to Iowa. Each cell in the
table contains the ratio of pay in Brookings to pay in the greater region. A value of
100% means that pay for that occupation is equal to pay across the region.
Brookings Economic Development Corporation Human Talent Research 5
Pay ratios are useful to inform policy decisions about workforce shortages. For
instance, protective service workers are well-paid in Brookings, with the median
worker making 128% of the regional wage. However, pay for management
occupations Is very low, at just 70% of the regional median. Pay in Brookings also
lags for business workers and computer- and math-related occupations. Local
employers facing troubles finding qualified employees for business and finance,
management, and information technology work should first raise their pay before
enacting more aggressive measures.
Brookings Pay Ratio
Occupation Group
Pct 10
Hourly
Earning
s
Pct 25
Hourly
Earning
s
Median
Hourly
Earning
s
Pct 75
Hourly
Earning
s
Pct 90
Hourly
Earning
s
Management 74.0% 72.3% 69.9% 68.5% 65.3%
Business and Financial Operations 87.7% 86.2% 86.1% 83.5% 82.3%
Computer and Mathematical 92.6% 87.3% 83.8% 81.0% 77.8%
Architecture and Engineering 98.7% 95.5% 92.7% 89.1% 88.3%
Life, Physical, and Social Science 108.5% 103.4% 101.4% 99.7% 101.4%
Community and Social Service 93.7% 92.2% 90.7% 88.4% 84.3%
Legal 95.6% 92.9% 87.9% 84.7% 76.0%
Education, Training, and Library 111.0% 109.6% 107.3% 104.6% 106.6%
Arts, Design, Entertainment, Sports, and
Media 94.3% 90.0% 88.5% 87.5% 87.8%
Healthcare Practitioners and Technical 96.5% 92.3% 92.0% 90.1% 98.5%
Healthcare Support 94.5% 93.0% 92.7% 90.4% 89.1%
Protective Service 135.8% 131.2% 128.3% 124.1% 124.5%
Food Preparation and Serving Related 102.0% 102.1% 103.1% 102.2% 100.8%
Building and Grounds Cleaning and
Maintenance 112.0% 113.0% 112.9% 111.7% 110.3%
Personal Care and Service 99.8% 98.4% 98.8% 99.1% 98.7%
Sales and Related 101.4% 95.9% 89.4% 86.1% 84.3%
Office and Administrative Support 97.4% 93.9% 91.9% 90.0% 89.8%
Farming, Fishing, and Forestry 135.7% 129.3% 130.9% 120.2% 117.1%
Construction and Extraction 105.2% 102.8% 100.3% 98.2% 98.6%
Installation, Maintenance, and Repair 97.6% 94.9% 93.0% 92.2% 92.6%
Production 113.9% 114.1% 111.3% 108.0% 107.6%
Transportation and Material Moving 101.4% 99.6% 98.2% 99.3% 101.3%
Military 103.8% 93.5% 92.9% 94.8% 82.6%
Total 97.0% 94.1% 91.8% 89.5% 89.0%
Baseline is a 9-state region surrounding SD
Source: QCEW Employees, Non-QCEW Employees & Self-Employed - EMSI 2013.4 Class of Worker
Brookings Economic Development Corporation Human Talent Research 6
Pay in other occupations paints a different picture. Pay is very competitive for
production occupations (typically those critical to manufacturing), particularly at the
entry level. Competitive wages coupled with many open jobs is a sign of a true labor
force shortage. Recent workforce surveys project the need for production workers to
continue.
Wages for production work are creeping up in Brookings in response to the shortage,
yet a job paying $12-20 per hour may not be enough to entice a worker from another
city to relocate. Brookings will need to enact varying tactics to fill the gap, including
skills training, continued pay increases, and target worker recruiting.
Lamentations by recent college graduates of low pay for entry-level jobs or the
inability to find work is a sign that many wish to stay in Brookings. Recent graduates
are flooding the labor market. In the globalized economy of the future, talent
production is a competitive advantage. Young people move to Brookings for an
education, then migrate elsewhere. As this talent spreads across the world, its loose
ties back to Brookings remain, strengthening the region’s global economic footprint.
Migration could solve the region’s labor shortage. Skilled workers are increasingly
sophisticated consumers of place, yet most migration is intra-regional. About 60% of
migrants relocate within the same county. Research suggests that when people
move for reasons related to amenities and aesthetics – such as housing, schools,
arts, or parks – they tend to stay within to the same region. It’s the prospect of
employment that drives workers to move to a new region. People follow jobs.
Brookings is situated between two of the best performing small metropolitan areas in
America: Fargo and Sioux Falls. Many communities in the region offer similar
qualities and amenities, causing the appearance of competition. Population growth
may need to come from outside a broader geographic radius. Communities across
the upper Great Plains should avoid competing for local residents and use the
prospect of jobs to entice workers from across the country.
Local talent policy is a complex equation with no simple solution. This makes a multi-
faceted approach to talent policy critical:
Brookings should showcase its unique attributes and amenities to residents
within the region, but the pitch to workers from other areas of the country
should focus on jobs.
People follow jobs, and employment is the primary force causing SDSU
graduates to stay in the community.
Fewer workers may be willing to relocate for middle-skill, middle wage
occupations. Relocation decisions for these workers might be more influenced
by cost of living and housing.
Skills training is critical to help workers already living in the area fill
increasingly technical positions.
Brookings Economic Development Corporation Human Talent Research 7
Bolstering the Brookings Brand
Recent years have witnessed a strong revival in higher-paid blue-collar industries in
the United States. This blue-collar resurgence seems likely to be more than a merely
cyclical phenomenon. The U.S. edge in energy and manufacturing, increasingly
linked, has sparked major new investments by both domestic and foreign producers.
Other factors are sparking this revival including rising wages in China as well as
sometimes unpredictable business conditions that are leading some U.S. companies
to move some production to America from China.
For Brookings this trend holds both promise and peril. More domestic manufacturing
means more business for local companies; on the other hand, more manufacturing
means more competition for skilled manufacturing talent.
The Brookings Area Community Survey provides some potent indicators of what
makes Brookings a highly desirable community; it also points to the factors that may
keep people from choosing Brookings as a home.
Brookings Economic Development Corporation Human Talent Research 8
High Desirability Factors
Small Town/Community Feel/Family Friendly/Midwest Values/Quality of Life
Safe/Secure/Quiet/Peaceful
Friendly/Welcoming/Neighbors/Neighborhoods
Lots of Events/Amenities/Big Town Atmosphere/Things to Do/Sports
SDSU/SDSU Athletics and Events
Low Desirability Factors
Lack of Retail/Shopping Dining Options
Streets/Roads/Traffic
A proactive recruiting strategy aimed at filling the looming gap in production workers
should be targeted at second and tier cities in areas of declining manufacturing
activity, namely in the industrial mid-West, aka as the Rust Belt. Some specific
tactics for implementing this strategy include:
1. Identifying regions fitting this profile where Brookings based companies are
already doing business with a supplier or customer. Once identified, carry out
very focused promotions and advertising using local conventional media or
social media.
2. Organizing and conducting specialized training courses in Brookings that will
appeal to workers from outside the region. While they are there for the training
Brookings can make them aware of the opportunities, lifestyle and amenities
that are available.
The
Resurgence
of
the
Great
Plains
One
of
the
least
anticipated
developments
in
the
global
geography
of
the
21st-‐century
is
the
resurgence
of
the
Great
Plains
of
North
America.
For
much
of
the
past
century
the
Great
Plains
–
a
vast
area
that
constitutes
the
largest
part
of
the
North
American
continent
–
has
been
caricatured
as
a
“great
mistake.”
Yet
in
the
next
few
decades
the
Plains
States
and
Prairie
Provinces
could
well
prove
a
critical
asset
for
the
entire
continent.
Indeed
during
the
recent
global
economic
crisis
and
even
before,
the
Plains
and
Prairie
region
–
stretching
from
the
edge
of
the
Arctic
in
Canada
to
northern
Mexico
–
has
been
experiencing
a
largely
unheralded
economic
and
social
revival.
Key
Factors
for
the
Resurgence
1.
The
importance
of
energy
resources
is
increasing,
notably
natural
gas,
oil
and
uranium,
all
likely
to
experience
growing
demand.
The
region
also
has
ample
wind
resources
–
leading
some
to
label
it
“the
Saudi
Arabia
of
wind”
–
and
it
is
home
to
major
biomass
energy
potential.
2.
Agriculture
has
long
provided
the
region’s
economic
base.
As
demand,
particularly
from
developing
countries,
increases,
the
market
for
food
and
fiber
seems
destined
to
continue
its
rather
powerful
upward
trend.
3.
An
archipelago
of
urban
hubs
and
rural
hotspots
is
emerging.
States
such
as
North
and
South
Dakota,
Oklahoma
and
the
Province
of
Manitoba
are
all
reversing
their
historical
patterns
of
out
migration.
Growing
immigration
from
abroad
has
contributed
to
an
improving
and
diversifying
demographic
profile.
The
region
is
urbanizing,
and
some
small
and
medium‐sized
cities
enjoy
the
fastest
job
growth
on
the
continent.
4.
Industrial
development
has
been
far
more
robust
in
the
Plains
states
and
provinces
than
in
other
regions.
Lower
costs,
cheaper
energy
and
better
business
climate
all
are
contributing
to
this
shift.
This
transition
of
jobs
and
industries
also
extends
to
fields
such
as
travel,
insurance
and
finance,
all
of
which
have
grown
in
the
region.
5.
The
Plains
is
increasingly
evolving
into
North
America’s
“Brain
Belt”.
The
region
has
long
boosted
better
education
scores
than
most
coastal
communities.
Plains
states
have
a
high
percentage
of
college-‐educated
people
under
34
among
the
states.
There
is
also
rapid
growth
of
technology
corridors,
including
around
Winnipeg,
the
Red
River
Valley,
Sioux
Falls
and
in
parts
of
the
Texas
prairie.
BROOKINGS
ON
THE
PLAINS
Thriving
in
the
21st
Century
R
From
The
Rise
of
the
Great
Plains:
Regional
Opportunity
in
the
21st
Century,”
by
Joel
Kotkin,
Praxis
Strategy
Group
&
the
Texas
Tech
University
Center
for
Geospatial
Technology.
The Demographics of Migration
Mark Schill, Praxis Strategy Group
Mark@praxissg.com, 701-775-3354
Who Moves
This analysis was prepared on behalf of the Brookings, South Dakota Economic Development Corporation.
Brookings is facing a workforce shortage of middle-skilled manufacturing workers. This analysis offers a frame to
enact policy to recruit workers from other regions. All data referenced in this report is sourced from the Current
Population Survey via the U.S. Census Bureau and covers the 2012-2013 time period.
U.S. Census data from the Current Population Survey paints a picture of mobility across the nation. In the most
recent year (2012‐2013) 35.9 million Americans relocated, accounting for 11.7% of the total population. The
migrating population is dominated by people in their 20s, more than 10 million movers or 29% of the total
migrating population. Thirty‐to‐forty year olds accounted for another six million movers, but migration tails off
steadily as Americans age.
Accounting for nearly one third of all migrants, 20‐to‐30 year old are also the most likely to move in a given year.
Nearly one quarter of that age 20‐24 relocated last year, followed by 23.2% of 25‐29 year olds. Like the total
number of migrants, migration rates tail off as we age. Not surprisingly, young children under age five are the
third most likely to migrate age group, a sign that having a child triggers a life stage shift and relocation.
The aging of the huge Baby Boom generation will cause the ranks of seniors to grow in the short term, but –
contrary to many media reports – seniors tend to age in placei. The Current Population Survey data shows
seniors with some of the lowest migration rates of any age group.
Brookings Economic Development Corporation National Migration Data, Page 1
Where Do They Go?
Somewhat surprisingly, American migration is largely intra‐regional. People tend to stay in the same general
vicinity of where they began. Of all movers last year, nearly two‐thirds stayed within the same county while just
13% crossed state lines.
Brookings Economic Development Corporation National Migration Data, Page 2
Americans are most likely to move across state lines during their “college” and post‐college ages, particularly
the late 20s. Americans in their 30s are the second most likely to make a big move, but less than 2.5% of
Americans
in their 30s moved across state lines last year. Young children share a similar migration rate to the 30‐40
age group.
Seasoned professionals age 40‐60 are by far the least likely to relocate to a different state. However,
retirement appears to spur longer‐distance moves, but still less than 2% of seniors relocated across state lines
last year.
Brookings Economic Development Corporation National Migration Data, Page 3
Americans with advanced degrees are more likely to relocate across state lines. Individuals with at least a
bachelor’s degree switched states at twice the rate as those older than 25 with no high school diploma. More
education is your best ticket out of town. Those without a degree stand to be subject to the whim of the
economy where they currently reside. Even considering the higher migration rates of those with a degree, only
about 2% of degree holders moved to a new state last year.
Brookings Economic Development Corporation National Migration Data, Page 4
The prospect of finding a job appears to be major driver of migration. Nearly one fifth of unemployed Americans
moved last year, and the unemployed switched states at nearly twice the rate of those currently holding a job.
However, the flow of unemployed workers migrating was just 13% that of employed workers, and just 354,000
unemployed moved across state lines last year.
Total
Movers
(000)
Relocation
Rate
Total
Changing
States (000)
Changing
States
Total 16+ years
Employed (civilian)
Unemployed
Armed Forces
Not in labor force
27,591 11.2% 3,777 1.5%
16,950 11.9% 2,078 1.5%
2,291 18.9% 354 2.9%
259 28.1% 111 12.1%
8,091 8.9% 1,234 1.4%
Of the migrants who do cross county lines in their move – roughly one third of all migrants – 40% remain within
50 miles of their past residence and one quarter move more than 500 miles, as shown in the following table.
These patterns tend to hold for all age groups except 65‐74 year olds, who are much more likely to migrate
across longer distances.
Brookings Economic Development Corporation National Migration Data, Page 5
2,401
603
1,763
1,699
2,711
1,902
377
275
42.6% 18.7% 14.2% 24.4%
40.8% 23.4% 13.9% 21.9%
41.6% 22.3% 12.8% 23.3%
39.6% 18.9% 16.7% 24.8%
41.3% 20.0% 12.9% 25.8%
37.5% 23.2% 15.2% 24.1%
28.4% 27.1% 13.5% 31.3%
37.8% 25.1% 13.1% 24.0%
633
1,969
1,911
1,640
811
4,767
37.0% 25.9% 17.9% 19.4%
40.9% 24.1% 14.4% 20.5%
45.0% 17.7% 13.0% 24.3%
36.5% 18.6% 14.4% 30.5%
26.9% 23.7% 15.8% 33.7%
42.1% 20.6% 13.7% 23.7%
The pattern of long distance migration varies more by education level. Individuals with advanced degrees are
much more likely to migrate across longer distances. Those with professional or graduate degrees are more
likely to move 500 miles than to remain within 50 miles of home. This is a clear indication that the job market is
national for this small group of workers.
Table: Distance of Move for Inter‐county Migrants by Age and Education
Total
Less
than 50
miles
50 to
199
miles
200 to
499
miles
500
miles or
more
Total Inter‐county Movers 11,731 40.2% 21.0% 14.2% 24.7%
By Age
Under 16 years
16 to 19 years
20 to 24 years
25 to 29 years
30 to 44 years
45 to 64 years
65 to 74 years
75+ years
By Education
Not a high school graduate
High school graduate
Some college or AA degree
Bachelor's degree
Prof. or graduate degree
Persons age 1‐24
The next table depicts distance of move for intercounty movers by income, occupation, and industry. Higher
income households are more likely to move across long distances, while more lower‐income households stay
within 200 miles.
This pattern holds true when considered by occupation as well. White collar workers stay within 50 miles at about
the same rate as other occupations, but are also the most likely to move long distances. Blue collar occupations –
particularly construction, installation and maintenance, and also production workers – stay within 50 miles much
more often and are less likely to relocate across long distances. Other lower‐paying occupations, such as service and
office workers, follow similar patterns as the blue collar occupations.
These occupation trends translate to industries. For example workers in professional and business services industries
are about twice as likely to migrate long distances than workers in construction and manufacturing. Migrants who are
currently employed are generally more likely to remain within 50 miles than the average inter‐ county migrant. Forty
percent of inter‐county migrant move less than 50 miles, but that average is driven down by the lower share of the
unemployed (33%) making short‐distance moves.
Brookings Economic Development Corporation National Migration Data, Page 6
578
930
969
876
1,010
778
650
826
642
2,073
35.3% 27.2% 15.7% 21.8%
41.1% 27.3%
27.2%
14.5% 17.1%
40.8% 13.8% 18.2%
40.3% 20.4% 13.4% 26.0%
43.3% 16.9% 15.0% 24.8%
37.4%
37.4%
22.6% 14.3% 25.7%
18.0% 14.8% 29.7%
44.7% 18.8% 9.6% 27.0%
41.7% 18.4% 13.6% 26.3%
36.3% 20.3% 15.3% 28.1%
827
1,352
1,069
582
648
63
267
202
284
256
3,780
40.9%
40.8%
18.9% 14.4% 25.9%
20.3% 12.4% 26.6%
45.5% 25.4%
25.4%
13.6% 15.5%
39.0% 12.0% 23.5%
47.7% 18.2% 7.6% 26.7%
28.6% 19.0% 34.9% 17.5%
52.8% 18.7% 12.4% 15.7%
53.0% 11.9% 21.8% 13.4%
48.2% 25.7% 10.6% 15.5%
42.6% 26.6% 13.3% 17.6%
33.7% 21.6% 16.1% 28.7%
92
62
344
552
743
208
137
377
698
1,212
670
264
192
22.8% 25.0% 35.9% 16.3%
32.3% 25.8% 22.6% 19.4%
47.4% 23.3% 13.7% 15.4%
46.2% 26.6% 11.4% 15.8%
39.2% 24.8% 10.1% 25.8%
41.8% 19.7% 11.1% 27.4%
46.7% 11.7% 14.6% 27.0%
46.4% 16.4% 13.8% 23.3%
42.6% 16.2% 11.0% 30.1%
43.6% 21.9% 13.5% 21.0%
46.9% 25.5% 8.7% 18.8%
47.7% 18.2% 18.2% 15.9%
42.2% 15.1% 19.3% 24.0%
3,780 33.7% 21.6% 16.1% 28.7%
Table: Distance of Move for Inter‐county Migrants by Income, Occupation, and Industry
Total
Less
than 50
miles
50 to
199
miles
200 to
499
miles
500
miles or
more
Total Inter‐county Movers Age 16+ 9,330 39.6% 21.5% 14.1% 24.7%
By Household Income in 2012
Under $10,000 or loss
$10,000 to $19,999
$20,000 to $29,999
$30,000 to $39,999
$40,000 to $49,999
$50,000 to $59,999
$60,000 to $69,999
$70,000 to $84,999
$85,000 to $99,999
$100,000 and over
By Major Occupation
Management, business, and financial
Professional
Service
Sales
Office and administrative support
Farming, fishing, and forestry
Construction and extraction
Installation, maintenance, and repair
Production
Transportation and material moving
Not employed civilian
By Major Industry
Agricultural, forestry, fishing, and hunting
Mining
Construction
Manufacturing
Wholesale and retail trade
Transportation and utilities
Information
Financial activities
Professional and business services
Educational and health services
Leisure and hospitality
Other services
Public administration
Not employed civilian
Brookings Economic Development Corporation National Migration Data, Page 7
8,328
1,948
5,416
4,915
8,288
5,443
935
645
30.8% 17.3% 50.6% 1.4%
34.5% 14.6% 46.8% 4.1%
31.3% 19.5% 45.7% 3.5%
31.0% 23.6% 42.5% 2.8%
27.6% 22.7% 48.3% 1.4%
29.6% 17.8% 50.4% 2.3%
29.9% 12.6% 52.8% 4.5%
36.3% 11.2% 46.0% 6.7%
2,579
5,776
5,639
4,188
2,045
15,692
29.2% 14.7% 54.2% 1.9%
32.0% 16.3% 49.2% 2.4%
2.3% 32.7% 17.2% 47.8%
25.8% 28.3% 43.2% 2.7%
20.2% 35.2% 42.8% 1.9%
31.4% 17.7% 48.4% 2.4%
Reasons for Moving
Nearly half of the 36 million Americans who moved last year did so for a housing‐related reason. Another 30%
moved for family reasons and about one fifth relocated due to factors related to employment. The age groups of
25‐29 and 30‐44 were the most likely to relocate for employment reasons.
Workers who have completed higher education degrees – particularly post‐graduate – are much more likely to
relocate for employment‐related reasons than the average migrant.
Table: Reason for Move by Age and Education
Number of
Movers
(000) Family Employment Housing Other
All Movers 35,918 30.3% 19.4% 48.0% 2.3%
By Age
Under 16 years
16 to 19 years
20 to 24 years
25 to 29 years
30 to 44 years
45 to 64 years
65 to 74 years
75+ years
By Education
Not a high school graduate
High school graduate
Some college or AA degree
Bachelor's degree
Prof. or graduate degree
Persons age 1‐24
However for the purposes of attracting workers into a region in order to grow the workforce, the reasons spurring
inter‐county migration carry more importance. The 30‐45 year old age group is the most likely to move between
counties for employment‐related reasons, with 40% of moves driven by work. Seniors are most likely to switch
counties for family‐related reasons, perhaps providing an opportunity for a community like Brookings to reach out to
retirees with a family connection to the university or local industry.
In terms of education, the highly‐educated are by far the most likely to relocate for employment‐related
reasons.
