HomeMy WebLinkAbout2009_09_08 CC PKTCity Council Packet
September 8, 2009
Brookings City Council
Tuesday, September 8, 2009
City Hall Council Chambers
311 Third Avenue
4:00 p.m. -- Joint Meeting with County Commission
6:00 p.m. -- Council Meeting
Mission Statement
The City of Brookings is committed to providing a high quality of life for its citizens and fostering a diverse economic base through
innovative thinking, strategic planning, and proactive, fiscally responsible municipal management.
4:00 p.m. Joint Meeting between City Council & County Commission
** Work sessions are open to the public. During the work session the city staff would brief the council on items for that particular
meeting, introduce future topics, and provide a time for Council members to introduce topics.
1. Space Needs Analysis
BEDC presentation on Downtown Task Force Report
County Resource Center space at the Swiftel Center
2. Next steps for 34th Avenue/20th Street improvement project (if time permits).
3. Rail Authority update (if time permits).
4. Adjourn (5:45 p.m.).
6:00 P.M. REGULAR MEETING
1. Call to order by Mayor Reed.
2. Pledge of Allegiance.
3. City Clerk records council attendance.
4. Action to approve the following Consent Agenda Items *
A. Action to approve the agenda.
B. Action to approve minutes.
C. Action on Resolution No. 81-09, declaring items surplus.
D. Action on bids for snow removal.
E. Action on Resolution No. 82-09, approving the project plan for Tax Increment
District Number Three (TID #3).
F. Action on Resolution No. 83-09, approving the project plan for Tax Increment
District Number Three (TID #4).
G. Action on Resolution No. 84-09, Authorizing Change Order No. 2 (CCO#2) For
2008-02STA 15th Street South, Christine Avenue and Camelot Drive Assessment
Project, Winter Brothers Underground, Inc.
H. Action on Resolution No. 85-09, Authorizing Final Change Order (CCO#1 Final)
For 2008-10SSI Timberline Detention Pond Project, Bowes Construction Inc.
Motion to approve, request public comment, roll call
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* Matters appearing on the Consent Agenda are expected to be non-controversial and will be acted upon by the Council at one time,
without discussion, unless a member of the Council or City Manager requests an opportunity to address any given item. Items removed
from the Consent Agenda will be discussed at the beginning of the formal items. Approval by the Council of the Consent Agenda items
means that the recommendation of the City Manager is approved along with the terms and conditions described in the agenda supporting
documentation.
Presentations, Special Requests/Invites & Reports:
5. Open Forum.
6. SDSU Student Senate Report.
7. Presentation of 2008 Financial Report by Dick Ellis, Wohlenberg Ritzman & Co. LLC.
8. City Manager’s amendment recommendation for second reading of budget ordinance.
Ordinances – 1st Readings **
9. Ordinance No. 21-09: 2010 Budget Ordinance, An Ordinance appropriating Monies to
Fund the necessary expenditures and liabilities of the City of Brookings for the 2010
Fiscal Year and providing for the annual tax levy and annual tax for all funds.
Public Hearing: September 22nd
10. Ordinance No. 22-09: An ordinance pertaining to an application for a Conditional Use
for a taller broadcast tower height in the Business B-2A District (tower height of 90 feet
on Lot 6, Block 1, Insbrook Park Addition, also known as 227 22nd Avenue).
Public Hearing: September 22nd
** No vote is taken on the first reading of ordinances. The title of the ordinance is read and
the date for the public hearing is announced.
Second Readings/Public Hearings
11. TABLED: Ordinance No. 17-09: An Ordinance Amending Article V. Of Chapter 26 Of
The Code Of Ordinances Of The City Of Brookings, South Dakota And Pertaining To
Taxicabs.
Motion to remove from table
Action: Motion to approve, Request Public Comment, Roll Call
12. Ordinance No. 19-09: An Ordinance Clarifying Open Burning and Creating
Requirements for Recreational Fires in the City of Brookings, South Dakota.
Action: Motion to approve, Request Public Comment, Roll Call
13. Ordinance No. 20-09: An ordinance pertaining to an application for a Conditional Use
for a church in the Business B-2 District.
Action: Open & Close Public Hearing, Motion to Approve, Roll Call
14. Adjourn.
The City Council will tour the Brookings Police Department immediately following the
adjournment.
Brookings City Council
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Tim Reed, Mayor
Mike Bartley, Deputy Mayor & Council Member
Tom Bezdichek, Council Member
John Kubal, Council Member
Mike McClemans, Council Member
Jael Trieb, Council Member
Julie Whaley, Council Member
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 @ 1pm, Thursday @ 7 pm, Friday @ 9 pm, and Saturday @ 1 pm.
The complete City Council agenda packet is available on the city website: www.cityofbrookings.org
If you require assistance, alternative formats, and/or accessible locations consistent with the Americans with
Disabilities Act, please contact Shari Thornes, City ADA Coordinator, at 692-6281 at least 3 working days prior to
the meeting.
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4:00 p.m. Joint Meeting between City Council & County
Commission
** Work sessions are open to the public. During the work session the city staff would brief the council
on items for that particular meeting, introduce future topics, and provide a time for Council members to
introduce topics.
The joint meeting will be televised.
1. Space Needs Analysis
BEDC presentation on Downtown Task Force Report
County Resource Center space at the Swiftel Center
2. Next steps for 34th Avenue/20th Street improvement project (if time permits).
3. Rail Authority update (if time permits).
4. Adjourn (5:45 p.m.).
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6:00 P.M. REGULAR MEETING
1. Call to order by Mayor Reed.
2. Pledge of Allegiance.
3. City Clerk records council attendance.
4. Action to approve the following Consent Agenda Items *
A. Action to approve the agenda.
B. Action to approve minutes.
C. Action on Resolution No. 81-09, declaring items surplus.
D. Action on bids for snow removal.
E. Action on Resolution No. 82-09, approving the project plan for Tax Increment District
Number Three (TID #3).
F. Action on Resolution No. 83-09, approving the project plan for Tax Increment District
Number Three (TID #4).
G. Action on Resolution No. 84-09, Authorizing Change Order No. 2 (CCO#2) For 2008-
02STA 15th Street South, Christine Avenue and Camelot Drive Assessment Project, Winter
Brothers Underground, Inc.
H. Action on Resolution No. 85-09, Authorizing Final Change Order (CCO#1 Final) For 2008-
10SSI Timberline Detention Pond Project, Bowes Construction Inc.
Motion to approve, request public comment, roll call
Presentations, Special Requests/Invites & Reports:
5. Open Forum.
6. SDSU Student Senate Report.
7. Presentation of 2008 Financial Report by Dick Ellis, Wohlenberg Ritzman & Co. LLC.
8. City Manager’s amendment recommendation for second reading of budget ordinance.
Ordinances – 1st Readings **
9. Ordinance No. 21-09: 2010 Budget Ordinance, An Ordinance appropriating Monies to Fund
the necessary expenditures and liabilities of the City of Brookings for the 2010 Fiscal Year and
providing for the annual tax levy and annual tax for all funds.
Public Hearing: September 22nd
10. Ordinance No. 22-09: An ordinance pertaining to an application for a Conditional Use for a
taller broadcast tower height in the Business B-2A District (tower height of 90 feet on Lot 6,
Block 1, Insbrook Park Addition, also known as 227 22nd Avenue).
Public Hearing: September 22nd
Second Readings/Public Hearings
11. TABLED: Ordinance No. 17-09: An Ordinance Amending Article V. Of Chapter 26 Of The
Code Of Ordinances Of The City Of Brookings, South Dakota And Pertaining To Taxicabs.
Motion to remove from table
Action: Motion to approve, Request Public Comment, Roll Call
12. Ordinance No. 19-09: An Ordinance Clarifying Open Burning and Creating Requirements for
Recreational Fires in the City of Brookings, South Dakota.
Action: Motion to approve, Request Public Comment, Roll Call
13. Ordinance No. 20-09: An ordinance pertaining to an application for a Conditional Use for a
church in the Business B-2 District.
Action: Open & Close Public Hearing, Motion to Approve, Roll Call
14. Adjourn.
The City Council will tour the Brookings Police Department immediately following the
adjournment.
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CONSENT AGENDA #4
4. Action to approve the following Consent Agenda Items *
A. Action to approve the agenda.
B. Action to approve minutes.
C. Action on Resolution No. 80-09, declaring items surplus.
D. Action on bids for snow removal.
E. Action on Resolution No. 81-09, approving the project plan for Tax Increment
District Number Three (TID #3).
F. Action on Resolution No. 82-09, approving the project plan for Tax Increment
District Number Three (TID #4).
G. Action on Resolution No. 83-09, Authorizing Change Order No. 2 (CCO#2) For
2008-02STA 15th Street South, Christine Avenue and Camelot Drive Assessment
Project, Winter Brothers Underground, Inc.
H. Action on Resolution No. 84-09, Authorizing Final Change Order (CCO#1 Final)
For 2008-10SSI Timberline Detention Pond Project, Bowes Construction Inc.
Motion to approve, request public comment, roll call
* Matters appearing on the Consent Agenda are expected to be non-controversial and will be acted
upon by the Council at one time, without discussion, unless a member of the Council or City Manager
requests an opportunity to address any given item. Items removed from the Consent Agenda will be
discussed at the beginning of the formal items. Approval by the Council of the Consent Agenda items
means that the recommendation of the City Manager is approved along with the terms and conditions
described in the agenda supporting documentation.
Action: Motion to approve, request public comment, roll call
City Manager Recommendation: Approve
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CONSENT AGENDA #4
B. Action to approve minutes.
The draft minutes from the August 11th and August 25th Council meetings are enclosed for
Council review and approval.
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Brookings City Council
August 11, 2009
(unapproved)
The Brookings City Council held a meeting on Tuesday, August 11, 2009 at 4:00 p.m., at City
Hall with the following members present: Mayor Tim Reed, Council Members Julie Whaley,
John Kubal, Mike McClemans, Jael Trieb and Tom Bezdichek. Council Member Mike Bartley
was absent. City Manager Jeff Weldon, Deputy City Attorney Dick Smith, and City Clerk Shari
Thornes were also present.
Presentation of "Building on our Successes and Strengths" by Mayor Tim Reed.
Mayor Tim Reed shared his vision for the city over the next three years, and some short-term
goals over the course of the next year.
He said Brookings is coming from a pretty good place; everything in front of us is opportunities.
The City will see a little tougher time with the economy and sales tax revenue, but in general
we really are building on our successes and strengths.
City of Brookings Mission Statement: “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.” Reed said the City needs to take a look
at the Mission Statement as we look at what we want to do moving forward. When looking at
the mission, Reed stated the things that really pop out to him are ‘high quality of life’, ‘diverse
economic base’ and how do we get through those two issues. We have to do it with some
‘innovative thinking’ and good ‘strategic planning’.
Reed commented that our house is in order, and credits that to current and previous Councils.
1) We are doing a good job with open government by broadcasting Council meetings on TV
and the web, and looking at purchasing Granicus software to name a couple. 2) The City
Manager/Council form of Government is maturing with a better understanding of roles. Reed
has received many comments on the Council and how they seem to get along quite well, and
credits that to the Council members themselves. 3) Though there are disagreements among
the Council members at times, they are able to move on and go to the next issue and that is
always appreciated. 4) Our fiscal responsibility has allowed us to invest; we look at where we
can invest versus what can we do to increase our revenue. 5) Council’s willingness to invest
their time to improve their knowledge and skills. He sees the Council’s attendance at the
National League of Cities Conference as very important. 6) City Manager Jeff Weldon has
done a great job. Reed appreciates his communication style. Reed gave an example that
occurred at the last Council meeting: the Council had to work through a difficult/complicated
issue of doing some land swapping. The Council didn’t have a lot of questions, and a lot of that
was due to Jeff’s great communication style and filling the Council in on what is going on and
what needs to get done.
Reed stated a quote by Yogi Berra “You’ve got to be very careful if you don’t know where
you’re going because you might not get there.” Reed said he believes we need to continue to
have the best plan possible, in order to know where we are going. Resources are limited, and
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will feel the effects of that over the course of the next year, unless sales tax rebounds quickly.
Linear decision making needs to be avoided. We need to look out and gather everything we
may want to do in order to pick the best out of that group of items. We need to manage
change instead of reacting to it; be a step ahead of it as much as possible. Change is coming.
We need to continue to look outside of our environment; what sort of changes do we see
coming that will change the way the city operates. It is important to understand our strengths
and weaknesses. What are we really good at? What can we capitalize on? Where are we
weak? How can we change that? How can we make ourselves better? We need to
understand who we want to be and where we want to be as a community. That is all done
through strategic planning.
With Strategic Planning, Reed stated you are looking to hit the “Sweet Spot.” Reed adapted
this from Practical Strategic Planning for Local Governments, a NLC LTI Seminar by Dr. David
Van Slyke on 3/8/2008. We need to look at what we would like to accomplish; that is our
mission. What should a city be doing and what is feasible are Opportunities and Obstacles.
We have to understand what opportunities are out there that we need to capitalize on, but
then also understand what could be in the way. We have to realize that we can’t do
everything, but we have to do what is feasible. We also need to understand what we are
capable of doing and we have to make sure we understand our assets and strengths and what
resources there are. If you take a look at all three of those (Mission, Opportunities &
Obstacles, Resources & Assets &Strengths), that is where you hit the Sweet Spot.
Reed proposed some changes to the planning retreat for next year. We have gotten linear in
our way of thinking, always seeing a list. Is there anything on that list from last year that we
would want to add, change, or reprioritize? We need to step back and look at the whole
environment and what we may want to do that is not on that list. What do we, as the current
Council, want to be known for five … ten years from now? What are the issues facing us into
the far future? Those are the environmental changes happening around us.
Now is the time to invest in the future. Our previous fiscal restraint has provided the
opportunity to have money available to invest in the city. The 2nd Penny budgeting process; the
idea of taking that 2nd penny out and budgeting it separately. Not putting it into the general
fund has served well and allowed the ability to make some pretty good investments. In going
forward, we need to look for investments that have economic and quality of life returns; where
can we get the most bang from our buck. And today, more than ever, we have to hit that
sweet spot with our projects.
A great job has been done with 2nd Penny Investments. 1) The Swiftel Center contributes to
economic benefits and also quality of life. It brings people into the city, but also hosts events
for residents; concert venues, Uncle Sam Jam, Wing Fest, etc. Reed stated he has always
looked at Pioneer Park and how that was a gathering place years ago, and how now we need a
bigger venue with a bigger parking lot. 2) Brookings Public Library. Reed stressed it is always
good to be investing in the public library. 3&4) The Performing Arts Center and SDSU
Wellness Center have been two very successful investments. 5) The Larson Ice Arena has
been a fantastic venue and has brought a lot of people into town. 6) Brookings has one of the
better Water Parks in the state. 7) The Innovation Campus. This is the newest 2nd Penny
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Investment, which is a risky one. But, we have committed to moving onto the knowledge
economy and are going to see and hear more and more. We have to capitalize on that by
bringing talented people to Brookings to fill the Innovation Campus. 8) Drainage
improvements. City staff has done a terrific job on bringing this forward, and are really leading
the Council through the decisions that need to be made.
