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2015_09_15 CC PKT - REVISED
City Council City of Brookings Meeting Agenda Brookings City Council Brookings City & County Government Center 520 3rd St., Suite 230 Brookings, SD 57006 Phone: (605) 692-6281 Fax: (605) 692-6907 Vision Statement: "We are an inclusive, diverse, connected community that fuels the creative class, embraces sustainability and pursues a complete lifestyle. We are committed to building a bright future through dedication, generosity and authenticity. Bring your dreams!" Community Room5:00 PMTuesday, September 15, 2015 Study Session The City of Brookings is committed to providing a high quality of life for its citizens and fostering a diverse economic base through innovative thinking, strategic planning, and proactive, fiscally responsible municipal management. 5:00 PM STUDY SESSION 1. Call to Order / Pledge of Allegiance 2. Record of Council Attendance 3.ID 2015-0658 Community and Campus Discussion Draft Charter Assessments of Elements SDSU Wellness Center Expansion Campus Map SDSU Parking Classification Map Attachments: - Council Questions / Discussion - Item to return to Council for consideration or adoption at later date - Estimated Time: 60 minutes 4.ID 2015-0659 Visioning Charrette - City’s Involvement Charrette Objectives 2013 Brookings Area Visioning Charrette final document Attachments: - Council Questions / Discussion - Item to return to Council for consideration or adoption at later date - Estimated Time: 30 minutes Page 1 City of Brookings September 15, 2015City Council Meeting Agenda 5.ID 2015-0655 Update on Encouraging Minorities to Apply for Employment - Council Questions / Discussion - Item to return to Council for consideration or adoption at later date - Estimated Time: 15 minutes 6.ID 2015-0656 Update on Language Translation Availability State Statutes United Way Interpreter Program Attachments: - Council Questions / Discussion - Item to return to Council for consideration or adoption at later date - Estimated Time: 15 minutes 7.ID 2015-0649 Update on Incentive Based Parking for On-Premise Parking Parking on premise, incentive based optionAttachments: - Council Questions / Discussion - Item to return to Council for consideration or adoption at later date - Estimated Time: 20 minutes 8.ID 2015-0650 Update on review of Residential Parking Requirements in Comparison to other University Communities Parking Comparisons Parking regulations, ord. history Attachments: - Council Questions / Discussion - Item to return to Council for consideration or adoption at later date - Estimated Time: 20 minutes 9.ID 2015-0651 Update on rezoning process for the following parcels to B1 (2nd Street South to the railroad tracks- one block on either side) Folsom Area Maps (Main Ave. So.)Attachments: - Council Questions / Discussion - Item to return to Council for consideration or adoption at later date - Estimated Time: 20 minutes 10.ID 2015-0657 Update on various Boards, Committees, and Commissions Residency Requirements Residency RequirementsAttachments: - Council Questions / Discussion - Item to return to Council for consideration or adoption at later date - Estimated Time: 10 minutes 11. City Council member introduction of topics for future discussion. Any Council Member may request discussion of any issue at a future meeting only. Items cannot be added for action at this meeting. A motion and second is required stating the issue, requested outcome, and time. A majority vote is required. 12. Adjourn. Page 2 City of Brookings September 15, 2015City Council Meeting Agenda Brookings City Council: Tim Reed, Mayor, Keith Corbett, Deputy Mayor & Council Member Council Members Patty Bacon, Dan Hansen, Scott Meyer, Ope Niemeyer, Jael Thorpe 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 3 City of Brookings City of Brookings Staff Report Brookings City & County Government Center, 520 Third Street Brookings, SD 57006 (605) 692-6281 phone (605) 692-6907 fax File #:ID 2015-0658,Version:1 Community and Campus Discussion Summary: President Chicoine and representatives of SDSU will meet jointly with the city council to discuss campus/community issues. Attachments: Draft Charter - posted 9.15.2015 Assessments of Elements SDSU Wellness Center Expansion Campus Map SDSU Parking Classification Map City of Brookings Printed on 9/15/2015Page 1 of 1 powered by Legistar™ DRAFT Charter University Community Coalition Sponsored by the City of Brookings, SD and South Dakota State University Purpose: The Brookings community and South Dakota State University (SDSU) have a long history of collaboration and cooperation for their mutual benefit. The purpose of this University Community Coalition is to identify, investigate, propose and advocate practices and policies that will improve the well-being of the university-community relationship and the quality of life in Brookings. In addition, the University Community Coalition will create a platform for effective communication between the Brookings community and South Dakota State University. Objectives: Provide a venue for collaboration and communication; Identify, investigate, and promote activities, practices, and policies that improve the university and community relationship; Explore where the Campus and Community can help each other attain its mission and vision; Enhance students off-campus experiences and encourage connectivity with the greater Brookings community; Encourage community members connectivity with university programs and events; Create initiatives to encourage public safety, community health, and a high quality of life for students and community members; Provide a venue for community-wide discussion on issues affecting both the university and Brookings community; Issues can be referred to the coalition from the City Council, SDSU President’s Executive Council, SDSU Student Association, SDSU Academic Senate for assistance and advice. Membership A 9 member coalition is to be selected to organize meetings, host open forums, etc. 5 positions on the