Brookings Economic Development Corporation National Migration Data, Page 8
2,401
603
1,763
1,699
2,711
1,902
377
275
32.1% 33.9% 32.4% 1.6%
33.5% 29.9% 32.0% 4.5%
4.5% 27.2% 36.5% 31.8%
30.9% 38.9% 26.3% 4.0%
26.1% 40.5% 31.9% 1.5%
33.8% 31.0% 32.4% 2.8%
43.0% 19.1% 34.0% 4.0%
54.9% 10.9% 26.2% 8.0%
633
1,969
1,911
1,640
811
4,767
35.2% 27.0% 34.3%
34.2%
3.5%
36.1% 26.6% 3.1%
35.7% 28.8% 32.8% 2.7%
25.9% 44.8% 26.4% 3.0%
18.1% 58.1% 22.1% 1.6%
30.5% 34.3% 32.1% 3.0%
Table: Reason for Inter‐county Move by Age and Education
Number of
Movers
(000) Family Employment Housing Other
All Movers 11,731 31.0% 34.8% 31.2% 2.9%
By Age
Under 16 years
16 to 19 years
20 to 24 years
25 to 29 years
30 to 44 years
45 to 64 years
65 to 74 years
75+ years
By Education
Not a high school graduate
High school graduate
Some college or AA degree
Bachelor's degree
Prof. or graduate degree
Persons age 1‐24
The final table breaks down reasons for inter‐county relocation by income, occupation, and industry. Higher income
households are the most likely to relocate for employment‐related reasons and family is a less frequent driver for
these households. Housing tops the list for the lowest income households.
Aside from farm production workers, professionals managers, and finance workers top the list as the most likely to
relocate for employment. Production workers cross county lines for work‐related reasons about one third of the
time.
Employment‐related migration is the most common in natural resource‐based industries, but is also relatively
frequent cause of moves for professional services industries, government, manufacturing, and finance.
Manufacturing workers do not appear to be reticent to cross county lines for work, yet the higher frequency of
work‐related moves for high‐income households and the lower rates of moves for production workers suggest that
moves may be occurring for higher paying, higher skilled manufacturing positions.
Brookings Economic Development Corporation National Migration Data, Page 9
578
930
969
876
1,010
778
650
826
642
2,073
34.6% 27.0% 32.7% 5.7%
33.2% 25.1% 37.5% 4.1%
31.9% 32.7% 32.2% 3.3%
37.8% 30.9% 28.9% 2.4%
34.6% 32.3% 31.9% 1.3%
33.4% 35.5% 26.1% 5.1%
5.1% 25.2% 38.5% 31.2%
24.7% 41.9% 30.8% 2.7%
31.9% 38.5% 26.5% 3.0%
26.0% 41.1% 30.2% 2.7%
827
1,352
1,069
582
648
63
267
202
284
256
3,780
22.9% 44.9% 30.8% 1.3%
24.3% 50.9% 22.6% 2.2%
33.9% 29.4% 32.5% 4.2%
30.2% 36.8% 28.0% 5.0%
37.2% 34.4% 25.8% 2.6%
14.3% 63.5% 22.2% ‐
23.6% 34.8% 39.7% 1.5%
25.7% 31.2% 42.1% 0.5%
32.0% 33.5% 32.0% 2.5%
28.5% 35.2% 35.2% 1.6%
34.0% 28.7% 33.3% 4.1%
92
62
344
552
743
208
137
377
698
1,212
670
264
192
13.0% 67.4% 19.6% ‐
‐ 25.8% 50.0% 24.2%
23.8% 32.8% 42.2% 1.2%
26.4% 42.4% 27.9% 3.3%
33.1% 35.4% 28.4% 3.1%
26.4% 41.8% 29.8% 1.9%
24.1% 39.4% 34.3% 2.9%
32.4% 42.2% 23.6% 1.9%
1.9% 29.5% 43.8% 24.9%
24.8% 41.7% 31.0% 2.5%
34.5%
34.5%
30.9% 28.5% 6.1%
32.6% 32.2% 0.8%
24.0% 43.8% 31.3% 1.0%
3,780 34.0% 28.7% 33.3% 4.1%
Table: Reason for Move for Inter‐county Migrants by Income, Occupation, and Industry
Total Family-
related
reason
Employment-
related
reason
Housing-
related
reason
Other
reason
Total Inter‐county Movers Age 16+ 9,330 30.8% 35.1% 30.9% 3.3%
By Household Income in 2012
Under $10,000 or loss
$10,000 to $19,999
$20,000 to $29,999
$30,000 to $39,999
$40,000 to $49,999
$50,000 to $59,999
$60,000 to $69,999
$70,000 to $84,999
$85,000 to $99,999
$100,000 and over
By Major Occupation
Management, business, and financial
Professional
Service
Sales
Office and administrative support
Farming, fishing, and forestry
Construction and extraction
Installation, maintenance, and repair
Production
Transportation and material moving
Not employed civilian
By Major Industry
Agricultural, forestry, fishing, & hunting
Mining
Construction
Manufacturing
Wholesale and retail trade
Transportation and utilities
Information
Financial activities
Professional and business services
Educational and health services
Leisure and hospitality
Other services
Public administration
Not employed civilian
Brookings Economic Development Corporation National Migration Data, Page 10
Manufacturing Workforce Strategy:
Closing the Manufacturing Talent Gap in Brookings
The Wall Street Journal reports that 2013 saw the biggest increase in new manufacturing orders in more than
two‐and‐a‐half years, while The Manufacturing Institute reports that almost 600,000 jobs have been added to
the industry during the same timeframe. This growth has the industry thinking of expansion and innovation. It
has also highlighted a trend that threatens to undo plans for future growth: a severe shortage of manufacturing
talent. Moreover, with a smaller talent pool, there is more competition for the best talent available.
Technological advancements within the industry have increased need for a highly skilled workforce, compounded
by the lack of students coming through the science, technology, engineering and math (STEM) pipeline and the
problem seem to grow larger over time. The skills needed are often highly specialized ‐ some so new that they
didn't exist just a few years ago – reflective of the pace of innovation in today's economy.
In the face of this gap, industry leaders across the nation and in Brookings must also contend with aging
workforces, negative perceptions of the industry, and a lack of up‐and‐coming workers with the interest or
training they need for available positions.ii A recent survey conducted by the Fabricators & Manufacturers
Association, 52 percent of U.S. teenagers have little or no interest in a manufacturing career; respondents said
they thought manufacturing was a declining field with unprofessional, dead‐end jobs, dirty factories and
frequent layoffs. Public school systems frequently emphasize traditional, four‐year college degrees rather than
specialty skills training. Many Americans think that manufacturing jobs are good jobs but for “someone else.”
The New Manufacturing Workforce
The manufacturing landscape has changed, so it is only logical that the recruiting techniques need to change
accordingly. In the good old days of manufacturing, recruiters would look to local high schools when going after
new employees. If the graduates weren’t attending college or joining the military, they were good candidates for
manufacturing positions.iii
Spherion’s 2013 Emerging Workforce Study reports that manufacturing employees are among the most loyal
and hardest working, and tend to have more traditional mindsets at work. But the study also reveals that these
workers have a relatively high dissatisfaction with both training and career development opportunities and
growth potential offered by today’s employers.
According to the Spherion study the recession has birthed a new type of business model and caused a
resurgence of an emergent worker mentality, one that focuses on a free agency‐style employment. In this kind
of flex‐centric environment non‐metro communities like Brookings may be at a disadvantage in attracting
workers due to the perceived (perhaps real) limited range of job opportunities when compared to larger cities.
On the other hand a recent study by the Families and Work Institute found that 85 percent of the manufacturing
employees surveyed reported that having the flexibility needed to manage work and personal life would be
“extremely” or “very” important when considering a new job.iv This increasing demand for workplace flexibility
is a trend that crosses genders and spans generations – with women, men, Gen Y, and Baby Boomers desiring
more flexibility to balance their work and personal lives.
There is no universal lure or program that attracts everyone. But creating alignment behind companies’
compensation and perks and the community’s quality of life and amenities can be effective.
Brookings Economic Development Corporation Manufacturing Workforce Strategy, Page 1
Target the Right People
Jeff Turner, writing for manufacturing.net, says the ideal manufacturing worker has a “gearhead” mentality for
mechanics; that is a curiosity for problem solving, multitasking and making things work better. A true
“gearhead,” according to Turner, loves the thrill of mechanics both on and off the job, and car shows are a great
place to engage with these individuals in a more casual element.
Women represent manufacturing’s largest pool of untapped talent.v Overall, the women surveyed by Deloitte in
a national survey are pleased with the quality of jobs in manufacturing with over 75 percent agreeing that a
manufacturing career is interesting and rewarding. Participants highlighted compensation (37 percent) and
opportunities for challenging assignments (34 percent) as the top reasons to stay in the industry. Based largely
on these attributes, over half of the women surveyed agreed that if they were starting their careers today, they
would choose to pursue a job in manufacturing.
However, only one of five respondents (20 percent) believes that manufacturing currently does a good job of
presenting itself to women candidates. The sentiment is even stronger among women with bachelor’s and
master’s degrees. This finding implies that manufacturing careers are being overlooked by the well‐educated
talent pool that is necessary to drive product innovation and competitiveness.
Business Strategies for Recruitment and Attraction
Rather than relying solely on searching through a shallow pool of talent at the back end of vocational or
undergraduate school, companies can start attracting and engaging potential employees from a different angle.
Social Media
o Today’s job‐seekers are using social media to look for employment. If a company
doesn’t have a social media presence or isn’t using it as a recruiting platform, it is
missing out on reaching and engaging potential talent.
o A company’s online reputation is highly influential in employees’ willingness to join an
employer and their ongoing satisfaction and loyalty. The Spherion study reports that
nearly half (47%) of workers strongly agree/agree that “When considering new
employment, a company’s online reputation will be equally important as the offer I am
given.” This is particularly true for Generation Y workers, with 55% strongly
agreeing/agreeing.
o Manufacturing organizations should not only be posting positions online — via job
posting sites, the corporate website, and social media channels such as LinkedIn — they
should be promoting their workplace culture and company identity. Virtual communities
via Facebook or Twitter, are both channels that can be used to get the word out.
Business – Education Partnerships
o Successful companies in today's STEM‐focused industries must once again foster close
working relationships with educational institutions, sharing vision and collaborating to
create programs designed and equipped to train the workforce of the future, for the
future. These go well beyond on‐campus recruiting days to developing custom
curricula, integrating working experience with schooling, and identifying and developing
promising candidates early in their academic careers.
Internship and apprenticeship programs to reach, train and engage with people
earlier in their careers.
Brookings Economic Development Corporation Manufacturing Workforce Strategy, Page 2
Academies and/or public charter school partnerships between school districts,
community and technical colleges and manufacturing companies where students
learn industry‐specific skills and enjoy post‐secondary opportunities.
Use networks of existing employees when looking to fill open positions
o Ask your employees for assistance and offer them an incentive for bringing in qualified
talent. Existing employees know the requirements for the positions and can pass on
that information to qualified candidates. This will make the recruiter’s job easier since
the candidates are qualified and not just submitting resumes to posted job openings.
“Results‐driven” culture
o Manufacturers should consider shifting from a “presence‐driven” culture to a “results‐
driven” culture. Many leading companies recognize and reward individuals and teams
who drive results, regardless of when and where work is being done. These companies
are providing support for this cultural shift by training managers on techniques for
leading and evaluating the performance of virtual teams. Research shows that that
when manufacturing employers offer more workplace flexibility, job satisfaction, job
engagement, physical health status, mental health status, and the likelihood of
remaining with one’s current employer are significantly higher.
Regional Recruitment: Strategies to Attract & Retain Newcomers
In Crookston, Minnesota, a community with a lot in common with Brookings, a 2010 study indicated that there
were a number of factors that were important in the newcomer decision to move. vi
To find a less congested place to live (77%)
A better environment for raising children (75%)
To find better quality local schools (69%)
To find a safer place to live (69%)
To lower the cost of housing (66%)
To find a simpler pace of life (66%)
To find more outdoor recreational activities (63%)
To be closer to relatives (62%)
To live in a desirable natural environment (60%)
To lower the cost of living (53%)
The Crookston region newcomers utilized a variety of sources of information when making their decision to
move.
Family (53%)
Internet (36%)
Friends and acquaintances (32%)
Current community resident (25%)
Employer or co‐workers (25%)
Brookings Economic Development Corporation Manufacturing Workforce Strategy, Page 3
Crookston’s Getting On the Map Strategies for Potential Recruits
Strategy: Provide avenues for potential newcomers to learn more about the region. This strategy can provide
a big challenge as the infrastructure is not entirely in place. Recruitment is not about tourism, it’s about
supporting those that are at a life‐changing point in their life – pulling up roots and moving them to the
prairie‐ waters part of the state. New residents are looking for information about jobs, businesses for sale,
available properties, and opportunities for children to be involved in school.
Strategy: Provide a resource that allows potential newcomers to establish a personal connection to the
region. The movement of newcomers to the region over the past twenty years has occurred without a
concerted effort by those in the region to attract or recruit them. This effort is described as a one‐stop‐shop
whereby interested parties can identify their skills, interests, and motivations while the regional recruitment
collaborative can provide them with a type of “matching service” based on their profile.
Strategy: Engage with real estate agents and property owners to track motivations and interests of
newcomers. These housing agents are on the front lines of potential newcomer connections and can track the
“pulse” of new migrants to the region. The benefits of this engagement serve the interests of both the regional
recruitment team as well as the agents themselves.
Branding Community and Company
The Brookings Area Community Survey provides some potent indicators of what makes Brookings a highly
desirable community; many of these parallel those important factors identified in the Crookston
recruitment and attraction study.
Small Town/Community Feel/Family Friendly/Midwest Values/Quality of Life
Safe/Secure/Quiet/Peaceful
Friendly/Welcoming/Neighbors/Neighborhoods
Lots of Events/Amenities/Big Town Atmosphere/Things to Do/Sports
SDSU/SDSU Athletics and Events
Spherion’s Emerging Workforce Study finds that the new workforce has been shown to have a much stronger
desire for corporate mission and values. Employers who have a clear mission and follow‐through on that
mission have higher levels of satisfied workers, better employee retention and a greater number of employee
referrals – all vastly increasing corporate productivity. How this emphasis on mission and values translates for
workers into choosing and staying at a company and a community is not entirely certain. Nonetheless, it
seems apparent that a clear mission and values (i.e. a brand) for both a company and a community will create
a competitive advantage for places where the two are clear and aligned.
i Frey, William. “Baby Boomers and the New Demographics of America’s Seniors,” Journal of the American Society of Aging.
http://www.frey‐demographer.org/reports/R‐2010‐1_Gens_34_3_p_28_37.pdf
ii Jeff Turner. “Recruit And Retain: Strategies To Close The Manufacturing Talent Gap.” manufacturing.net 2/05/2014
iii Michelle Benjamin. “Recruiting and Filling Manufacturing Jobs Require New Tactics” industry market trends. February
19th, 2014
iv Families and Work Institute, 2008 National Study of the Changing Workforce, Workplace Flexibility in Manufacturing
Companies, 2011.
v Deloitte: Manufacturing Institute. Untapped resource How manufacturers can attract, retain, and advance talented women. 2013
vi Ben Winchester, Regional Recruitment: Strategies to Attract and Retain Newcomers. The EDA Center at the University of Minnesota, Crookston. 2010
Brookings Economic Development Corporation Manufacturing Workforce Strategy, Page 4
Brookings Economic Scenarios from 2007 Charrette
Manufacturing Powerhouse
Brookings has taken its standing as a robust epicenter of competitive manufacturing companies to the next level.
Companies of all sizes, across synergistic industry clusters are competing in global markets because of their high
productivity, innovation and automation. A skilled work force of management, design and engineering, production and
service personnel is adaptable and prepared to meet the challenges of extreme capitalism characterized by a constant drive
toward lower costs and higher quality. The Brookings area is infrastructure ready, capable of handling the facility and
service needs of startups as well as the area’s many expanding companies. The housing and daycare needs of personnel are
met effectively and affordably. Capital is readily available to meet the needs of businesses throughout the lifecycle.
Education and training is readily available due to excellent partnerships between business, SDSU, the region’s technical
schools and government.
Summarized
Robust epicenter of competitive manufacturing
Compete in global markets, innovate, automate
Skilled and educated labor force resulting from partnerships with business, SDSU, tech schools, and government
Infrastructure ready community
Available capital
Affordable and accessible housing and services (daycare)
TechKnow Hotspot
SDSU is recognized nationally for scholarship and scientific advances in renewable energy, health, nutrition and astutely
targeted bioscience niches of global significance. The knowledge economy is thriving here and the applications of
technology and technical know-how are growing by leaps and bounds. Enrollment at SDSU has surpassed 13,000 as more
students, both domestic and international, come to the campus for an expanded number of majors. Many students find the
opportunity for learning and internships with local high-tech businesses – combined with small town life – all too alluring
to bypass. The new “lifestyle residential areas” and fine restaurants adjacent to the campus attract a growing number of
students, downshifting boomers, and retirees who relish the vibrancy of a university campus. Converting science into
business through technology transfer is now a science in Brookings with the Innovation Campus leading the charge. Just a
few short years ago it was growing crops and now it’s a highly wired, robust breeding ground for new ideas, innovations
and economic opportunities. A medley of new technology and light industrial companies have joined those that sprung up
in the early part of the century, attracted by the well-educated workforce and the region’s state-of-the-art business parks.
Fewer fingerprints and more brainwaves right here in Brookings.
Summarized
SDSU is nationally-recognized research university
13,000+ enrollment at SDSU
Expanded majors and collaboration with local high-tech businesses for internships
Mixed-use “lifestyle” areas attract students, YPs, boomers, and retirees
Innovation Campus leads technology transfer and research commercialization
New technology companies attracted to area by state-of-the-art business parks
Well-educated workforce
Boomer Town
The population tidal wave of the boomer generation has hit the shores of Brookings. If 70 is indeed the new 50 then this is
the place to be because the full-range of amenities that active seniors are looking for is available here. SDSU is offering a
full palette of life long learning opportunities to this new crop of older than average students and there are plenty of indoor
recreational, arts and leisure opportunities during the winter that occupy the throngs of boomers that have found their way
to Brookings. Some from right next door, others from distant cities. Division 1 sports at the university, a community
wellness facility, and indoor arboretums make gardening - now America’s number one past time - possible year round.
Housing equipped for multiple-levels of assisted, independent living is readily available and specialized healthcare is
readily available to meet the needs of seniors of all ages. A state-of-the-art lifestyle area – a complex of elder-customized
facilities – puts the best of what Brookings has to offer within four-season walking distance. Downshifting is easy here,
with the full-range of part-time work situations available and getting around for work or play is easy with the new regional
bus system. The golden years are a goldmine for the numerous new restaurants and retail shops that have sprung up here
and there throughout the city and in the downtown.
Summarized
Life-long learning at SDSU
Indoor recreational, art, and leisure opportunities
Housing equipped for ageing population
Specialized healthcare
Part-time work opportunities
Pubic transportation
Pleasure Zone
What happens in Brookings – well you know the rest. A downtown-wide historical restoration project in the early 2000’s
sparked a citywide renaissance. Today, a rich variety of restaurants cater to the tastes and preferences of people from
throughout the region. Some of the area’s highest quality farm products – both crops and livestock – are featured at the
weekly farmers market and several of Brookings finest eating establishments. Not famished anymore – then visit some of
the most distinctive retail shops found within 500 miles. Local art, Native American crafts and artifacts, locally produced
food, boutique clothing and global exports – they are all available here and easy to find due to the City’s new, thematic
signage. Attractive gateways, entrances to the City, now greet even the most discriminating shoppers and adventurous
gastronomists (that’s people that like to eat). It’s easy to find your way around now too with the thematic street way finding
and electronic kiosk system the City put in place. Not into shopping or eating – or just exhausted from one or both – then
take in Brookings new lineup of entertainment venues. The new Imax theatre, a children’s museum and the Shakespearean
play at the university await you. Or, if you are athletically inclined, visit the new community sports center or take a trek on
the 20-mile rurban bikeway. Then there’s always gardening to do – with your new orchid variety or prize tomatoes - at the
City’s indoor community arboretum.
Summarized
Variety of restaurants, art galleries, and niche shopping in city
Attractive community gateways, thematic signage, and electronic kiosk system provide information and invite
visitors to explore the city
Entertainment venues—Imax, children’s museum, theatre at SDSU
Indoor and outdoor year-round recreational opportunities
Historical renovation downtown
BioEnergy Empire
When the first European settlers came to eastern South Dakota they came determined and fully expecting to build a new
Territorial Empire. Today, the Brookings region is the center of a new empire – one that harnesses a rich cornucopia of
agricultural products to feed and fuel the world. Biofuels, biolubricants, advancement in bioprocessing technologies are all
being invented, field-tested and produced in volume right here in the region. A whole host of high value products (HVPs)
for food, fiber and health uses are also emanating from here due to the flourishing collaborations between university
researchers, agriculturists, and advanced producer service providers in marketing, finance and logistics. Precision
agriculture stands side by side with specialty agriculture, which produces high-value specialty consumer products.
Agriculture was the first industry to spur technology in history. Brookings is taking this legacy to the next level serving as
the center for agro-energy in the world.
Summarized
Biofuels, biolubricants, and advanced bioprocessing technologies being invented
High value products for food, fiber, and health being created
Collaboration between SDSU, agriculturalists, and producer service providers
Precision agriculture and specialty agriculture create high-value specialty consumer products
Change scenario to BioEnergy Empire
Emphasize entrepreneurship and innovation
Link ag research to health industry
“Growing Greatness”
Transportable Brookings
Connectivity via transportation and travel are more important than ever, even as Internet 3 further shrinks the global
economy and society. Brookings is infrastructure ready in all facets of the transportation sector providing ready access for
shipping of out-going goods and incoming supplies to the many manufacturing and agriculture companies in the area.
Business and professional travel is seamless here with multiple flights providing daily jet service to destinations east and
west. For the leisure, university and business traveler alike the new state-of-the-art airport terminal serves as a convenient
launching pad to all corners of the world. In the city the major thoroughfares provide for optimum flow of traffic and easy
access to I-29. The recent inaugural running of the supertrain from Winnipeg to Sioux Falls, now means that a trip to
Microsoft in Fargo is one hour; a trip to Winnipeg’s bioscience industrial park is just under two hours. A roundtrip from
the SuperStation on the Innovation Campus to the BSL facility in downtown Winnipeg costs just $225. Breakfast is
optional.
Summarized
Access for shipping incoming and outgoing goods
Jet service for business and professional travel
New airport terminal
Improved inner-city transportation thoroughfares provide optimum flow of traffic
Easy access to I-29
Supertrain from Winnipeg to Sioux Falls (improved inter- and intrastate travel)
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 2015-0267,Version:1
2016 Budget Study Session #1; Review of current Capital Improvement Plan
Summary:
In the coming weeks, staff will begin modifications to the proposed Capital Improvement Plan (CIP)
for 2016-2020. In preparation from that, the Council requested a preliminary review of the current
plan before the revised plan is considered. This process will also provide staff with some direction on
the most significant capital projects in the current CIP as well as those under consideration that are
not in the CIP which you may wish to add.