Reed shared a story from the book “The College On The Hill” written by Amy Dunkle and V.J.
Smith. In 1881, John Scobey was a Brookings legislator. He brought forth legislation to have
the South Dakota Land Grant College based in Brookings. Governor Ordway signed off on it,
but just like today, no funds were appropriated. The community had to purchase no less than
80 acres. $602 was donated by the community and the land was purchased. Scobey went to
the Legislature and asked for a $25,000 bonding bill in order to build on the campus. Politics
were involved, but Governor Ordway supported the bonding bill because all the other
communities that wanted to have a school were looking for pure ‘giveaways’. The legislature
liked the idea that Brookings was also investing in the school. We’ve done a lot of great
investments and it started back with a $602 Investment in this community by the community.
Reed stated four different areas in moving forward with investments that are important: 1)
Uniqueness. 2) Today’s race is for Talent. 3) Invest in and Protect our Assets. 4) Be ready
when opportunity knocks.
Uniqueness. A more unique strategy is needed with our investments; capitalize on what our
strengths are today. In regards to the Swiftel Center expansion study, there was an article in
Prairie Business Magazine in July 2009 entitled “Building Boom.” This article talked about
conventions as a zero-sum market and that currently there is more convention space than
demand. This would put us in a place where we would always be chasing the market, becoming
more of an investment for us, and also spending more attraction dollars. There needs to be
some uniqueness to draw people to Brookings, otherwise, we are going to continually have to
invest and try to one-up everyone else in other communities. Reed questioned if an investment
in a McCrory Gardens Visitors Center made more sense to capitalize on something special we
have, or do we chase or find something different that we can do with our investments.
Today’s race is for Talent. This is based on the Creative Class Theory, which argues that the
knowledge and ideas for economic growth are embodied in occupations moving high levels of
creativity, which is a source for the knowledge economy. The idea of stealing companies from
other towns is over. We need to find a talent. We need to attract the creative class. If you
look at studies, Brookings is considered a creative class county…having twice the job growth as
other areas. What is important is that the creative class tends to seek a high quality of life.
This goes back to our mission and is one thing we know we have to do is to have a high quality
of life: cultural diversity, active street scenes, and recreational opportunities. We need to
invest in economic development at the same time as quality of life. Quality of life is an
investment in economic development.
Invest in and Protect our Assets. We have done such a great job and we can’t forget about some
of the places we have invested: 1) A safe, beautiful, and clean town. Beautiful and clean may
sound like they are the same, but it is about the way we clean our streets. That is one of the
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first things heard from visitors…our streets are so clean. That’s one of our uniquenesses, one
of our niches that we have to make sure that we do. Beautiful speaks more as to what we do
with our trees, our parks. 2) Good streets. When people come through town and see bad
streets they think that town is not worth investing in. We know that we are worth investing in
and it is great to have these good streets. 3) Parks and Recreation Facilities. We have done a
great job and we have to continue to do even better. 4) Invest in the K-12 education system with
funding. That is something that we always have to make sure that we capitalize on.
Partnerships are really important with the education system. 5) SDSU. SDSU is very important
to our economic base and is really one of our jewels. We are lucky to have the state’s largest
university in Brookings.
Be ready when opportunity knocks. Our current financial strength is due to general fund
expenditure restraint during high sales tax growth. We have the ability to invest because we
kept our growth in expenses minimal and had surplus coming in from tax funds. The problem
currently is that sales tax growth has been flat for the first six months of this year. We haven’t
had to deal with that for several years. During low or no growth periods we need to rely on
our second penny funds for our investments. We are not going to be taking off the top this
large sales tax growth for investments. It is going to be very important that we save bonding
capacity and second penny funds for those unexpected opportunities that may come along. We
should not bond completely up to our capacity. We should always have some space there so
we might be able to do some other investments.
Building on our Economic and Community Strengths. Much of this came from a NLC Municipal
Action Guide ‘Building on Your City’s Economic Strengths’. Challenge and Strategies. A Sense of
place is more important than ever before in attracting businesses; even more so than tax breaks
and incentives. We need to have an attractive place to live and work. We need to focus on
being the center of knowledge, innovation, and ideas. This is where we are going to attract the
companies to come here, and may attract people to start companies here, because they know
what we have for a talent pool. We always need to be looking at what can we capitalize on or
add to in order to improve our sense of place.
A very crucial aspect of quality of place is a vibrancy of culture and community life. 1) It is
important to look at our creative arts and culture activities. The City Manager and staff are working
to have a Recreational Facilities and Parks Master Plan done by the next Council retreat. We
need to look 5-10 years out so we can prioritize what needs to be done. It is important to
take a good look at the investment in the Performing Arts Center and McCrory Gardens. 2)
Neighborhood preservation. It is important that we have diverse neighborhoods; nice and
appealing older neighborhoods with the choices of newer neighborhoods. 3) Sustainability.
Create a Sustainability Council over the course of the next year. The Council wouldn’t be just
about changing light bulbs, windows, or energy savings, but taking and tackling some larger
problems and partnering with SDSU. SDSU has a lot of good resources and if there’s
something that the city could do that may add job growth; that is what the Sustainability
Council would be. We don’t advertise enough about some of the great things we do to be a
green town: spring cleanup, recycling program going single-stream. Going single-stream with
our recycling is huge … many communities argue about going single-stream. 4) It is going to be
very important through this Creative Class and sense of place that we have a vibrant downtown and
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more retail options. Reed would like to see a greater Downtown Plan created. We’ve done a
great job with the streetscape, now what can we do to bring more density, more businesses
back downtown; not just Main Street, but a block or two off on either side. If this plan was in
place while trying to figure out where to put the county administrative building, there would
have been a general idea ahead of time with some potential locations to look at. We need to
get this done. The funding isn’t there this year to hire someone, but would like to add it to the
list for the year after.
The City Manager has been working with the EDC on a Retail Attraction Plan. This is
something everybody needs to realize that it is being looked at, and is very important in quality
of place.
Support home-grown talent & businesses. We need to capitalize on the knowledge town concept.
1) The Children’s Museum will play a role in Brookings being a knowledge town. If we can
bring kids here as early as possible, we have a better chance of getting them back as SDSU
students. We have to continue to work with the school system. 2) South Dakota is the only
state in the nation that doesn’t have a Math & Science Academy. Brookings would be a great
place. It could be a long-term goal. 3) SDSU. There is a lot of talent that walks across the
stage there, and we have to be able to attract and retain them. 4) The Innovation Campus is
where we are going to develop our home-grown businesses. The concept is there for the I-
Station, which is our only incubation area right now. We need to take a look at some build-out
funds. They have the building, but we need to take a look at some of the building out that
needs to be done within the building for a business to fit into the I-Station.
Identify, build, and grow business clusters. The I-29 study is in the process of getting set up. This
needs to be done before the next Council planning retreat. The I-29 study will tell us what our
regional assets are. We need to understand what we should be looking at in talented people,
what areas do we excel in, and then figure out what is possible – what could we do with focus
and investment. This is a High-Level Regional Game Plan; we need to come back to being
regional when building businesses. This is going to be very important when we look at where
we are going to invest.
Performing Arts Center Request (PAC). In looking at and attracting the creative class and what we
can capitalize on, what is something special that we do or have? The Performing Arts Center is
something that comes to mind. SDSU’s President Chicoine has commented that clearly the
strategic plan for the University is an enrollment target of 13,600 by 2012. This cannot be
achieved without the PAC II Project being moved forward. If SDSU had a 1,600 student
increase, that turns into $14.4 million in economic development, or roughly $9,000 per student
per year according to a study done by Dr. Shane in 2000-2001. This study was correlated
recently with a study done by DSU looking at the value of a student in Lake County. That
number has been qualified. The University has embarked on a $190 million goal of private
funds to be invested in SDSU of which the city will benefit. How can we participate in what
SDSU is doing? We can’t commit in the short-term or even during this budget cycle, but it is
something that we could do outside of the budget cycle. However, there is still the uncertainty
with the Airport; that could cost up to $12 million. Until it is known what is going to occur
with the Airport and its location, we really can’t go forward with something like the PFA
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Center or investing in convention space at the Swiftel Center. The airport needs to first be
resolved. We also have to decide what the amount is that we would invest and what the
conditions would be with that investment. Since 1881, Brookings has invested in SDSU,
beginning with that first $602. Theater patrons provide an economic return of $1.4 million.
The PAC with High School Music and Drama events could attract potentially 2,300 students
and their parents/family to SDSU/Brookings. We have to continue to attract students to SDSU.
We are competing with Sioux Falls; the University Center is there and their advertising is that it
is equally for full-time students and not just those that are working. WE have to protect SDSU.
SDSU fits the quality of life enhancement with arts and culture. It fits into economic
development as it is Visitor Promotions and it helps attract and retain the creative class.
The City Council’s Role in Economic and Community Development. What is special about Brookings
is that we have a lot of different groups that are helping us along in this development process
from the Growth Partnership, the EDC, the Chamber, etc. We need to coordinate what is
being done. A good example is the Transportation Plan. BATA came to us with an
opportunity to expand and have a better facility. It was a quick request, there were extra
funds, but it wasn’t on our radar. Had it been, we would have been more prepared. We need
to put all of this in one place, like a 3-ring notebook. Community Development, under the City
Manager’s leadership, could be responsible for it. There are a variety of studies/plans out there:
BEDC, Housing Study, Long-Term Health Care Study, Health Care Plan from the Hospital,
School District Plan, Parks Plan, Regional Plan that we’d like to get done, the Retail Plan we
have, what does the chamber want to do with their action plan, the I-29 Plan, the Promotion
Plan, the University’s Plan – both their strategic and Master Physical Plan, the Comprehensive
2020 Plan that we do here within the city, Innovation Campus plan, Transportation Plan, BATA
Plan, Safe Routes to School, and Council Goals to name a few. How are we going to keep
track of all these? All of the information on these studies/plans needs to be located in one
place. He would like to have the City Manager’s staff put together a report stating these are all
the studies/plans and how they fit with the Council’s goals. He would like to see this done
prior to the next Council planning retreat.
Mayor Reed’s focus over the next year. 1) We need a more strategic planning process; including
the 3-ring notebook concept with all the studies/plans in the city and a summary of what would
like to be done. 2) Create a Sustainability Council. 3) The I-29 Cluster Report is very
important. 4) Master Plan for the Parks & Recreation Facilities. 5) Community & Campus
Social Issue. Reed has an idea for the Human Rights Committee. SDSU always has a social
issue or a book that they promote for the whole campus to read. He would like to take that
aspect and do it through the whole community and talk about one social issue that the whole
town has read as well as the whole university and help us make a connection to the university
students also. He will be bringing this to the Human Rights Committee in the next few weeks.
In the longer term, Reed would like to focus on: 1) Downtown Master Plan. This is something
that we’ll have to find some money for to do in a year. 2) Administration & Public Safety Space
Needs Plan. 3) Math & Science Academy.
Items that are currently on our plate: 1) Airport. 2) Storm Drainage. 3) 34th Street & 20th Ave.
overpass. This is a critical project for Brookings to grow and also for increased safety on US
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Hwy 14 Bypass and I-29, 4) industrial/retail land acquisition. This is something that we are
always looking at. 5) Bike Safe City. 6) Railroad Safety. 7) Brookings Hospital expansion.
Reed has some concerns with sales tax growth. If revenues continue to fall, we need to not
just focus on cutting capital, but also focus on cutting expenditures. When Sioux Falls started
realizing that the revenue was not going to be what they expected, they cut capital. If we cut
just capital, then suddenly all of our machinery is in terrible shape. Reed would like to propose
a scenario of something that could be done: for example, let’s say there was a 5% revenue
drop of $682,119. Right off the top we should decrease subsidies for the year by $68,000 or
approximately 10%. Everybody should have to feel the pain if there are more sales tax issues,
and not only capital expenditures. The rest of the cuts, 90%, could be split between capital
expenditures and personnel services/ expenditures categories. Reed didn’t know if these
percentages are the way it should be done, but it is something to look at. Expenses don’t
decrease much. It seems as though we get into a cycle where we are working on fixing capital
for years, then there is an economic downturn and we start pushing capital expenditures out
again. This plan would stop any reserve spending. Reed doesn’t believe there should be any
reserve spending if revenues fall. He feels this is something that should be discussed following
the budget, so there is a plan in place to give the City Manager some direction on where we go
if revenues begin to fall.
Reed thanked city staff for the terrific job they do each and every day, the City Manager, the
City Clerk and their departments for all the work they do for the Council, and his fellow
Council members for their time.
2010 Budget Message from Jeffrey W. Weldon, City Manager. The following is the
City Manager’s written 2010 budget message in its entirety followed by his detailed comments
made during the budget session.
“July 30, 2009 - Dear Mayor Reed, City Council Members, and Citizens of Brookings: Pursuant
to state law, local ordinance, and our Governance and Ends Policy, it is my pleasure to present
to you the proposed budgets for operations and capital investment for the City of Brookings
for fiscal year 2010. This is my second budget that I have prepared for the City and represents
all fiscal budgets for City operations exclusive of Brookings Municipal Utilities and Brookings
Health System.
The purpose of this document is to augment the numbers and statistical analysis of the
proposed budget with a narrative that describes my budgetary recommendations and public
policy considerations that comprise the budget. I believe this is a responsible budget that fairly
and accurately provides for the required basic services as well as the desired services by the
citizens of Brookings. The proposed budgetary expenditures accomplishes this within the
context of my recommendations in a prioritized order to the extent there is revenue available
to finance them.
The approach used by staff was to re-evaluate departmental services and programs, prioritize
them, and assign conservative but realistic estimates of expenditures to each item. As part of
that process, staff developed their respective departmental budgets within our goals of
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performance measurements and in accordance with the Council’s duly-adopted Governance
and Ends Policy. Given the uncertainty of the economy this year, this process was extremely
challenging when speculating about the next 18 months.
The General Fund is the primary fund which runs the day-to-day operations of the City and is
balanced with $13,642,392 in revenues and $13,642,392 in expenditures. This represents a
decrease over 2009 of three percent, or $448,720, in revenues and expenditures respectively.
We are transferring $2 million out of the General Fund reserves, which was set aside in a
reserve for the purchase of the DOT property. This money will be used to provide interim
financing for the infrastructure of the SDSU Innovation Campus. The balance of the DOT
property reserve is still preserved for property acquisition. The total expenditures for all funds
of the City are $30,538,636, a decrease of two percent from 2009 primarily due to less capital
projects. I reduced total department head requests for all funds by approximately $2 million.
Above all, this budget, with very few exceptions, represents a continuation of the same level of
services as the past year. The only increases in resources are due to meeting the needs of a
growing community with the same services. Over the past two fiscal years, we have been
attempting to recover ground lost during the economic downturn of 2000 when Brookings laid
off staff and went into a substantial but necessary mode of deferred maintenance on much-
needed capital items. We are emerging from that now with resources incrementally and
strategically increasing for a variety of departments where they are needed.