steering committee would be appointed by the Mayor and City Council, including the following. City Manager or appointee Chief of Police or appointee SA President or appointee VP of Student Affairs or appointee VP of Public Safety and Security or appointee Four at-large positions would then be selected by the steering committee. The at-large appointments should consider issues facing the University and Community. (ie: student, business leader, property owner, involved community member, bar proprietor) Expectations of members: *Appoint a chair to conduct meetings. *Adhere to code of ethics and city open meeting policies. *Work to achieve community wide solutions and not represent an individual member's goals or platform. *Minimum of one open forum meetings annually, in addition to an annual forum to recap the year. The annual forum would include university administration, city officials, student government, etc. MAIN Academic Evaluation & Assessment SFND F2 Administration Building SAD E3 Agricultural Engineering SAE D5 Alfred Dairy Science Hall SDS D3 Alpha Gamma Rho Fraternity (Men’s) F8 Alpha Xi Delta Fraternity (Women’s) G8 Alvilda Myre Sorenson Center SSOR E2 American Indian Education & Cultural Center SFND F2 Animal Disease Research SAR C3 Animal Resource Wing SAW B3 Animal Science Complex SAS C3 Architecture, Mathematics & Engineering Building SAME E4 Avera Health & Science Center SAV E3 Bailey Rotunda SRO E4 Berg Agricultural Hall SAG D3 Central Heating Plant SCP E4 Ceres Fraternity (Women’s) F8 Communications Center SCM E4 Coughlin Campanile E3 Crothers Engineering Hall SCEH F3 Daktronics Engineering Hall SDEH F4 Davis Dairy Plant SDSP D3 DePuy Military Hall SDP D4 Dykhouse Student-Athlete Center SDSC C5 East Headhouse SEHH C4 Edgar S. McFadden Biostress Lab SNP C3 Enrollment Services Center SESC D2 Admissions Financial Services Ethel A. Martin Building SEM D3 Facilities & Services SFS C4 Facilities & Services Customer Service Center SFCS C4 Farmhouse Fraternity (Men’s) F8 Fishback Center for Early Childhood Education SPC F3 Foundation Seed Conditioning SFSS C4 Grove Hall SGH E5 Harding Hall SHH F4 Horse Unit B2 Horticulture Greenhouse SHG C4 Horticulture & Forestry SHF C4 Intramural Building SIM D3 Jerome J. Lohr Building (SDSU Foundation) F2 Library (Hilton M. Briggs) SBL D4 Lincoln Music Hall SLM E3 Medal of Honor Park D4 Motor Pool Complex SMPC C2 North Headhouse SNHH B3 Old Horticulture SOHO E3 Performing Arts Center SPAC D6 Physiology Laboratory SPL C3 Plant Science Building SPSB C4 Pugsley Center SPC F3 Sanford-Jackrabbit Athletic Complex SSJC B5 Scobey Hall SSB E2 SDSU Bookstore SSU E5 SDSU Disc Golf Course D7 Seedhouse SSD C3 Sigma Alpha Epsilon Fraternity (Men’s) G8 Solberg Hall SSO E3 Stanley J. Marshall HPER Center SPE D6 Tompkins Alumni Center STA E2 University Police Department C6 University Student Union SSU E5 Wagner Hall SWG E4 Wecota Annex SWX D2 Wecota Hall SWC E2 Wellness Center SSWC D5 Wenona Hall SWE D2 West Hall SWH E2 Wheat Commission Greenhouse SWCD C3 Wintrode Student Success Center SWSC F3 Woodbine Cottage SWBC E2 Yeager Hall SYE D4 FOOD SERVICE University Student Union SSU E5 Dairy Bar SDM D3 Hansen Hall SHN D2 Larson Commons SLC F6 RESIDENCE HALLS Abbott Hall SAH E4 Ben Reifel Hall SREF F4 Binnewies Hall SBN F6 Brown Hall SBH E5 Caldwell Hall SCH E6 Hansen Hall SHN D2 Honors Hall SHON E5 Hyde Hall SHYD F5 Mathews Hall SMH E5 Meadows North Apartments SMN C1 Meadows South Apartments SMS D1 Pierson Hall SPR E5 Schultz Hall SSCH E5 Spencer Hall SSH E4 State Court Family Housing SSC F6 State Village Family Housing SSV F6 Thorne Hall STH E4 Waneta Hall SWN D2 Young Hall SYH E6 EVENT LOCATIONS Agricultural Heritage Museum SAGM D2 Animal Science Arena SAA B3 Coolidge Sylvan Theatre SSY F3 Coughlin-Alumni Stadium SCS C5 Doner Auditorium SAD E3 Erv Huether Field B6 Fishback Studio Theater SPAC D6 Frost Arena SPE D6 Jackrabbit Softball Field B6 Larson Memorial Concert Hall SPAC D6 McCrory Gardens Education & Visitor Center G9 Peterson Recital Hall SLM F3 Roberts Reception Hall SPAC D6 Rodeo Grounds B2 South Dakota Art Museum SMU E3 Volstorff Ballroom SSU D5 South Dakota State univerSity 2015–2016 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 61 72 79 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 106 107 108 GENERAL INFORMATION (605) 688-4151 MAP EFFECTIVE JULY 1, 2015. UPDATED JUNE 2015. www.sdstate.edu 1000 copies, $.63 each. UR037 6/15 Student Union Lane HPER CENTER University Boulevard WARREN E. WILLIAMSON INTRAMURAL FIELDS PRACTICE FOOTBALL FIELDS Jackrabbit AvenueCampanile AvenueCampanile AvenueCollege AvenueJackrabbit AvenueJackrabbit AvenueJEROME J. LOHR BUILDING (SDSU FOUNDATION) ADMISSIONS 2015 CONSTRUCTION MC CRORYARBORETUM Site Fencing Building Site Construction Zones Construction scheduled to be completed January 2016. Construction scheduled to be completed Fall 2016. Parking/ Access Roads 1 2 3 4 5 6 8 9 10 11 13 14 15 16 18 19 20 21 23 24 25 27 12 17 28 29 30 31 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 106 107 108 60 7 22 26 32 ©SWIFTEL COMMUNICATIONS 2016 CREATED BY: JUSTIN BORNS NO REPRODUCTION, WHOLE OR IN PART, WITHOUT WRITTEN PERMISSION. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 2C-BVA TS1 2D-CS VA TS1 1ST ST D3-4; D4 2D-CS TS TS1 2ND AV C2 2D-CS VA DN2 4-3CTS DN2 3-2DS TS DN2 3RD AV B-C2; C-D2 3RD AV S D-E2 4-2CTS DR3 3-2DS TS DR3 3-2DTS HT4 3-2DS TS HT4 2D-CVA HT5 5TH AV S D-E2 4-2CTS HT5 4-2DS TS HT5 3C-BVA HT6 3E-DS VA HT6 5-2CTS HT6 2CTS HT6 W 6TH ST S D5 3D-CVA HT7 7TH AV S B-E3; E3; F3 7TH AV W B1 4-2CTS HT7 2CTS HT7 W 3ES TS HT7 3D-BVA HT8 3DS VA HT8 4-2CTS HT8 2CTS HT8 W 4-1ES TS HT8 1ES TS HT8 W 3D-BVA HT9 3FS VA HT9 9TH ST B3;B4 2BTS HT9 W 3BTS HT01 W 10TH ST B2 3ES TS HT01 3D-BVA HT11 11TH ST B2-3; B4 3ES TS HT11 12TH AV B-D3 12TH ST S E2-4 3D-BVA HT31 2-1BW TS HT31 14TH AV B-C3; D3 3CVA HT51 15TH ST S F2; F3; F4 16TH AV A-D4 3FS TS HT61 4D-CVA HT71 4F-DS VA HT71 3FS TS HT71 18TH AV D4 19TH AV D4 3FS TS HT91 4D-BVA HT02 4-1FS TS HT02 4D-CVA TS12 21ST AV S D4 4D-AVA DN22 4G-ES VA DN22 4GS TS DN22 4GS TS DN32 4C-BVA HT52 2GS TS HT62 30TH AV A-B5 32ND AV A-B5; C-D5 5E-DS VA DN23 32ND ST S E1 5AVA DR33 34TH AV A-E5 TESNI EESS TS HT53 TESNI EESS TS HT63 TESNI EESS TS HT73 TESNI EESS TS HT83 2DVA TROPRIA 2ERT EHCAPA 4EEGDIR ROBRA TESNI EESRD CITCRA ARROWHEAD PASS E3 3DVA HSA TESNI EESVA NEPSA 4FRIC ATSUGUA 3DVA HCRIB BLAIRHILL CIRCLE F3-4 2GRIC LLEB EULB BLUE BELL DR G2 4-3FEVA LLIGEULB 4-3FRIC LLIGEULB BRECKENRIDGE LN E3 BRIGHTON RD F1 BROKEN BOW TR E2 3ERD NWALKOORB 3ERD ERIHSKOORB BUFFALO TR F2 CALUMET RD F2 3CVA ELINAPMAC 3ENL DOOWELDNAC CAPITAL ST B5 3FRD LANIDRAC 3FRIC RD LANIDRAC 3ERD DOOWELTSAC 3DVA RADEC 4GRD LARRAPAHC 3F-EVA ENITSIRHC CIRCLE DR B2 CONSTITUTION BLVD F4 3BVA EGELLOC COPPER MT CIR F2 COPPER MT RD E-F2 COUNCIL RIDGE RD F2 2GTRC GIARC CRYSTAL RIDGE CIR E2 CRYSTAL RIDGE RD E2 CUMBERLAND CT G1 CYPRESS POINT CIR F4 CYPRESS POINT DR F4 2GEVOC DIVAD 4CVA ATOKAD 4CTS ATOKAD DAKOTA TR E2 DAKTRONICS DR D5 2GTRC NAED DEER LN E2 DEER PASS F2-3 DERDALL DR D4 2DVA NOISIVID DOGWOOD AV D3 4FRD LAROD EAST WYE MESA G4 EASTBROOK DR D4 EASTERN AV D4 EBERLEIN DR F2 EDGEBROOK CIR G4 3E-DVA MLE ELMWOOD DR D4 EMERALD CIR E2 4CRD YTLUCAF FINCH CIR F2 FLINT PASS F2 FOLSOM ST D2 FOLSOM ST W D2 3DTS TSEROF FRANKLIN AV F4 FREEDOM ST F4 2CTS TNORF 3DVA YELLIG GOLDEN ROD TRL G3 GREY OWL PASS F2 HALF MOON RD F2 HAMMOND AV E3 HARVEY DUNN ST B2-3 HAWAII DR SEE INSET HEATHER LN SEE INSET 2GTRC NELEH 2CVA YRNEH HERITAGE DR D-E3 HICKORY ST SEE INSET HONOR DR B2 3EVA RENROH HORSE SHOE BEND G4 2CVA SEHGUH HUNTERS RIDGE RD F2-3 INDEPENDENCE AV B2 INDIAN HILLS RD E-F2 INNOVATION DR B4 INSBROOK LN D4 4CTS AWOI JACKRABBIT AV B4 JEFFERSON AV C-D4 2BVA ECITSUJ 4CRD SASNAK KING ARTHUR CT E3 LAUREL LN E-F4 LARKSPUR CIR G2 LARKSPUR RIDGE RD G2 5CRD ERVEFEL LEGEROS DR D3-4 LEPRECHAUN CIR F3 LIBERTY LN F4 LINCOLN LN C-D4 MAIN AV B2; C-F2 2G-DS VA NIAM MAPLE DR SEE INSET 4DVA NAIRAM MARTIN BLVD G2 MEDARY AV A-F3 MEDARY AV S G3 MILLER DR B4 MINNESOTA DR C4 MOCKINGBIRD LN F2 MONARCH LN E-F4 MORIARTY DR F4 MORGANS RUN/PASS G4 MORNING GLORY CIR G2 MORNING GLORY DR G2 MORNINGSIDE DR D4 MUSTANG PASS F2-3 NAPA VALLEY ST G1 NICOLE LN B4 NORTH CAMPUS DR B3 OAK LN SEE INSET OAKWOOD CIRCLE E3 4CRD OIHO 4DTS NEIWLO ONAKA TR E2 3FRT ELOIRO ORCHARD DR D3-4 OVERLOOK RIDGE RD F2 PACTOLA COVE F3 3ERD ALEMAP PARK AV CIRCLE E4 4E-DVA KRAP PARKWAY BLVD E3 PATRIOT PS B2 PEBBLE BEACH DR F4 PHEASANT RUN CIR E-F3 PHEASANT RUN RD E3 PINE AV SEE INSET PINEHURST DR F4 PINE RIDGE RD F2 PLEASANT VIEW DR SEE INSET POWDERHORN PASS F2 PRAIRIE VIEW DR E3 PRIMROSE CIR G2 PRIMROSE DR G2 5DRD ECNIRP RAILROAD ST C2 RAINBOW PKWY D2 3FRIC REGNAR RAPID VALLEY ST G1 REGENCY CT E2 3FNOTGNIMER REMINGTON CIR F3 RESEARCH PKWY A4 2GDR ADNOHR 4DRD EGDIR 3EVA STREBOR 4CDR NIBOR ROUNDUP CIR G4 RIO GRAND AV G1 SANTEE PASS F2 SANTEE TR F2 SAWGRASS DR F4 SAWGRASS CIR F4 SEQUOIA CT E3 SHERIDAN CIR F3 2FSSAP XUOIS SIOUX TR F2 SKYVIEW LN D4 SLIP-UP CREEK RD G4 SONOMA VALLEY ST G1 SOUTHLAND LN E4 SOUTHVIEW DR D4 SPYGLASS HILL DR F4 SQUIRE CT E3 ST. JUSTICE ST F3 STADIUM RD A3-B3 4CVA ETATS 4CTS ETATS STEAMBOAT TR E1 STUDENT UNION LN B3-B4 SUMMIT PASS E2 SUN VALLEY ST G1 SUNDANCE PASS F2 SUNNY BROOK DR A4 SUNRISE CIR SEE INSET SUNRISE RIDGE CIR C4 SUNRISE RIDGE RD D4 3FEVA NAVLYS TALLGRASS PRKWY G3 TANBURY LN F3 TATANKA PASS F2 TECHNOLOGY DR B4 TELLURIDE CIR E2 TELLURIDE LN E2 2GVA ASERET TERRACE DR E4 TETON LN F2 TETON PASS F2 THUNDER LN E2 THUNDER PASS E2 TORREY PINES DR F4 TRAIL RIDGE CIR E-F2 TRAIL RIDGE RD E-F2 TUMBLEWEED DR G4-5 UNIVERSITY BLVD B4 VAIL AV E1 VAIL CIR E1 VICTORY ST D4 3DTS ENIV WAGON WHEEL CIR G4 WAHPETON PASS E2 WALNUT LN SEE INSET WEST 8TH ST S E1 WEST WYE MESA G4 WESTERN AV A-D2 WESTERN AV S F-G2 WESTERN AV CIR B2 WESTMINSTER DR E3 WILLOW SPRINGS CIR F3 2CVA NOSLIW WINDSOR DR E-F3 WISCONSIN ST D3-4 2FRIC NERW WINDERMERE CIR F3 WINDERMERE WAY F3 YELLOWSTONE DR E3 YORKSHIRE DR D4 YORKTOWN CIR E-F3 YORKTOWN DR F3 YOSEMITE LN E3 NORTHBROOK PARK (COMMUNITY GARDENS) (DAKOTA PLAINS CART TRACK) SEXAUER PARK VETERANS' MEMORIAL BROOKINGS MUNICIPAL UTILITIES PIONEER PARK/BANDSHELL FIRE & POLICE BUILDING CITY/COUNTY BUILDING CHAMBER OF COMMERCE POST OFFICE SWIFTEL COMMUNICATIONS CHILDREN'S MUSEUM OF SOUTH DAKOTA PUBLIC LIBRARY SOUTHSIDE PARK BROOKINGS COUNTY COURTHOUSE SHERIFF'S OFFICE LIONS PARK PERFORMING ARTS CENTER HILLCREST AQUATIC CENTER HILLCREST ELEMENTARY SCHOOL HILLCREST PARK BROOKINGS EAST FIRE STATION & OFFICE BUILDING MCCRORY GARDENS AVERA BROOKINGS MEDICAL CLINIC HOSPITAL LARSON PARK LARSON ICE CENTER SWIFTEL CENTER HIGH SCHOOL DWIGGINS MEDARY PARK (BOB SHELDEN FIELD) SANFORD MEDICAL CLINIC MICKELSON MIDDLE SCHOOL CAMELOT PARK CAMELOT ELEMENTARY SCHOOL MORIARTY PARK EDGEBROOK PUBLIC GOLF COURSE SOUTHBROOK SOFTBALL COMPLEX FISHBACK SOCCER COMPLEX INDIAN HILLS PARK (2 LOCATIONS) SOCIAL SERVICES/JOB SERVICE NATIONAL GUARD ARMORY MEDARY ELEMENTARY SCHOOL DAKOTA PRAIRIE ELEMENTARY SCHOOL Hourly Pay Lot SRO SPESSWC SAE SDPSYESIM SAV SPC SAD SOHO SCM SWG SMH SSH STH SGH SAH SBH SREF SHYD SHON SPR SSCH Intramural Field SDSU Disc Golf Course SCH SYH SBN SLC SSC SSV SDEH SHH SSOSLM SCEH SPC SWSC SFND STA SSB SWH SWBC SWN SWX SWC SWE SHNSMS SMN SDS SSD SWHHSWCD SPL SPSB SEHH SAG SNP SHG SHF SAS SAA SSCD SAR SAW SFSS SFS SFCS SMPC SDSC SEM SSY SAME SSOR SSJC Coughlin-Alumni Stadium Frost Arena University Student Union South Dakota Art Museum AdmissionsOce Ag HeritageMuseum SDSU Foundation PerformingArts CenterBriggs Library CoughlinCampanile Erv Huether Field JackrabbitSoftball Field Rodeo Grounds McCroryGardens Plant ScienceResearch Farm Hourly Pay LotUniversityBookstore Meat Lab Dairy Bar UniversityPolice Parking Services 11th Street Harvey Dunn 9th Street 8th Street 7th Street Grove Lane 6th Street North Campus Drive 8th Street University Boulevard Campanile Avenue9th Avenue11th Avenue12th AvenueCampanile Avenue14th AvenueMedary AvenueMedary AvenueJackrabbit AvenueJackrabbit AvenueMedary AvenueStadium DriveJackrabbit AvenueUS Highway 14 Bypass US Highway 14 Bypass 6th Street 22nd