While most capital projects are financed chiefly by the Public Improvement Fund (75% second
penny), public safety capital projects are funded primarily by the 25% second penny fund, storm
drainage projects by the storm drainage utility fund, while others are funded by the general fund.
Fiscal Impact:
Part of the significance of this review is to determine the long-term fiscal impact of projects and
prioritize them, and identify years to be constructed/acquired, their respective cost, and method of
finance.
Attachments:
Current 2015-2019 Capital Improvement Plan
Cash flow analysis of Capital Improvement Fund
Secondary Capital Improvement Plan, 2020-2024
Project priority list ranking by Council from 2015 Strategic Planning Session
City of Brookings Printed on 4/21/2015Page 1 of 1
powered by Legistar™
5-Year Capital Improvement Plan
2015-2019
City of Brookings
Brookings City & County Government Center, 520 3rd St., Suite 230, PO Box 270
Brookings, SD 57006
www.cityofbrookings.org
City Manager, Jeffrey W. Weldon
Mayor, Tim Reed
Council Member Ope Niemeyer
Council Member Tom Bezdichek
Council Member John Kubal
Council Member Dan Hansen
Council Member Jael Thorpe
Council Member Keith Corbett
City of Brookings Leadership Team
Jeffrey W. Weldon, City Manager Steven Britzman, City Attorney
Janet Coplan Liquor Store Manager Rita Thompson, Finance Mgr.
Todd Langland, Solid Waste Director Jackie Lanning, City Engineer
Donna Langland, Human Resources Darrell Hartmann, Fire Chief
Jeff Miller, Police Chief Elvita Landau, Library Director
Marty Hendricks, Interim Street Dept. Supt. Shari Thornes, City Clerk
Pete Colson, Parks, Rec. & Forestry Dir. Mike Struck, Comm. Dev. Director
2015-2019 CIP
City of Brookings, SD
1
TO: Mayor and City Council Members
FROM: Jeffrey W. Weldon, City Manager
RE: 2015-2019 Capital Improvement Program
As part of our annual budget process, we request the Council adopt the attached Five-Year
Capital Improvement Plan for the City of Brookings. This document is a five-year planning tool
to itemize the year intended to purchase, cost, and revenue stream for major expenditures.
Such items include property acquisition, heavy equipment, building and structural facilities,
infrastructure, and major mechanical items throughout all departments.
2015 Capital Improvements will be adopted within the 2015 Budget Ordinance. In many cases,
the Capital Improvement Plan for the later years of 2015 through 2019 serves as a
”placeholder” for some items with more latitude and flexibility on those expenditures. Each
year the five-year plan is reviewed and items are added, removed or pushed out as
circumstances change.
2015-2019 CIP
City of Brookings, SD
2
City Clerk’s Department
5-year Capital Improvement Plan
Project Description 2015 2016 2017 2018 2019 Funding Source
City Clerk
Website Document
Portal $15,000
Third B
Website
Redesign/Refresh
$15,000
Third B
Website Mobile App $4,500
Third B
Total $4,500 $15,000 $15,000
2015-2019 CIP
City of Brookings, SD
3
2015
City Clerk’s Department
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2015 Website Mobile App
Through CivicPlus, the City will initiate the GoCitizen Pro
mobile app on the City’s website. The app will seamlessly
integrate with our website and is available on both iOS
and Android operating systems. The mobile app will
match the City’s brand and functionality will include the
calendar, news flash, epay, FAQ, emergency alerts, forms
center, resource directory, search, staff directory, request
tracker and report a concern.
Cost: $4,500
Operating Budget Impact: There will be a
monthly license fee of $100 per month for this
service.
2016 Web Document Portal
Creation of a website document portal has been identified as an open government
initiative goal and in the City Clerk’s Technology Master Plan. 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. The portal will visually
match our existing website and show searches and links that quickly guide users to what
they are looking for. It will be capable of simplified and customized searches for public
use or authorized personnel. The system selected must also be capable of the
following:
• Be customizable without extensive coding or programming,
• Deliver public documents more easily with “search crawling,” which enables
users who don’t know anything about your organization to use third-party
search engines to locate documents,
• Provide simplified and customized searching by listing public document types on
the Welcome page. Each document type link leads to a specific search form or
document list, depending on configuration,
• Be Section 508-compliant,
• Offer authorized users’ password-protected login for personalized document
access,
• Copy document text directly from the browser, or enable the “E-mail to a
Friend” feature to encourage users to share links to your documents,
• Annotate documents to help public users better understand them, and
• Offer high-resolution PDF document downloads to site users.
2015-2019 CIP
City of Brookings, SD
4
Cost: $15,000
Operating Budget Impact: There will be a monthly license fee of $250 for this
service.
2018 Website Redesign/Refresh
The City of Brookings website was redesigned in 2011. A redesign/refresh of the
website would consist of departmental meetings to review content and navigation,
evaluation of site usage and plan to increase it, and implementation of overall redesign.
Cost: $10,000-15,000
2015-2019 CIP
City of Brookings, SD
5
Community Development Department
5-year Capital Improvement Plan
Gateway Project Funding Summary 2015 2016 2017
Horticulture Supplies
- New Deciduous $ 63,000
- Landscape Allowance $ 67,500
Subtotal $ - $ 130,500
Street Lights
- Traffic Signal (20th, 22nd, 25th) $ 150,000 - Double Arm Light Pole $ 55,000 - Single Arm Light Pole $ 85,000 Subtotal $ - $ 290,000 $ -
Street/Sidewalk Improvements Subtotal $ - $ - $ -
Other Capital
- Sculpture (Gateway Property) $ 65,000
- Wayfinding $ 30,000
- Lightpole Advertisement Banner $ 20,000 - Concrete Planter Curb $ 40,500 - Concrete Curb Apron $ 12,750 - Colored Concrete (22nd Crosswalks) $ 12,750 - Pavement Removals $ 3,375 - Storm Sewer Extension $ 9,425 Subtotal $ - $ 98,800 $ 95,000
Miscellaneous
- Temporary Requirements $ 8,000 - Misc. Electrical Infrastructure $ 8,500 - Site Furnishings Subtotal $ - $ 16,500 $ -
Contractor - O/P, Gen. Conditions, Tax (15%) $ 60,795 $ 33,825
Contingency $ 40,530 $ 22,550
Consulting $ 20,000 $ 10,000 $ 10,000
Subtotal $ 20,000 $ 111,325 $ 66,375
Grand Total $ 20,000 $ 516,625 $ 291,875
2015-2019 CIP
City of Brookings, SD
6
Community Development
Funding Summary 2015 2016 2017 2018 2019
Motor Vehicles and Equipment Replace 2004 Dodge Durango $ 15,000 $ Replace 2008 Chevy Uplander $ 15,000 $
Total Motor Vehicles & Equipment $ - $ 15,000 $ $ 15,000 $
Office Equipment & Software ArcView (GIS software upgrade) $ 1,500 $
Total Office Equipment & Software $ 1,500 $ $ - $ - $ -
Other Capital Infrastructure-Wiese/Industrial Streets,
Land Acquisition $1,000,000 $ 1,000,000 $ 1,000,000
Total Other Capital $ - $ - $1,000,000 $ 1,000,000 $ 1,000,000
Total Capital $ 1,500 $ 15,000 $1,000,000 $ 1,015,000 $ 1,015,000
2015-2019 CIP
City of Brookings, SD
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2015
Community Development Department
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2015-2017 - Gateway Project
The Gateway Project which was begun in 2012 is scheduled to be completed in 2017.
The project involves the construction of stone signs at key entrances to the community
and at various parks throughout the community, which include a 7’ wide pedestrian
path, pedestrian lighting, and associated landscaping improvements. The City received
a donation in 2011 for $1,100,000 for this project.
Total Cost: $1,869,375
Operating Budget Impact: There will be additional electricity cost each month of
$300 to light the signs and the street lights. The Parks Department will have to budget
plants for the planters and around the monuments. The Parks Department will also be
responsible to trim the grass around the monuments.
2015 - Upgrade ARCGIS Software
The Community Development Department purchased ARCGIS software in 2009 to assist
in spatial and data analysis for short and long-term planning initiatives. Upgrading of
ARCGIS software will allow staff to improve efficiencies with the improvements made in
the functionality of the software.
Cost: $1,500
Operating Budget Impact: N/A
2015-2019 CIP
City of Brookings, SD
8
2016 - Replace 2004 Dodge Durango
The 2004 Dodge Durango was purchased by the Fire Department for the Assistant Chief.
In 2010 the vehicle was transferred to the Community Development Department to be
used by Code Enforcement Officers. The Capital Asset Policy adopted by the City
Council in January of 2011 states the useful life for a vehicle in the Community
Development Department is 10 years. In 2016 this vehicle will be 12 years old.
Cost: $15,000
Operating Budget Impact: N/A
2017-2018-2019 - Infrastructure-Wiese/Industrial Street, Land Acquisition
The City owns 31 acres of land in the Wiese Business Park and will require infrastructure
improvements to make the site shovel ready for development. Replacement industrial
land will be necessary to ensure an adequate supply of industrial land is available to
respond to industry needs.
Cost: $3,000,000
Operating Budget Impact: N/A
2015-2019 CIP
City of Brookings, SD
9
2018 - Replace 2008 Chevy Uplander
The 2008 Chevy Uplander was purchased by the Community Development Department
off Federal Surplus for Code Enforcement. The Capital Asset Policy adopted by the City
Council in January of 2011 states the useful life for a vehicle in the Community
Development Department is 10 years. In 2018 this vehicle will be 10 years old.
Estimated replacement cost $15,000.
Cost: $15,000
Operating Budget Impact: N/A
2015-2019 CIP
City of Brookings, SD
10
Engineering Department
5-year Capital Improvement Plan
Project Description 2015 2016 2017 2018 2019
Motor Vehicles & Equipment Pickup with topper for Survey vehicle $27,000 Replace Total Station Survey Data
Collector $8,000
Replace 2002 Ford F150 Pickup $15,000 Replace 2000 Ford Expedition $18,000 Total Motor Vehicles & Equipment $ 35,000 $ 15,000 $ 18,000
Office Equipment & Software Copier & Software Maintenance Lease $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000
Total Office Equipment & Software $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000
Total Capital Engineering Department $ 2,000 $ 37,000 $ 17,000 $ 20,000 $ 2,000
2015-2019 CIP
City of Brookings, SD
11
2015
Engineering Department
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2015-2019 - Copier Lease
The City has a lease for copiers shared by the City Clerk/City Manager/HR/Finance Departments.
The lease provides for toner and maintenance, which is important due to the high use of the
equipment. The lease payments are budgeted at $4,100 per year.
Cost: $2,000/year
Operating Budget Impact: The paper count for the copiers varies each month depending
on usage.
2016 - Replace 1999 GMC Suburban
The 1999 GMC Surburban was purchased in 1999 and is used as the primary survey vehicle for
the Engineering Staff. The Capital Asset Policy adopted by the City Council in January of 2011
states the useful life for a vehicle in the Engineering Department is 10 years. In 2016, this
vehicle will be 17 years old. The replacement vehicle will be a four-wheel drive pickup with a
topper, which will house the survey equipment. The original plan was to purchase a used
vehicle for $18,000 in 2015, however used pickups in that price range typically are older with
many on them. The Engineering Department requests to purchase a new pickup in 2017 off the
state bid. This vehicle can also be used for travel out of town by the Engineering Department or
when the motor pool vehicle is checked out. Estimated replacement cost for a new pickup on
the state contract with a topper is $27,000.
Cost: $27,000
Operating Budget Impact: N/A
2015-2019 CIP
City of Brookings, SD
12
2016 - Replace Total Station Survey Data Collector
The Engineering Department survey equipment includes a data collector for the total station,
which collects data and staff downloads the information into the AutoCad Civil 3-D computer
software to be used for design. In 2016, the data collector will be 5 years old and needs to be
updated to interface with current version of the AutoCad Civil 3-D software. A new total station
survey data collector is estimated to cost $8,000.
Cost: $8,000
Operating Budget Impact: There will be no effect on the operating budget.
2017 - Replace 2002 Ford 150 Pickup
The 2002 Ford 150 Pickup was purchased as a used vehicle in 2011 and is used by the building
services staff to inspect jobsites. The life of the asset for this vehicle is 5 years and currently has
103,500 miles on it. In 2017, this vehicle will be 15 years old. The replacement vehicle will be a
used four-wheel drive pickup. Estimated replacement cost for a used pickup is $15,000.
Cost: $15,000
Operating Budget Impact: There will be no effect on the operating budget.
2015-2019 CIP
City of Brookings, SD
13
2018 Replace 2000 Ford Expedition
The 2000 Ford Expedition was transferred to from the Police Department to the Engineering
Department in 2012. The vehicle is used by the building services and engineering staff to
inspect jobsites. The life of the asset for this vehicle is 5 to 8 years and currently has 118,500
miles on it. In 2017, this vehicle will be 17 years old. The replacement vehicle will be a used
four-wheel drive pickup or SUV. Estimated replacement cost for a used vehicle $18,000.
Cost: $18,000
Operating Budget Impact: There will be no effect on the operating budget.
2015-2019 CIP
City of Brookings, SD
14
General Government Buildings
5-year Capital Improvement Plan
Project Description 2015 2016 2017 2018 2019
Facilities
New Street Dept. Facility $4,100,000
Total Facilities $4,100,000 $ - $ - $ -
Office Equipment & Software
Copier & Software Maintenance
Lease $ 5,100 $ 5,100 $ 5,100 $ 5,100 $ 5,100
Total Office Equipment & Software $ 5,100 $ 5,100 $ 5,100 $ 5,100 $ 5,100
Total Capital General Government
Buildings $4,105,100 $ 5,100 $5,100 $ 5,100 $ 5,100
2015-2019 CIP
City of Brookings, SD
15
2015
General Government Buildings
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2015-2018 - Copier Lease
The City has a lease for copiers shared by the City Clerk/City Manager/HR/Finance
Departments. The lease provides for toner and maintenance, which is important due to
the high use of the equipment.
Cost: $5,100/year lease payment
Operating Budget Impact: The paper count for the copiers varies each month
depending on usage.
2015-2019 CIP
City of Brookings, SD
16
2015 New Street Department Facility
The Street Department Facility is proposed to consist of a 40,000 square foot
maintenance shop, wash bay, cold storage, and administrative offices. The facility will
alleviate maintenance costs associated with the existing buildings due to age and
deterioration. The new facility will also address safety concerns by providing buffer
areas around vehicles, reducing blind spots for vehicles exiting the facility, provide
proper garage door size in relation to vehicles, and provide proper storage and
containment for hazardous materials. The roof on the existing street department
building would not be repaired if a new facility is planned. The estimated project cost is
$4,100,000 for construction in 2015.
Cost: $4,500,000 (design plus construction costs)
Operating Budget Impact: A new facility will add additional costs to the utility line
items within the operating budget, however, it is anticipated that these costs will be
offset by savings associated with improved efficiencies.
2015-2019 CIP
City of Brookings, SD
17
Special Assessment Fund
5-year Capital Improvement Plan
Project Description 2015 2016 2017 2018 2019
Infrastructure
Sidewalk Replacement $ 10,000 $ 10,000 $ 10,000 $ 15,000 $ 15,000
Alleys (unknown until requested) $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000
15th Street South, Phase I $ 900,000 7th Avenue South, Phase II $ 600,000 Total Assessment Fund $ 110,000 $1,010,000 $ 710,000 $ 115,000 $ 115,000
2015-2019 CIP
City of Brookings, SD
18
2015
Special Assessment Fund
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2015-2019 Sidewalk Replacement
The City is divided into five sidewalk inspection areas, and Engineering staff inspects one
section of Brookings every year for sidewalks with deterioration and trip hazards. The
City budgets $10,000 for the replacement of the sidewalks, and the cost is assessed to
the corresponding property owner.
Sidewalk Replacement Budget
2015 2016 2017 2018 2019
$10,000 $10,000 $10,000 $10,000 $10,000
Sidewalk Inspection Map
Cost: 2015-2019 - $10,000 per year
Operating Budget Impact: The Assessment Fund will cash flow the project.
2015-2019 CIP
City of Brookings, SD
19
2015-2019 Alley Projects
Property owners can petition the City to pave their gravel alleys, and the cost is assessed
to the property owners. Some years, the City may not have an alley paving project if no
petitions are received. The City budgets $100,000 each year for alley paving, which will
pave two to three alleys.
Alley Paving Budget
2015 2016 2017 2018 2019
$100,000 $100,000 $100,000 $100,000 $100,000
Cost: $100,000 per year
Operating Budget Impact: The Assessment Fund will cash flow the project.
2015-2017
2016 Construction Project
The 2016 Assessment Fund includes the first phase of the 15th Street South street
construction project. 15th Street South is a collector street and construction is
developer driven, although the adjacent developer has indicted interest in starting this
phase of the project. The first phase of the project is anticipated to be 15th Street South
between the existing end east of Main Avenue to McClemans Addition. Right-of-way is
required along 15th Street South to complete the street construction, however, the
necessary right of way has not been dedicated at this time. The City will pay for extra
width and thickness, as well as abutting frontage costs along the City-owned property
on the north side of 15th Street South.
Cost: $900,000
Operating Budget Impact: Funds will need to be transferred from the 75% Sales and Use
Tax to the Assessment Fund to cash flow this project.
2015-2019 CIP
City of Brookings, SD
20
2017 Construction Project
The 2017 Assessment Fund has the second phase of the 7th Avenue South Construction
Project. 7th Avenue South is a collector street and construction is developer driven. The
second phase of the project is anticipated to be 7th Avenue South between 12th Street
South to south of 15th Street South. Right-of-way will be needed on 7th Avenue South
before the project could proceed. However, the City has not aquired the necessary
right-of-way at this time. The City will pay for extra width and thickness, as well as
abutting frontage costs along the City-owned property on the east side of 7th Avenue
South.
Cost: $600,000.
Operating Budget Impact: Funds will need to be transferred from the 75% Sales and Use
Tax to the Assessment Fund to cash flow this project.
2015-2019 CIP
City of Brookings, SD
21
Storm Drainage Fund
5-year Capital Improvement Plan
Project Description 2015 2016 2017 2018 2019
Infrastructure
Neighborhood Drainage
Improvements $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000
Division Avenue Drainage
Improvement Project $ 1,400,000
Viaduct inlet/pavement
repairs & lighting $ 200,000
City-SDSU Regional Detention
Pond $ 750,000
LeFevre Drive Storm Sewer $ 400,000 17th Avenue South & Pebble
Beach Drive Storm Sewer $ 150,000
6th Street Storm Sewer
Upgrade (Main Avenue &
Medary Avenue) $ 350,000
Medary Avenue & 20th Street
South, Phase III Storm
Drainage $ 2,500,000
Total Storm Drainage Fund $ 1,480,000 $1,030,000 $ 480,000 $ 580,000 $ 2,580,000
2015-2019 CIP
City of Brookings, SD
22
2015
Storm Drainage Fund
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2015-2019 Neighborhood Drainage Improvement Project
The 2015-2019 Storm Drainage Budgets will fund a variety of small neighborhood storm
drainage improvements. These projects are identified during the year by staff
investigations of localized drainage problems. These localized projects will be funded
with the Storm Drainage Fund. The estimated cost of the Storm Sewer Improvement
Projects is $80,000 per year.
Cost: $80,000 per year
Operating Budget Impact: The Storm Drainage Fund will cash flow the project.
2014-2015 Division Avenue Drainage Improvement Project
The Storm Drainage Fund includes the 2014-2015 construction of the Division Avenue
Drainage Improvement Project. This project is the next prioritized Master Drainage Plan
project and is located on 2nd Street South, west of Division Avenue. The project is
currently being designed and is anticipated to include a detention pond that drains dry,
piping, and seeding. The City received a DENR SRF loan in the amount of $1,570,000.
The project will also need to be approved by the FAA since it is located on airport
property. Estimated cost of the project is $2,000,000.
Cost: $2,000,000
Operating Budget Impact: The Storm Drainage Fund will cash flow the portion of the
project that is not funded by the SRF loan.
2015-2019 CIP
City of Brookings, SD
23
2015 - Viaduct Repair and Lighting Project
The 2015 Storm Drainage Budget includes a maintenance project to install new inlets,
repair pavement and install warning lighting under the viaduct. This project is the next
prioritized Drainage Master Plan project. This project was originally budgeted in 2014,
however, more funds are needed for pavement repair and the project is being moved to
2015. The estimated cost of the project is $200,000.
Cost: $200,000
Operating Budget Impact: The Storm Drainage Fund will cash flow the project.
2016 - SDSU-City Regional Detention Pond Project (joint project)
The 2015 Storm Drainage Budget includes a regional detention pond located on the
southeast corner of Medary Avenue and Highway 14 Bypass. This project is the next
prioritized Drainage Master Plan project and it is anticipated to be a joint project with
SDSU. Design of the pond began in 2013. The estimated City share of the project is
$750,000.
Cost: $750,000
Operating Budget Impact: The Storm Drainage Fund will cash flow the project.
2017 - Lefevre Drive New Storm Sewer
The 2016 Storm Drainage Budget includes new storm sewer on Lefevre Drive, which is
the next prioritized Master Plan project. This project will be constructed in conjunction
with the Highway 14 Reconstruction Project, since the elevations will need to be
coordinated between the projects. The estimated cost for this project is $400,000.
Cost: $400,000
Operating Budget Impact: The Storm Drainage Budget will fund this project.
2015-2019 CIP
City of Brookings, SD
24
2018 - 17th Avenue South and Pebble Beach Drive Storm Sewer Improvements
The 2018 Storm Drainage Budget includes storm sewer improvements in the
intersection of 17th Avenue South and Pebble Beach Drive, which is the next prioritized
Master Plan project. The estimated cost for this project is $150,000.
Cost: $150,000
Operating Budget Impact: The Storm Drainage Budget will fund this project.