Now, we are faced with more economic uncertainty. While Brookings is much better
positioned that much of the nation or even the State of South Dakota, we are feeling the effect
of the nationwide recession. For this reason, we have essentially “flat lined” many of our
anticipated revenues and expenditures for the coming year. What’s more, we have again
deferred the replacement of some much-needed capital items simply because we do not believe
the revenue will be available to pay for them. We have not dipped into our reserves because
now more than ever, we need adequate reserve fund balances to brace against a significant
unexpected drop in sales tax that could materialize from a calamitous event of one of our
major employers. For these deferred capital items, we will hold them in a “reserve” list and
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consider purchasing them if revenue rebounds during the year. Until then, they will be
deferred for re-consideration to the 2011 budget.
Let’s take a closer examination of the budget.
Revenues: Various sources of revenue finance different budgetary funds. The City property
tax levy accounts for approximately 12 percent of a property owners’ total levy with the
Brookings School District receiving the majority of this revenue source followed by Brookings
County. The property tax constitutes approximately seven percent (7%) of the total city
revenue base. The property tax revenue is expected to be $2,352,000 according to the County
Finance Officer who makes this calculation. This is an eight percent (8%) change from 2009
and is primarily based on assessed
valuation of property as well as
new growth with an expanding tax
base. Cities are under a property
tax freeze imposed by state law
for levies. The only growth seen
is for inflation and an expansion of
the property tax base.
The sales and use tax is the
primary source of revenue for
cities in South Dakota and accounts for approximately 31 percent of our revenue base. The
two percent sales and use tax revenue is expected to be $9,641,108, the same as what is
anticipated to be received by year-end for 2009. By ordinance, the first penny tax is dedicated
to general operational expenditures primarily in the General Fund. The second penny is divided
into 25 percent of that total dedicated for streets, vehicles and equipment; and 75 percent of
that total dedicated for public improvements. Most of the second penny sales and use tax is for
capital projects and capital debt service. A third penny is also levied on a narrower sales tax
base of lodging, prepared food, on-sale alcohol sales, and admissions (BBB). Use of the third
penny is reserved for promotional expenditures pursuant to state law.
Transfers in to the General Fund are intergovernmental transfers from public enterprise funds
that help finance the General Fund. They are as follows: Brookings Municipal Utilities
$1,892,000; Solid Waste Fund $440,000; Brookings Municipal Liquor Store $500,000 Research
& Technology Center $75,000. Part of the purpose of such transfers is to have the enterprise
fund compensate the General Fund for administrative services and support. This is the case for
Liquor and Solid Waste but not Utilities. Transfers constitute approximately nine percent (9%)
of our revenue base.
Licenses, permits, service charges & fees for services are special benefit costs paid by users
requesting specific services from the City for which there is a fee associated with providing the
service. Examples include building permit fees, dog licenses, recreation program registrations,
and requests for re-zoning. The total amount of service charges and fees for services is
budgeted at $6,580,886 and accounts for approximately 20 percent of our revenue base. For
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the 2009 budget, we undertook a comprehensive analysis of the rates and types of services we
charge. We made several adjustments to the rate schedule to reflect the true cost of providing
these special benefit services. There are a few such services where rates will be adjusted for
2010 as well.
Other minor sources of revenue include: other financing revenue 11 percent; miscellaneous
including interest income and fines at ten percent (10%); goods & services at five percent (5%);
and intergovernmental revenue such as grants and pass-through taxes and surcharges at four
percent (4%).
Personnel: Providing city services is a very labor-intensive business so it should be no
surprise that personnel and related costs constitute a substantial part of the budget. You will
note the line-item budgets do not include a specific base adjustment increase for 2010. The
reason is both contracts for the collective bargaining units expires the end of 2009 and it would
not be appropriate to budget a line-item amount prior to the conclusion of replacement
contracts with the unions. However, we have set an aggregate amount of funds aside in one
lump-sum fund so we can properly budget for salaries that will be determined by the final
contract without compromising the negotiation process.
Beyond the union contracts, we are anticipating the usual range advancements for applicable
employees moving through the progression of steps in their respective salary range. Even in
difficult economic times, we need to maintain a progressive pay plan that effectively allows us to
compete in the market place so we can attract and retain a qualified workforce. In addition, we
are anticipating a ten percent (10%) increase in the health insurance with the City and
employees splitting the cost of the increase pursuant
to past practice.
With regard to staffing levels, I am proposing an
increase of 2.5 full-time employees affecting two
departments. This includes one full-time employee
increase in the Forestry Division of the Department
of Parks, Recreation and Forestry. This increases the
Division staffing from three to four. As part of this
change, seasonal and part-time staffing will be
reduced. Brookings can be rightfully proud of the
beautification we have become known for primarily
due to our forestry operation. Few communities
have such a substantial investment in boulevard tree
management and re-forestation promotion as
Brookings. I believe this is a standard our residents
expect us to maintain and expand. Our Forestry
Division plays a much more critical role than planting
trees and overall beautification. Disease infestation
threatens to ravage the trees of our community.
Diseases such as Dutch Elm, Oak Wilt, Ash Bore and
many others have, and will continue to lay claim to trees and we must be prepared to eradicate
FY 2009 FY 2010
Mayor & Council 7 7
City Clerk 3 3
City Manager 1 1
Human Resources 2 2
Finance 4 4
Information Technology 1 1
Community Development 4 4
Airport 2 2
Engineer 6 6
Police 30 32
Fire 3 3
Enhanced 911 7 7
Street 15 15
Animal Control 1 1
Recreation 4 4
Park 12 12
Forestry 3 4
Library 11 11
Storm Drainage 0 0
Liquor 6 6
Solid Waste Collection 6 6
Solid Waste Disposal 7 7
Total 135 138
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these diseased trees quickly and efficiently to control their spread. The growth of the
community with several new neighborhood subdivisions exponentially added to the Forestry
workload to the point we cannot keep up with the growth at current levels. We simply need
to add resources and we believe one additional staff person will accomplish that for the next
few years.
Second, I am proposing adding one patrol officer at the beginning of the year and a second
patrol officer mid-year. That will take our staffing level of full-time sworn officers to 30. Like
Forestry, the growth of the community has required the addition of police officers to help
insure safety and security of our community. As we constantly seek to promote this growth,
we must realize this comes with a requirement to provide for the maintenance this growth
causes. As communities grow, so must the on-going resources to service and maintain that
growth. Currently, we are below the average staffing ratio of officer-to-population for other
first class cities in the state.
During the last ten years, there has been only one patrol officer added to the staffing level.
During that same time, our population, the calls-for-service load, crime levels, and miles of
streets to be patrolled have all increased. The increase in petty crimes has resulted in the need
for more investigative services to resolve cases. This has led to extensive overtime costs and
shortages of patrol officers for a service that must be provided 24 hours a day, seven days a
week. We are short on patrol staffing and investigations so this increase will allow us to put
more officers on the streets during the shifts we need them the most. All-too-frequently, we
are operating with minimum staffing of only three officers on the streets at critical times. The
growth of the community and increase in call load requires additional staffing for public safety.
With the hiring of a new Chief, we are undertaking a comprehensive overhaul of the
Department and its various operations in an effort to improve efficiencies and be more
effective. In addition to patrol and investigative services, community-oriented-policing
practices, Safety Town, DARE, Neighborhood Watch, SWAT, and numerous other crime
prevention initiatives are front-end strategies designed to proactively prevent crimes instead of
reacting to them. There will also be a corresponding decrease in overtime as a result of higher
permanent staffing levels.
Both Forestry and Police made these staffing requests last year for the 2009 budget and I
rejected them due to budget constraints. Their need is now more critical than ever and these
positions need to be added.
All other staffing levels are unchanged for 2010. However, I need to inform you staff has
assembled a long-range staffing plan that attempts to project the need for increased staffing
levels in the future. This is a direct reflection of the expected growth of the community and
the need to increase the level of those services to respond to growth. Sometime during 2011-
2016, I anticipate the need to add: Police officers (4); Code enforcement officer (1); Building
inspector (1); Engineering tech (1) (new federal storm water requirements); Street Maintenance
workers (2); Park Maintenance & Forestry workers (2); Solid Waste Maintenance workers (2).
Finally, I would like to expand our current employee Wellness Program. In an effort to be
proactive in controlling health care costs, I believe we need to undertake some initiatives that
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promote a healthier workforce for less utilization of health insurance resulting in premium cost
control. In this day of managed care, insurance premiums are directly related to the extent
health insurance is used. Healthier employees mean more productive employees, less
absenteeism, and less costs for the employees and employer. As I previously indicated, the
Employee Safety and Wellness Committee has developed a program which I am currently
reviewing and would like to put into effect with this budget in the amount of $10,000.
Admittedly, there is some risk as to whether or not it will be successful and I am prepared to
modify provisions of the program based on performance but I believe we must be bold and try
something. Many similar programs have proven to be successful; many have likewise failed
while others have yielded mixed results.
Dispatch/911 Communications budget: The budget provides for an integrated
dispatch/911 communications budget which is a significant change from past years. For 2010,
we are consolidating the communication, dispatch, and E-911 budgets of the City and County
since this is a shared service. Since the City staffs the operations but the County receives the
telephone tax revenue that pays much of its expenditures, this new budget is incorporated into
the City budget. Revenues will be the state telephone tax and general funds from the City and
County divided proportionately based on call load. This will provide for much more efficiency
and accountability in this emergency service operation.
Capital improvements. Once again we have an aggressive list of capital improvements that
are incorporated into this budget. The total list of 2010 capital items for my recommendation
is $10,493,081; down from $11,060,048 in 2009. The cumulative list submitted by department
heads for 2010 was $12,154,157. These are all essential items. Unfortunately, we do not
expect revenue from our three primary sources; the general fund, 25 percent second penny,
and 75 percent second penny; to finance such an ambitious list. Please refer to the CAPITAL
OUTLAY section of the budget to see an itemized list of requested and recommended capital
items. Primarily, much of the
capital items for 2010 are small
equipment and upgrades to keep
our technology current. Some of
the larger items of note include
our annual rotation of two police
cars, replacement of one fire
pumper, completion of the bike
trail project, three projects
associated with implementing our
storm water master plan,
automated irrigation of the front
nine at Edgebrook Golf Course,
the Nature Park, concrete flooring
at Larson Holding Barn, and an increase in the book purchase for the library. We will continue
our aggressive plan for street maintenance totaling $516,000 for street, sidewalk repair and our
seven-year plan for chip-sealing/sealcoating. This year’s capital plan includes $500,000 for the
sanitary sewer trunk line extension south of Main Avenue to facilitate growth in this area.
Pending your adoption of a proposed assessment plan for this project, it will be repaid when
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development occurs through a connection charge. In addition, we will continue our annual
fund set-aside program for fire truck replacement and railroad safety crossings. Finally, 2010
represents the last year of our capital commitment of $100,000 to the Boys and Girls Club.
The airport will again dominate our capital projects list. Having made a final decision on
location, the 2010 budget year will involve extensive engineering and design on the selected
alternative. This involves an update or development of the Airport Layout Plan (ALP), a
supplemental wildlife study assessment, and acquiring the necessary property.
The five-year Capital Improvement Plan (CIP) has also been updated as part of the budget
development process with the incorporation of 2010 items into this proposed budget,
modifying capital projects within the succeeding three years, and the addition of 2014. The CIP
is not a budget. It is a financial planning tool designed to identify expensive items over the span
of a multi-year period for which their financing can be properly anticipated and planned. Please
refer to the 5-YEAR CAPITAL tab section of the budget for the Capital Improvement Program.
Street development fund: As part of the capital improvement planning process, we
currently have no means of financing major upcoming arterial street systems. If we are to
continue to properly plan and accommodate growth in Brookings, we need to provide for
extensions, upgrades, right-of-way acquisition, and infrastructure improvements to arterial
streets that service adjacent residential and commercial development. Typically, such street
systems are major streets that cannot be assessed to developers. In the past, we have used our
annual state funding allocation through the Statewide Transportation Improvement Plan (STIP)
to fund these streets. However, with the financial problems the State of South Dakota is
experiencing, our municipal allocation will be woefully inadequate to keep up with the demand
for the needed street development in the coming years. The criteria for such streets is that
they be major or minor arterial streets in our master street plan, and that they NOT be eligible
for funding through developer costs or assessments. Future STIP funding could be used to
augment set-aside funds to pay for street development at the time we need it. I am predicting
we will need in excess of $7 million over the next ten years for such projects.
I am proposing we annually deposit $750,000 to $1 million into a capital set-aside account from
the 75 percent second penny (public improvement) revenue stream specifically to pay for major
street development. This would be similar to our current practice of setting aside funds for fire
truck replacement and railroad safety crossings. The 2010 allocation to this fund is budgeted at
$1.3 million dollars. Examples of future street developments anticipated are:
West 20th Street South from Western Avenue to Main Avenue. This is currently County Road 16,
built to rural standards, has no storm drainage and is only two lanes. In the past several years,
this has become a major arterial with the adjacent subdivisions of Indian Hills, Esther Heights,
Valley View, and a new subdivision expected to be added at the corner of 20th and Main. This
street will need to be upgraded to match 20th Street east of Main Avenue with adequate lanes,
curb and gutter, and a storm drainage system.
South Main Avenue from 20th Street South to 32nd Street. This is currently County Road 77, which
is expected to see a significant increase in traffic due to adjacent development. The Prairie Hills
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subdivision on the east as well as a new elementary school, a pending development project on
the west and future projects will greatly add to the traffic on C.R. 77. It likewise needs to be
upgraded to five lanes with storm drainage and curb and gutter to match the Main Avenue
configuration north of 20th Street.
The combined effect of the above two projects will likewise require the intersection of 20th
Street and Main Avenue to be signalized.
East 20th Street South from 22nd Avenue to the Interstate. This will be a new street with an
extension of 20th Street south of the golf course to join a new overpass at I-29 and eventually
meet with an upgrade of 34th Avenue. This section will likely be required to be our local match
as part of any federal funding for the 34th/20th improvement project which is part of your
strategic plan.
There are likely other street connections serving large areas and industrial parks in the future
that are not assessable but will need to be constructed to meet the needs of a growing
community.
Outstanding indebtedness. The budget provides for annual debt service payments of
previously-approved obligations. They are as follows:
Project Total O/S Debt obligation Last year Fund to finance
Aquatic Park $ 308,000 2011 75% 2nd penny
Swiftel/Library $2,610,000 2013 75% 2nd penny
Larson Ice Arena $ 135,000 2013 75% 2nd penny
Retail Incentive $1,700,000 2015 75% 2nd penny
Fire trucks $ 790,725 2015 25% 2nd penny
Ice Arena/PAC $7,720,000 2021 75% 2nd penny
Innovation Campus* $1,190,000 2025 TID #1
Sieler Add’n $ 475,000 2028 TID#4
Valley View Add’n $ 535,000 2028 TID#3
Storm drainage* $3,720,738 2031 Storm drainage fund
*These two projects are through the State DENR for infrastructure. Additional debt is anticipated for
the storm drainage master plan based on implementation of projects. TID #1 is the first revenue
stream to repay this loan. In the event available increment falls short of project needs, 75% second
penny will need to supplement as revenue. TIDs 3 and 4 are pass-through debt ultimately owed by the
developers.