Avenue22nd Avenue 22nd AvenueParking Legend Visitor Parking Disability Parking 20 Minute Parking Construction scheduled to be completed Fall 2016 Reserved ($276) Campus Commuter ($148) Paved Remote ($65) Gravel ($5) Southeast Resident ($148) Northwest Resident ($148) 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 2015-0659,Version:1 Visioning Charrette - City’s Involvement Summary: The Brookings Economic Development Corporation (BEDC) hosted a community visioning charrette in 2013 to gather input for future planning and projects. On April 21, 2015, the City Council reviewed the Visioning Charrette Final Report and tentatively identified areas the City may take leadership or support roles. Attached is a summary of the proposed areas of involvement discussed. Attachments: Charette Objectives 2013 Brookings Area Visioning Charrette final document City of Brookings Printed on 9/10/2015Page 1 of 1 powered by Legistar™ Draft dated 5/7/15 2013 Brookings Area Visioning Charrette: The following represents areas of the Charrette outcomes where the City of Brookings will take both leadership and support roles in working with strategic partners to further the betterment of Brookings, as it aligns with the City’s Mission of 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. City Leadership Role/Support Role (these need to be defined) Community Engagement Objective: Establish an idea harvesting process to solicit suggestions and relay success derived from suggestions. Actions Progress Notes 1. Frequently hold town hall meetings/public forums on salient topics to solicit community input. Sustainability Council Indicator Report Community Engagement Objective: Implement processes to increase participation in community building efforts Actions Progress Notes 1 New Resident Picnic Consider expanding biannual diversity potlucks Leadership Objective: Engage K-16 educational system 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. Actions Progress Notes 1 Create additional connections between student associations and public bodies In addition to SDSU student senate. Identify student group partners (Human Rights Committee). Bring diversity of opinion. Social Environment Objective: Develop an awareness system to ensure people are informed of social engagement opportunities Actions Progress Notes 1 Create a central calendar mobile app 2 Create an enhanced welcome packet/relocation guide Social Environment Objective: Create a variety of indoor and outdoor gathering spaces that provide life-stage and intergenerational opportunities for residents to connect. Actions Progress Notes 1 Create multiple indoor/outdoor wellness opportunities Indoor recreation center 2 Develop an outdoor town center gathering space Campus/Community Relationship Objective: Pursue campus/community partnerships that advance innovation and development opportunities for SDSU and the Brookings Community. Actions Progress Notes 1 Hold annual meeting between City Council and Student Senate 2 Involve the community as active participants in the SDSU strategy and civic discussions University Campus Coalition Draft dated 5/7/15 Campus/Community Relationship Objective: Promote and encourage interaction and connections by students, residents, and businesses throughout all aspects of the community. Actions Progress Notes 1. Welcome letters to new students Economic Environment Objective: Closely align economic development efforts with “people focus” to ensure availability of human talent. Actions Progress Notes 1 Provide an affordable variety of available housing 2 Increase amenities and provide incentives to fill key gaps Physical Environment Objective: Create distinct and diverse neighborhoods utilizing varied subdivision designs, neighborhood gateway entrances, and community features such as parks and pathways. Actions Progress Notes 1 Revitalize older neighborhoods Involve Planning Commission, Historic Preservation Commission, Sustainability Council 2 Implement adaptive reuse of buildings 3 Develop design guidelines Downtown – review current voluntary design guidelines 4 Generate retail space of all sizes 5 Develop space to allow creative expression 6 Address urban blight of housing and buildings Physical Environment Objective: Incorporate sustainable design features in residential, commercial and industrial districts. Actions Progress Notes 1 Develop green space and gardens Downtown 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 Page 1 Page 2 Page 3 Page 4 Page 6 Page 6 Page 6 Page 7 Page 7 Page 2 Page 4 Page 6 Page 8 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 2015-0655,Version:1 Update on Encouraging Minorities to Apply for Employment Summary:Motion from the 05/26/2015 City Council Meeting: “Council Member Meyer requested city staff to research and provide to the council what the city currently does to encourage minority groups to apply for city employment positions.” The following is what the City of Brookings does to encourage minority groups to apply for city employment positions. The statement “The City of Brookings is an Affirmative Action/Equal Opportunity Employer” or the abbreviated statement “AA/EOE” is placed on all job postings and advertisements. ·The statement “THE CITY OF BROOKINGS IS AN EQUAL OPPORTUNITY EMPLOYER” with the added wording, “*Special accommodations for application, testing or job information in alternative formats available upon request” is on the face of the City of Brookings application. ·The statement “The City of Brookings considers applicants for all positions without regard to race, color, religion, sex, age, national origin, marital or veteran status, disability, creed, ancestry, political affiliation, or any other legally protected status” is on the back of the employment application. ·There is also an Equal Employment Opportunity and Affirmative Action Policy statement listed on the City of Brookings website. o The above statements are utilized to send a message to individuals that The City of Brookings unequivocally supports the principles and