2018 - 6th Street Storm Sewer Upgrade
The 2018 Storm Drainage Budget includes the anticipated upgrade of storm sewer for
the 6th Street Construction Project between Main Avenue and Medary Avenue, which
will be constructed by the SDDOT. The estimated cost for this project is $350,000.
Cost: $350,000
Operating Budget Impact: The Storm Drainage Budget will fund this project.
2019 - Medary Avenue & 20th Street South Storm Drainage
The 2018 Storm Drainage Budget includes Phase III of the Medary Avenue and 20th
Street South, which is the next prioritized Master Plan project. This area has wetlands
that will require evaluation and mitigation, and design has not started on this project.
The estimated cost for this project is $2,500,000.
Cost: $2,500,000
Operating Budget Impact: The Storm Drainage Budget will fund this project.
2015-2019 CIP
City of Brookings, SD
25
Finance – Information Technologies
5-year Capital Improvement Plan
Project Description 2015 2016 2017 2018 2019
Grand Total of Capital Technology $ 123,653 $ 71,288 $ 36,400 $ 31,500 $ 30,200
2015-2019 CIP
City of Brookings, SD
26
2015
Finance/Information Technology
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2015-2019 - Servers, Computers, Network Switches, etc.
The Information Technology Department coordinates all hardware purchases to assure
compatibility with the systems in place and to secure the system from outside threats.
Cost: Over 5 Years $205,076
Operating Budget Impact: Having the purchasing of computer equipment and
software centralized saves waste by assuring the equipment is used to its full potential
and is compatible with current technology being used.
2015-2019 CIP
City of Brookings, SD
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2015 (6) In-Car Computer Systems with Mobile RMS/CAD Software Including
Printers and Scanners
To purchase 6 in-car computer systems along with the Zuercher software for the mobile
RMS/CAD and printers and scanners. This will enable officers to write reports in the
field and begin using e-ticketing.
Cost: $80,965
Operating Budget Impact: The estimated air card fee starting in 2015 will be $3,600 a
year.
2016 iPad Replacement
iPads 4G, 64GB WiFi/3G compatible were purchased for the City Council, City Attorney,
and City Manager in 2013. Replacement of iPads is recommended every 3 years.
Cost: $7,000
Operating Budget Impact: Decommissioned iPads will be reassigned to other city
staff as determined by the City Manager. Next replacement scheduled in 2019.
Individual department’s equipment listed below:
Project Description 2015 2016 2017 2018 2019
Office Equipment & Software
GF-Pictometrty 6,888 6,888
7,000 7,000
Liquor - Bpurrington Workstation 900
Eng-Jlanning Laptop
1,500
Eng-Tdrietz Laptop
1,500
Eng - Tdrietz Workstation
1,100
Engineer-Brandon
1,100
Engineer - Lschwartz Workstation
1,100
Airport - Ptiedeman Laptop
1,500
City Clerk-Shari/Laptop
1,100
City Clerk – Ipad/Mobile replacement
7,000
7,000
City Clerk-Bonnie Workstation
1,100
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City Clerk-Laurie Workstation
1,100
CM-Jeff Workstation
1,100
Engineer-AutoCad Civil 3D-Intern
Finance-Analytic
Software/Timekeeping
Finance - Rita Laptop
1,500
Finance-Rita,Brenda,Shawna
Workstations
3,300
Finance - Gmadsen 1,100
Finance-Rose 1,100
FD-Training Equipment for Training
Room
City Clerk-Automated Agenda
Software
Community Development-Gregg
1,100
Community Development-Kathy
1,100
GF-Pictometry
FD - Pbolzer 1,100
FD-Jan
1,100
IT - Office Software Upgrade
28,000
IT - Backup Solution 8,000
IT - COBArchive Storage Server
12,000
IT - COB2008 Exchange Server
12,000
IT-Reed/Laptop
1,500
IT – Reed Workstation
1,100
PD – Jcollins PC
1,100
PD-Lt Office PC 1,100
PD-PD10 Officers PC 1,100
PD-Sargent Office PC 1,100
PD-2 Patrol
1,800
PD-Chris
1,100
PD-Trish
1,100
PD-Animal Control
900
PD - VMWare Software Upgrade
8,000
PD - EMC Upgrade
10,000
PD- Erickson PC
1,100
PD - Network Switches (4) 10,000
PD- 4 Detectives
4,400
PD-Chief PC
1,100
PD-Ass't Chief Laptop
PD-Domain Controller
PD – In Car Mobile Software\Equip 80,965
2015-2019 CIP
City of Brookings, SD
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PD – Mstratton Workstation
1,100
PD – Evidence Tech
1,100
Street-Deb
1,100
Street-Koss
1,100
Community Development-Dan 1,100
Community Development-
Mike/Laptop 1,500
Engineer-Greg M 1,100
Landfill 4 Computers 3,600
Community Development-Engineer-
Lana
900
Finance-Springbook Server
6,000
HR-Donna/Laptop
1,500
HR-Joan
1,100
PRF-Chase
900
PRF-Darren
900
PRF - Treeworks PC
1,100
PRF - Akruse PC
1,100
PRF-Pete Colson PC
1,100
PRF - Trimble Treeworks Mobile
Device
1,500
FD-Darrell/Laptop 1,500
FD-Laptops for Trucks-4
9,600
FD-Pete/Laptop 1,500
Total IT Upgrades 123,653 71,288 36,400 31,500 30,200
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Fire Department
5-year Capital Improvement Plan
Project Description 2015 2016 2017 2018 2019
Motor Vehicles and Equipment
Structure/USAR Rescue Gear $ 10,000 $ 25,000 $ 30,000 $ 25,000 $ 10,000
4 Fire Trucks-Lease Payment-2015 $ 158,145
Tables and Chairs $ 12,000
Replace Self-Contained Breathing Apparatus $ 160,000
Truck Replacement - Truck 2-1992 $ 700,000
Replace 2009 6F1 Command Vehicle
$ 45,000
Replace 2011 6F2 Command Vehicle
$ 50,000
Truck Replacement - Engine 1 - 2001 / 2017
$ 500,000
Total Motor Vehicles & Equipment $1,040,145 $ 65,000 $ 80,000 $ 525,000 $ 10,000
Facilities
Remodel South Station (when new South Main
Station is built) $ 45,000
Replace two overhead garage doors and
openers at current South Station $ 10,000
South Main Fire Station (to be located at Main
Avenue South and future 26th Street) $1,000,000
Total Fire Department Facilities $ - $ - $1,000,000 $ 55,000 $ -
Total Capital for Fire Department $1,040,145 $ 65,000 $1,080,000 $ 580,000 $ 10,000
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2015
Fire Department
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2015-2019 - Structure/USAR Rescue Gear
Each firefighter is issued two sets of protective equipment: one set of structural gear for
structure fires and one set of rescue gear used for rescue situations and wildland fires.
This line item is to outfit new firefighters with new gear or to replace damaged and out
dated existing gear. The line item is an onging purchase and replacement schedule. The
schedule alternates between $25,000 and $10,000 every other year. The two sets of
gear cost approximately $5,000 per firefighter. This cost does not reflect the additional
gear issued to firefighters such as helmets, hoods, boots, gloves and gear bags. In 2017
we need to replace all of the fire helmets also.
Cost: 2015 - $10,000, 2016 - $25,000, 2017 - $30,000,
2018 - $25,000, 2019 - $10,000
Operating Budget Impact: N/A
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2015 - Four Fire Truck Lease Payment
On April 22, 2005 the City of Brookings entered into a lease, with option to purchase,
with First Bank & Trust Leasing Services for the following: 4 Fire Trucks, a Top Mount
Rescue Pumper, Walk Around Heavy Rescue, Initial Attach Pumper, and a 100' Aerial
Platform Truck. The final lease payment is January 1, 2015.
Cost: $158,145 per year
Operating Budget Impact: Standard maintenance and third party annual testing of
pumps, hose, and ladders as we perform for all apparatus on a yearly basis. Annual
testing costs vary between apparatus and are based on the amount of equipment each
apparatus carries.
2015 – Tables and Chairs
Replacement tables and chairs for the Fire Hall. The current tables and chairs were
purchased by the volunteer firefighters. They are to the point of needing replacement
prior to the new carpet being wrecked from the bases of the chairs. The tables are
bowing and also need replacement.
Cost: $12,000
Operating Budget Impact: N/A
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2015 - Replace Self-Contained Breathing Apparatus
Self-Contained Breathing Apparatus (SCBA) replaces the departments current SCBA’s in
accordance with Resolution No. 08-11. This timeline also follows NFPA replacement
schedules that govern a standard we should be following. Our current SCBA’s are
starting to become a maintenance issue even with annual preventative maintenance
measures. New NFPA 2013 standards for SCBA’s will guide the department to purchase
compliant SCBA’s.
Cost: 2015 - $160,000
Operating Budget Impact: Standard third party annual testing
2015 - Truck Replacement - Truck 2
Truck 2 is a 1992 Spartan Aerial Truck and will be 23 years old in 2015. The Fire
Department has two aerials for distribution due to the locations of hotels, the
university, and downtown Brookings. The department will look to replace the apparatus
with a similar 75’ ladder and the apparatus will be housed at the 22nd Avenue Station.
The department would request the current apparatus to be declared surplus and sold.
Cost: $700,000
Operating Budget Impact: Standard maintenance and third party annual testing of
pumps, hose, and ladders as we perform for all apparatus on a yearly basis.
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2016 - Replace 6F1 Command Vehicle
Replace the 2009 command vehicle in accordance with Resolution No. 08-11, useful life
of five years. The five-year replacement cycle is based on the vehicle being an
emergency response unit 24 hours a day and 7 days a week. This vehicle will be
available to other City departments for additional use.
Cost: $45,000
Operating Budget Impact: Standard maintenance
2017 - Replace 6F2 Command Vehicle
Replacement of the 2011 command vehicle in accordance with Resolution No. 08-11,
useful life of five years. The five-year replacement cycle is based on the vehicle being an
emergency response unit 24 hours a day and 7 days a week. This vehicle will be
available to other City departments for additional use.
Cost: $50,000
Operating Budget Impact: Standard maintenance
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2018 - Truck Replacement - Engine 1
Engine 1 is a 2001 Top-Mount Engine and will be at 17 years of age. The current
apparatus will be replaced by a custom cab engine and will be housed at the East
Station. The department would request the current apparatus to be declared surplus
and sold.
Cost: $500,000
Operating Budget Impact: Standard maintenance and third party annual testing of
pumps, hose, and ladders as we perform for all apparatus on a yearly basis.
2018 - New South Main Station
The new sub-station proposed in the location of South Main Avenue and 26th Street
South is requested to provide better accessibility for firefighter response, and to help in
the City's fire station dispersion, Insurance Services Office rating and response times.
Cost: $1,000,000
Operating Budget Impact: Standard maintenance with an increase for utilities.
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2017 - Remodel South Station when New South Main Station is Built
The department plans to remodel the current South Station located on 32nd Street
South to a indoor training facility with room to store the Safety Trailer and the antique
engine. The basic plan would provide for a two-story cold smoke training area with
moveable walls and could be used for rope rescue and confined space training.
Cost: $45,000
Operating Budget Impact: Standard maintenance
2018 - (General Government Buildings) Replace Two Overhead Garage Doors and
openers at Current South Station
The overhead doors and openers are original equipment and are showing signs of
standard wear and will need to be replaced.
Cost: $10,000
Operating Budget Impact: Standard maintenance
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City of Brookings, SD
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Brookings Public Library
5-year Capital Improvement Plan
Project Description 2015 2016 2017 2018 2019
Office Equipment
Computer Replacement $ 7,500 $ 7,500 $ 7,500 $ 7,500 $ 7,500
Book drop replacement $ 4,500 Total Office Equipment $ 7,500 $ 7,500 $ 12,000 $ 7,500 $ 7,500
Other - Materials
Adult Reading Level Books $ 52,000 $ 53,550 $ 55,200 $ 56,300 $ 57,300
Children Reading Level Books $ 17,000 $ 18,000 $ 18,600 $ 19,000 $ 20,000
Audio/Visual Material $ 21,000 $ 22,500 $ 23,200 $ 23,700 $ 24,700
Periodicals/Subscriptions $ 8,400 $ 8,500 $ 8,500 $ 8,500 $ 8,500
Large Print Books $ 6,500 $ 6,900 $ 7,100 $ 7,250 $ 7,600
Young Adult Reading Level Books $ 8,000 $ 8,450 $ 8,700 $ 8,900 $ 9,260
Total Other – Materials $ 112,900 $ 117,900 $ 121,300 $ 123,650 $ 127,360
Total Capital $ 120,400 $ 125,400 $ 132,800 $ 131,150 $ 134,860
2015-2019 CIP
City of Brookings, SD
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2014
BROOKINGS PUBLIC LIBRARY
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2015-2019 Provide adequate computer access to public and staff through a schedule of
computer replacement
The Library’s Technology Plan calls for upgrading 15% of the Library’s computers
annually. This is a mixture of public and staff machines.
Cost: S7,500 annually
Operating budget impact: 1) Continued support of a computer lab, providing patrons
with the opportunity to access Internet, use word processing, spreadsheet, or database
software, and to learn about computers and software. 2) Continue to provide laptops
for in-house use to ease computer lab congestion and to provide access for those
patrons wanting more privacy.
2017 Replace existing book drop
The existing book drop will be 12 years old in 2017. Useable life for book returns is 10
years. The external drop is estimated at $3600 and the required collection cart is $900.
Cost: $4,500
Operating Budget Impact: It will allow us to continue to provide convenient curbside
return for after-hours use.
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2015-2019 Provide materials in print and audiovisual formats for public
The demand for print and audiovisual materials continues to be strong. This allows us
to purchase items for all ages and reading/viewing tastes. (Ebooks and downloadable
audio are leased and funded in the Computer Services line within the Operating
Budget.) Usage and formats will be examined annually for relevance.
Cost: $112,900 in 2015 with an average of 2% increase over five
years $603,110 over five years
Operating Budget Impact: A strong materials budget is essential to meet strategic
planning goals of having the resources required to meet information needs and having a
variety of materials and programs to develop their interests concerning contemporary
cultural, social, and recreational trends.
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City of Brookings, SD
40
Dakota Nature Park
5-year Capital Improvement Plan
Project Description 2015 2016 2017 2018 2019
Facilities and Parks
Build a New Boathouse $ - $ 25,000
Total Facilities and Parks $ - $ 25,000 $ - $ - $ -
Total Dakota Nature Park $ - $ 25,000 $ - $ - $ -
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City of Brookings, SD
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2015
Dakota Nature Park
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2016 – Build a Small Equipment Building and Boathouse
Build a small building next to the nature center to house the park fleet of two canoes,
eight kayaks and other equipment. The building will be similar in architecture to the
nature center.
Cost: $25,000
Operating Budget Impact: General maintenance for a facility of this type.
2015-2019 CIP
City of Brookings, SD
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Hillcrest Aquatic Center
5-year Capital Improvement Plan
Project Description 2015 2016 2017 2018 2019
Facilities and Parks
Replace Chemical Chemtroller $ 14,000
Bath House Improvements
Showers/Lights/Front Signage $ 15,000
Reseal Pool Seams $ 18,000
Total Facilities and Parks $ 33,000 $ 14,000 $ - $ - $ -
Total Capital for Hillcrest Aquatic Center $ 33 ,000 $ 14,000 $ - $ - $ -
2015-2019 CIP
City of Brookings, SD
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2015
Hillcrest Aquatic Center
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2015 - Reseal Pool Seams
The 50m pool at Hillcrest Aquatic Center is 30 years old. As the 50m pool has aged, the
seams have become more porous. The pool now loses a couple of inches of water
overnight due to leakage in the seams.
Cost: $18,000
Operating Budget Impact: Annual maintenance.
2015 – Bathhouse Improvements
The main bathhouse is 31 years old. The following upgrades are needed: new interior
lights, two new shower towers in the two changing rooms and replace the front yellow
awning (severely tattered and broken) of the center with signage.
Cost: $15,000
Operating Budget Impact: Annual maintenance for this type of facility.
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2016 – Replace Chemical Controllers
The chemical controllers monitor and regulate the pool chemistry. The controllers are
essential to maintain the sanitary condition of the water in the pools. There are three
controllers at Hillcrest Aquatic Center (one for each pool: 50 meter, leisure and slide
plunge). The current controllers are eight years old . Seasonal and use contact with the
chlorine and acid used in the pool chemistry is starting to affect the circuitry of the
devices.
Cost: $14,000
Operating Budget Impact: Annual maintenance for this type of equipment.
2015-2019 CIP
City of Brookings, SD
45
Recreation Department
5-year Capital Improvement Plan
Project Description 2015 2016 2017 2018 2019
Facilities and Parks
Reseal Roof on Recreation Center $ 35,000
Total Facilities and Parks $ 35,000
Total Capital for Recreation $ 35,000
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City of Brookings, SD
46
2015
Recreation Department
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2015 – Reseal Roof of Main Street Rec Center
The roof of the recreation center has developed numerous leaks over the past 5 years.
The aging facility, constructed in 1937, sees limited use and a plan for it future
disposition will need to be devised.
Cost: $35,000
Operating Budget Impact: General maintenance for a facility of this type.
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Parks Department
5-year Capital Improvement Plan
Project Description 2015 2016 2017 2018 2019
Motor Vehicles and Equipment
Replace 1996 Ford Pickup $ 15,000
Replace 1994 Kromer Paint Stripers $ 18,000
Replace 1992 Gator Utility Vehicle $ 8,000
Purchase new Bobcat Skid Steer and
Blower $ 50,000
Replace two 1991 GMC 3500 w/Flatbeds $ 96,000
Replace 2003 Hustler 4500 mower $ 42,000
Replace 1983 John Deere Loader and
1976 Case Loader $ 100,000
Replace 1998 ¾ Ton Building Trades
Truck $ 35,000
Replace 1997 GMC C6500 $ 49,000
Replace 1994 John Deere Trap & Bunker
Rakes $ 18,000
Building Trades Tools $ 3,000
Replace Coats Tire Machine $ 5,500
Replace 2005 John Deere Outfront
Mowers $ 20,000
Purchase Concrete Edging Machine $ 24,000
Replace 2008 Kromer Paint Stripper $ 18,000
Replace 2002 GMC C6500 $ 49,000
Replace 2009 Xerox Network Printer-
Copier $ 16,000
Replace 2008 New Holland Tractor $ 30,000
Replace 1992 Ford F150 $ 18,000
Replace 1987 Chevy Astro Van $ 18,000
Replace 1979 Case Tractor $ 35,000
Replace Ford 1997 F250 $ 19,000
Total Motor Vehicles and Equipment $ 221,000 $ 218,500 $ 127,000 $ 48,000 $ 72,000
Facilities and Parks
Sidewalk and Street Repair $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000
Replace Electrical in Carnegie Building $ 12,000 $ 12,000 $ 12,000
Replace Electrical Pedestals & Bring
Water to Each Camping Site at Sexauer
Park
$ 15,000 $ 15,000 $ 15,000
Replace Two Lightpoles in SouthBrook
Park Each Year $ 48,000 $ 48,000 $ 50,000 $ 50,000
Reshingle Roof at SouthBrook
Concessions $ 7,500
Replace Playground Equipment - Indian
Hills Park $ 35,000
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Replace Restroom Lighting in Parks $ 15,000
Replace Fishback Soccer Approach $ 7,500
Replace Restrooms - Pioneer Park $ 140,000
Playground Mats $ 5,000
Water Meter Pit for Community Gardens $ 13,000
Replace Water Tower at Sexauer Park $ 5,000
Add Volleyball Courts to Sexauer and
Moriarty Parks $ 15,000
Purchase Equipment for Elem. School $ 150,000
Purchase ADA Compliant Surfacing $ 50,000 $ 50,000
Bike and Walking Trail Repair and
Overlay $ 50,000 $ 50,000 $ 50,000
Replace Bob Shelden Maintenance Shed
Roof $ 12,500
Replace Field Gates at SouthBrook $ 5,500
Replace Playground Equipment -
Southside Park $ 35,000
Hillcrest Quick Start Tennis Courts $ 80,000
Fishback Soccer Complex Parking Lot
Repairs $ 25,000
New Irrigation Well for Fishback Soccer $ 13,000
Replace Playground Equipment -
Sexauer Park $ 30,000
Replace Playground Equipment –
Pioneer Park $ 40,000
Replace Restrooms - Sexauer Park $ 140,000
Replace Backstops and Fencing at Youth
Ball Fields $ 25,000 $ 25,000
Replace Showers with Toilets at
SouthBrook $ 10,000
Reseal Parking Lot at Fishback $ 35,000
Sexauer and Moriarty Volleyball Courts
and Lights $ 15,000
Replace Bob Shelden Parking Lot $ 190,000
Add Irrigation to West Medary All-
Purpose Fields $ 50,000
Bob Sheldon Field Upgrades $ 595,000
Youth Baseball Fields $ 250,000
Add Additional Equipment and
Restrooms to Valley View Park $ 35,000 $ 120,000
Replace HVAC in Carnegie Building $ 35,000
Replace Irrigation at SouthBrook $ 35,000
Resurface Hillcrest Tennis Court $ 40,000
Total Facilities and Parks $ 583,000 $ 596,000 $1,297,000 $ 175,000 $ 185,000
Total Capital for Parks $ 804,000 $ 814,500 $1,424,000 $ 223,000 $ 257,000
2015-2019 CIP
City of Brookings, SD
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2015
Parks Department
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
MOTOR VEHICLES and EQUIPMENT
2015 - Replace 1996 Ford Pickup
This truck is used for general seasonal park maintenance. Replacing it would allow a
newer truck to be moved to seasonal use, and the purchased truck utilized year-round.
Cost: $15,000
Operating Budget Impact: General maintenance for equipment of this type.
2015 - Replace 1997 Kromer Paint Striper
The striper is used for lining a variety of ball fields around the city, including baseball,
softball and soccer fields.
Cost: $18,000
Operating Budget Impact: General maintenance for equipment of this type.
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2015 – Purchase Bobcat Skid Steer and Blower
The skid steer is used by the parks and forestry division for removal of dirt and debris
from worksites, as well as snow removal during the winter. This unit would replace the
seven foot blower typically used on a large loader.