Many projects on our Capital Improvement Plan anticipate the issuance of debt as a means of
financing them. They include the airport, additional storm drainage projects, resolving our
space needs especially for the police department, the pending Swiftel Center expansion,
possibly a south fire station, industrial land purchase and development, major street
improvements, and others. A major uncertainty is the financing plan for the Brookings Health
System project. While the project was initially intended to be phased over several years and
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financed chiefly with reserves and revenue from operations, the question of issuing debt has not
been totally dismissed. Any hospital debt affects the City’s overall debt capacity.
All of these items affect our bond credit rating which currently is A2. This is a very good credit
rating for a community of our size and we should make no financial or indebtedness decisions
that would jeopardize that rating. The result will be a tightening of credit for projects and an
increase in the interest rate cost of borrowing. Ideally, we could add new debt service as the
old debt is retired for better cash flow management. Pursuant to our ordinance, most debt will
likely be financed by the 75 percent second penny revenue stream.
Future Capital Projects. The coming year will see somewhat of a reduction in public
construction projects over the past few years. This is a welcome reprieve from the activity of
this year highlighted by the completion of the Main Avenue Downtown Streetscape Project.
We have completed several park improvement projects and the development of a new Park
System Master Plan will delineate the next generation of park improvement activities. The only
park item expected to be a carry-over into 2010 is the completion of the bike trail extension.
This has been an extensive project complicated by federal changes and delays by the state
regarding the grants. We expect the project to be bid and a significant amount of work done
this year with completion next year.
The Nature Park comprises the conversion of the old landfill and will be another major project
for the coming year. While we are budgeting for some construction over the next two years,
we have significant planning and design work which will consume most of the year. In close
proximity to the Nature Park, the dog park is also being planned and we expect that to be a
park project next year as well. The development of the Nature Park will supplant the current
firearms training gun range which will need to be replaced.
The airport will also see significant work this coming year as we begin a $12-14 million
investment in one of the locations which will be determined by current years-end. Federal
funding will be the mainstay financing mechanism but it will be complicated due to pass-through
allocations and draw-down amounts associated with property acquisition, engineering and
design of the project.
The infrastructure installation and construction for the SDSU Innovation Campus Research Park is
expected to be 70 percent completed this year and finished in 2010. This provides for the
complete build-out of the research park.
Having completed the storm water master plan, we will continue with storm drainage
improvements pursuant to the priority determined by the City Council. Project #1 is the most
expensive and extensive and will take most of the year. Project #2 is quite small and will
overlap into next year while Project #3 is more significant and will require more resources.
Pursuant to your previous action, the budget does anticipate a rate increase for debt service for
these projects.
In anticipation of a final decision on whether or not to undertake the Swiftel Center expansion,
the budget anticipates $300,000 in second penny funds to begin architectural work. I suggest
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keeping this expenditure and any building associated with this project as a separate project fund
from the operations of the existing facility.
Finally, we have several, smaller capital street improvement projects slated for 2010. They are as
follows:
LeFevre Drive cul-de-sac
3rd Street mill and overlay 3rd Ave. to 5th Ave. (ex. Main Ave.)
Railroad St. replace concrete 1st Ave. to Western Ave.
3rd Avenue mill and overlay 2nd St. to 5th St
34th Avenue dig-outs/repair 6th St. to Bypass
34th Avenue dig-outs/repair 34th to landfill
34th Avenue re-construction, 6th St. to Price Dr. (STIP)
6th St./Hwy 14 Signalize intersections at ramp and 32nd
(done by SDDOT)
A significant capital project requested by the Engineering Department that I deferred to future
years is $870,000 for the installation/connections of 7th Avenue South and 15th Street South.
These street connections are in our master street plan and should be done at some point to
make more private, adjacent property available for development. Of this total project cost, it
would require $240,000 from the General Fund because city-owned open space near Pheasant
Run Park would be assessable for a significant share of this project. In addition, one adjacent
property owner is not willing to dedicate the necessary right-of-way for this project at this
time. What’s more, the ability to service these with utilities is problematic and cannot be easily
serviced with the necessary utilities by BMU until the right-of-way is dedicated. Finally, this
project has never been on the five-year CIP. For these reasons, I deferred consideration of the
project but it does appear in the 5-year CIP.
Finally, a significant capital improvement is our need to identify and secure ownership of
suitable land for re-sale or as a means of incentivizing commercial and industrial development.
The City currently owns commercial/industrial acreage in the Svennes Industrial Park, Weise
Business Park, and two small lots in the Tellkamp Industrial Park. In addition, we have identified
the former DOT maintenance facility as one such site and have set aside approximately $2
million for its purchase if and when the seller is ready. The coming year could see another
opportunity to purchase property. Most business expansion and re-location efforts require
“shovel-ready” lots for their businesses to grow. To position ourselves to take advantage of
job creation opportunities, we must have a strong inventory of lots ready to accommodate the
demand for buildable lots. We need to remain vigilant to ideal parcels that become available and
be ready to purchase them to meet this important economic development goal.
Enterprise Fund Operations. Enterprise fund activity is expected to see little change for
the coming budget year. The Solid Waste divisions of collection and disposal will operate as
they have with a general fund transfer from the disposal division of $440,000, the same as the
current year. The Municipal Liquor Store has experienced increased sales although sales in
wine have been affected by the retail wine license awarded to Hy-Vee. The override from such
wine sales has not been sufficient to make up for the retail loss in wines. We are implementing
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marketing measures to compensate for this loss. The transfer from the combined operation at
the liquor store of retail sales and override is slated for $500,000, up from $420,000 this year.
The Research and Technology Center had been performing well until we received notice of a
loss of one business, TJ Technologies, which has moved to Watertown for their expansion. In
addition, another tenant was slated to move at the end of the lease but will stay for a few extra
months until their new facility is ready. This gives us some time to find a replacement tenant.
For both the current and one pending vacancy, we are advertising for new tenants for the
space. The 2009 budget contained capital improvements of $34,000 for modifications to the
HVAC external systems. I have delayed this expenditure due to the reduced revenue stream
resulting from the vacancies. The R & T Center has been providing a transfer of $145,000 to
the general fund to help subsidize other City operations but the transfer is now slated for
$75,000 in 2010.
Edgebrook Golf Course was established as an enterprise fund last year primarily for purposes
of having a stand-alone budget that was not comingled with the parks budget. This was an
important first-step to monitoring the finances of this entity and achieving our long-term goal of
self-sufficiency. Despite the poor weather at the start of the 2009 golf season, rounds and
memberships have increased; a reflection of our strategic improvements to the course and its
operations. Obviously, weather has a significant impact on the financial performance of this
operation. In 2008, the general fund subsidy net of capital improvements for Edgebrook was
$180,000; in 2009 it is expected to finish at $147,000; and in 2010, it is budgeted at $120,400.
As you can see, we are definitely headed in the right direction. We did miss our goal of having
some play available for the new executive course; our resources were consumed by other
projects. The only significant capital improvement to the golf course envisioned in 2010 is the
automation of the irrigation system on the front nine at $170,000. Future improvements
include additional concrete cart paths and re-building several of the sand bunkers.
Subsidy Requests. We received the usual number of requests for subsidies for the coming
year. Because of the extreme challenges in matching revenues with expenditures, and the
continued deferment of many necessary capital improvements, I am recommending we hold
existing subsidies to the current 2009 level and reject any increases and new requests. I found
no case to be made for new or expanded subsidy requests that carried a higher priority than
the expenditures we have deferred as a result of the economic recession, with the exception of
the Visitor Promotion Board (VPB).
The VPB receives a BBB allocation of $225,000 pursuant to a three-year agreement which
expires June, 2010. The VPB requested an increase of $25,000. The sole role of the VPB is to
provide funding as leverage to events, promoters, and organizations that increase visitor
spending, thus growing the BBB revenue stream. In making their request, the VPB
quantitatively demonstrated they can have even more impact and further increase visitor
spending with an additional annual allocation of $25,000. They also hypothesized that additional
funding beyond an additional $25,000 would be counter-productive because the community
does not have enough hotel rooms to service the additional events, so any amount beyond an
additional $25,000 would amount to “negative leverage.” Because of the expiration date being
mid-year, and in light of the quantitative analysis they conducted, I am recommending an
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increase in the VPB of $12,500 for the second half of the year which provides for their
requested increase while still adhering to the existing agreement.
Most notably, we received two significant requests from SDSU. They are $1 million dollars for
a McCrory Gardens Visitor Center and $11.8 million for an addition to the Performing Arts
Center. While these are truly wonderful projects for the community and the university, I
cannot recommend they be funded by the City for a wide variety of reasons. Most importantly,
we simply cannot afford them without canceling several other vital projects from our capital
improvement program. The City has clearly demonstrated a willing partnership with $6 million
for the initial PAC (debt service continues until 2021), $500,000 for the Wellness Center, and
$3.8 million for the SDSU Innovation Campus infrastructure. I believe we have much higher
priority capital projects in the years ahead that will yield a much higher investment return for
us.
Performance Measurement and Management. An inherent part of the budget
development process is the imposition of performance measurement standards. Each
department head undertook this exercise as a means of developing and justifying budgetary
requests. With the current recession, it is more important than ever that we invoke the
practice of performance measurement. As I said in last year’s Budget Message, “What gets
measured, gets done!” That mantra is truer now than a year ago. Performance measurement
is a difficult and complex process, and I am not yet satisfied that we have fully mastered it’s
principles in our budgetary or service-delivery programs. It remains a work in progress.
Still, performance measurement is an incremental process; an attitude as much a practice. It is
neither strictly an “art” nor a “science.” Rather, I prefer to consider it a “craft” or a blending
of the two requiring a long-term commitment of resources and perseverance to be successful.
We will continue to work on this issue with the goal of achieving as much efficiency and
effectiveness as possible.
Conclusion. The proposed budget for 2010 reflects the realities of the economic recession
facing all of us. Fortunately, the strength and diversity of our community helps buffer us from
the calamitous situations facing states and cities across the country. While none of us can
speculate how long the recession will continue, or how the impacts of a recovery will affect us,
we must continue to be conservative in our projections for both revenues and expenditures
while still being committed to our basic core services, remain optimistic, and continue planning
for a prosperous future.
In an economic recession, discretionary spending is among the first cut-back measures by
consumers. This affects sales tax revenue which is our most significant revenue stream. For
past years, we have budgeted conservative revenue while experiencing actual revenue
substantially surpassing our budgeted estimates. During 2009, we are experiencing a change
from previous years. While actual sales tax revenue has met or slightly exceeded our budget,
we expect that trend to continue through 2010 and this budget reflects that new economic
reality. We do not expect to see actual revenues significantly surpassing our revenue estimates.
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For the most part, this budget provides for a “maintenance mode” in light of “flat lined”
revenues and we are responding with primarily “flat lined” expenditures. We are not providing
for any new “stretch” initiatives with the exception of a modest appropriation for an employee
health and wellness provision, only because the resources will not be available to finance them.
The only staffing increases are for Forestry and Police; a direct response to further protecting a
growing community.
Still, I believe this is a responsible budget and provides for the basic core services our
constituents expect. At the same time, I believe it furthers our goal of continually striving for
excellence in public service while fashioning ourselves as a progressive and entrepreneurial
community. We should be satisfied with nothing less in our public stewardship.
I would like to thank you, the Mayor and Council Members, for your leadership on all issues
policy and fiscal for the City of Brookings. Clearly, tough decisions about priorities have been
the dominant theme of this budget and will continue into the future. I would also like to thank
the Department Heads and all city staff for their service to the City. The budget development
process was particularly challenging this year and the dedication, expertise, and pragmatic
approach by the Department Heads toward their respective budgets is a hallmark of
community leadership.
Even though we are considering this an austere budget due to financial and economic
constraints, we still must be true to our adopted strategic plan and I do not anticipate any
undue complications with fulfilling those goals and even setting more ambitious goals for the
community in the years ahead.
Sincerely, Jeffrey W. Weldon, City Manager”
Weldon said this budget work session would provide an opportunity to walk through some
aspects of the proposed budget; working from general to specific. He thanked Rita Thompson,
Finance Manager, for her efforts in making all the numbers, budgets, and charts work.
He was pleased to tell the Council that the $33.3 million budget is balanced. For the most part
Brookings has been somewhat insulated from the impacts of the recession, but sales tax
reports have been somewhat volatile lately. He has every confidence the City will meet the
budgeted revenue for sales tax revenues this year, due to the fact we have been budgeting for
less than what the actuals have been.
The wild card with this budget is trying to look out 18 months, and there is no idea of what will
happen with the economy on a national level or more specifically at the state level and how it
might affect us. Being conservative, but being cautiously optimistic would be a good
prescription for how we proceed with this process.
Very few relative changes were made to the budget in terms of service levels. Weldon is asking
for an increase in staff levels for a total of 3 by the end of the coming year; 1 in the Forestry
Dept. and 2 in the Police Dept. (one in January and a second in July). The community is
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growing and we need to keep up. The Street Dept. added one employee last year with both
the Street Dept. and Solid Waste/Landfill needing additional employees in the future to keep up
with the demand for services. We need to respond with changes in the intensity of service
levels to respond to the challenges of a growing community.
The budget fairly and responsibly reflects the priorities that the Council has set forth in the
Governance and Ends Policies. Weldon has tried to incorporate the Council’s wants for the
community and assigned dollar amounts the best he could. In providing leverage for use of the
best assets, they looked at where the best place for our investment dollars would be, both in
terms of operations and capital.
Weldon has one major concern; some equipment capital costs and maintenance issues are
being deferred. The maintenance staff in the Street and Park Departments do an outstanding
job of maintaining our equipment, but there comes a time when it is more expensive with
maintenance costs and downtime costs, than it is to actually replace the equipment.
Departments have been very pragmatic in their request for equipment replacement and he’s
tried to be as progressive as possible, but there are a number of capital items that were pushed
back because of the inability to fund them.
The budget presents a couple significant differences; 1) Emergency 911 budget. Previously
operated under two budgets, they will be consolidated into one budget managed by the city. 2)
Establish a street development and street improvement fund. This would provide an adequate
way of financing necessary improvements to some major streets in the community. This would
be a similar process as done for setting aside funds for railroad safety crossings, as well as
setting aside funds for Fire Trucks.
Weldon has set aside $300,000 for architectural costs relative to the Swiftel Center project,
even though it has not been decided if this project will proceed or not. At some point debt
would be issued for the architectural fees, which would be rolled into the debt for the project,
but until debt is issued, there are cash expenses upfront. He reminded the council of the RFP
out now pursuant to previous Council action to look at schematic design and some preliminary
cost estimates. Invitations were sent to 11 architects and are scheduled for responses to be in
by the end of the month.
Deferments on capital improvements. Most budgeted capital improvements are technical
improvements; technology keeping up with information systems. Much equipment has been
deferred.
Five Year Capital Plan. This is a tool used for forecasting major and planned purchases over the
next five years. Looking specifically at 2010, we need to assess how to plan and phase in
projects for cash flow purposes over the ensuing four-years. This is where the issue of the
relative ability to place items in a specific year and push items out which may not be properly
prioritized to be financed at the present time.
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Mayor Reed asked if some 2nd penny funds go through the general fund. Thompson responded
if it is marked general fund, she wouldn’t transfer money out of the 25% or the 75% for that
particular item.
Weldon pointed out several items of importance in relation to the individual departments.
They are as follows:
• City Clerk / City Manager. Granicus equipment for $11,000. This is new technology
providing more user-friendly opportunities to search Council packets, meetings and
agendas. It meets the goal of open government.