spirit of equal employment opportunity and affirmative action. ·All external City of Brookings job openings are sent to the local South Dakota Department of Labor and Regulation - Brookings office. Statistics show that each year, the local offices of the SD Dept. of Labor and Regulation fill more than 50,000 job openings. Their offices are staffed with trained professionals ready to help all job applicants receive assistance at no charge to identify job opportunities, complete the application process, and prepare for productive employment. In addition, the local job service office has auxiliary aids and services available upon request to individuals with disabilities. ·City of Brookings job advertisements for positions are posted various other places so that all individuals have equal opportunity to see our openings and apply such as on our City of Brookings website, Facebook, Indeed.com and other national job recruitment websites with associations specific to the position. The City of Brookings also posts advertisements in our local newspaper, The Register and/or Prairie Profile; local SDSU Collegian newspaper and on -line; local and area classified shoppers, such as The Town & Country Shopper, RFD News, Moody County Enterprise, Sioux Falls Shopping News, etc.; and municipal league sites in South Dakota and other states as deemed appropriate. Postings are also sent to specific departments within local and area colleges in South Dakota as well as other bordering states that have students graduating with the degree that the City of Brookings position is recruiting City of Brookings Printed on 9/10/2015Page 1 of 2 powered by Legistar™ File #:ID 2015-0655,Version:1 for. The City of Brookings also has started posting job openings on the new jobsinbrookings.com <http://www.jobsinbrookings.com/> website. There is no cost for listing jobs on this site and they have also created a Facebook page <https://www.facebook.com/jobsinbrookings> to market the posted positions. This site was created by Brookings Economic Development Corporation through funding provided by Vision Brookings II. ·City of Brookings position profiles are also created and utilized to recruit individuals for certain positions, most recently which occurred for the Parks, Recreation and Forestry Director opening, of which 375+ cover letters and position profiles were mailed out to potential applicants in August 2015. ·The City of Brookings attends job fairs to keep our name out there and advertise positions to all interested individuals. Most recently, the City of Brookings attended the SDSU job fair on August 26, 2015. ·The City of Brookings currently advertises their positions externally in the above stated manner in order to systematically target all individuals, to include minorities. This diversified way of advertising externally is important to the City of Brookings as our focus is to have all individuals, to include minorities, receive notice of vacancies with the opportunity to apply for open positions. ·A random sample of calls were made to other governmental HR Departments in South Dakota to try to get a pulse of what other departments were doing to encourage minority groups to apply for their positions. Findings based on this random sample were that the City of Brookings was already utilizing recruiting practices that others had not yet initiated, such as Facebook. City of Brookings Printed on 9/10/2015Page 2 of 2 powered by Legistar™ City of Brookings Staff Report Brookings City & County Government Center, 520 Third Street Brookings, SD 57006 (605) 692-6281 phone (605) 692-6907 fax File #:ID 2015-0656,Version:1 Update on Language Translation Availability Summary:Motion from the 05/26/2015 City Council Meeting: “Council Member Meyer requested to direct staff to research and review language translation availability (e.g. Google Translate) on the city’s website and bring to a future study session. A friendly amendment was added by Council Member Thorpe to look at city services overall and communications with non-English speakers.” Staff contacted other cities and found most use an over-the-phone, video remote interpreter service, such as “Language Line,” that provides interpreters for almost every language.Users pay a minimal annual subscription fee and a per use basis afterwards. The Brookings United Way also conducted research to see if there is a need for a community-wide language service. The United Way determined that Brookings County has an estimated 6.6% (roughly 5,000 people) who speak a language other than English at home. The major languages are Spanish, Somali, Arabic, French, Chinese and others. The majority of need is for in-person interpreters for parents with kids registering for school or going to doctors appointments. Also enclosed are the State Statutes pertaining to language translation. Attachments: State Statutes United Way Interpreter Program City of Brookings Printed on 9/10/2015Page 1 of 1 powered by Legistar™ + Interpreter Program Ally Mohs + Languages in Brookings Spanish Chinese Somali + many more Arabic French + What are businesses currently doing? Bata – Using Interpritalk & trying their best to communicate. High School – ESL teacher goes with to appointments. Middle School – Students translate & working on website. Harvest Table – Tries their best to communicate. Department of Social Services – Using Interpritalk, Lutheran Social Services, has Spanish translators. The City – Looking at language line SDSU – Looking at language line County – Signed up for Certified Languages International + - One translator phone service for Brookings County - Volunteer Translators Our Vision… + Volunteer Translators Three-way conversations Translate brochures, posters, ect. Be “on-call” for X days a month HIPPA or other training 18 years or older Proficient in English & other language Duties Criteria 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 2015-0649,Version:1 Update on Incentive Based Parking for On-Premise Parking Summary: Motion from 6/6/2015 City Council Meeting: “A motion was made by Meyer, seconded by Thorpe, to request staff research incentive based parking for on-premise parking at a future study session. All present voted yes; motion carried.” Background:Incentive-based zoning is common for many large communities across the U.S. The basic premise is that a community will build flexibility within the zoning regulations to allow a developer to do more (such as higher density) or less (such as parking) than required in exchange for providing a community improvement or benefit. A review of how communities offer incentives related to fewer on-premise parking spaces revealed that almost all are tied to affordable housing. Several states have mandated that private housing developments of a certain size provide a certain percentage of affordable housing units. Many large cities within those states have similar regulations that coincide with their public housing projects and initiatives. Projects in smaller communities, typically, are not large enough to offer a community wide benefit in exchange for a special zoning exception. The customary process is to request a variance from the terms of the ordinance. Attachments: Parking on premise, incentive based option City of Brookings Printed on 9/10/2015Page 1 of 1 powered by Legistar™ Parking on-premise, incentive based options Incentive-based zoning provides developers with “rewards” like density bonuses (more units per acre), greater building heights, less building setbacks, landscaping or parking, higher floor-area ratios, etc. in exchange for meeting certain housing objectives. The most common housing objective sought by a governmental entity is the inclusion of a certain number or percentage of affordable housing units designed into a large housing project. Incentive-based zoning that is linked to affordable housing is generally found in large cities and is a state law in Massachusetts and California. Incentive-based zoning, without a community-wide objective attached, is typically not an option since it is often viewed as simply a favor to a local developer with no sacrifice on his part. 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 2015-0650,Version:1 Update on review of Residential Parking Requirements in Comparison to other University Communities Summary:Motion from 6/16/2015: “A motion was made by Thorpe, seconded by Meyer, to review residential parking requirements in comparison to other university communities for a future study session. All present voted yes; motion carried.” Background:Residential on-premise parking regulations were adopted in 1957. These regulations were expanded to include all general land use classifications under the 1966 Comprehensive Plan. The on-premise parking regulations have been modified several times over the years. On-premise parking regulations for low to high density residential uses were reviewed for Brookings and 17 other communities in a six-state area. Some cities were similar in size while most were larger. Many had a college or university. The legend at the bottom of the table indicates the meaning of the red and black type. Madison, Wisconsin has maximum parking regulations versus minimum regulations for the other 17 communities. Attachments: Parking Comparisons Parking Regulations - Ordinance History City of Brookings Printed on 9/10/2015Page 1 of 1 powered by Legistar™ CITY 1 Family 2 Family Multi/Apt.(3 units)Frat/Sort Brookings 2 2/unit + 1 for any 2/unit excl. of garages 1/member unit over 2 bdrms and 1 for each bdrm over one bedroom Aberdeen 1.5 1.5 1.5 Yankton 2 2 1.5 Huron 1/1200 S.F. or less 2 1.5 2/more than 1200 SF and 1per 2 boarders Cedar Falls, IA 2 2/unit and 1 for 2/unit and 1 for 5 and then each bdrm over each bdrm over 1 per 2 2 bedrooms 2 bedrooms over 4 Cedar Rapids, IA 2 2 1/studio or 2/unit Council Bluffs, IA 2 1/ Eff.; 1.5 for 2 1/ Eff.; 1.5 for 2 bedrooms or more bedrooms or more Des Moines, IA 1 1 1.5 excl. garages .5/ member Grand Rapids, MN 2 2 2 Marshall, MN 2 and 1/ each roomer 2 2 Stillwater, MN 2 2 1.5 and 1/3 units for guest parking Woodbury, MN 3 3 2.5 Grand Forks, ND 2/3 bedrms or less 2/3 bedrms or less 2/1 bdrm; 2.25/ 2 1/2 beds 3/4 bedrms or more 3/4 bedrms or more bdrms; 2.5/ 3 or more 1/bedrm if rented 1/bedrm if rented Maple Grove, MN 2 2 2 2/3 persons Omaha, NE 2 1.5 1/ eff.; 1.5/ 1 bedroom 2/ 2 bedrms or more So. Sioux City, NE 2 2 2.5 Mankato, MN 2 2 2/unit or 2.5/unit based on bdrm size Madison, WI 0-4 max 0-4 max 1 min and 2.5 max 1/4 rms min (max. regs instead 1/bed max of min. regs) red type=cities with stricter regulations black type=equal or less PARKING REGULATIONS (spaces/unit) @BCL@0C0649C1 C:\Users\GRANIC~1\AppData\Local\Temp\BCL Technologies\easyPDF 7\@BCL@4005B00F\@BCL@4005B00F.doc PARKING REGULATION HISTORY (residential uses) DATE/ORD.USE/CHANGE SPACES/UNIT 1957/ No. 317 1 & 2 family dwellings 1 Multi-family (3 or more units)1 1966/ No. 520 1 & 2 family dwellings 1 Multi-family (3 or more units)1 ½ Boardinghouses 1/tenant 1966/ No. 520 Parking prohibited in minimum front yard setback area of lot 1968/ No. 558 Off-street parking required to be on same lot as use 1974/ No. 1-74 Multi-family (3 or more units)2 1980/ No. 22-80 Parking prohibited in minimum front yard setback or building setback line, whichever is greater 1987/ No. 9-87 1 & 2 family dwellings 2 Multi-family (3 or more units)2-exclusive of garages 1994/ No. 8-94 1 & 2 family dwellings and town-2 houses Apartments (3 units or more)2 plus one space for each bedroom in excess of one bedroom, exclusive of garages 2009/ No. 28-09 2 family dwelling 2 plus one additional space for each unit with 3 or more bedrooms 2012/No. 11-12 Condominium (from ord 8-94)2 plus 1 space for each bedroom in excess of 2 bedrooms, exclusive of garages ___________________________________________________________________________________ PARKING REGULATIONS IN PUBLIC R.O.W. (non-zoning) Sec. 82-428. (7) – Parking is prohibited upon any boulevard except when a special boulevard parking permit is granted pursuant to policies and