Cost: $50,000
Operating Budget Impact: General maintenance for equipment of this type.
2015 - Replace Two 1991 GMC 3500 One-Ton Truck
The one-ton trucks in the fleet are typically utilized for hauling heavy loads of material
and supplies, including dirt, mulch and chlorine buckets.
Cost: $96,000
Operating Budget Impact: General maintenance for equipment of this type.
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2015 - Replace 2003 Hustler 4500 Mower
This mower is used to mow larger green spaces in the parks.
Cost: $42,000
Operating Budget Impact: General maintenance for equipment of this type.
2016 - Replace Gator Utility Vehicle
This vehicle is used to shuttle equipment and supplies around various sports fields.
Cost: $8,000
Operating Budget Impact: General maintenance for equipment of this type.
2015-2019 CIP
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2016 - Replace 1983 John Deere Loader and 1976 Case Loader
This loader is used by the parks and forestry division for removal of dirt and tree debris
from worksites, as well as snow removal during the winter.
Cost: $100,000
Operating Budget Impact: General maintenance for equipment of this type.
2016 - Replace 1998 ¾ Ton Dodge 2500 Building Trades Truck
The building trades unit in the parks division oversees the maintenance and
construction of structures and buildings in the parks system. This larger vehicle is used
for hauling building supplies and tools, as well as moving their work trailer.
Cost: $35,000
Operating Budget Impact: Annual maintenance for a vehicle of this type.
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2016 - Replace 1997 GMC C6500 One-Ton Truck
The one-ton trucks in the fleet are typically utilized for hauling heavy loads of material
and supplies, including dirt, mulch and chlorine buckets.
Cost: $49,000
Operating Budget Impact: General maintenance for equipment of this type.
2016 - Replace 1993 John Deere Trap and Bunker Rakes
This equipment is used to groom the infields at ball parks around the city.
Cost: $18,000 each year
Operating Budget Impact: General maintenance for equipment of this type.
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2016 - Replace Building Trades Tools
Building Trades provides a variety of construction and finish work carpentry for the park
and other department. Tools to be replaced include a bandsaw, drill press and table
saw.
Cost: $3,000
Operating Budget Impact: General maintenance for equipment of this type.
2016 - Replace Coats Tire Machine
The machine is used to change tires on a variety of equipment and vehicles in the
department.
Cost: $5,500
Operating Budget Impact: General maintenance for equipment of this type.
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2017 - Replace 2005 John Deere Outfront Mowers
These mowers are used for general mowing of ungroomed areas around the ball fields.
Cost: $20,000 each year
Operating Budget Impact: General maintenance for equipment of this type.
2017 – Purchase Concrete Edging Machine
A concrete edging machine provides different types of curbing around landscaping. The
curbing helps provide more efficient mowing and caretaking of around our planted
areas. The concrete would eliminate the use of the pavers we now use and maintain.
Cost: $24,000
Operating Budget Impact: General maintenance for equipment of this type.
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2017 - Replace 2008 Kromer Paint Stripper
The stripper is used lining a variety of ball fields around the city, including baseball,
softball and soccer fields.
Cost: $18,000
Operating Budget Impact: General maintenance for equipment of this type.
2017 - Replace 2002 GMC C6500 One-Ton Truck
The one-ton trucks in the fleet are typically utilized for hauling heavy loads of material
and supplies, including dirt, mulch and chlorine buckets.
Cost: $49,000
Operating Budget Impact: General maintenance for equipment of this type.
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2017 - Replace 2009 Xerox Network Office Copier
The copier resides in the BPRD office and is used by all the divisions for a variety of
work, including, scanning docs, copying and creating publications.
Cost: $16,000
Operating Budget Impact: General maintenance for equipment of this type.
2018 - Replace 2009 New Holland Tractor
This tractor is primarily used for mowing the outfields at various ball diamonds during
the spring through fall. A sweeper is attached during the winter months for clearing
sidewalks of snow.
Cost: $30,000
Operating Budget Impact: General maintenance for equipment of this type.
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2018 - Replace 1992 Ford Pickup
This truck is used for general seasonal park maintenance. Replacing it would allow a
newer truck to be moved to seasonal use, and the purchased truck utilized year-round.
Cost: $18,000
Operating Budget Impact: General maintenance for equipment of this type.
2019 – Replace 1987 Chevy Astro Van with similar used vehicle
This van is used seasonally for a maintenance worker to clean the park restrooms.
Cost: $18,000
Operating Budget Impact: General maintenance for equipment of this type.
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2019 - Replace 1979 Case Tractor
This tractor is used by the parks dept. for a variety of miscellaneous dirt work and land-
leveling work. An older tractor will be moved repurposed for this and this new tractor
used for sweeping and other park tasks.
Cost: $35,000
Operating Budget Impact: General maintenance for equipment of this type.
2019 - Replace 1997 Ford F250 Truck
This truck is used for general seasonal park maintenance. Replacing it would allow a
newer truck to be moved to seasonal use, and the purchased truck utilized year-round.
Cost: $19,000
Operating Budget Impact: General maintenance for equipment of this type.
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FACILITIES and PARKS
2015-2019 - Street and Sidewalk Replacement
This is an on-going budget items that covers street and sidewalk replacement by the
BPRD and Engineering Dept. during various projects.
Cost: $15,000 per year
Operating Budget Impact: None
2015-2017 - Replace Electrical System in Carnegie Building
The electrical system in this building breaks down frequently. The electrical replacement
should be completed in phases and includes new phase and wiring. Further investigation
is required to determine if asbestos is present, and if it is, additional costs may be
incurred.
Cost: $12,000 per year for three years
Operating Budget Impact: General maintenance for facility of this type.
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2015-2017 - Replace Electrical Pedestals and Bring Water to Each Camping Site at
Sexauer Park
Many of the pedestals at the Sexauer campground need replacement and currently
none of the sites have water hook-ups.
Cost: $45,000/$15,000 for three years.
Operating Budget Impact: Annual maintenance for equipment of this type.
2015 – 2018 - Replace Two Light Poles in SouthBrook Park Each Year
The footings on tall light poles around the fields are failing. We have replaced two poles
in the past two years and expect to see the others to continue failing.
Cost: $48,000 - $50,000 each year
Operating Budget Impact: Annual maintenance for areas of this type.
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2015 – Reshingle Roof at SouthBrook Park Concessions and Restrooms Building
The shingles are need of replacement on this building.
Cost: $7,500
Operating Budget Impact: Annual maintenance for areas of this type.
2015 – Replace Playground Equipment at Indian Hills
Indian Hills Park is situated in the SW side of the city and services the neighborhoods in
that area. The equipment is old and presents several hazards to patrons and needs
replacement.
Cost: $35,000
Operating Budget Impact: Annual maintenance for equipment of this type.
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2015 - Replace Restroom Lighting
Many of the outdoor restrooms inside lighting systems are old and outdated, including
Hillcrest, Larson and Hillcrest Aquatic Center.
Cost: $15,000
Operating Budget Impact: General maintenance for equipment of this type.
2015 – Replace Fishback Park Lot Approach
The parking lot approach on the north side of the park has heaved-up and has become
hazardous.
Cost: $7,500
Operating Budget Impact: Annual maintenance for areas of this type.
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2015 - Replace Pioneer Park Restrooms
The restrooms are located behind the band shell at Pioneer Park. The bathrooms are
old, but building a new set of restrooms in the vicinity would likely be more practical
than trying to remodel the current site.
Cost: $140,000
Operating Budget Impact: Annual maintenance for areas of this type.
2015 - Replace Wood Chips under Swings with Playground Mats
For those swings which utilize sand or wood chips for surfacing, replacing those
substances with these mats will dramatically cut the maintenance time for the surfacing
and ensure better safety at the playgrounds. The department experimented last year
with these and found that they virtually eliminated the need to continuously replace the
wood chips.
Cost: $5,000
Operating Budget Impact: Annual maintenance for equipment of this type.
2015-2019 CIP
City of Brookings, SD
65
2015 – Place Water Meter at Douglas Chittick Community in a Meter Pit
The water meter has always been above ground at the gardens which has made it
susceptible to freezing temperatures and collisions with equipment and vehicles. With a
meter pit, the meter could be installed earlier without consideration of late spring
temperatures or collisions.
Cost: $13,000
Operating Budget Impact: Annual maintenance for equipment of this type.
2015 - Replace Water Tower at Sexauer Park
The current tower needs replacement because of its age.
Cost: $5,000
Operating Budget Impact: Annual maintenance for equipment of this type.
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2015 - Add Volleyball Courts to Sexauer and Moriarty Parks
Sand volleyball popularity has grown considerably the past few years with 36 teams now
participating in the summer leagues. Additionally, many people play sand volleyball as
part of a picnicking in the park and as casual recreation. Lighting some of the courts will
allow play until park closing time.
Cost: $15,000
Operating Budget Impact: Annual maintenance for areas of this type.
2015 – Purchase of New Playground Equipment for New Elementary School
In partnership with the Brookings School District, BPRD is assisting in the design,
purchase and maintenance of the playground and park areas at the new elementary
school.
Cost: $150,000
Operating Budget Impact: Annual maintenance for equipment of this type.
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2015-2016 - Purchase ADA Compliant Surfacing for Playgrounds
2010 ADA Compliance Regulations require specific materials for wheelchairs to access
playgrounds. The parks division currently has six sets of playground equipment to install
but only one set of compliant surfacing.
Cost: $50,000
Operating Budget Impact: Maintenance as needed.
2015-2016 - Trail System Repair and Overlay
The Allyn Frerichs Trail System has several stretches of trail which need to be completely
renovated and others that will need overlay. Additionally, there are numerous areas
that need to be repaired because of cracks and frost heaves.
Cost: $50,000
Operating Budget Impact: General maintenance for equipment of this type.
2015-2019 CIP
City of Brookings, SD
68
2016 - Replace Bob Shelden Maintenance Shed Roof
The roof of the maintenance shed has severely rotted and needs to be replaced,
including the trusses.
Cost: $12,500
Operating Budget Impact: General maintenance for facility of this type.
2016 Replace Field Gates at SouthBrook Park
The gates that secure the fields are old and need to be replaced.
Cost: $5,500
Operating Budget Impact: Annual maintenance for facilities of this type.
2015-2019 CIP
City of Brookings, SD
69
2016 - Replace Playground Equipment at Southside Park
Southside Park is an established park which services the neighborhood around Main
Avenue past the downtown area. The park has seen increased use in the last few years
as the Brookings Fast Pitch Softball Association uses the ball field at this park
extensively.
Cost: $35,000
Operating Budget Impact: Annual maintenance for equipment of this type.
2016 - Demolish Handball/Racket Ball Courts and Add Quick Start Tennis Courts at
Hillcrest Park
The handball/racketball courts on the south side of the tennis court are in disrepair and
the walls are weakening and should be removed for the safety of patrons. Smaller-
sized, Quick Start tennis courts for youth could be built in this the area after removal.
Cost: $80,000
Operating Budget Impact: Annual maintenance for equipment of this type.
2015-2019 CIP
City of Brookings, SD
70
2016 - Repairs to Fishback Soccer Park Parking Lot
The north entrance was ground and resurfaced in 2012 to remove the “washboard”
effect. Other sections of the parking lot need similar repairs.
Cost: $25,000
Operating Budget Impact: General maintenance for areas of this type.
2016 – Construct New Irrigation Well at Fishback Park
Currently, the park receives its irrigation water from the north pond at Dakota Nature
Park. During the past couple of years we have seen the irrigation system plugging with
debris from the pond. An on-site irrigation well would help alleviate this problem during
the second half of the season (hottest part of the summer) when the ponds create algae
in the irrigation system.
Cost: $13,000
Operating Budget Impact: General maintenance for area of this type.
2015-2019 CIP
City of Brookings, SD
71
2016 - Replace Playground Equipment at Sexauer Park
Sexauer Park is situated in the NW side of the city. The park provides services to
neighborhoods in that area, as well as families staying at the campground. Most of the
equipment in this park is in need of replacement.
Cost: $30,000
Operating Budget Impact: Annual maintenance for equipment of this type.
2016 - Replace Playground Equipment at Pioneer Park
Playground equipment needs to be replace because of age and upgraded to 2010 ADA
standards for accessibility.
Cost: $40,000
Operating Budget Impact: General maintenance for equipment of this type.
2015-2019 CIP
City of Brookings, SD
72
2016 - Replace Sexauer Park Restrooms
The restrooms are located on the north end of the campground area. The current
restroom and showering facility would be razed and a new building constructed.
Cost: $140,000
Operating Budget Impact: Annual maintenance for areas of this type.
2016 - 2017 – Replace Fencing and Backstops at Ball Fields
Fencing and backstops at various parks need to be replaced including Southside and
Mickelson.
Cost: $25,000 each year
Operating Budget Impact: General maintenance for areas of this type of this type.
2015-2019 CIP
City of Brookings, SD
73
2017 – Change Showers in Concession and Restroom Building to Additional Stalls
Each of the restrooms at SouthBrook Park includes a shower; however, these showers
are rarely used, and the space would be better served for additional toilet stalls after a
new sewer system is installed.
Cost: $10,000
Operating Budget Impact: General maintenance for areas of this type of this type.
2017 - Reseal Fishback Soccer Park Parking Lot
Repair parking lot in 2016 and follow with sealing the parking lot in 2017 to extend life
of the parking lot.
Cost: $35,000
Operating Budget Impact: Annual maintenance for areas of this type.
2015-2019 CIP
City of Brookings, SD
74
2017 - Sexauer and Moriarty Volleyball Courts and Lights
Light the volleyball courts at Sexauer. Add courts at Moriarty Park.
Cost: $15,000
Operating Budget Impact: Annual maintenance for areas of this type
2017 - Replace Bob Shelden Field Parking Lot
While the parking lot at Bob Shelden field is in disrepair, a master plan for ball fields is
currently planned, and this project should be delayed until after that plan has been
completed.
Cost: $190,000
Operating Budget Impact: General maintenance for an area of this type.
2015-2019 CIP
City of Brookings, SD
75
2017 - Add Irrigation to West Medary All-Purpose Fields
The fields west of Medary School are used for numerous activities, including t-ball,
peewee ball, and football. The ground has been extremely compacted, and irrigation
would make it easier to maintain the fields under this amount of extreme use.
Cost: $50,000
Operating Budget Impact: General maintenance for equipment of this type.
2017 - Upgrades at Bob Sheldon Field
The plans for these improvements include new lighting, replacing the press box and
bleacher, replacing outfield fencing and adding artificial turf in the infield (Friends of
Baseball will fund-raise the turf.
Cost: $595,000
Operating Budget Impact: General maintenance for areas of this type of this type.
2015-2019 CIP
City of Brookings, SD
76
2017 - Add Youth Ball Fields
A master plan for ball fields is currently planned, and this project should be delayed until
after that plan has been completed, and the number of additional fields determined. A
location has not yet been determined, but privately-owned pasture acreage just north
of SouthBrook Park is a possible site.
Cost: $250,000
Operating Budget Impact: Annual maintenance for equipment of this type.
2017 – Add Additional Equipment to Valley View Park
Playground equipment is needed.
Cost: $35,000
Operating Budget Impact: Annual maintenance for equipment of this type.
2015-2019 CIP
City of Brookings, SD
77
2018 - Replace HVAC System in Carnegie Building
The HVAC system in this building breaks down frequently. When the unit is replaced
new duct work she also be installed. Further investigation is required to determine if
asbestos is present, and if it is additional costs may be incurred.
Cost: $35,000
Operating Budget Impact: General maintenance for facility of this type.
2018 - Replace the Irrigation System at SouthBrook Park
The footings on tall light poles around the fields are failing. We have replaced two poles
in the past two years and expect to see the others to continue failing.
Cost: $35,000
Operating Budget Impact: Annual maintenance for areas of this type.
2015-2019 CIP
City of Brookings, SD
78
2018 - Resurface Hillcrest Tennis Court
Typically, tennis courts are resurfaced every eight-ten years. The Hillcrest Tennis Courts
were last resurfaced in 2008.
Cost: $40,000
Operating Budget Impact: Annual maintenance for an area of this type.
2019 – Add Restrooms to Valley View Park
As Brookings grows to the southwest and use of this park grows, it is expected that
there will be a need for restrooms.
Cost: $120,000
Operating Budget Impact: Annual maintenance for facilities of this type.
2015-2019 CIP
City of Brookings, SD
79
Larson Ice Center
5-year Capital Improvement Plan
Project Description 2015 2016 2017 2018 2019
Motor Vehicles and Equipment
Freon Leak Detection System $ 8,000
Resurface West Parking Lot $ 12,000
Replace Floor Scrubber $ 9,500
Single Personnel Lift $ 18,000
Overhaul Compressors (2014-15,000) $ 15,000 $ 15,000
Locker Rooms-NAHL $ 100,000
Dehumidification System for Blue Rink $ 120,000
Replace Compressors $ 130,000
Total Motor Vehicles and Equipment $ 62,500 $ 115,000 $ 120,000 0 $130,000
Total Capital for Larson Ice Arena $ 62,500 $ 115,000 $ 120,000 0 $130,000
2015-2019 CIP
City of Brookings, SD
80
2015
Larson Ice Center
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2015 - Resurface West Parking Lot
The parking lot west of the Larson Ice Center building has realized significant
deterioration over the past ten years. Before the deterioration creates potholes or
requires more expensive solutions, the parking lot should be over-layed and seal-coated
within the next couple of years.
Cost: $12,000
Operating Budget Impact: General maintenance for areas of this type.
2015 – Replace Floor Scrubber
The floor scrubber is used to clean all the tiled floors in the ice center.
Cost: $9,500
Operating Budget Impact: General maintenance for this type of equipment.
2015-2019 CIP
City of Brookings, SD
81
2015 – Purchase Small Single Worker Lift
A one-man ift that could be easily transported between facilities for changing elevated
lights, electrical work and cleaning.
Cost: $18,000
Operating Budget Impact: General maintenance for this type of equipment.
2015 – Freon Leak Detection System
This system would enable staff to find and fix leaks in the center’s refrigeration system
before costly quantities of Freon escape. A typical leak causes loss of $4-10K worth of
Freon in the system before it is found.
Cost: $8,000
Operating Budget Impact: General maintenance for this type of equipment.
2015-2019 CIP
City of Brookings, SD
82
2015-2016 - Overhaul Ice Compressors
As the ice system compressors are now ten years old, more frequent maintenance is
required. This will begin a three-year cycle of overhauling the compressors to keep them
functioning properly.
Cost: $45,000 ($15,000 per compressor
one compressor a year for three years)
Operating Budget Impact: There will be little impact on the operating budget if the
proper maintenance is applied. Additionally, proper maintenance will keep the
compressors functioning efficiently, thus using less energy.
2016 - Construct Locker Rooms for NAHL Team
Assuming the NAHL Blizzard continues their residency at the Larson Ice Center beyond
the first agreement, they will likely need a set of permanent locker-rooms similar to the
current varsity locker rooms.
Cost: $100,000
Operating Budget Impact: This would add cost to labor and cleaning costs at the ice
center.
2015-2019 CIP
City of Brookings, SD
83
2017 - Install Dehumidification in Blue Rink
If usage of the ice center continues on pace to where the Blue Rink needs to extend its
season it will be necessary to install a dehumidification system in that rink in order for it
to be functional in warmer weather.
Cost: $120,000
Operating Budget Impact: This system would add energy costs to the ice center.
2019-2021 - Replace Ice Compressors
As the ice system compressors are now ten years old, more frequent maintenance is
required. This will begin a three-year cycle of overhauling the compressors to keep them
functioning properly.
Cost: $130,000
Operating Budget Impact: The system should be converted to turbine compressors
making the system much more efficient.
2015-2019 CIP
City of Brookings, SD
84
Forestry Department
5-year Capital Improvement Plan
Project Description 2015 2016 2017 2018 2019
Motor Vehicles and Equipment
Replace 1988 Ford 3/4 Ton Truck $ 25,000
Replace 1992 Vermeer Stump Cutter $ 35,000
Replace 1977 Chevy One Ton Truck w/Box
& Hoist $ 47,000
Replace Chain Saws $ 4,000 $ 4,000
Replace 1992 Ford F700 Long Bed Truck $ 80,000
Replace 1995 Brush Bandit Chipper $ 55,000
Replace 1992 Vermeer Tree Spade $ 20,000
Total Motor Vehicles and Equipment $ 60,000 $ 51,000 $ 135,000 $ 20,000 $ 4,000
Total Capital for Forestry $ 60,000 $ 51,000 $ 135,000 $ 20,000 $ 4,000
2015-2019 CIP
City of Brookings, SD
85
2015
Forestry Department
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2015 - Replace 1988 Ford ¾ Ton Truck
This truck is used for heavy hauling of forestry material including dirt and chips for tree
and vegetation planting.
Cost: $25,000
Operating Budget Impact: General maintenance for a vehicle of this type.
2015 - Replace 1992 Vermeer Stump Cutter
This piece of equipment is used to grind-up the remaining stump in the ground after a
tree has been removed.
Cost: $35,000
Operating Budget Impact: General maintenance for equipment of this type.
2015-2019 CIP
City of Brookings, SD
86
2016 - Replace 1977 Chevy One Ton Truck w/Box & Hoist
Cost: $47,000
Operating Budget Impact: General maintenance for vehicle/equipment of this type.
2016 & 2019 - Replace Chain Saws
Scheduled replacement of chainsaw every three years.
Cost: $4,000
Operating Budget Impact: Annual maintenance for equipment of this type.
2017 - Replace 1992 Ford F700 With Long Dump Bed
The truck is used to haul a variety of debris for the forestry division, including tree
branches and trunks, wood chips and dirt.
Cost: $80,000
Operating Budget Impact: General maintenance for vehicle/equipment of this type.
2015-2019 CIP
City of Brookings, SD
87
2017 - Replace 1995 Brush Bandit Chipper
This piece of equipment is used to chip branches after a tree removal or during general
tree trimming before they are disposed of or are made available for use by the public.
Cost: $55,000
Operating Budget Impact: This vehicle/equipment does assist in providing revenue
for the department through BMU tree trimming and private removal of trees services.
2018 - Replace 1992 Vermeer Tree Spade
This piece of equipment is dig and transport larger trees from the department nurseries.