• Human Resources. Annual software lease.
• Finance / IT. Financial Accounting package Version 7 upgrade for $25,000. This provides
for improvements to the payroll system and human resource module financial suite.
Pictrometry for $52,000; this is being divided between several departments and in
partnership with the county and quite possibly BMU. Pictrometry is an engineering
property management GIS software used for public safety, code enforcement, planning
and zoning, dispatch, etc. This is a technology upgrade. Much of our technology has
been consolidated into one budget managed by Reed Walter, IT Specialist. This
provides better coordination and integration of department needs and eliminates
departments looking at technology improvements and purchases at varying times.
• General Government Buildings. ADA access and improvements to the 3rd Avenue
entrance to City Hall.
• Fire Department. The budgeted $30,000 for modifying the current South Station for a
training facility will be pushed back to 2013, with a new South Fire Stated proposed for
2014.
• Community Development/Industrial Parks. The rental house on 22nd Avenue is in need of
shingles; a maintenance cost that needs to be incurred. TID #1 expense of $700,00
consists of street and utility improvements from 25th Avenue and 10th Street towards
the Innovation Campus. With this in the TIF district and depending on what other new
development may occur in the balance of the TIF District, this could be financed by tax
increment revenue. This is dependent upon the level of interest from developers. This
could also be a 75% 2nd penny project depending on the revenue streams. There will be
a number of public policy decisions to make if this issue comes forward. This is in the
budget as a ‘place holder’, as it is an important community development project that will
be on a future agenda.
• City Engineer. Vehicle replacement in 2011.
• Police Dept. Annual rotation of squad vehicles. Expanding the inventory and use of
tasers; a more preferred method of officer safety. Relocating the firearms range to the
new landfill; the range is currently located at the old landfill, which is being developed
into a Nature Park. There is also the possibility of partnering with the proposed YES
Project; they would have a firearms range, and could add an indoor shooting gallery or a
firearms training range. A proposed new item is partnering with the Brookings County
Humane Society in 2011 for a joint city/county animal control facility, which could be
used as part of the city’s animal control operation. Pictrometry software and some
hardware upgrades for Dispatch/911, jointly shared between the city and the county.
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Mayor Reed asked if the increase in police vehicles numbers was due to the rotation of
vehicles. Weldon stated the rotation calls for a third vehicle in 2011 and some particular makes
of vehicles are more expensive to outfit than others (e.g. SUV versus Crown Victoria).
• Fire Dept. The lease on the four-pack goes through 2015. Replacement of Engines #4
and #5. Due to increased cost estimates, Engine #4 will be replaced in 2010, and Engine
#5 will have to be retained. Truck #2 will be replaced in 2013. Beyond that there
would be rescue gear adding to the compliment of rescue gear purchased this year.
• Street Dept. Some equipment listed for replacement in 2011 is being pushed back due to
the Street Departments assessment that the equipment could be maintained for one
more year, but will need to put a plan in action of what to do for replacement of this
equipment. The department has a request for $37,000 this year and $607,000 next
year, which will not work. There will have to be significant changes to the 2011 list in
order to keep some equipment viable. Street and Sidewalk Improvements of $516,000;
incorporate this into the Street Development Fund. Funds are currently being set aside
for Railroad Traffic Safety Signals and hope by 2013 to have accumulated $1.35 million
to pay for signals at all intersections. There is currently an application with the state for
the Main Avenue crossing, and another application with Senator Johnson’s office at the
federal level for some railroad crossing technical assistance. Chip Sealing, done on a 7-
year rotation for $205,000, uses 25% 2nd penny. This will have to increase as our
streets age and there are more streets to maintain.
• Recreation Dept. The payback of the Larson Loan for the Larson Ice Arena exterior
work for $150,000 will happen in 2012, not 2013 at written. This improvement was not
budgeted, but thanks to a generous gift, we were able to fast track this project. The
$150,000 represents the city’s share of parking lot improvements at the Larson Ice
Arena. This expense was added on to the last year of the Water Park’s debt
repayment.
• Parks Dept. There is $25,000 for equipment this year and $170,000 next year as a result
of pushing some items back; which are either general fund or 25% sales tax depending
on the piece of equipment and how it is prioritized. Capital improvements in the out
years: $200,000 for lights at Bob Sheldon Field in 2011, $190,000 for baseball field
lighting at Mickelson Middle School in 2012, $50,000/year for 4 years for the Nature
Park project. Weldon recommended adding a concrete floor in the Larson Holding
Barn, replacing the current dirt floor. The Soccer Association has asked for
consideration if the city installs a concrete floor in the Larson Holding Barn, they would
install artificial turf for winter soccer activities, winter golf lessons, etc. Weldon does
not recommend doing this until a commitment is received from the Soccer Association.
This could be a75% second penny allocation.
• Forestry Dept. The Forestry Shop Addition for $50,000 has been pushed back. The new
aerial bucket truck will not fit in the existing building, and with looking at a new building
in the future, this truck will be stored in the Park Maintenance Facility or elsewhere.
• Library. This is one department Weldon made an increase to the department heads
request; consisting primarily of materials for the patrons. Over the past years, the
library has been slighted in their budget allocations in terms of materials, and while a lot
of time is spent dealing with streets, infrastructure, buildings, parks and
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playgrounds…books, reading materials, periodicals, and learning opportunities at our
library for adults and children is something that is equally important.
• Swiftel Center. Arena lighting upgrade for $225,000 out of 75% sales tax. This includes
the last two years carry-over for the lighting project; a total of $60,000. Proposed
expansion in 2013 at a maximum cost of $7 million. Pending council approval, $300,000
for architectural fees. Spot light expense of $30,000; with many acts requiring more
lighting, spotlights are rented, and if they were on hand, it would save on operating
expenses.
• Special Assessments. This fund is used by the City Engineer primarily as a holding place;
revenues for items subject to a special assessment. Items such as: South Main Sewer
Line extension for $500,000, part of the Mills Development project (Prairie Hills
Subdivision) south of 20th Street, the proposed new school, and other residential
subdivisions to the West. The plan is that these funds would be recovered because we
would levy connection charges to those benefitting parcels, but in the meantime we will
have to finance upfront the initial installation and the outlay of that project.
• Storm Drainage. The total Storm Drainage Master Plan costs $8 million. Projects #1 and
#2 will be started in 2010 for a cost of $1 million and will take two years to complete.
Projects #4, #5, #6, and #7 will follow as we progress through the Master Plan. This is
subject to change depending on the progress of various projects. Our financing
mechanism is through the Department of Environment and Natural Resources Revolving
Loan Fund. We can only draw down a certain amount at a time, so we’ve had to lump a
couple of the initial projects together and will have several different debt issuances as
we progress and decide if we are going to borrow the full amount.
• Innovation Campus – Project Budget. This provides the revenue to pay the $3.8 million for
the Innovation Campus infrastructure. There are three revenue streams: 1) $694,000
from Sales & Use Tax, 2) $2 million drawing down from the general fund as a transfer,
which was part of the $4 million set aside for DOT Property purchase. When the
Council approved the financing for the project, they authorized the transfer of the $2
million from the DOT property set aside for this project. 3) The balance of the project
is the loan from the Dept. of Environment and Natural Resources through the SRF
Program for storm water and storm drainage improvements to Phase II Construction of
the Innovation Campus. Those three revenue streams are the first call on cash. Since
this is located in TID#1, over time we will get reimbursed with Tax Increment Revenue
generated from development within the District. It is important to have as much
taxpaying development, not tax-exempt, but taxpaying parcels developed within the
Innovation Campus as well as development South of the Innovation Campus towards 6th
Street.
• Bike Trail. This is a capital construction project. This project has had a lot of changes
and starts as a result of changes in federal grant funding that occurred two years ago and
delays in state approvals. It will be worth the wait for the 50% match grant money. The
Parks Master Plan will provide an idea of where to plan for future Bike Trails in
Brookings.
• Liquor Store. Security system and AED drinking fountain for $12,000. The security
system is significant and would be paid for out of liquor funds.
• Airport. This is a bit of a moving target. The Federal FAA Funding will float in and go
through this budget. The shed for $80,000 will house the new plow purchased with
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federal money. Weldon asked Airport Manager Mike Wilson if the shed was
reimbursable under the FAA Program. Wilson stated we won’t see reimbursement for
this as we are spending money on other projects and this would not be high on the list.
Weldon asked if it was part of the discretionary formula. Wilson stated it is not. The
Wildlife Assessment was a result of a federal Grant. Runway Improvements; we have to
maintain the current runway even though we are looking at runway changes. Airport
replacement and engineering for $250,000; this will start the airport layout plan funded
by airport funds and a federal grant. The council is set to make a decision on airport
location in October. As a result of that decision, an AOP will be required, and will
consume a vast amount of time next year.
Bezdichek asked what the Wildlife Assessment was. Wilson stated a wildlife evaluation was done for
the environmental assessment, but it was just a site survey showing what wildlife was present. Now a
wildlife assessment and a hazardous wildlife plan must be put in place. Bezdichek asked if that was on
top of the $84,000. Wilson stated $9,000-$10,000 was spent on the original evaluation and was 97%
funded. This includes a plan put in place which will incorporate less crop ground and more grass to
minimize birds. There will be monitoring programs and it will give direction as what to do to control
wildlife at the airport. Bezdichek asked if this had to do with the $12,500 spent earlier. Wilson
stated that was an evaluation of the environmental assessment. Wilson visited with the FAA and asked
if they could use that information on this and was told they are two separate items, even though they
do overlap, that information cannot be used. The primary airport construction will take place in 2013
for whichever airport location option is selected.
• Edgebrook Golf Course. Edgebrook Golf Course was pulled out of the Park Budget in
2009 assisting in evaluating its operations. They are on course to total operation self-
sufficiency, however some capital improvements could skew that. One example is
automatic irrigation of the Front 9. Weldon recommends making this capital
improvement, as irrigation is extremely labor intensive. Adding additional concrete cart
paths; 2,500 feet has been done and has contributed to the viability of the course and
want to expand that into the next phase. There is a change to the item listed as ‘greens
on Holes 8 and 4’ for $30,000; the greens are in good shape and should be left as they
are, with the exception the bunker needs approximately $15,000 in improvements.
• Enterprise Funds. The Solid Waste Disposal and Collection Operations are set to
replace a compactor for $650,000 next year and a crawler loader for $700,000 the year
after paid from Solid Waste Collection and Disposal operation revenues. This
department is heavily laden with very expensive capital equipment, and fortunately we
don’t have to replace several of these items quite as often. Bob McGrath, Director,
does an excellent job of staging these out over the years. There is an $800,000 expense
listed for Trench #4 East. Bob McGrath explained the trenches are built in half
segments, called east and west, and they dig one about every 5 years complete with the
leachate collection system. There are three complete Trenches left to dig. McGrath
stated these are paid for in advance, so the money is there when they dig.
• Research & Technology Center. Miscellaneous repairs and HVAC unit protection for
$34,000 is to be paid out of R&T Revenue. These need to be done, but is dependent
upon rental income.
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• Street Dept. In regards to the Street Development Fund, $516,000 will be financed by
75% second penny. Weldon is asking to set aside $784,000 in second penny money for
future street improvements.
Capital Improvements. This is the same information mentioned prior looking only at 2010. This
shows what the department heads requested and what City Manager Weldon is recommending.
Pursuant to Council direction a few years ago, the distinction was made when the council
adopted the ability of a levy on the second penny pursuant to state law that 25% of that
revenue stream was to be dedicated to street maintenance, certain types of improvements, as
well as capital equipment, and 75% was to be dedicated for public improvements. This allowed
flexibility to respond to changes from the year, and provided good physical policy and guidelines
about how to spend public investments.
25% Second Penny Sales Tax Worksheet. Weldon shared a worksheet which showed how the
city is financing debt projects and paying for capital items out of the 25% of second penny.
These are the obligations in expenditures for debt service of which many are in the form of
leases; Edgebrook golf cart lease, Motor Grader lease, and the Fire Trucks 4-pack lease. Cash
projects are looked at annually; street chip sealing, police public safety equipment, street
equipment, E911, fire truck facilities, and some park improvements. 2010 revenues total $1.2
million, $92,000 over expenses, with an ending cash balance of $936,000. Cash flow is
restricted to $151,000. Weldon asked Thompson if the $151,000 is part of the $936,000.
Thompson responded that it is not. Thompson noted the Fire Trucks and equipment proposed
to purchase this year changed due to the cost being much higher than anticipated. Fire truck
purchases are proposed for 2010, 2013, 2015 and 2016, at which time they will have to review
a new plan for how to purchase the fire trucks.
Mayor Reed questioned if we were setting aside funds for the fire trucks. Weldon stated they
are continuing to do so, but the cash balance will go down next year with the replacement of
Engine #4. The set aside program will continue on an annual basis, and whenever a vehicle is
sold, those proceeds will go back into that fund.
75% Second Penny Fund. Weldon showed a chart that represented the current debt schedule
against the 75% second penny: the Swiftel and the library project debt in 2003 goes out to
2013; the Larson Ice Center and PAC I debt in 2001, originally issued in 1998, goes out to
2021; the Lowe’s Project retail incentive debt in 2005 goes out to 2015, the Aquatic Cetner
debt in 2006 goes out to 2011; the $135,000 advance on the Larson Ice Center represents the
city’s share of the parking lot agreement which adds one more year of debt service to the
Aquatic Center Project; and the Innovation Campus in 2011 will go past 2021. The debt from
the State of South Dakota as part of the financing package for the SDSU Innovation Campus
was deleted.
Mayor Reed asked how the return from the TIF funds will be managed. Weldon clarified the
first call on cash for the Innovation Campus is tax increment and that would be repaid from the
TIF. In the event the tax increment falls short, the city will have to make it up with 75% second
penny which represents only the loan. Reed asked if the city has to repay the loan. Weldon
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said yes. Weldon stated they are looking at the TIF to reimburse the balance of this project
($695,000) plus the $2 million from the DOT fund transfer. However, if revenues from tax
increment in TID #1 do not materialize enough to pay, the city will have to pay for it and it
needs to be decided how to handle this in the future. The plan is to have the tax increment
paid for. Reed asked how the return on it is going to be measured. Weldon stated they will
know that by how much development occurs in the district. Reed asked if the city will have to
manually calculate that or will it actually come through as a special payment. Weldon stated it
will come through the taxes paid. When property develops in TID #1 and goes on the tax
rolls, the county forwards the increment to the city. These funds will be dedicated towards
this repayment and is totally dependent upon how much development occurs. The more
private development that occurs in the Innovation Campus or any place else in the district is to
the city’s advantage, because it will accelerate the reimbursement opportunities for this
outstanding debt as well as this inter loan transfer made to cover it. Thompson added the
County Auditor early on projected $38,000, and most recently projected $73,000 which is
almost enough to make the payment in 2011. If there is more development, it would be applied
to this first, and secondly toward the $694,000, and finally the general fund. The Innovation
Village Residential Project is the only thing currently in TID #1 that will be generating tax
increment when it comes on line paying taxes.