procedures established by the City Council. C:\Users\GRANIC~1\AppData\Local\Temp\BCL Technologies\easyPDF 7\@BCL@4005B00F\@BCL@4005B00F.doc Sec. 82-432. – Parking of vehicles, trailers or implements on any street or avenue, in excess of 72 hours, is prohibited 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 2015-0651,Version:1 Update on rezoning process for the following parcels to B1 (2nd Street South to the railroad tracks- one block on either side) Summary: Motion from 06/16/2015 City Council Meeting: “A motion was made by Thorpe, seconded by Niemeyer, to request the Planning Commission start the process of rezoning the following parcels to B1 (2nd Street South to the railroad tracks- one block on either side). All present voted yes; motion carried.” The following summary is from the August 4, 2015 Planning Commission meeting: Hanson stated that the City Council had proposed a rezoning, to a Business B-1 District, of the area one block on either side of Main Avenue South from Second Street South to the railroad tracks. The meeting afforded the affected property owners an opportunity to comment on the proposal and to understand how the proposed rezoning would impact their parcels. Hanson pointed out that the area adjacent to the railroad tracks was currently zoned Industrial I-1 and involved the Perry Electric business and Sexauer Elevator complex. A PDD in the center of the area involved two smaller properties on the west side of Main Avenue. The land in the south end was in the Business B-3 District. Both the I-1 and B-3 Districts allowed uses that were much more intensive than the B-1. A second map indicated the actual use of each parcel in the multi-block area. All the properties in the area were grouped into 7 “use” categories which reflected the wide range of different uses existing in this neighborhood. Hanson remarked that the land owned by the railroad and AgFirst was not included in the proposal. Keven Perry, owner of Perry Electric, asked if the proposed B-1 District was the same as the downtown area. Hanson replied yes. Perry asked if the setbacks would also be the same. Hanson responded yes. Perry indicated that he was not opposed to a rezoning and felt his business did not need to be at its current location to be successful. He could move to another location. Hanson stated that a rezoning would create pros and cons for most property owners in the area. The benefits included more intense retail development, mixed-use potential (business and residential) and no on-premise parking requirements. The downside would be that several businesses would become legal, nonconforming uses. A nonconforming use has several restrictions placed on it such as limited expansion possibilities, restrictions on repairs and maintenance in some cases, and loss of current use if the building is destroyed or the use is discontinued for a certain period of time. Other issues that could occur would be compatibility with adjacent uses, public parking areas, and zoning changes within the Sexauer Seed Company Historic District. Hanson submitted two maps showing the current nonconforming uses and the increase in nonconforming uses if the area was rezoned to a B-1 District. DeKraai asked if a rezoning occurred, would all the nonconforming uses in the area would be grandfathered in. Hanson replied yes. She asked if that would also be the case if the ownership transferred. Hanson answered yes. City of Brookings Printed on 9/10/2015Page 1 of 3 powered by Legistar™ File #:ID 2015-0651,Version:1 Heuton did not support rezoning all the area to a B-1 since the district did not require any on-premise parking and there were no public parking lots nearby. He could support a planned development district or a hybrid zoning district that could allow zero lot line setbacks along with on-premise parking requirements. He supported redevelopment of certain properties but felt they could be reviewed on a case by case basis. Cameron concurred with Heuton and opposed a rezoning to a B-1 District at this time. Mike McClemans, a neighboring property owner, stated several apartment projects are planned for land near this area. These projects will be required to provide on-premise parking for their tenants. He felt that on-street parking would be a major issue if a B-1 zoning was implemented for such a large area and the only solution would be for the city to subsequently establish a public parking lot in the neighborhood. Ryan Hagedorn, owner of the Rental Depot business, opposed the rezoning proposal. He felt the nonconforming status that would be applied to his business would prevent him from growing in the future and not allow him to continue at all if his building was destroyed. He liked his location and would not want to move. Gregg, DeKraai, and Tornquist indicated that they, too, could not support a rezoning of the entire area to the Business B-1 District at this time. The Planning Commissioners agreed, unanimously, that a rezoning of this area to the Business B-1 District, at this time, was not appropriate based on the information presented. Background:The background information on this neighborhood is as follows: This neighborhood has consisted of residential, commercial, industrial and agri-business uses since the early years of Brookings. Its location along a major right-of-way and its proximity to the downtown and the railroad mainline has resulted in a hodgepodge of building styles and setbacks. The 1966 Zoning Ordinance established a B-3 commercial corridor on the west side of Main Avenue that started at Folsom Street and ended near 12th St. So. The east side had similar zoning but there were some blocks between Southside Park and 5th St. So. that remained residential. The land north of Folsom up to the railroad property was zoned I-1 light industrial. All the Sexauer Elevator land was also I-1. Most of the commercial properties in the area have gone through one or more conversions over the years. The two office buildings just south of the tracks were once part of the Sexauer