Cost: $20,000
Operating Budget Impact: General maintenance for equipment of this type.
2015-2019 CIP
City of Brookings, SD
88
Brookings Police Department
5-year Capital Improvement Plan
Project Description 2015 2016 2017 2018 2019
Motor Vehicles and Equipment
Police Vehicle Equipment (Radio, Cages,
Lights, Installation) $ 13,000 $ 8,900 $ 9,300 $ 4,700 $ 4,700
PD-In-car Video System $ 19,500 $ 12,000 $ 18,000 $ 6,000
Replace Two Patrol Cars 2016-marked $ 70,000
Replace One F150 Pickup 2009-marked
Replace One Crown Vic 2006-unmarked $ 30,000
Replace One Chevy Tahoe 2011-marked $ 37,000
Replace Two Patrol Cars-2013-marked $ 60,000
Replace One Expedition 2006-unmarked $ 38,000
Replace One Patrol Car-2014 marked $ 30,000
Replace Two Patrol Cars -2014-marked $ 60,000
Replace Two Patrol Cars-2015-marked $ 65,000
Additional Patrol Car-2017-marked $ 30,000
Total Motor Vehicles and Equipment $ 122,500 $ 155,900 $ 87,300 $ 69,700 $ 80,700
Other Capital
Replace Portable Radios, 1/year $ 1,100 $ 1,100 $ 1,100 $ 1,100 $ 1,200
Portable Surveillance Camera $ 3,500
PD – Training Air Soft Guns $ 1,200
Replace Patrol Vests 50-50 Grant $ 1,680 $ 5,880 $ 3,360 $ 1,680 $ 17,640
(2)Tazors $ 1,800 $ 3,600 $ 4,500 $ 1,800
Gas Mask $ 5,000 $ 5,000 $ 3,000
Total Other Capital $ 13,080 $ 16,780 $ 11,960 $ 4,580 $ 18,840
Furniture and Equipment
Mobile Computers and Software $ 80,965
Furniture $ 750
Total Furniture and Equipment $ 80,965 $ 750 $ - $ -
Facilities
Firearms Range $ 20,319
Total Facilities $ 20,319
Total Capital for Police Department $ 236,864 $ 173,430 $ 99,260 $ 74,280 $ 99,540
2015-2019 CIP
City of Brookings, SD
89
2015
Brookings Police Department
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2015 Replace 2006 Ford Crown Victoria, unmarked
The 2006 Ford Crown Vic. was purchased by the Police Department for the Assistant
Chief in 2006. The Capital Asset Policy adopted by the City Council in January of 2011
states the useful life for an unmarked police vehicle in the Brookings Police Department
is 8 years. In 2015 this vehicle will be 9 years old. Estimated replacement cost $30,000.
Cost: $30,000
Operating Budget Impact: N/A
2016 Replace 2011 Chevy Tahoe, marked
The 2011 Chevy Tahoe was purchased by the Police Department in 2011. The Capital
Asset Policy adopted by the City Council in January of 2011 states the useful life for a
marked police vehicle in the Brookings Police Department is 3 years or 100,000. In 2016
this vehicle will be 5 years old and will have over 100,000 miles. Estimated replacement
cost $37,000.
Cost: $37,000
Operating Budget Impact: N/A
2015-2019 CIP
City of Brookings, SD
90
2015 Replace (2) 2013 Patrol Cars, marked
The 2013 Ford Interceptor’s were purchased by the Police Department in 2012. The
Capital Asset Policy adopted by the City Council in January of 2011 states the useful life
for a marked police vehicle in the Brookings Police Department is 3 years or 100,000
miles. In 2015 these vehicle will be 3 years old and will have over 100,000. Estimated
replacement cost $30,000 each.
Cost: $60,000
Operating Budget Impact: N/A
2016 Replace 2006 Ford Expedition, unmarked
The 2006 Ford Expedition was purchased by the Police Department for the Chief in
2010. The Capital Asset Policy adopted by the City Council in January of 2011 states the
useful life for a unmarked police vehicle in the Brookings Police Department is 8 years.
In 2016 this vehicle will be 10 years old. Estimated replacement cost $38,000.
Cost: $38,000
Operating Budget Impact: N/A
2015-2019 CIP
City of Brookings, SD
91
2016 Replace (2) 2014 Patrol Cars, marked
The 2014 Ford Utility vehicles were purchased in 2013 by the Police Department. The
Capital Asset Policy adopted by the City Council in January of 2011 states the useful life
for a marked police vehicle in the Brookings Police Department is 3 years or 100,000
miles. In 2016 these vehicles will be 3 years old and will have over 100,000. Estimated
replacement cost $30,000 each.
Cost: $60,000
Operating Budget Impact: N/A
2017 Replace 2014 Patrol Car, marked
The 2014 Patrol Vehicle was purchased by the Police Department in 2014. The Capital
Asset Policy adopted by the City Council in January of 2011 states the useful life for a
marked police vehicle in the Brookings Police Department is 3 years or 100,000 miles. In
2017 this vehicle will be 3 years old and will have over 100,000. Estimated replacement
cost $30,000.
Cost: $30,000
Operating Budget Impact: N/A
2015-2019 CIP
City of Brookings, SD
92
2018 Replace (2) 2015 Patrol Cars, marked
The 2015 Patrol Vehicles will be purchased by the Police Department. The Capital Asset
Policy adopted by the City Council in January of 2011 states the useful life for a marked
police vehicle in the Brookings Police Department is 3 years or 100,000 miles. In 2018
these vehicles will be 3 years old and will have over 100,000. Estimated replacement
cost $32,500 each.
Cost: $65,000
Operating Budget Impact: N/A
2019 Replace (2) 2016 Patrol Cars, marked
The 2016 Patrol Vehicles will be purchased by the Police Department. The Capital Asset
Policy adopted by the City Council in January of 2011 states the useful life for a marked
police vehicle in the Brookings Police Department is 3 years or 100,000 miles. In 2016
these vehicles will be 3 years old and will have over 100,000. Estimated replacement
cost $35,000 each.
Cost: $70,000
Operating Budget Impact: N/A
2015-2019 CIP
City of Brookings, SD
93
2017 Additional Patrol Car, marked
The 2017 Patrol Vehicle will be purchased by the Police Department. This vehicle will be
an addition to the marked patrol car fleet. Due to the increase in patrol officers on shift
and the signifficant increase over the past 3 years in miles driven it has been come
necessary to supplement the fleet with an additional vehicle.
Cost: $30,000
Operating Budget Impact: N/A
2015 Portable Radios with shoulder microphone
Purchase one (1) additional portable radio with shoulder mic. for the next 5 years for
the Police Department. Each portable radio with shoulder mic costs $1,100.
Cost: $1,100
Operating Budget Impact: N/A
2015-2019 CIP
City of Brookings, SD
94
2015 Replacement patrol vests
Purchase one (1) replacement patrol vest in 2015, six (6) in 2016, three (3) in 2017, one
(1) in 2018, and 20 replacement vests in 2019. Bulletproof vests offer many different
levels of protection for officers. The useful life of the vests is 5 years. Each vest costs
$840.
Cost: $1,680
Operating Budget Impact: N/A
2015 (2) Tazors with holsters
Purchase two (2) additional tazors in 2015 for the departments reserve officers.
Purchase four (4) in 2016, four (4) in 2017, and two (2) in 2018. Each tazor with holster
costs $900.
Cost: $1,800
Operating Budget Impact: N/A
2015-2019 CIP
City of Brookings, SD
95
2015 In-Car video Camera Systems
Purchase two (2) replacement in-car video camera systems in 2015, two (2) in 2016 and
two (2) in 2017. These cameras will replace two (2) each year, the current camera
systems are in 5 patrol vehicles and 1 SRO patrol vehicle that will have reached the end
of their useful life. Each camera costs $5,500 each.
Cost: $19,500
Operating Budget Impact: N/A
2015 Portable surveillance camera
A video surveillance system of this type would be a valuable tool to assist with a number
of different types of investigations to include burglary investigations, drug
investigations, ongoing suspicious activity in an area, theft investigations, ongoing
reports of intentional damage in an area, and other investigations. This is a portable
unit which can be mounted on a pole or placed in an un marked vehicle. The estimated
cost is $3,500.
Cost: $3,500
Operating Budget Impact: N/A
2015-2019 CIP
City of Brookings, SD
96
2016 Air Soft Training Pistols
Purchase 12 Air soft training pistols and protective masks for the purpose of force on
force training.
Cost: $1,200
Operating Budget Impact: N/A
2015 (10) Gas Mask
Purchase 10 replacement gas masks in 2015 & 2016 and 6 masks in 2017. The gas
masks are used as protection for officers. The useful life of the gas mask is 10 years and
they have surpassed their useful life. Each mask costs $500 each.
Cost: $5,000
Operating Budget Impact: N/A
2015 (6) In-Car Computer Systems with Mobile RMS/CAD Software Including
Printers and Scanners
Purchase six (6) in-car computer systems along with the Zuercher software for the
mobile RMS/CAD and printers and scanners. This will enable officers to write reports in
the field and begin using e-ticketing.
Cost: $80,965
Operating Budget Impact: The estimated air card fee starting in 2015 will be $3,600 a
year.
2015-2019 CIP
City of Brookings, SD
97
Brookings Police Department
Animal Control
5-year Capital Improvement Plan
Animal Control
Project Description 2015 2016 2017 2018 2019
Facilities
Total Animal Control Facilities $ - $ - $ - $ - $ -
Motor Vehicles and Equipment
Replace 2011 Animal Control Pickup $ - $ 31,400 $ - Total Motor Vehicles and Vehicle Equipment $ - $ 31,400 $ - $ - $ -
Total Capital for Animal Control $ - $ 31,400 $ - $ - $ -
2015-2019 CIP
City of Brookings, SD
98
2015
Brookings Police Department
Animal Control
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2016 Replace 2011 Animal Control Pickup, marked
The 2011 Animal Control Vehicle was purchased by the Police Department. The Capital
Asset Policy adopted by the City Council in January of 2011 states the useful life for a
Animal Control vehicle is 5 years or 100,000 miles. In 2016 this vehicles will be 5 years
old and will have over 100,000 miles. Estimated replacement cost $31,400.
Cost: $31,400
Operating Budget Impact: N/A
2015-2019 CIP
City of Brookings, SD
99
Emergency Services Dispatching
E-911
5-year Capital Improvement Plan
Project Description 2015 2016 2017 2018 2019
Office Equipment and Software
Pictometry $ 6,888 $ 6,888 $ 7,000 $ 7,000
Computers – $ 4,500
Z-tron Computer $ 80,000
Furniture $ 2,500 $ 2,500
Total Equipment and Software $ 11,388 $ 89,388 $ - $ 9,500 $ 7,000
Total Capital for Dispatch $ 11,388 $ 89,388 $ - $ 9,500 $ 7,000
2015-2019 CIP
City of Brookings, SD
100
2015
Emergency Services Dispatching
E-911
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2016 – 3rd Station Zetron Computer
The Zetron computers operate and control the complete 911 system of communication.
This complex network is comprised of the phone system and all radio equipment inside
the dispatch center. This 3rd station will provide expanded capability during peak times.
Cost: $80,000
Operating Budget Impact: N/A
2015-2019 CIP
City of Brookings, SD
101
1
Street Department
5-year Capital Improvement Plan
REVISED 11-26-14
Project Description 2015 2016 2017 2018 2019
Motor Vehicles and Equipment
Payloader-New $160,000
Pickup-Used 1/2 Ton 4WD $ 26,000
Pickup-Used Crew Cab 2WD,
1-Ton Dually $ 28,000
Pickup-Used Standard Cab
2WD, 1-Ton Dually $ 20,000
Pickup-New 1/2 Ton 2WD $ 18,000 $ 26,000
Pickup-New 1/2 Ton 2WD $ 26,000
Truck-Tandem Axle-
Chassis/Box $ 160,000
Truck-Single Axle-Chassis/Box $ 120,000
Truck-Single Axle-Chassis / Box
/ Hot Asphalt Patcher $ 171,515
Truck-Tandem Axle-
Chassis/Box/Plow-mount $ 175,000 $ 180,000 $180,000
Sander $ 25,000 $ 34,000 $ 34,000 $ 20,000
Street Sweeper
Tack Oil Machine Distributor $ 22,485
Snow Blower $ 138,000
Hazardous Storage
Containment $ 15,000
Backhoe $ 120,000
Snow Plow-Plow Hitch $ 12,000 $ 12,000 $ 12,000
Trailer-Heavy Equipment $ 6,000
Total Motor Vehicles and
Equipment $273,000 $299,000 $ 341,000 $ 404,000 $424,000
Sidewalk and Curb Maintenance
ADA Standard Ramps as per
transition plan for City $ 70,000 $ 70,000 $ 70,000 $ 70,000 $ 70,000
Curb replacement throughout
the City $ 30,000 $ 30,000 $ 35,000 $ 40,000 $ 40,000
Total Sidewalk and Curb
Maintenance $ 100,000 $ 100,000 $ 105,000 $ 110,000 $ 110,000
2
2015 2016 2017 2018 2019
Street and Railroad Improvements
Chip Sealing / 7-year
rotation $ 288,000 $ 295,000 $ 305,000 $ 314,000 $ 315,000
Street Improvements $ 880,000 $ 1,015,000 $ 820,000 $ 715,000 $ 720,000
Railroad Crossing
Improvements $ 20,000 $ 20,000 $ 20,000 $ 20,000
Total Street and Railroad
Improvements $ 1,168,000 $ 1,330,000 $ 1,145,000 $ 1,050,000 $ 1,055,000
Total Capital for Street
Department $ 1,541,000 $ 1,729,000 $ 1,591,000 $1,564,000 $ 1,589,000
1
2015
Street Department
REVISED 11-26-14
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2015-2019 - Replace Pickups
The Capital Asset Policy adopted by the City Council in January of 2011 states the useful
life for a special use pickup is 20 years, and 10 years for a regular use pickup, for the
Street Department.
Operating Budget Impact: Replacement vehicles will require fewer repairs.
2015: Replace 1993 Ford Crew Cab 2x4 Pickup
Which Was Lost in 06/01/2014 Fire
Cost Used: $28,000
2015: Replace 1993 Dodge ¾ Ton Flatbed 2x4 Pickup
Cost Used: $20,000
2
2016: Replace 2006 Chevy Extended Cab 4x4 Pickup
Cost New: $26,000
2018: Replace 1989 Chevy S10 Pickup
Cost New: $18,000
2019: Replace 1995 Ford F150 Pickup
Cost New: $26,000
2019: Replace 1987 GMC Pickup
Cost New: $26,000
2015-2019 - Replace Trucks
The Capital Asset Policy adopted by the City Council in January of 2011 states the useful
life for a tandem axle truck is 12 years for the Street Department.
Operating Budget Impact: Replacement vehicles will require fewer repairs.
3
2015: Replace 1991 GMC Single Axle Truck
Cost New: $171,515
2016: Replace 1992 Chevy Single Axle Truck
Cost New: $120,000
2017: Replace 1997 GMC Tandem Truck
Cost New: $175,000
2018: Replace 2000 GMC Tandem Truck
Cost New: $160,000
4
2018: Replace 2000 GMC Tandem Truck
Cost New: $180,000
2019: Replace 2005 IH Tandem Axle Truck
Cost New: $180,000
5
2015-2019 - Replace Sanders
The Capital Asset Policy adopted by the City Council in January of 2011 states the useful
life for construction equipment is 12 years for the Street Department.
Operating Budget Impact: Replacements will require fewer repairs.
2015: Replace 1987 Henderson Sander
Cost New: $25,000
2017: Replace 1991 Henderson Sander
Cost New: $34,000
2018: Replace 1997 Swenson Sander
Cost New: $34,000
2019: Replace 2002 Monroe Sander
Cost New: $20,000
2015-2019 - Replace Construction Equipment
The Capital Asset Policy adopted by the City Council in January of 2011 states the useful
life for construction equipment is 12 years for the Street Department.
Operating Budget Impact: Replacements will require fewer repairs.
2015 - Heavy Equipment Trailer
This will be a new trailer for our asphalt crew and will be capable of transporting both a
roller and a broom. The trailer currently being used is capable of transporting only one
piece of equipment, so will be used elsewhere within the Street Department.
Cost New: $6,000
Operating Budget Impact: N/A
6
2015 - Replace 1991 Tack Oil Distributor
Cost New: $22,485
Operating Budget Impact: Replacement will result in fewer equipment repairs.
2016 - Replace 1994 Snow Blower
Cost New: $138,000
Operating Budget Impact: Replacement will result in fewer equipment repairs.
2016 - Replace Hazardous Storage Containment
Cost: $15,000
Operating Budget Impact: N/A
7
2017 - Replace 1984 Case Backhoe
Cost New: $120,000
Operating Budget Impact: Replacement will result in fewer equipment repairs.
2017 - Replace 1992 Monroe Snow Plow-Plow Hitch
Cost New: $12,000
Operating Budget Impact: Replacement will result in fewer equipment repairs.
2018 - Replace 1994 Monroe Snow Plow-Plow Hitch
Cost New: $12,000
Operating Budget Impact: Replacement will result in fewer equipment repairs.
2019 - Replace 1998 Monroe Snow Plow-Plow Hitch
Cost New: $12,000
Operating Budget Impact: Replacement will result in fewer equipment repairs.
8
2019-Replace 2006 John Deere Payloader
Cost New: $160,000
Operating Budget Impact: Replacement will result in fewer equipment repairs.
2015-2019 - ADA Standard Ramps
Convert city ramps to ADA standards per transition plan for City.
Operating Budget Impact: N/A
2015 Cost: $70,000
2016 Cost: $70,000
2017 Cost: $70,000
2018 Cost: $70,000
2019 Cost: $70,000
2015-2019 - Curb Replacement
Replace damaged curbs throughout the City.
Operating Budget Impact: N/A
2015 Cost: $30,000
2016 Cost: $30,000
2017 Cost: $35,000
2018 Cost: $40,000
2019 Cost: $40,000
9
2015 Budget
Street Improvements, Maintenance & Overlays on Existing Streets
LENGTH STREET WORK COST
STREET FROM ..... TO ..... (FEET) Width REQUIRED
2015
Henry Avenue 6th Street to 8th Street 900 27 Mill and 2" asphalt overlay $40,000.00
34th Avenue 6th Street to Highway 14
Bypass 5280 36 Mill and 2" asphalt overlay
with striping $320,000.00
Railroad Street Western Ave to 1st Ave S Concrete Pavement Repairs $70,000.00
3rd Street Library driveway to Medary
Avenue South 2100 26 Mill and 2" asphalt overlay
with striping $140,000.00
Division Avenue Main Avenue South to 2nd
Street South 2500 30 Mill and 2" asphalt overlay
with digout $110,000.00
Cardinal Drive Hunters Ridge Road to
Remington Drive 920 26 Mill and 2” asphalt overlay
and digout repair $100,000.00
Remington
Drive
W. Culdesac to 7th Avenue
South 720 26 Mill and 2” asphalt overlay
and digout repair $60,000.00
3rd Street
**New Project Main Avenue to 5th Avenue 400 60
Design: Lighting, tan
sidewalks, bumpouts, curb,
overlay
$40,000.00
$880,000.00
2016
5th Avenue 3rd Street to 6th Street Permanent pavement
striping on concrete street $70,000.00
Railroad Street Western Avenue to 1st Avenue South Concrete pavement repairs $70,000.00
5th Street South Main Avenue South to
Medary Avenue South 2650 30 Mill and 2” asphalt overlay
with striping $120,000.00
Alley Location to be determined 400 20 Mill and 2" asphalt overlay $20,000.00
Castlewood
Drive
Medary Avenue to Windsor
Drive 600 26 Mill and 2” asphalt overlay $30,000.00
8th Street South Main Avenue to Regency
Court 3000 30 Mill and 2" asphalt overlay
with striping $150,000.00
Large digouts Miscellaneous locations
Repair digouts with gravel
and asphalt $85,000.00
7th Avenue
South
5th Street South to 8th
Street South 1300 30 Mill and 2” asphalt overlay $60,000.00
3rd Street
** New Project Main Avenue to 5th Avenue 400 60
Construction: Lighting, tan
sidewalks, bumpouts, curb,
overlay
$410,000.00
$1,015,000.00
10
2017
Lefevre Drive Lefevre Drive to west
culdesac 733 30 Remove asphalt, new gravel,
pave with concrete $300,000.00
3rd Avenue Harvey Dunn to 11th Street 700 35 Mill and 2” asphalt overlay $70,000.00
3rd Avenue 3rd Street to 6th Street Permanent pavement
striping on concrete street $75,000.00
2nd Street
South
Division Avenue to Main
Avenue 1300 26 Mill and 2" asphalt overlay $135,000.00
Railroad Street Western Avenue to 1st
Avenue South Concrete pavement repairs $75,000.00
Minnesota
Drive
22nd Avenue to Sunrise
Ridge Road 1000 30 Mill and 2” asphalt overlay $165,000.00
$820,000.00
2018
2nd Street
South
Main Avenue to Medary
Avenue 2600 26 Mill and 2" asphalt overlay
with striping $170,000.00
9th Avenue 8th Street to 11th Street 1600 26 Mill and 2” asphalt overlay $65,000.00
12th Avenue 6th Street to 8th Street 900 26 Mill and 2” asphalt overlay $55,000.00
Railroad Street Western Avenue to 1st
Avenue South Concrete Pavement repairs $75,000.00
Large digouts Miscellaneous locations
Repair digouts with gravel
and asphalt $50,000.00
20th Street
South
Main Avenue to Medary
Avenue 2600 36 Mill and 2” asphalt overlay
with striping $300,000.00
$715,000.00
2019
8th Street Western Avenue to 20th
Avenue 5280 30 Mill entire street width, 2"
asphalt overlay $350,000.00
Railroad Street Western Avenue to 1st
Avenue South Concrete pavement repairs $75,000.00
8th Avenue 6th Street to 11th Street 2600 26 Mill and 2” asphalt overlay $170,000.00
20th Street
South
Medary Avenue to 22nd
Avenue 2600 36 Mill and 2” asphalt overlay
with striping $300,000.00
7th Avenue 6th Street to 11th Street 2600 26 Mill and 2” asphalt overlay $150,000.00
Large digouts Miscellaneous locations
Repair digouts with new
gravel and repair with
asphalt
$50,000.00
$720,000.00
11
Railroad Crossing Improvement Projects
(Costs are shown as the City's 10% match upon receiving grant)
ESTIMATED
STREET PROJECT SCOPE CITY SHARE
2016
17th Avenue South New rail crossing with crossing arms $ 20,000.00
(City Share of project construction costs)
2017
Medary Avenue New rail crossing with crossing arms $ 20,000.00
(City Share of project construction costs)
2018
Western Avenue New rail crossing with crossing arms $ 20,000.00
(City Share of project construction costs)
2019
34th Avenue New rail crossing with crossing arms $ 20,000.00
(City Share of project construction costs)
12
Swiftel Center
5-Year Capital Improvement Plan
Project Description 2015 2016 2017 2018 2019
Building and Structures
ADDITIONS
Purchase/remodel CRC $X
Conference Center Addition $6,000,000
Dressing Rooms/Green Room $ 500,000
Kitchen/storage/receiving dock $ 500,000
Marshaling Area Addition $ 500,000
ENTRANCE REMODEL
Entrance Sidewalk $ 35,000
Lobby Vestibule $ 90,000
Sidewalk Bollards $ 20,000
Tile-Concourse $ 70,000
PARKING LOTS
East Parking Lot Asphalt $ 150,000
Northeast Driveway $ 30,000
Parking Lot Expansion $390,000
Parking Lot Lights $ 30,000
Parking Lot Repairs (Lot B) $ 60,000
MISCELLANEOUS
Lawn Irrigation-Phase III $ 7,500
Total Buildings & Structures $ 185,000 $ 120,000 $ 680,000 $ 507,500 $6,890,000
Equipment
A/V Equipment $ 20,000
Arena Carpeting $ 100,000
Arena Sound System $ 100,000
Arena Video Screen $ 300,000
Banquet Chairs $ 30,000
Chair Carts $ 15,000
Computer Upgrades $ 7,000 $ 3,000 $ 7,000 $ 7,000
Dance Floor expansion $ 10,000
Food & Beverage Equipment $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 20,000
Office Equipment $ 8,000
Outdoor Marquees $ 125,000
Portable Radios $ 7,500
Retractable Risers $600,000
Security Systems Upgrade $ 20,000
Tables $ 20,000
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2015 2016 2017 2018 2019
Trade Show Equipment $ 10,000
Trash Receptacles $ 20,000
Total Equipment $ 55,000 $ 92,500 $ 623,000 $ 187,000 $ 552,000
Maintenance
Concrete Repair/Seal/Polish $ 80,000
HVAC Rooftop Units $ 100,000
Parking Lot Crack Sealing $ 10,000
Restroom Partitions $ 46,000
Water Heaters $ 10,000
Total Maintenance $ 80,000 $ 46,000 $ 20,000 $ 0 $ 100,000
Total Capital Outlay $ 320,000 $ 258,500 $ 1,323,000 $ 694,500 $ 7,542,000
2015-2019 CIP
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2015
SWIFTEL CENTER
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2015 - Entrance Sidewalk
Replacement of the entrance sidewalk on the south side of the facility. This will
enhance how the facility looks to patrons.