Potential debt projects that have not yet been officially approved. 1) Swiftel Expansion. This is
estimated at $7 million in principal and interest beginning in 2014. The best timing would be to
replace the existing debt service expiring in 2013, and roll it over into 2014 with a new debt
service schedule. 2) City Hall and space needs. This is scheduled for a decision yet this year.
The project would start with debt service in 2013. 3) Airport. While this is 95% federal
funding to a certain level, we have to front all of the costs associated with this which is why it
shows up on the debt schedule. Depending on federal FAA approvals, 2014 is an estimate but
it could be 2015.
Total Annual Debt Service. These are 75% second penny projects; typically one-time expenses.
These projects consist of: Forestry aerial truck, City Hall entrance, Larson Holding Barn,
Edgebrook Irrigation System, Airport Expansion Plan, South Main Sewer Extension, and street
improvement/development projects. Weldon wanted to showed how that impacts future
funding for setting aside infrastructure investment for future development. Improvements will
need to be made to some major streets on relatively short notice, and if the cash isn’t available,
it will be difficult to do.
In summary, even if there was a 3% growth in revenue, there is restricted cash debt. This
shows the available cash in the 75% fund if these projects are funded in this manner. There are
some problems with negative numbers appearing in 2015, which means there are adjustments
to be made by cancelling some projects, moving things around, or looking at alternative
financing.
Thompson shared a chart showing public improvement projects; with the largest project being
the Swiftel Center for $12 million in 2013. The chart showed debt payments, annual revenues,
debt proceeds, and cash.
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Thompson showed the same chart, except this chart included SDSU’s requests for $1 million
for the McCrory Gardens Visitors Center and $11.8 million for the PAC II Project. By funding
these two SDSU projects, the negative numbers show up in 2011. This showed that clearly all
of these projects are not affordable, and there is going to have to be some decisions made on
what are priorities and what is not.
Debt Worksheet. As of 2009, the City has $18.5 million outstanding in sales tax bonds, which is
the issuances from 2001, 2003, and 2005. There are $4.98 million in debt in the tax increment
regarding Tax Increment Districts #1, #3, and #4, which will presumably be repaid. Districts
#3 and #4 are being paid by the developers, but the auditors say we have to carry it on our
books as debt. There are equipment term leases for $1.1 million. Total carrying debt today is
$25,184,567.00. State law provides for the city’s ability to issue additional debt for utility
purposes; BMU has $33.9 million in additional debt that goes against the city as well. The
amount of debt a city can carry is based on 5% of the total assessed valuation of the
community. Presently, Brookings is allowed to incur debt up to $42,726,673. If we were to do
all the projects on this list (a value total of $42.8 million), with our current indebtedness of
$25.1 million, we far surpass our eligible debt limit by $25 million. There are many projects
that can be done; there are many projects that should be done. It is going to be a challenge
with how to proceed with these extremely large ticket items.
Weldon asked Toby Morris from Northland Securities, the city’s financial advisor, to provide a
preliminary opinion on this issue. Morris hasn’t had time to do a comprehensive analysis, and
should do one at some point if we get serious about issuing more debt, but raised some red
flags about the city’s security, about building reserves, about debt service capacity, about making
sure a good credit rating is maintained, and what the city would be faced with if we try to
borrow too much money.
In regards to the requests from SDSU; they are excellent projects. Weldon commended the
University for bringing them forward; however he has concerns about the ability to finance
them. While it is important to have good partnerships to make these things work,
unfortunately partnerships often times run into financial realities. Tough choices are going to
have to be made as to what is in the best interest of the community.
Weldon said he would be remise in his obligation if he didn’t tell the Council that first and
foremost his obligation is the best interest of the city, the best financial interest of ourselves
and what our community priority projects should be. We have worked long and hard on issues
of storm drainage, airport, space needs, and planning for growth of the community through
strategic infrastructure investments, and in terms of our priorities, we really need to remain
true to those issues.
Council Member Whaley stressed the south fire station should have been built a long time ago
and disapproves it not being built until 2014. Whaley said the Hospital Board has had
considerable discussion regarding partnering with the City and having the South Fire Station
contain an ambulance bay. The Hospital Board is trying to decide where to put the ambulances,
and this would be a good location. This fire station needs to be moved up on the project list,
and she suggested if at all possible, it be moved equivalent to the sewer line extension with the
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Mills Prairie Hills development in 2011. Weldon responded that the sewer main project is on
for 2010 and is part of a project recently approved in regards to a land swap issue. Weldon
stated they can look at the fire station issue anytime; however, with the possibility of a co-
location with BHS, it is particularly crucial to do now. Whaley said this needs to get this moved
up to 2010 or 2011.
Mayor Reed asked in regards to the $12 million for the airport, of which 95% may be federally
funded, but there is still land to be acquired. If the airport stays on sight, it changes the amount
of money put into this formula. Weldon stated, yes it would, though he is not sure which end
would be more expensive. The AOP would likely tell us that. The property acquisition costs
will be a lot more if the airport is relocated versus staying at the current sight. On the other
hand, there may be some environmental mitigation issues to be done that could be more
expensive on the current sight. Reed is correct; there will be some significant carrying costs if
the airport is relocated to acquire the necessary acreage needed.
Bezdichek asked what the $250,000 for airport design and engineering would be spent for.
Mike Wilson stated this is for the airport layout plan, either on sight or a new location. This
would involve the design/layout of the entire airport, including instrument approaches.
Bezdichek asked who is doing the design. Wilson stated a consultant would be selected after
this current project is done. Bezdichek reminded the Council that when this airport project
was started, a contract was bid for engineering fees and that group has already come back once
for additional fees, and there are now additional fees of $250,000 for design.
Bezdichek thanked all the department heads and the City Manager for the outstanding job they
have done this year. He thanked Rita Thompson for the debt worksheet as it is something he
had often times wanted to have. In addressing the public and Council, he reminded them the
debt worksheet shows present debt and that does not take into consideration BMU and BHS.
Neither Brookings Municipal Utilities nor the Brookings Hospital can incur any debt. If there is
debt occurred, they have to come back to the City Council and we incur that debt. What we
were shown is so that we have some knowledge capacity of what’s out there and the projects
that have been brought before us. What this doesn’t show is that if either one of those entities
need additional money, they have to come back to the City Council to issue debt and the city
doesn’t have the ability to occur much more debt the way it is. The work for us has now
begun. There is some work to do in deciding what we want to do and what we can do.
Weldon responded to Bezdichek’s initial comment about the airport. The initial contract work
was for an environmental assessment to get to where we need to be in October; it was a
limited scope for those purposes. It wasn’t intended to get into design and engineering of new
runways and new taxiways and a new airport layout. Bezdichek commented his point only is
that though the expenses continue to escalate, it becomes a very expensive project.
Reed stated the next work session should begin again at 4:00 p.m. This still gives the council
the September 8th meeting if another work session is needed. Thompson stated if changes are
made at the work session preceding the first reading, the ordinance wouldn’t be ready for the
first reading as there wouldn’t be any time to make the changes. Weldon stated a first reading
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can be amended. The budget ordinance could be introduced, and could consider an
amendment at the first reading and have it finalized for the second reading.
Reed asked the council if there were any concerns with time, and a special meeting could be
held if needed. Reed reminded the council much of the second penny issues do not deal with
this budget. Weldon stated that is a good point; many of the second penny issues are
important to talk about in terms of long-range planning, but they do not have a direct impact on
the 2010 budget.
Mayor Reed thanked City Manager Weldon for getting the council started and thanked city staff
for being present for any questions and appreciated them spending some extra time.
6:00 p.m. Meeting Review. Shari Thornes, Brookings City Clerk, noted changes to the 6:00
p.m. agenda.
City Clerk Report. Shari Thornes, Brookings City Clerk, provided a briefing on upcoming
invitations and obligations.
City Council Member Ex-Officio Reports.
Whaley said the Hospital Board discussed the expansion project and the ambulance service.
She asked that the City Manager include the ambulance secondary location in the City’s Capital
Improvement Plan.
Bezdichek said the Utility Board is currently in budget discussions that include rate increases.
The biggest issue they are currently working on is the video package. Kubal said he found the
Utility Board meeting very interesting, complicated and long. One issue the Board addressed
was turning down a proposal to participate in a facility lease for Missouri Energy to increase
their power supply.
6:00 P.M. REGULAR MEETING.
Consent Agenda. A motion was made by Whaley, seconded by McClemans, to approve the
consent agenda:
A. Action to approve the agenda.
B. Action to approve the July 23 Joint Hospital/Council Meeting and July 28
Council Meeting Minutes.
C. Documentation of Police Car purchase pursuant to SDCL 5-18-9.1. On 7-17-
09 and 7-23-09, bids were advertised by the City of Brookings for the purchase of two
police package vehicles as per our specifications. No bids were received on the 7-28-09
bid letting. According to SDCL 5-18-9.1 and 5-18-9.2, when no bids are received a
municipality may solicit a minimum of three competitive quotes under the original
specifications. On 7-28-09, four quotes were directly solicited for and two were
received. Sioux Falls Ford provided a quote of $24,900 per vehicle. Einspahr Ford
provided a quote of $24,954. Watertown Ford and Schoenhard Ford of Huron both
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September 8, 2009
declined to provide a quote. Einspahr Ford was awarded the contract on two police
package vehicles at a price of $24,954.
D. Action to appointment Michael Lee Kendall to the Visitor Promotions
Committee second student position for a term beginning 8/1/2009 through
1/1/2012.
E. Amendment to First Reading Policy pertaining to agenda packet
documentation.
Brookings City Council Policy
First Reading of Ordinances
Brookings, South Dakota
Original Policy – September 2, 2003
Ordinance Adopted – May 9, 2006
Policy Amended - August 11, 2009
Objective: The Brookings City Council wishes to establish a uniform procedure for
handling the first reading of all proposed ordinances.
Policy on Council Meeting Procedure: Pursuant to City Ordinance No. 14-06, the purpose
of an ordinance first reading is to announce an issue to the public and the following
procedure is utilized for the meeting.
Ordinance No. 14-06
An Ordinance Establishing a Policy for the First Reading of Ordinances in the City of
Brookings, South Dakota.
Be it Ordained and Adopted by the City Council of the City of Brookings, State of
South Dakota, as follows:
I.
Sec. 2-34. First Reading Policy for Ordinances.
The first reading of an ordinance shall follow the following procedure:
1. The full title of the ordinance change shall be read by the Mayor or the
City Clerk.
2. The date for the second reading of the ordinance shall be announced
immediately following the first reading of the ordinance.
3. Discussion by the City Council and public comment shall be permitted
only during the second reading and any subsequent readings of the
ordinance.
4. No vote by the City Council shall be required to proceed to a second
reading of an ordinance.
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September 8, 2009
Policy on Agenda Packet Documentation. In order to better facilitate applicant
requests, the City Council agenda packet documentation for first reading of
ordinances will not require the Planning Commission minutes. All other
documentation generally provided in the second reading packets will continue to be
provided in the first packet (i.e. staff report, ordinance, legal notices, mailing list,
zoning regulations, maps, site plans, correspondence for opponents and
proponents).
F. Action to cancel the November 10th Council meeting.
G. Action on Resolution No. 76-09, awarding bids on Brookings Roof
Replacement Project.
Resolution No. 76–09
Resolution Awarding Bids on Brookings Roof Replacement Project
Whereas, the City of Brookings held a bid letting at 1:30 pm on Tuesday, August 4, 2009; and
Whereas, the City of Brookings has received the following bids for the Brookings Roof Replacement Project
Base Bid Addn. Item: Polystyrene Alternate 1Soffit
Insulation
BHI, Inc. Harrisburg, SD $35,373.00 $1.90/sf $5,571.00
Guarantee Roofing & Sheet $35,899.00 $1.00/sf $9.30/sf
Metal of SD, Inc., Sioux Falls, SD
Architectural Roofing & Sheet $36,925.00 $0.85/sf $10,725.00
Metal, Inc., Sioux Falls, SD
Pro-Tec Roofing, Inc., $46,990.00 $0.48/sf $2,998.00
Watertown, SD
MJ Dalsin, Inc. $47,284.00 $0.51/sf $7,986.00
Sioux Falls, SD
Buysee Roofing Systems & $44,975.00 $0.80/sf $10,680.00
Sheet Metal, Inc., Marshall, MN
Now Therefore, Be It Resolved that the low base bid of $35,373.00 with Additional Item: Polystyrene
Insulation for $1.90/sf and Alternate 1 of $5,571.00 of BHI, Inc., Harrisburg, SD be accepted.
H. Action on Resolution No. 77-09, Authorizing Change Order (CCO#1) for
Landfill Electronics Storage Building.
Resolution No. 77-09
A Resolution Authorizing Change Order (CCO#1) For
Landfill Electronics Storage Building - Mills Construction, Inc., Brookings, SD
Be It Resolved by the City Council that the following change order be allowed for the
Landfill Electronics Storage Building: Construction Change Order Number 1: Adjust
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September 8, 2009
contract price for work to supply and install thermal tape between the siding and the red
iron for a total increase of $572.00.
I. Action to approve an abatement request from Associates Housing Finance for
2008 taxes in the amount of $634.80 for mobile home at Western Estates #801
(Assessor Recommends Approval).
J. Action on Resolution No. 80-09, Authorizing Golf Cart Lease Agreement.
Resolution No. 80-09
Resolution Authorizing Golf Cart Lease Agreement
Whereas, the City of Brookings annually leases motorized golf carts for use at EdgeBrook
Golf Course, and
Whereas, the fleet of golf carts currently being leased by the city, under terms of a lease
expiring in 2009, is available for one additional year of use, and
Whereas, it would be in the best interest of the city to lease one additional year, at an
annual cost identical to that currently in effect, $22,183.20,
Now, Therefore, Be It Resolved by the City Council of the city of Brookings, South Dakota
that it authorizes the City Manager to sign such lease agreement for the calendar year 2010.
On the motion, all present voted yes; motion carried.
Roger Oberg, Brookings Health Systems CEO. Roger Oberg, the new Brookings
Health Systems CEO, was introduced to the City Council.
1st Reading – Ordinance No. 17-09. A first reading was held on Ordinance No. 18-09, an
Ordinance Amending Article V. of Chapter 26 of the Code of Ordinances of the City of
Brookings, South Dakota and pertaining to Taxicabs. Public Hearing – August 25th
Resolution No. 79-09. A public hearing was held on Resolution No. 79-09, awarding bids on
Alley Assessment Project 2009-04STA (Alley between 11th & 12th Avenues and 1st & 2nd
Streets). Public hearing: Emma Dimett spoke in favor of the proposal, noting that pavement may be
helpful for water drainage. Jackie Lanning, City Engineer, said Leona Telkamp and Gordon Harms,
representing 125’, were against the project (17.86%), Eugene Buckley and Emma Dimett, representing
100’, were in favor, and remaining had not responded. Public Hearing Closed. A motion was made
by McClemans, seconded by Bezdichek, to approve. All present voted yes; motion carried.
Resolution No. 79–09
Resolution Awarding Bids on Project 2009-04STA
Alley Assessment Project
Whereas, the City of Brookings held a bid letting at 1:30 pm on Tuesday, August 4, 2009; and
Whereas, the City of Brookings has received the following bids for Project 2009-04STA Alley
Assessment Project: Bowes Construction, Inc., Brookings, SD $26,699.50
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Now Therefore, Be It Resolved that the low bid of Bowes Construction, Inc., Brookings, SD of
$26,699.50 be accepted.