Elevator complex and a lumber yard. The furniture store was a Sexauer Elevator warehouse as was the auto repair shop across the street. The equipment rental store was previously a TV and appliance store and motel (on the corner). The properties that have remained constant in use over time have been the residential buildings and Sexauer Elevators. However, several homes have been removed along the east side of 3rd Avenue South between 2nd St. So. and Folsom Street. The front yard building setbacks in the area were likely influenced by how the Sexauer Elevator Company constructed their buildings near the railroad tracks. Building setbacks were in place in 1928 but not uniformly enforced until the late 1950s. Today, many buildings along Main Avenue are up to, City of Brookings Printed on 9/10/2015Page 2 of 3 powered by Legistar™ File #:ID 2015-0651,Version:1 or only a few feet away from, the front lot line. The adjacent blocks west and east of the target area, from Folsom St. down to Second Street, are predominantly residential. Most are small single-family dwellings along with a couple apartment buildings. Specifics: Rezoning an older developed area to a district that is substantially more restrictive can create obstacles as well as opportunities for land owners. Many existing land uses in the target area are not permitted in the Business B-1 District. These uses would fall under the non-conforming use clause of the zoning ordinance if they were rezoned to the B-1. A non-conforming use is restricted in how it can be continued, expanded, reconstructed, or repaired. On the other side, a B-1 District could allow a permitted use to be expanded without expanding its parking or a permitted use could expand and eliminate all its previously required parking since no on-premise parking is required in the B-1. An intensive retail use, such as a restaurant, could also be established without providing any on-premise parking. Main Avenue in the downtown area has two driving lanes with 60 degree parking on both sides. The side streets have mostly 60 degree parking for one block except for Third Street between Main Avenue and 5th Avenue. From 3rd Street to the railroad tracks, Main Avenue is expanded to 3 lanes with limited on-street parking. Between the tracks and 2nd Street South the road goes to 4 lanes with parallel parking only for a portion of the street segment. A left turning lane at 2 nd Street South creates a fifth driving lane for a short distance. The right-of-way width from 6 th Street to 2nd Street South is the same. However, a reconfiguration of the street segment south of the tracks would be needed to mirror the on-street parking capacity in the downtown area. Creating similar parking on Folsom Street or Second Street South would take an even greater effort especially since the streets are not as wide as Main Avenue. An adjacent public parking lot may be a better alternative. Zero lot line setbacks are common in downtowns and business owners typically are the beneficiary of city-provided parking whether on the street or in adjacent parking lots. However, some businesses do voluntarily provide private parking lots for their customers. The city has expanded the CBD boundary to the east in recent years but parking was also added or available nearby. In contrast, the target area is separated from any substantial parking areas by 400 to 900 feet. In our climate, customers do not routinely park this far away from a business. If a change in land use classification is supported, there may be smaller land parcels that could be rezoned to the B-1 or B-2 Districts. Both districts support uses allowed in the downtown. Other issues would also arise should the Sexauer Elevator property be rezoned since it is in a historic district. See Planning Commission recommendation above. Attachments: Maps City of Brookings Printed on 9/10/2015Page 3 of 3 powered by Legistar™ City of Brookings Staff Report Brookings City & County Government Center, 520 Third Street Brookings, SD 57006 (605) 692-6281 phone (605) 692-6907 fax File #:ID 2015-0657,Version:1 Update on various Boards, Committees, and Commissions Residency Requirements Summary:Motion from the 5/12/2015 City Council Meeting: “A motion was made by Council Member Thorpe, seconded by Council Member Bacon, to have a discussion on Residency Requirements for the Various Boards, Committees and Commissions at a future meeting. The motion carried by the following vote: Yes: 6 - Corbett, Hansen, Niemeyer, Thorpe, Meyer, and Bacon; Absent: 1 - Reed.” Attachments: Residency Requirements City of Brookings Printed on 9/10/2015Page 1 of 1 powered by Legistar™ Residency Requirements Board/Committee/Commission City Residency Authority Airport Board City required for majority Sec. 18-32 Board of Adjustment Yes - Residents of the city or within the Joint Jurisdictional Area Bylaws dated 4/7/05 and ordinance change Board of Appeals No Sec. 22-36 Board of Health No - 2 may live outside City limits, but live within Brookings County Sec. 42-32 Brookings Committee for People who have Disabilities City required for majority Section 2-171 Brookings Health System Board of Trustees No - Live within Brookings County Section 42-92 Business Improvement District #1 Board Not Required Resolution No. 59-11 East Central Communications Council (E-911) Follows requirements for the delegated elected official Emergency Dispatch Services Agreement (12/28/1993) Historic Preservation Commission Required for Majority Ordinance 15-007 Human Rights Committee No Section 2-142 Joint Powers Board Follows requirements for the delegated elected official Joint Cooperative Agreement for the County/City Administrative Office Building Library Board Yes SDCL 14-2-35 Park & Recreation Board No SDCL 9-38-12; Sec. 62- 32 Planning Commission Yes Section 66-3 Sustainability Council Required for Majority Section 2-199 Swiftel Center Advisory Committee No Section 2-181 Traffic Safety Committee Not Specified Resolution No. 58-90 Utility Board Yes - Resident & Landowner Section 86-33