Cost: $35,000
Operating Budget Impact: N/A
2015 - Lobby Vestibule
Construction of a breezeway to the main entrance of the facility.
Cost: $90,000
Operating Budget Impact: This will make the heating and cooling of the lobby more
efficient and we will save on utility costs.
2015-2019 CIP
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2015 - Parking Lots Repairs (Lot B)
Repairing failing asphalt in the south parking lots.
Cost: $60,000
Operating Budget Impact: N/A
2015 - Chair Carts
Purchase of 12 new chair carts from Clarin Seating. These will store the used chairs we
bought from Madison Square Gardens.
Cost: $15,000
Operating Budget Impact: Currently we are renting a semi-trailer for $300 per month
to store these chairs. There are also addition labor costs when getting the chairs from
the trailer because of loading and unloading them.
2015-2019 CIP
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2015 - 2019 Food & Beverage Equipment
This includes the purchase of drawer warmers, stainless work tables, hot boxes,
worktop freezer and a Merry Chef over the concession stand. Cleveland 30 gallon tilting
(braising) gas-fired skillet and one additional POS system. Refrigerated trailer for
storage of food and beverage products and one additional POS system. Portable
concessions satellite station and two additional POS systems which will bring us to our
target number of 12 POS systems.
Cost: $20,000 each year
Operating Budget Impact: This equipment will allow us to expand our food choices at
events which will in turn give us higher per caps.
2015 - Security Systems Upgrade
Installation of access controlled card swipes at 4-6 locations for employee access to the
building.
Cost: $20,000
Operating Budget Impact: N/A
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2015 - Concrete Repairs, Sealing & Polishing
Repairs and maintenance to the arena concrete floor. This process will extend the life of
the floor and will help the appearance.
Cost: $80,000
Operating Budget Impact: This project will seal the concrete and not allow it to dust,
therefore saving money on cleaning.
2016 - Sidewalk Bollards
Lighted bollards along the sidewalks to the entrance of the Swiftel Center. These will
replace the current light poles and add light to the sidewalk from the parking lots. The
added light will make it safer for our patrons.
Cost: $20,000
Operating Budget Impact: N/A
2015-2019 CIP
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2016 - Tile Concourse
Replacement of the VCT tile with ceramic tile. Also includes the installation of
expansion joints at the construction joints to prevent the flooring from cracking.
Cost: $70,000
Operating Budget Impact: The new flooring will not need to be waxed, saving money
on labor and product. Less daily maintenance will be needed with the installation of the
expansion joints.
2016 - Parking Lot Lights
Additional parking lot lights will be added to the south side of the main parking lot. This
will give the parking lots better lighting making them safer for our patrons.
Cost: $30,000
Operating Budget Impact: Electricity costs will increase
2016 - A/V Equipment
New LCD projectors, ceiling mounts, wiring, speakers, and up lights.
Cost: $20,000
Operating Budget Impact: This project will allow us to provide better audio visual
options for our clients, therefore reducing the need to rent or contract equipment out
of house. This equipment is also a revenue stream when it is rented for events.
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2016, 2018, 2019 - Computer Upgrades
Replacement of employee computers and software that will be 5+ years old.
Cost: $7,000 each year
Operating Budget Impact: N/A
2016 - Office Equipment
Purchase of new desks and chairs to replace current office equipment.
Cost: $8,000
Operating Budget Impact: N/A
2016 - Portable Radios
Replacement of two-way radios used by staff for communication during events.
Cost: $7,500
Operating Budget Impact: The new radios will replace current inventory that have
become costly to repair.
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2016 - Trade Show Equipment
Purchase of additional trade show equipment to replace inventory.
Cost: $10,000
Operating Budget Impact: This equipment is a revenue stream when rented by the
event. This will allow us to not have to rent the equipment out of house.
2016 - Trash Receptacles
Additional receptacles to replace damaged inventory.
Cost: $20,000
Operating Budget Impact: N/A
2016 - Restroom Partitions
Replacement of all restroom partitions from metal to a composite material to prevent
rusting.
Cost: $46,000
Operating Budget Impact: N/A
2015-2019 CIP
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2017 - Kitchen/Storage/Receiving Dock
The addition of an expanded kitchen and prep area along with a receiving dock for the
deliveries and additional storage area.
Cost: $500,000
Operating Budget Impact: N/A
2017 - East Parking Lot Asphalt
Asphalting the gravel parking lot East of the Swiftel Center.
Cost: $150,000
Operating Budget Impact: N/A
2015-2019 CIP
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2017 - Northeast Driveway
Asphalting driveway that runs between the Swiftel Center and the Larson Ice Center
from 32nd Avenue to 34th Avenue.
Cost: $30,000
Operating Budget Impact: N/A
2017 - Retractable Risers
Purchase of new retractable risers and seats for the arena
Cost: $600,000
Operating Budget Impact: A new system will speed up the process of setting them up
or taking them down and saving on labor costs. We also spend about 4 man hours each
time we set them up making sure that they are secure and safe by using clamps and
straps.
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2017 - Parking Lot Crack Sealing
Sealing of the cracks in the south parking lots.
Cost: $10,000
Operating Budget Impact: This will prolong the life of the asphalt and minimize the
yearly repairs.
2017 - Water heaters
Replacement of 17+ year old water heaters with high efficiency units.
Cost: $10,000
Operating Budget Impact: Utility savings will be realized with the more efficient
units.
2015-2019 CIP
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2018- Dressing Rooms / Green Rooms
Construction of a green rooms and two dressing rooms to the west side of the building.
These will be used by tournament officials and touring personnel.
Cost: $500,000
Operating Budget Impact: Labor will be saved by not converting locker rooms over to
dressing rooms. Security costs for major events will also be minimized by not needing
as many employees to secure the area. Utility costs will increase.
2018 - Phase III Lawn Irrigation
Installing lawn irrigation to the west side of the facility where we hold outdoor festivals.
East side will be phase four.
Cost: $7,500
Operating Budget Impact: Monthly water costs will increase.
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2018 - Arena Carpeting
Portable carpeting to be used in the arena when holding banquet room events.
Cost: $100,000
Operating Budget Impact: This equipment is a revenue stream when rented by the
event.
2018 - Banquet Chairs
Purchase of 200 additional banquet chairs.
Cost: $30,000
Operating Budget Impact: N/A
2018 - Dance Floor
Portable dance floor used for wedding receptions and other events.
Cost: $10,000
Operating Budget Impact: This equipment is a revenue stream when rented by the
event.
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2018 - Tables
Purchase of 100 additional tables to replace inventory.
Cost: $20,000
Operating Budget Impact: This equipment is a revenue stream when rented by the
event.
2019- Conference Center Addition
Cost: $6,000,000
Operating Budget Impact: This addition will increase our event load and attract more
visitor spending to Brookings.
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2019 - Marshalling Area Addition
Construction of a closed-in loading and unloading between the Swiftel Center and the
Larson Ice Center.
Cost: $500,000
Operating Budget Impact: The utility costs of the facility will have a net decrease by
not having the overhead doors open during load in of events in both the summer and
winter months.
2019 - Parking Lot Expansion
Add additional asphalt parking spaces to the south end of the parking lot.
Cost: $390,000
Operating Budget Impact: N/A
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2019 - Arena Sound System
Replacement of original sound system that was installed in 2000. Average life expectancy of a
system like this is 10 years.
Cost: $100,000
Operating Budget Impact: N/A
2019 - Arena Video Screen
Upgrading the current amber screen in the arena to a full color video board.
Cost: $300,000
Operating Budget Impact: N/A
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2019 - Outdoor Marquees
Replacement of outdoor advertising marquees.
Cost: $125,000
Operating Budget Impact: N/A
2019 - HVAC Rooftop Units
Replacement of heating and cooling units that were installed 2000.
Cost: $100,000
Operating Budget Impact: These units will be more efficient
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75% SALES AND USE TAX-PUBLIC IMPROVEMENT FUND
Project Description 2015 2016 2017 2018 2019
Infrastructure - Railroad Traffic Signal /
match only $ 20,000 $ 20,000 $ 20,000 $ 20,000
Infrastructure – 34th Avenue South $500,000
Infrastructure – 15th Street South $ 900,000
Infrastructure - 7th Avenue South $600,000
Infrastructure - West 20th Street South $2,000,000
Infrastructure - East 20th Street S. to I-29 $2,000,000
Infrastructure – Western Avenue South $1,000,000
Total Infrastructure $500,000 $ 920,000 $2,620,000 $2,020,000 $1,020,000
Equipment
Emergency Generator $ 275,000
Total Equipment
Total Capital Outlay Public
Improvement $1,400,000 $ 20,000 $2,620,000 $2,020,000 $1,295,000
2019 - Emergency Generator
Purchase and installation of a 400KW generator. The current back up power is battery
controlled and lights up emergency lighting long enough to get people out fo the
building. The Swiftel Center is currently a Red Cross Shelter.
Cost: $275,000
Operating Budget Impact: N/A
2015-2019 CIP
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RAILROAD CROSSING AND FUTURE STREETS:
Railroad Crossing Improvement Projects
(Costs are shown as the City's 10% match upon receiving grant)
ESTIMATED
STREET PROJECT SCOPE CITY SHARE
2016
17th Avenue South New rail crossing with crossing arms $ 20,000.00
(City Share of project construction costs)
2017
Medary Avenue New rail crossing with crossing arms $ 20,000.00
(City Share of project construction costs)
2018
Western Avenue New rail crossing with crossing arms $ 20,000.00
(City Share of project construction costs)
2019
34th Avenue New rail crossing with crossing arms $ 20,000.00
(City Share of project construction costs)
2015-2019 CIP
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135
Future New Street Construction
COST FUNDING
STREET FROM ..... TO ..... SOURCE
2015
34th Avenue South
Prince Drive to 8th Street South
$500,000
75% Sales & Use Tax
$500,000
2016
15th Street South &
south end of 7th
Avenue South
East of Main Avenue to McClemans Addition
/ Minor Collector (developer driven -
additional right-of-way needed)
$900,000
Assessment &
75% Sales & Use Tax
$900,000
2017
7th Avenue South
12th Street South to south approximately
900’/ Minor Collector (developer driven -
additional right-of-way needed)
$600,000
West 20th Street
South
Western Avenue South to Cumberland Court
/Minor Arterial
$2,000,000
75% Sales & Use Tax
$ 2,600,000
2018
East 20th Street
South to I-29
22nd Avenue to future I-29 Overpass / Minor
Arterial (Street cost between 22nd Avenue
and I-29. Grant funding will be needed for
overpass and the road east of I-29.)
$ 2,000,000
75% Sales & Use Tax
$ 2,000,000
2019
Western Avenue
20th Street South to 26th Street South
$1,000,000
Assessment & 75%
Sales & Use Tax
$1,000,000
2015-2019 CIP
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136
Brookings Municipal Liquor Store
5-year Capital Improvement Plan
Project Description 2015 2016 2017 2018 2019
Equipment
Wine Tasting Machine $ 12,000
Electric Pallet Jack
$ 4,000
Liquor Shelving $ 3,000
Free Standing Beer Cooler $ 3,000
Total Equipment $ 16,000 $ 6,000
Software
Shelf Pricing Software $ 10,000
Total Software $ 10,000 $ - $ - $ - $ -
Total Capital for Liquor Store $ 26,000 $ 6,000 $ - $ - $ -
2015-2019 CIP
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137
2015-2019
Brookings Municipal Liquor Store
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2015 - Purchase Wine Tasting Machine
The Wine Station has the ability to dispense wine in one ounce, 2.5 ounce or five ounce
portions. The purpose of this machine is to allow customers to taste various wines
before purchasing a full bottle. This is especially important in selling wines that retail for
over $10.00. The wines are kept fresh by a nitrogen system. Customers will purchase a
wine card at the tills in various denominations. The wine machine will be located near
the till area to allow our staff to monitor its proper use and to make sure the users are
of legal age. Our wine license allows us to sell wine in this fashion.
Cost: $12,000
Operating Budget Impact: This will be the only one of this type in Brookings. The
goal is to increase wine sales and resulting net profit.
2015-Electric Pallet Jack
The electric pallet jack allows employees to move pallets from and to the dock area,
storage rooms and the sales floor.
Cost: $4,000
Operating Budget Impact: Moves large pallets more safely and easily.
2015-2019 CIP
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138
2015-Shelf Pricing Software
The software allows the Manager/employees to generate shelf tags for liquor, wine and
beer that will show the price, the sale price and a description of the item.
Cost: $10,000
Operating Budget Impact: This will give customers instant pricing and descriptive
information which will facilitate the customer’s purchasing information.
2016-Liquor Shelving
The amount of new products is increasing every year and we are at the point where we
need more liquor shelving by 2016.
Cost: $10,000
Operating Budget Impact: The new liquor shelves will allow us to display liquor, our
primary sales category, in a more organized manner for customer convenience. Also, we
need to put more facings of our fast moving products which are presently being
squeezed out by new products.
2016-Free Standing Beer Cooler
New beer products are increasing at a very fast pace and we need another display unit
to facilitate displaying the craft single beers (22oz and 750 ml bottles).
Cost: $3,000
Operating Budget Impact: The single bottle category of craft beers is a fast growing
segment of our beer business and another cooler will allow us to offer these products
cold, which is what our customers prefer.
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Airport
5-year Capital Improvement Plan
Project Description 2015 2016 2017 2018 2019
Facilities and Equipment Airport Improvements
(cracks/asphalt/concrete/paint) $ 46,370 $ 48,500 $ 60,000 $ 50,000 $ 50,000
On Site Construction Phase II - finish
work (10%) (City) $ 56,400
On Site Construction Phase II - finish
work (10%) (Grant) $ 1,071,389
Pay Loader (City) $ 12,500 Pay Loader (Grant) $ 237,500 New runway friction tester (per FAA
requirements) (City) $ 375
New runway friction tester (per FAA
requirements)(Grant) $ 7,125
Design of Runway 17/35
Reconstruction – Phase I (City) $ 1,500 $ 1,500
Design of Runway 17/35
Reconstruction – Phase I (Grant) $ 28,500 $ 28,500
Vehicle from Fire Chief to
Engineering (No cost to City) $ 0
Paint Striper with Driver Unit (City) $ 5,000 Paint Striper with Driver Unit (Grant) $ 10,000 Reconstruction of Runway 17/35 –
Phase I (City) $ 25,000
Reconstruction of Runway 17/35 –
Phase I (Grant) $ 475,000
Design of Runway 17/35
Reconstruction – Phase II (City) $ 3,000
Design of Runway 17/35
Reconstruction – Phase II (Grant) $ 57,000
Reconstruction of Runway 17/35 –
Phase II (City) $ 25,000
Reconstruction of Runway 17/35 –
Phase II (Grant) $ 475,000
Design of Parallel Taxiway to 35 End
(City) $ 3,500
Design of Parallel Taxiway to 35 End
(Grant) $ 66,500
Total Facilities & Equipment (grant) $ 1,071,389 $ 273,125 $ 513,500 $ 57,000 $ 541,500
Total Facilities & Equipment (city) $ 102,770 $ 62,875 $ 91,500 $ 53,000 $ 78,500
Total Facilities & Equipment $ 1,174,159 $ 336,000 $ 605,000 $ 110,000 $ 620,000
2015-2019 CIP
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140
2015
Airport
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2015-2019 – Airport Improvements (cracks/asphalt/concrete/paint/other repairs)
The City has maintenance every year on the runways, taxiways and hangar areas which
includes crack sealing, asphalt repair and painting. The City has budgeted between
$46,370 and $60,000 for the next three years for these types of repairs, and $50,000 for
2018 and 2019. Even though the primary runway is being reconstructed, the City still has
maintenance on the hangar areas, ramp, and taxiways. The total amount budgeted for
improvement maintenance is $254,870 for the five year period:
2015 2016 2017 2018 2019
$46,370 $48,500 $60,000 $50,000 $50,000
Cost: 2015-2019: $254,870
Operating Budget Impact: These funds will be included in the operating budget for
maintenance.
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2015 – Airport Realignment Project Phase II – Finish work
The Brookings Regional Airport will be completing the remainder of Phase 2 of the
airfield realignment project in 2015. The work being completed during this year will be
the finish work from the construction project, which will likely be dirt work, seeding, and
closeout. The estimated Federal/State grant amount is $1,071,389 with a city share of
$56,400 totaling $1,127,789.
Cost: $1,127,789
Operating Budget Impact: There will be a reduction of maintenance, mowing, and
snow removal costs on closed portions of the airfield due to the construction. After the
airfield is reopened, an increase can be expected as more area will need to be
maintained. However, overall maintenance costs in future years will also be reduced for
items like runway crack repair and painting since the pavement will be new.
2015-2019 CIP
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2016 – Purchase New Loader and/or Replace 1998 Pay Loader
The 1998 John Deere Pay Loader is used for snow removal and general maintenance
needs at the airport. The acquisition or replacement vehicle will be a similar pay loader
capable of being housed in the current facility and using current attachments including:
a snow blower, a bucket, a standard plow, and a ramp plow. The Capital Asset Policy
adopted in 2011 indicates the useful life of snow removal equipment at the airport is 10
years. In 2016, the pay loader will be 18 years old, however the City may decide to keep
the pay loader, based on trade-in value, to use for additional snow removal with the
current attachments. The estimated Federal/State grant amount is $237,500 with a city
share of $12,500 totaling $250,000.
Cost: $250,000
Operating Budget Impact: Reduced maintenance costs for the new loader compared
to the existing one. However, if the 1998 loader is retained for additional years,
maintenance costs may continue as well.
2016 – New Runway Friction Tester
The airport staff checks the runway conditions during inclement weather with a friction
tester. The friction data is used so staff can issue Notice to Airmen about the condition
of the runway. The City has budgeted for a new runway friction tester in 2016. The
estimated Federal/State grant amount is $7,125 with a city share of $375 totaling
$7,500.
Cost: $7,500
Operating Budget Impact: There will be no effect on the operating budget.
2016 – 2017 Design of Construction of Crosswind Runway 17/35 – Phase I
The Brookings Regional Airport anticipates starting design and construction of the
remaining Crosswind Runway 17/35 in 2016. The project will include milling and
resurfacing the remaining portion of Runway 17/35. The estimated Federal/State grant
amount is $57,000 with a city share of $3,000 totaling $60,000.
Cost: $60,000 for 2016-2017
Operating Budget Impact: There will be no effect on the operating budget.
2015-2019 CIP
City of Brookings, SD
143
2016 – Replace Engineering/Airport Suburban with vehicle from Fire Chief
The 2004 Chevrolet Surburban is used as one of the primary vehicles for the Airport staff
for field inspections, braking action, and other airport uses. The Capital Asset Policy
adopted by the City Council in January of 2011 states the useful life for a vehicle at the
Airport Department is 10 years. In 2015, this vehicle will be 11 years old. The
replacement vehicle will be a four-wheel drive pickup from the Fire Chief. Estimated
value for the used pickup is $25,000.
Cost: $0 (truck will be transferred to Engineering Dept)
Operating Budget Impact: There will be no effect on the operating budget.