Second Reading – Ordinance No. 18-09. A public hearing was held on Ordinance No. 18-
09, an ordinance pertaining to an application for a Conditional Use for a Kennel in the Business
B-3 District. A motion was made by McClemans, seconded by Trieb, to approve Ordinance
No. 18-09. All present voted yes; motion carried.
Adjourn. A motion was made by McClemans, seconded by Whaley, to adjourn. All present
voted yes; motion carried. Meeting adjourned at 6:35 p.m.
CITY OF BROOKINGS
ATTEST: Tim Reed, Mayor
Shari Thornes, City Clerk
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Brookings City Council
August 25, 2009
(unapproved)
The Brookings City Council held a meeting on Tuesday, August 25, 2009 at 4:00 p.m., at City Hall
with the following members present: Mayor Tim Reed, Council Members Julie Whaley, John Kubal,
Mike McClemans, Jael Trieb, and Tom Bezdichek. City Manager Jeff Weldon, City Attorney Steve
Britzman, and City Clerk Shari Thornes were also present.
Proposed 2010 City Budget. Weldon opened his presentation with Proposed Funding Requests.
There is a strict policy regarding what is eligible for funding and the process involved. Many are
based on history and changing situations within the community. The official actual applications
were reviewed by council earlier.
• United Retirement Center – Requesting $122,000 for emergency power back up system
mechanical improvements. Funded by the city and a state grant, which has already been secured.
Weldon recommended denial of the request: 1) it is a new request and he is trying to flat line
projects, and 2) it did not meet the requirements of the criteria set forth in policy.
• SDSU requests: 1) McCrory Gardens Visitors Center, and 2) PAC II Project. Weldon stated
these are not relevant to the 2010 budget process. There will be discussion on these two items
in the future, and there is nothing to be done with these at this time.
• CASA. Requesting $5,000. Weldon recommended denial of the request as it is a new request.
• First United Methodist Church. Requesting $5,000. Weldon was confused by their application
and whether it was for capital or programming. If for capital, it would go towards the
construction of the Community Life Center, which is their building addition. If for
programming, it would probably be towards the Harvest Table and Head Start Program.
• Boys & Girls Club. Requesting $125,000. Weldon recommended holding this one constant in
operation for $75,000. This is the amount funded in the past.
• BATA. Requesting $70,000 to help fund an expansion of their service level to 24 hours. This is
a good program and is part of their overall strategic plan. Given the constraints in the budget
this year, Weldon recommended to remain level with funding for $60,000. It was increased from
$50,000 to $60,000 last year due to cost of fuel.
• Brookings Arts Council. Weldon recommended maintain funding at $21,000.
• BEDC. Requesting $142,000, as part of a special retail development initiative. Weldon
recommended holding this constant.
• Chamber of Commerce. Requesting $25,000. Economic Development partner.
• Community Band. Weldon recommended funding at $8,000 as they have been funded in the
past and is a quality of life issue.
• Convention Visitors Bureau/DBI. Economic Development partner. Weldon recommended
continuing funding.
• East Central Mental Health. Requesting $15,000. Weldon recommended continuing funding.
• My Neighbor. This is a new program to help disadvantaged people in the community. Weldon
recommended denial of this request, as they are new and were not funded last year.
• SDSU Safe Ride. Weldon recommended funding at the same level. They have a proven track
record and are part of the overall transportation program.
• SDSU Innovation Campus. This is the sixth year the city has funded the Growth Partnership,
and Weldon recommended continuing funding at $150,000.
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• Visitor Promotions Committee. Requesting $250,000. The VPC has historically, pursuant to an
agreement, been funded out of the Triple B for $225,000. Weldon recommended a change to
their funding offering the following explanation: VPC’s request was based on how much money
they could use to leverage more events to bring in additional Triple B revenue. The VPC
conducted an excellent exercise to quantitatively attempt to determine how much more they
could do for the community with their mission if they had ‘x’ amount of dollars. Their model
started with being constant at $225,000, then $250,000, $275,000, and $300,000. What they
came up with was interesting; at $250,000 they thought they could do more and yet come closer
to lodging capacity, but with more money they felt the community doesn’t have the lodging to
accommodate more events. Weldon recommended funding at $237,500 as he was compelled by
their argument and their study to justify more activity in the community. However, there is a
commitment in the agreement which expires June 2010. Weldon’s recommendation honors the
current agreement with the VPC, and suggested when the agreement expires, to fund them an
extra $12,500 for the balance of the year, which would get them on the road to $250,000. This
does beg the issue of redoing the agreement. The agreement set to expire was for three years. A
year-by-year or multi-year agreement could be done, but is yet to be determined.
• Volunteer Service Bank. This is a transportation service for people with health needs primarily
going to and from Sioux Falls medical facilities. Weldon recommended denial of the request due
to budget constraints.
• School District Subsidy. Requesting $207,200. Weldon clarified that his policy position on this
issue hasn’t changed from last year, but he heard the council loud and clear and for that reason
only recommended continuing funding.
Weldon clarified his recommended figures are incorporated into the budget.
Whaley stated we are all on the same issue with the school. She would like to find a transfer from
the hospital or elsewhere to allow the city to take some of this money for subsidies. There are a lot
of programs out there such as CASA, My Neighbor, etc. in need of financial help. She would like to
see within the next year or within the next six months, talking with the Hospital Board about
funding the school, allowing the city to fund some other additional programs/organizations that will
help our kids that grow up in our community. She clarified that this would not affect this budget.
Bartley commented in looking at these funding requests year to year, some are definitely start-up
operations and some are ongoing operations. Some will always continue to be partners and need
our funding services, but there are some that once the start is been achieved, they can probably go
on their own because they are not city-run functions. He sees a need to have a discussion as to how
long it will take for start-up operations to stand alone and not be subsidized by the city. It becomes
difficult when cutting department budget requests to subsidize other programs/organizations that
we should probably stop funding at some point in time. The school district funding subsidy is one
of those he supported last year and commented at that time the council should look at the possibility
in the future to establish a policy to reduce that amount or eliminate it all together, but to do it on a
graduated scale; 2, 3, or 5 year reduction schedule. There are several programs/organizations on the
subsidy list which this could be done with at some point. As a matter of policy, it would be stated to
fund this program for ‘x’ amount of years and phase it out eventually. Bartley doesn’t know if going
to the Hospital Board and asking them to subsidize the school will work. It is an option, but needs
discussion. There is also the need to discuss continuing subsidies on an ongoing yearly basis. There
will be new requests every year and we can’t continue to fund them if there aren’t reductions
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somewhere along the line. He stated these discussions need to be had, but following this budget
cycle. He would like to see future policy established regarding funding requests; how long they are
funded and at what level. He supports the City Manager’s recommendations.
Reed asked if there was any objection to talking about subsidies in general, not just the school
subsidy, on a future agenda. No objection was made.
Jay Bender, Falcon Plastics, commended Weldon on his job of reasoning for subsidies and why
some can’t be funded. He spoke on two things: 1) Innovation Campus. This is an economic
development project and is the main reason he got involved. When this project was started, it was
known it would take approximately 20 years to build out. The first five years were planning and
getting started; there is one building in, another one going up and more on the way. Bender stated
they never would have gotten to where they are without the city. The city’s partnership in this
project was critical and certainly is good for SDSU and the students. On top of the city’s funding,
there is $1.5 million from the private sector that has been put into this project, along with some
federal government funding. He encouraged the council to continue funding on the operational side
until they can take the training wheels off and keep this thing going. They are not there yet, but with
the progress being made, are well on their way. 2) Brookings Economic Development Corp.
BEDC is the city’s partner in economic development. The city receives a lot of volunteer power out
of the investment being made. He thinks highly of the director, the board, and the activities done
that are making a big difference in Brookings. He encouraged the council to continue to help the
BEDC; they owe it to the community to be a partner with the economic development activities of
the Chamber, the CVB, DBI, and other entities involved with that group. The level of funding
could be debated, but their partnership shows a commitment to the business community and to the
citizens that they want to grow the city and grow the revenues and make Brookings a better place to
live. He appreciated the council taking time to listen to him.
Reed stated it is important to note in looking at the list of subsidies, they come from different funds.
This too will have to be discussed. This list is subject to change.
Weldon spoke to Whaley’s question regarding the Hospital funding the school subsidy. There was a
discussion a year ago at this time about the hospital transfer. Weldon and former Mayor
Munsterman met on two occasions with Hospital Board representatives about this, and tried to
come up with an amicable approach in addressing the issue and your concerns. They were not
successful. The attempt was made, and Weldon believes the ultimate goal can still be achieved, but
it is going to take a different approach, which we will have to discuss at some other time.
Operating Budget. Weldon stated in looking at the Budget Summary, it is divided by department
and gives a 10,000 foot view of the city’s operations. Categories consist of: personnel expenses,
operating, and capital. The department heads are here to answer any specific detail questions you
may have. The operational budgets are relatively flat-lined. There is the increase of three employees
by year end. The impact on the budget is actually 2 ½ employees; proposing one be added at mid-
year for a total of three by year’s end.
Reed expressed concerns with the drop in revenue. Decreasing the sales tax number projections last
year by 5% was a wise choice looking now that we are down about 1.5%. We don’t know how or
when the economy is going to rebound, but we are seeing decreases in sales tax revenue. If total
both personnel and operating expenses, there is a 3.3% increase. Reed would like to see the
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possibility of decreasing or flat lining that to 1.5%. He would hate to have to, in a year from now,
cut 6% out of operating. When expenses go up and revenue goes down, you pull from other
sources to make the budget balance. In regard to capital expenses, which have dropped from last
year, we are transferring in $691,000 from Second Penny which is something not done before. If
cuts are going to be made, we need to look at the subsidies at the same time. It is not fair to have
only city staff make cuts. Some subsidies, such as economic development related, would be hard to
cut; however, subsidies for the Boys & Girls Club, BATA, the Arts Council, Community Band, East
Central Mental Health, and SDSU Safe Ride are a few we may want to decrease by 5%, so everybody
is having to cut back, and it’s not only the city’s operating expenses.
Reed also expressed concern with the Second Penny cash flow. In 2009, there was a cash balance of
$1,800,351, and with this budget that is dropped down to $792,809, and is projected to drop even
further to $216,000 in 2011. That is a pretty drastic drop. Obviously this is capital funding and you
can see all the projects there. We are not having the sales tax growth enjoyed in previous years
helping build up a surplus used to invest in projects like the innovation campus. He feels the need
to make sure this cash balance is kept for any ‘opportunity knocks’ projects that may come along.
Weldon commented on the 75% sales tax transfer for $691,000. These three capital projects have
been strictly funded from the general fund. Of those 3 projects, $516,000 is for seven street
improvement projects, $125,000 is for the concrete floor at the Larson Holding Barn, and $50,000 is
for the first year’s work on the Nature Park. These are 75% Second Penny funding capitalized
projects, but because there’s no construction account or construction fund to identify them, they
were pulled into the general fund.
Weldon cautioned the council if they are looking at cutting street projects, that they take a close look
at these seven projects as they are on there for a reason and need to be fixed. Reed stated this is the
first year the 75% Second Penny has been used for streets repair/maintenance. Weldon stated it
was transferred to 75% Second Penny from the general fund as the general fund couldn’t finance it,
yet it still meets the criteria of 75% Second Penny policy with public improvements. Weldon
considers street maintenance to be considered street improvements.
Rita Thompson, Finance Manager, commented on the revenue issue. Sales tax has dropped, but due
to being conservative in the past, the city is almost 3% ahead of budget projections. If it was flat
lined and the city received the same amount currently receiving, there would be substantially more in
sales tax than what is projected. Reed stated that is through the first seven months of this year, but
it is trailing down. Rita stated it is 2.88% ahead of what we budgeted and is actually breaking even.
Reed asked if Thompson had checked the July numbers; he stated they are down 1.5%. Thompson
clarified July revenue is really June’s revenues because we are one month behind in receiving it.
Thompson received the rest of July’s revenues today and they were way up.
Bartley commented no one really knows how the state figures out sales tax revenues. Last month’s
revenue report was three or four days short from a full month, which would be why it was down
then and why it’s up substantially this month. He stressed being careful in looking at even a six or
seven month review of revenue. In response to Mayor Reed’s comment, if revenue was flat lined
and stayed at 3%, it is still more than what is already budgeted in this process. Reed clarified he is
not talking about this year, but 2010 and with projecting a decrease in revenues by 3%, should we be
increasing our operating expenses by 3.3%. Bartley said it is already flat lined. Reed argued that that
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is not flat lined. Thompson stated if stay with her projections for 2010, the city would be flat lined,
because the city is running almost 2.9% right now above what was measured for 2009.
Reed, in looking at the 2010 budget and total revenue, it is budgeted at $13,642,000 and 2009
adopted figure was $14,102,000…revenue dropped.
Thompson clarified what is throwing that off is the many types of revenues in the general fund the
approximate $.5 million in donations not received in 2010 as those projects are not being done.
Revenues are not down that far because of sales tax revenues. Other revenue sources such as fees,
fines, permits, etc. have all been flat lined. Property Tax estimates from the County Finance Officer
shows a slight increase. Reed commented the sales tax revenue forecasted is less than in 2007, and
in total the revenue has gone down because of different numbers that have come in and out. The
largest chunk of revenue is First Penny Sales Tax which has been flat lined. Thompson stated she
flat lined it with what was budgeted in 2009, but what is being received compared to the budget in
2009 is 2.9% more than what was actually budgeted. With one month up and one month down,
Reed’s concerns are that the city is trailing down. His point is in regards to flat lining the major
revenue source, but increasing expenses by 3.3%. Once those expenses are increased, it will be
difficult to make cuts. Reed questioned, with current sales tax revenue, if they should be cutting
back on expenses.
McClemans shared the state website shows the city revenue to be down 5% in May, 16% in June,
and 5% in July. To him that is a cause for alarm that the city is not doing as well. Thompson stated
they were doing double digit increases in actual, but only budgeting 3-4% at the maximum, which is
why Brookings is where it is now, not having to make significant cuts. They never increased
operating to that revenue level and have just been adding it to the balances. Yes, total revenues are
down about $450,000, but the donation from BISA for the Larson Ice Arena project played a role in
that. Thompson has held the revenues steady, flat lined operating, the only thing in personnel is the
two additional positions and anyone who has any kind of increase coming, and lowered capital is
how the budget got balanced. Reed stated there were very wise choices made in the revenue budget
and agreed with Thompson 100%. Going back to 2007 sales tax revenue numbers is smart and
prudent. Six months from now, if trends continue upwards, the budget could be readjusted at that
point. His concern is if sales continue to decrease, then projected revenue would have to be
decreased more for the 2011 budget, and then there would be trouble with expenses, unless we
continue to back off on capital. However, if continue to back off on capital, there would be issues
with increased costs for repairs which could amount to more than it would if we were to buy new
machinery/equipment. Reed feels capital and expenses should still be cut.