2017 – Purchase Paint Striper with Pusher/Driver
The airport staff maintain pavement markings with brushes and rollers or hire
contractors for complete airfield marking. It has become difficult to borrow a striper
from the Street Department since their striper is utilized throughout the entire painting
season. This unit will allow the airport staff to perform the striping in an efficent and
cost effective way. The new paint striper and driver unit is budgeted for 2017. This item
is not AIP eligable but funds for this unit may be requested through the SD-DOT Aviation
Fuel Taxes that have been accrued at the airport. The estimated State grant amount is
$10,000 with a city share of $5,000 totaling $15,000.
Cost: $15,000
Operating Budget Impact: There will be an increase in the operating budget for the
paint supplies for the equipment. However, there will also be a decrease in airfield
improvement costs by not having to hire a contractor to do the work.
2015-2019 CIP
City of Brookings, SD
144
2017 – Reconstruction of Crosswind Runway 17/35 – Phase I
The Brookings Regional Airport anticipates starting construction of Crosswind Runway
17/35 in 2017. The project will include milling and resurfacing the remaining portion of
Runway 17/35. The estimated Federal/State grant amount is $475,000 with a city share
of $25,000 totaling $500,000.
Cost: $500,000
Operating Budget Impact: There will be a reduction of maintenance, mowing, and
snow removal costs on closed portions of the airfield due to the construction
2018 – Design of Construction of Crosswind Runway 17/35 – Phase II
The Brookings Regional Airport anticipates completing the construction of Crosswind
Runway 17/35 in 2019. The project will include milling and resurfacing the remaining
portion of Runway 17/35. The estimated Federal/State grant amount is $57,000 with a
city share of $3,000 totaling $60,000.
Cost: $60,000
Operating Budget Impact: There will be a reduction of maintenance, mowing, and
snow removal costs on closed portions of the airfield due to the construction
2019 – Reconstruction of Crosswind Runway 17/35 – Phase II
The Brookings Regional Airport anticipates completing construction of Crosswind
Runway 17/35 in 2019. The project will include milling and resurfacing the remaining
portion of Runway 17/35. The estimated Federal/State grant amount is $475,000 with a
city share of $25,000 totaling $500,000.
Cost: $500,000
Operating Budget Impact: There will be a reduction of maintenance, mowing, and
snow removal costs on closed portions of the airfield due to the construction
2019 – Design of Parallel Taxiway C to Crosswind Runway 17/35
The Brookings Regional Airport anticipates the construction of the remaining Taxiway C
in 2020. The project will include will include grading, surfacing, and underdrain to
extend Taxiway C to the south end of the Runway 17/35. The estimated Federal/State
grant amount is $66,500 with a city share of $3,500 totaling $70,000.
Cost: $70,000
Operating Budget Impact: There will be an increase in maintenance, mowing, and
snow removal costs for this new surface.
2015-2019 CIP
City of Brookings, SD
145
2015-2019 CIP
City of Brookings
EdgeBrook Golf Course
5-year Capital Improvement Plan
Project Description 2015 2016 2017 2018 2019
Motor Vehicles and Equipment
Golf Cart lease $ 26,000 $ 26,000 $ 26,000 $ 26,500 $ 26,500
Replace 1996 Turf Truckster Heavy Duty $ 20,000
Replace 1998 Club Car Utility Vehicle $ 9,500
Replace 1998 Range Club Car $ 9,500
Replace 1997 Sprayer with 1996 Cart
(shared with Parks) $ 46,000
Replace 1992 Dodge Dakota w/used one-
ton (surplus 3 vehicles) $ 20,000
Purchase Bunker Blaster $ 5,500
Replace 1998 Cushman Turf Truckster $ 23,000
Replace 2000 Toro 580 Rough Mower $ 75,000
Mower lease payment $ 42,000 $ 42,000 $ 42,000
Replace 1995 855 Tractor $ 25,000
Replace 2000 Smithco Field Groomer $ 12,000
Total Motor Vehicles and Equipment $ 136,500 $ 124,000 $ 68,000 $ 105,500 $ 68,500
Facilities and Parks
Irrigation Pump Overhaul $ 12,000
Clubhouse Interior Upgrade $ 30,000
Pond Aerifiers $ 20,000
Drainage Improvements $ 80,000
Total Facilities and Parks $ 92,000 $ 50,000 $ 0 $ 0 $ 0
Total EdgeBrook Golf $ 228,500 $ 174,000 $ 68,000 $ 105,500 $ 68,5000
2015
EdgeBrook Golf Course
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2014-2018 - Golf Cart Lease
This is a continuing expense for the lease on the golf carts.
Cost: $26,000 each year
Operating Budget Impact: General maintenance for equipment of this type.
2015 - Replace 1996 Turf Truckster Heavy Duty UV
The golf course staff utilizes a variety of smaller utility vehicles for moving workers and
materials around the course. A variety of vehicles are used depending on the loads to be
moved.
Cost: $20,000
Operating Budget Impact: General maintenance for equipment of this type.
2015-2019 CIP
City of Brookings, SD
147
2015 - Replace 1998 Club Car Utility Vehicle
The golf course staff utilizes a variety of smaller utility vehicles for moving workers and
materials around the course. A variety of vehicles are used depending on the loads to
be moved.
Cost: $9,500
Operating Budget Impact: General maintenance for equipment of this type.
2015 - Replace 1998 Range Club Car
This cart is used to pick-up the golf balls on the driving range and will need replacement
due to general wear.
Cost: $9,500
Operating Budget Impact: General maintenance for equipment of this type.
2015-2019 CIP
City of Brookings, SD
148
2015 - Irrigation Pump Overhaul
The golf course has two pumps used for irrigation. One pump will be inspected and
overhauled in 2013; the other in 2015. Both are the original pumps from 1984.
Cost: $12,000
Operating Budget Impact: None
2015 - Replace 1996/97 Cushman Sprayer
This sprayer is shared with the parks department to sprayer herbicides and fungicides at
the golf course, city parks and public areas.
Cost: $46,000
Operating Budget Impact: General maintenance for equipment of this type.
2015-2019 CIP
City of Brookings, SD
149
2015 - Replace 1992 Dodge Dakota (surplus/trade-in three vehicles)
This cart is used to pick-up the golf balls on the driving range and will need replacement
due to general wear.
Cost: $20,000
Operating Budget Impact: General maintenance for equipment of this type.
2015 – Purchase BunkerBlaster
This piece of equipment is attached to the bunker or similar vehicle and is used to pump
water out of a sand trap after rains.
Cost: $5,500
Operating Budget Impact: General maintenance for equipment of this type.
2015-2019 CIP
City of Brookings, SD
150
2015 - Drainage Improvements
This project would include some earthwork to improve drainage on the NW end of the
course
Cost: $80,000
Operating Budget Impact: General maintenance for areas of this type.
2016 - Clubhouse Interior Upgrade
As EdgeBrook looks for ways to attract more patrons, it will be important to consider
upgrading amenities at the course. The clubhouse was purchased in 1968 and has been
furnished with dated booths and tables. Small additions to the clubhouse amenities
have been recently made, but a remodel of the interior is needed.
Cost: $30,000
Operating Budget Impact: None
2015-2019 CIP
City of Brookings, SD
151
2016 - Replace 1998 Cushman Turf Truckster
The golf course staff utilizes a variety of smaller utility vehicles for moving workers and
materials around the course. A variety of vehicles are used depending on the loads to
be moved.
Cost: $23,000
Operating Budget Impact: General maintenance for equipment of this type.
2016 - Replace 2000 Toro 580 Rough Mower
This is a large area mower used to mow roughs on the course. The course owns two
such mowers. One was replaced in 2013.
Cost: $75,000
Operating Budget Impact: General maintenance for equipment of this type.
2015-2019 CIP
City of Brookings, SD
152
2016 - Pond Aerifiers
Pond Aerifiers would assist in making the ponds more aesthetically pleasing and aid in
keeping the water quality high (moss free) for irrigation.
Cost: $20,000
Operating Budget Impact: This would add additional energy costs to the golf course.
2017- Replace Fairway and Greens Mowers
This would duplicate the replacement of these mowers that took place in 2007. This
purchase is a combination of seven heavy and light duty mowers that are used to groom
fairway and greens.
Cost: $42,000 (7 year lease agreement)
Operating Budget Impact: General maintenance for equipment of this type.
2015-2019 CIP
City of Brookings, SD
153
2018 - Replace 1995 855 Tractor
This is a general utility tractor used for mowing around the ungroomed areas of the
course.
Cost: $25,000
Operating Budget Impact: General maintenance for equipment of this type.
2018 - Replace 2000 Smithco Field Groomer
The field groomer is used to condition sensitive playing areas and sand traps.
Cost: $12,000
Operating Budget Impact: General maintenance for equipment of this type.
2015-2019 CIP
City of Brookings, SD
154
Solid Waste Collection
5-year Capital Improvement Plan
Project Description 2015 2016 2017 2018 2019
Motor Vehicles and Equipment
Replace 2000 6-yard Truck $ 150,000
Replace 2008 Automated Truck #69 $ 300,000 Replace 2009 Automated Truck #39 $ 320,000 Replace 2005 Rear Load Truck #29 $ 250,000 Total Motor Vehicles and Equipment $ 150,000 $ 300,000 $ 320,000 $ 250,000 $ -
Total Capital for Solid Waste Collection $ 150,000 $ 300,000 $ 320,000 $ 250,000 $ -
2015-2019 CIP
City of Brookings, SD
155
2015
Solid Waste Collection
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2015 - Replace 2000 6-yard Garbage Truck
The 2000 Garbage truck will be 15 years old and the normal replacement is 10 years.
This truck is used for picking up garbage and recycling in the City parks and other various
areas in the community.
Cost: $150,000
Operating Budget Impact: N/A
2016 - Replace 2008 Automated Truck #69
This Automated Garbage Truck was purchased in 2008 and as per the Capital Asset Plan,
is scheduled to be replaced in 2016. The truck is used four days a week for garbage and
recycling pickup.
Cost: $300,000
Operating Budget Impact: Annual maintenance and fuel cost
2015-2019 CIP
City of Brookings, SD
156
2017 - Replace 2009 Automated Truck #39
This Automated Garbage Truck was purchased in 2009 and as per the Capital Asset Plan
the truck is on an eight year replacement schedule, which is up in 2017. The truck is
used four days a week for garbage and recycling pickup.
Cost: $320,000
Operating Budget Impact: Annual maintenance and fuel cost
2018 - Replace 2005 Rear Load Truck #29
This rear load garbage truck is on a 10 year schedule to be replaced, but with the
automation of the recycling program we were able to extend the life of the truck three
years based on hours and miles. The truck is used for dumpster pickup, trees and yard
waste bags.
Cost: $250,000
Operating Budget Impact: Annual maintenance and fuel cost
2015-2019 CIP
City of Brookings, SD
157
Solid Waste Disposal-Landfill
5-year Capital Improvement Plan
Project Description 2015 2016 2017 2018 2019
Motor Vehicles and Equipment
Pumps, miscellaneous less than$5,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000
Replace 1993 Scale $ 150,000 Replace Concrete outside of Collection
& Landfill Shop Buildings $ 30,000
Replace 2009 Rubber-Tired loader $ 400,000 Purchase used pickup $ 30,000 Replace 2003 Gravel Truck $ 200,000 Insulate/Heat Storage Shed $ 50,000 Replace 2010 Al-Jon Compactor $ 600,000 Replace 2014 John Deere Dozer $ 550,000
Total Motor Vehicles and Equipment $ 190,000 $ 410,000 $ 290,000 $ 610,000 $ 560,000
Trenches / Covers Solid Waste Disposal -Trench 3 West $ 250,000 $ 250,000 Solid Waste Disposal -New Trench 2019 $ 250,000 $ 250,000 $ 250,000
Solid Waste Disposal -Gas Collection
System-2022 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000
Total Trenches / Covers $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000
Total Capital for Solid Waste Disposal $ 540,000 $ 760,000 $ 640,000 $ 960,000 $ 910,000
2015-2019 CIP
City of Brookings, SD
158
2015
Solid Waste Disposal / Landfill
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2015 - Replace 1993 Landfill Scale
The 1993 scale will be 22 years old and the normal replacement is 10 years. The scale is
used for weighting all vehicles that come in and out of the landfill. This scale is the key
to our revenue stream.
Cost: $150,000
Operating Budget Impact: Annual maintenance contract of $ 1,000.00
2015 - Replace 1996 Concrete Outside Collection & Landfill Shop Buildings
This concrete was done in 1996 in front of both the Collection and Landfill Shops. At the
time there was no reinforcement material put in the concrete and with the size of the
equipment increasing over the years it has cracked and heaved to the point it needs to
be replaced.
Cost: $30,000
Operating Budget Impact: N/A
2015-2019 CIP
City of Brookings, SD
159
2016 - Replace 2009 JD Loader (rubber-tired)
This loader is on a five year schedule to be replaced, but based on the low hours we will
be able to go two years longer before replacing it. The loader is used every day for
stripping clay, loading clay and many other different daily jobs at the landfill.
Cost: $400,000
Operating Budget Impact: Annual maintenance and fuel cost
2017- Used Pickup for landfill
This pickup would be used for delivering garbage carts, recycling carts and yard waste
bags for the collection operation and various functions for the landfill.
Cost: $30,000
Operating Budget Impact: Annual maintenance and fuel cost
2015-2019 CIP
City of Brookings, SD
160
2017 –Replace 2003 Gravel Truck
This Gravel Truck is on a ten year schedule to be replaced, but we were able to run it
three years long before replacing it. The gravel truck is used every day to haul clay for
Daily cover on the working face of the landfill. The average loads for week for the truck
is 94.
Cost: $200,000
Operating Budget Impact: Annual maintenance and fuel cost
2017-Insulate and Heat Storage Building
This building was built in 2009 with the intent to insulted and heated in the future. The
equipment for the Solid Waste Collection and the Landfill has grown in size to the point
where we now have to park landfill equipment in the shed year around. This shed
currently has the ceiling insulated and this cost would be for the side walls, heating
system and electrical.
Cost: $50,000
Operating Budget Impact: Annual heating cost
2015-2019 CIP
City of Brookings, SD
161
2018 - Replace 2010 Al-Jon Compactor
This Al-Jon Compactor is on a five year schedule to be replaced, but based on the hours
we will be able to go three years longer before replacing it. The compactor is used every
day to compact the household garbage. The compactor is a special machine designed
strictly of packing garbage in the landfill.
Cost: $600,000
Operating Budget Impact: Annual maintenance and fuel cost
2019 – Replace Track Dozer
This dozer is on a five year schedule to be replaced. The dozer is used everyday for
ripping clay materials lose for cover, pushing garbage and final cover. The Dozer is
Equipped with a special landfill package, which includes a GPS system that is used to
keep the landfill in compliance with the DENR permit and design regulations.
Cost: $550,000
Operating Budget Impact: Annual maintenance and fuel cost
2015-2019 CIP
City of Brookings, SD
162
Research & Technology Center
5-year Capital Improvement Plan
Funding Summary 2015 2016 2017 2018
Facility
Demolition $ 100,000
Total R&T Center Improvement $ - $ - $ - $ 100,000
2015-2019 CIP
City of Brookings, SD
163
2015
Research & Technology Building
CAPITAL PROJECTS AND CAPITAL EQUIPMENT SUMMARY:
2018 - Demolition of Research & Technology Center.
The City of Brookings received an EDA Grant to assist in construction of the R&T Center
as a business incubator. EDA placed a lien on the building, which will expire in 2017.
Space within the building is leased to start-up and researched-based businesses. The
occupancy of the building was stable during the first 10-12 years of existence, but has
fluctuated in recent years. Declining occupancies, increased maintenance, competing
public and private sector facilities, and the property location lead staff to believe the
best long-term use of this property is as a redevelopment project whereby the building
would be razed and the site offered for sale. The R&T Center does provide a transfer
annually to the General Fund. The transfer is based upon the occupancy of the building
and has decreased annually since 2010.
Cost: $100,000
Operating Budget Impact: N/A
2015-2019 CIP
City of Brookings, SD
164
INDEX
City Council & Leadership Team Members .................................................................................. 1
City Manager Memo .................................................................................................................... 2
Airport CIP Summary ............................................................................................................... 140
Detail .................................................................................................................................. 141
City Clerk CIP Summary ................................................................................................................ 3
Detail ...................................................................................................................................... 4
Community Development CIP Summary ..................................................................................... 6
Detail ...................................................................................................................................... 8
Dakota Nature Park CIP Summary ............................................................................................. 41
Detail .................................................................................................................................... 42
EdgeBrook Golf Course CIP Summary ...................................................................................... 146
Detail .................................................................................................................................. 147
Engineering Department CIP Summary ..................................................................................... 11
Detail .................................................................................................................................... 12
Finance & Information Technology CIP Summary ..................................................................... 26
Detail .................................................................................................................................... 27
Fire Department CIP Summary .................................................................................................. 31
Detail .................................................................................................................................... 32
Forestry Dept CIP Summary ....................................................................................................... 85
Detail .................................................................................................................................... 86
General Government Buildings CIP Summary ........................................................................... 15
Detail .................................................................................................................................... 16
Hillcrest Aquatic Center CIP Summary ....................................................................................... 43
Detail .................................................................................................................................... 44
Larson Ice Center CIP Summary ................................................................................................. 80
Detail .................................................................................................................................... 81
Library CIP Summary .................................................................................................................. 38
Detail .................................................................................................................................... 39
Liquor Store CIP Summary ....................................................................................................... 137
Detail .................................................................................................................................. 138
Parks Department CIP Summary ................................................................................................ 48
Detail – Motor Vehicles & Equipment ................................................................................. 50
Detail – Facilities & Parks .................................................................................................... 61
Police Department CIP Summary ............................................................................................... 89
Detail .................................................................................................................................... 90
Police Department – Animal Control CIP Summary .................................................................. 98
Detail .................................................................................................................................... 99
Police Department – E911 Dispatching CIP Summary ............................................................. 100
Detail .................................................................................................................................. 101
2015-2016 CIP
City of Brookings, SD
165
Public Improvement Fund / 75% Sales & Use Tax CIP Summary............................................. 134
Infrastructure Projects ....................................................................................................... 134
Railroad Crossing Improvement Projects .......................................................................... 135
Future New Street Construction Projects .......................................................................... 136
Recreation Department Summary ............................................................................................. 46
Detail .................................................................................................................................... 47
Research & Technology Center CIP Summary ......................................................................... 163
Detail .................................................................................................................................. 164
Solid Waste Collection CIP Summary ....................................................................................... 155
Detail .................................................................................................................................. 156
Solid Waste Disposal - Landfill CIP Summary ........................................................................... 158
Detail .................................................................................................................................. 159
Special Assessment Fund CIP Summary..................................................................................... 18
Detail .................................................................................................................................... 19
Storm Drainage Fund CIP Summary ........................................................................................... 22
Detail .................................................................................................................................... 23
Street Dept CIP Summary ........................................................................................................ 102
Detail .................................................................................................................................. 104
Existing Street Improvements, Maintenance & Overlays .................................................. 112
Railroad Crossing Improvement Projects .......................................................................... 114
ChipSeal Project Areas ....................................................................................................... 115
Swiftel Center CIP Summary .................................................................................................... 116
Detail .................................................................................................................................. 118
2015-2016 CIP
City of Brookings, SD
166
75% of Second Penny Sales & Use Tax Cash Projections 4/2/2015
Description 2016 Projected 2017 Projected 2018 Projected 2019 Projected 2020 Projected 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected
INCOME
Sales & Use Tax 4,679,420$ 4,819,803$ 4,964,397$ 5,113,329$ 5,266,728$ 5,424,730$ 5,587,472$ 5,755,096$ 5,927,749$ 6,105,582$
TIF# 5 ,6, & 7 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000
Other Income 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000
Income Total 4,979,420 5,119,803 5,264,397 5,413,329 5,566,728 5,724,730 5,887,472 6,055,096 6,227,749 6,405,582
DEBT PAYMENTS
Debt Service Costs 2,393,854 2,395,554 2,393,041 2,396,166 2,394,504 2,394,409 1,111,409 734,911 734,911 734,911
DONATIONS
SDSU Research Park 150,000 125,000 100,000 75,000 75,000
Boys & Girls Club-Teen Center 100,000 100,000 100,000 100,000
Donation Expenditure Total 250,000 225,000 200,000 175,000 75,000
IMPROVEMENTS TO EXISTING CITY ASSETS
Gateway Project 650,000$
Parks-Maintenance 581,000$ 1,392,000$ 160,000$ 300,000$
Edgebrook Golf Course 254,000$ 68,000$ 105,500$ 68,500$
Swiftel Center 258,500$ 1,000,000$ 694,500$ 1,042,000$
Airport Capital 62,875$ 91,500$ 53,000$ 78,500$
Railroad Traffic Signal Match 20,000$ 20,000$ 20,000$ 20,000$
STREETS
7th Ave S (S End)/15th St S 600,000$
W20th St S Western Ave to Cumberland 2,000,000$
E20th St S & 22nd Ave to future Overpass 8,000,000$
Western Avenue S 1,000,000$
Street Dig outs and Overlays/50%507,500$ 410,000$ 357,500$ 360,000$
NEW PUBLIC IMPROVEMENTS
Bob Shelden Field Upgrades 4,000,000$
Youth Baseball Fields 7,500,000$
Total Expenditures 4,327,729 8,852,054 11,983,541 5,440,166 2,469,504 2,394,409 1,111,409 734,911 734,911 734,911
Net 651,691 -3,732,251 -6,719,145 -26,838 3,097,225 3,330,322 4,776,063 5,320,185 5,492,838 5,670,671
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 2015-0273,Version:1
City Council Ex-Officio Reports.
Summary:
Pursuant to council direction, “City Council Member Ex-Officio Reports” will be a standing agenda
item at all Council Study Sessions. The Council Members that serve as Ex-Officio members on the
Brookings Health System Board of Trustees and Utility Board will provide verbal reports regarding
recent meetings they have attended.
Brookings Municipal Utility Board:
1.Council Member Niemeyer
2.Council Member Hansen
Brookings Health Systems Board of Trustees:
1.Council Member Kubal
2.Council Member Corbett
City of Brookings Printed on 4/21/2015Page 1 of 1
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