Weldon responded on cutting personnel and operating expenses. This is a very lean budget, and in
19 years of developing municipal budgets, this is probably the leanest one he’s had the pleasure, or
displeasure, of putting together. There are two union contracts expiring at the end of this year. This
budget provides something to meet those union contracts; we have to have a compensation system
that allows us to attract and retain a qualified work force. Any employer needs to do that even in a
recession economy. If the council wants to cut operations in terms of personnel and basic
expenditures, there will have to be a discussion on what services to cut back on. Some things can be
done to cut services, but a discussion needs to be had how that picture is going to change
dynamically as there will be lots of responses back from our constituents about what it means to not
mow the parks as often, or not repair the streets as quickly, or not trim up the trees on the
boulevard, and reduce foot patrol downtown, and not have as much code enforcement, or cutting
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back the hours at the library or the pool…those types of decisions are going to have to be made.
This is going to be a point of service reductions. That is why in the past they have tried to do cut it
out of capital, especially projects, because those are things that can be pushed out; they may be nice
to have, but a lot of the capital projects are important to help move this community forward so we
can continue to be progressive and entrepreneurial at the same time. Basic core services have to be
provided that our constituents pay taxes for and have come to expect. Weldon will not agree to cut
back on public safety or snow removal. There can be potholed streets once in a while, but snow
removal can’t be cut. We need to proceed cautiously and judiciously about cutting back on those.
The cost of fuel can’t be controlled…it is what it is. The same goes for the cost of asphalt and pea
rock for chip sealing and street repair. Koss Delfinis, Street Supt., did an excellent job this year by
changing the material for chip sealing and saved the city over $80,000. Some citizens were upset due
to the increase of dust, but that little bit of dust was worth the $80,000 in savings out of this budget.
That’s important; it is what this comes down to.
Thompson talked about the projection chart for the 75% Second Penny. The cash balance is at
$792,000. There is $700,000 that is not an expenditure on the planning sheet, but is set aside for
new street development. It is set at $500,000 in 2011. So, in reality there is actually $700,000 more
in cash that you do not see. Adding the $792,000 and the $700,000 totals $1.4 million, which is
money set aside in a fund for future projects. Thompson agreed that it is misleading in that it is
listed like it is an expenditure.
Bartley asked Thompson if it is fair to say that, as Mayor Reed had suggested, we can have a budget
amendment to adjust the budget as needed as the year goes on; whether it be an increase, or a fall in
revenue sources. Thompson replied that is absolutely right. The budget is a plan; it is something
that we try to achieve and the City Manager watches very closely and she does. Budgets are
monitored; spending, trends, and if saw it going where it would fall short and something needed to
be done, the City Manager would be the first one to tell the council it is time to address and amend
the budget.
Bartley questioned at what point would the council need to have the services discussion. Thompson
replied if the trend continued downward.
Bartley appreciated all the work Weldon, Thompson, and staff has done to put the budget together.
This budget is certainly more complicated than the standard budget most people look at. He
understands the concerns that we have to have for this to look realistic. He asked Mayor Reed in
cutting the subsidies by 5% if he figured out the dollar amount that would save. Reed responded he
did not; he wanted the council to decide if that is what they would want to do. Bartley stated it
amounts to $12-13,000 and doesn’t know where else this could be applied and in actuality, it is more
symbolic than actual dollars. Reed stated that was his point … symbolic. The city can afford these
things right now, but the numbers are up and down. It won’t be known for an entire year if we have
to make a reaction. There is no way of knowing what the revenue is going to be; this is a concern.
Reed would rather plan ahead and in the next year, if the city is in good shape and the economy is
recovered, then turn around and make budget increases.
Thompson added, when times were good and were having those double digit increases in sales tax
revenue, they added anywhere from $.75 million to $1.5 million to fund balances; which is how the
city ended up with $4 million to be used to buy the DOT property, which is now being used to
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finance the Innovation Campus. Thompson has almost 3% built into this budget that can fluctuate
by flat lining.
Bezdichek commended Mayor Reed for the time he has spent reviewing this budget. In years of
working with Thompson, and Weldon’s 19 years of experience, they know the budget process and
have done an outstanding job. Bezdichek sees himself as an optimist. In looking at Brookings,
there is nothing but good things taking place; Main Street is done, the Innovation Campus is being
developed, there are new houses and apartment complexes, and new restaurants and businesses
being built. This budget is very lean, and if the council needs to revisit the budget halfway through
next year, then that will be done at that particular time.
Reed clarified his concern is the economic recovery forecast and not necessarily what is going on in
Brookings. Brookings is growing and is in a position where cuts don’t have to be made. Many
places are having to cut back on expenses and would love to have a flat line. Brookings fortunately
doesn’t have to go less than that. If at the end of next year we haven’t really recovered, then we will
be asking for a 6% decrease; that is when it really gets tough. Reed stressed it is prudent for the next
year just to be cautious.
Trieb agreed with Mayor Reed that she would rather be prudent than reactive…be more
conservative.
McClemans asked for clarification in the $700,000 set aside for street improvements and what
particular project is that earmarked for. Weldon stated it isn’t any one particular project, but rather a
practice to start setting aside funds to build or reconstruct several streets in the community in order
to accommodate more development. One street project that came to mind was North 25th Avenue
as a means of getting from Sixth Street to the Innovation Campus and to service the new Innovation
Village, a complex opening soon, adhering the possibility some adjacent land could be primed for
development. Weldon stated in his Budget Message needing to start looking at 20th Street South and
South Main Avenue. These two streets are currently county roads that are going to increasingly
serve urbanized subdivisions and are in need of upgrades and improvements to do so, with no one
in particular to assess for those costs. There is the proposed overpass at 20th Street across I-29 to
34th Avenue. There is the potential need for signalization at 20th Street South and South Main
Avenue intersection to accommodate the growth of Prairie Hills, Moriarty Heights, Esther Heights,
and Valley View Addition. All those residential neighborhoods are putting much more traffic on
County Road 16 (20th Street South) and are going to need some improvements in the very near
future. There needs to be a plan, similar to what has been done with setting aside funds for the fire
trucks and railroad safety crossings, to help establish a fund to be able to make those capital
improvements in streets.
The South Main Avenue Sewer Line Extension is set to go in next year for a cost of $500,000. That
expense would be recovered with connection fees. It is a project where the city has to put cash up
front to begin with, but is a reimbursable line item. Reed stated that may be what needs to be
shown in the spreadsheet. Reed asked if it could be forecasted when those funds would be returned.
If it is too risky, it could be left in like it is now and treated as extra funds for investment in the
future.
Thompson stated the budget has almost $1.9 million set aside that should come back eventually over
the next 20 years into the general fund: $700,000 for new streets, $694,000 for the Innovation
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Campus projected to come back through tax increment, $500,000 budgeted for within the special
assessment fund for the South Main Sewer Line Extension which would be assessed in 2011.
Reed commented on the number of sessions at NLC last year that dealt with what to do in down
economic times, and of course when in November that wasn’t seen that in the Midwest yet and
everybody else had already gone through one budget cycle having/trying to make cuts and most
were dipping into reserves. With that point, he understood Bezdichek’s optimism that Brookings is
in good shape. However, we need to continue to be prudent for the next year.
Bartley feels we have been prudent with the budget. Brookings is growing, many communities are
not. We have to prepare to continue to move forward and we can’t do that if we are continually
cutting capital projects to the point where it is so austere that the rest of the growth of the
community suffers from it. This budget is a good basic budget that is going to work for us. It
continues to provide for the expansion of the community.
Whaley stressed her concerns in talking with Mayor Reed was cutting things. In regards to subsidies,
we talk about beginning partners starting up. What if it was set up similar to what was recently done
with the Boys and Girls Club where they got a set amount for a set number of years? Cutting any
services to the community is wrong. Five years ago when the city took a tumble, nothing got done.
Morale of the whole city got bad. We need to keep it focused. Everybody has energy going in this
direction, and if we take and start cutting back, morale is gone, and the citizens are going to get
upset with things that were cut. Whaley stated when talking anything operating and if we start
cutting, basically the citizens of Brookings are going to be affected.
Reed stressed if we begin to have less revenue, we could run into problems where we are back to
2000 when we had to make those severe cuts.
ACTION: A motion was made by Reed, seconded by Bezdichek, to revise the proposed
budget which would provide for an increase of only two percent (2%), holding services and
expenses to a 2% increase (which is a reduction of 1.3%).
Discussion: Bartley confirmed Reed wanted 2% across the board. Reed responded yes.
Bartley asked the effect on services; how and in what way. Reed stated this is where the City Manager would have to
come back in the next work session and say this is what is going to be cut. It can always be put back. In essence, we
are directing the City Manager to decide what areas would be cut in asking for a 2% increase.
Kubal stated Weldon has already touched upon this, and agrees there are some areas that absolutely should not be cut;
public safety and snow removal.
Bezdichek expressed he will be voting against this as it is a very lean budget and what it does to general services.
Kubal asked if this motion passes, it is for planning purposes, and is not set in concrete what would have to be done.
Reed responded that is correct.
Thompson asked Mayor Reed if she is supposed to bring forward an Ordinance with a 1.3% reduction. Reed stated
yes. The City Manager should bring it back to the council clarifying where the cuts would be. Once the City Manager
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shows the proposed cuts, the council may not have the stomach to do it, and at that point the council could say they are
going back to the original budget as prepared by the City Manager.
Weldon asked for clarification on the motion, and that it is calling for an increase of only 2%. Reed stated that is
correct.
Bartley questioned the dollars that actually represents. One percent of the total budget is roughly $130,000.
Reed clarified that he looking at services and expenses. Bartley again asked for a dollar amount. Reed stated if the
total is $10.7 million, it is approximately $107,000. Bartley expressed this as being more of a symbolic decrease
than actual. Reed stated not in this case. Bartley stated it would be more symbolic in terms of the $107,000, but yet
it is going to involve services which are not symbolic when it comes down to the public; that is his concern. If you don’t
cut it from one, two, or three departments, but rather take 5% from the Parks & Recreation department, that is going
to affect somebody in order to get cut the overall $107,000.
Thompson stated operating is almost flatlined. The increase is in personnel. Some of those are by union contracts, and
there is no COLA built into that figure. We would be talking cutting personnel or cutting operating significantly.
Reed stated there has been a problem at the state and national levels where expenses increased more than revenue. He
doesn’t want to get to the point where it is ignored for a couple of years, and then the situation arises where reserves
have to be used.
Bezdichek’s concerns are in line with Whaley’s. There is not a city employee who in the last 18 months hasn’t
tightened their belt, done without things or given up things. We are in tough times, but all these employees and citizens
of Brookings are making sacrifices and to him the last thing to do is make that last little 1.3% reduction. With
everybody making sacrifices, it would be good for this council to say state we know times are tough, but we are going to
support this budget and 12 months from now we may be right, or we may be wrong. Now is not the right time to do it
in light of everything.
Trieb summarized what she has heard with the majority of increases is with personnel. She directed a question to
Weldon if there was a possibility of, for the Forestry Dept., using an intern rather than a full time employee. Weldon
stated that is a good question. The nature of the work in the Forestry Department is highly specialized, and
hazardous involving a lot of tree trimming, climbing up into trees, being suspended from trees, operating a bucket
truck…these aren’t jobs that just anybody can do. The forestry division is an effort to try and keep up with disease
eradication as well as boulevard tree trimming. The need for this position has been documented for some time. This
budget request was denied last year where we tried to supplement with some part-time employees had some success, but
not as much as he had hoped. This budget provides for an increase in the full-time employees and a corresponding
reduction in the seasonal employees to balance. The level of technical training and skills required for forestry requires a
full-time employee.
Two major functions on the forestry department are disease eradication and neighborhood boulevard tree trimming. If
there was a reduction in resources to meet those services, Weldon would put the priority on getting rid of the diseased
trees which is important for our community and our urban forest. There are several communities that certainly don’t
provide the service of boulevard tree trimming. Several communities treat their boulevard trees as we do sidewalks and
snow removal; property owners take care of the sidewalk in front of their house and they also have to trim the
boulevard tree no matter how big it is. It may be on the city boulevard, and it may be a city tree, but they are
responsible for doing that. Communities that don’t keep up with boulevard tree trimming experience all kinds of
school buses, garbage trucks, and snow plows that have busted windshields because of overhanging limbs that don’t get
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trimmed. But, when it comes to priority, the crucial issue here is getting rid of the diseased trees and that is where he
would have to put the resources.
On the motion; Kubal, McClemans, Reed and Trieb voted YES; Bartley, Bezdichek and
Whaley voted NO; Motion Carried.
Weldon asked the council for direction as to what services they see could be cut.
Reed stated he is concerned with that, as the expertise lies within city staff to determine and bring
back to the council proposed cuts. Reed wasn’t sure if the council could suggest the most
appropriate place, as it becomes bargaining between which areas/departments.
Bezdichek commented those council members voting for this motion should take the time and sit
with Weldon and Thompson and help determine where the cuts should be made. It is not as simple
as voting and directing them to now come back with some cuts. City staff has worked diligently for
hours, days, and weeks, and if you voted for a reduction then come to City Hall and spend some
time and figure out whom to cut staff on.
Reed stated which then we will be called micro-managers. He has given a high level directive.
Bezdichek asked how are we not micro-managing the way it is right now. Every department head
has diligently done everything they possibly can to get this budget to where it is. They, as
department heads proposed this budget, we just now micro-managed it because some of you want a
reduction by 1.3%. That by his estimation is called micro-managing.
Reed stated this is at a supervisory level that this motion was put forward. He, himself in business,
has gone through this kind of request when putting budgets forward. If the revenue is not there,
then it had to be changed.
Bartley is concerned much staff time is going to be expended on this and the anticipated results will
not be seen. The motion was made and passed, and in order for him to offer direction to staff, he
would have to think about it as he certainly doesn’t have any immediate suggestions. He hates to
consider this at this point as the budget stands on its merits.
Whaley stressed eliminating staff, in her opinion, is not an option. She requested an analysis of the
time and cost involved for staff in determining potential cuts, when this budget was finished and
balanced.
Weldon responded that preparing an annual budget is part of the job. The process isn’t finished
until the council votes on it at the Sept. 22nd Meeting. This budget is still a work in progress. As
staff, we will do whatever the majority of the council tells us to do; that is our job. Weldon asked
Whaley if he understood her correctly, that her preference was not to eliminate staff. Whaley
responded that was correct. For a city that is supposedly booming and growing, she doesn’t see
adding six to seven employees over the course of ten years as growth.
Reed stated the argument could be had that the tax structure may not be correct for our growth.
This is a down year.
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Capital discussion. Weldon, in regards to capital projects and the 75% Second Penny, expressed the
need for some consensus to help determine what capital projects are included in the budget as we
move toward the final budget. The most important one is the Swiftel Center. The component of
the Swiftel Center is a couple of different things: 1) a number of capital items seen on an annual
basis. Some of it is carryover on some lighting improvements from past years which wasn’t spent
due to staff looking for the best available lighting options. This is a moving target. That number
reflects some unspent funds that have been advanced forward from previous years ($60,000). 2)
Weldon was compelled by Tom Richter’s Budget presentation in the amount spent out of operating
revenue for renting certain types of equipment. What is proposed is purchasing that equipment. It
comes as an analysis that certain types of equipment which is rented three or four times, and by the
fifth time, it would have been cheaper to have purchased it. Weldon would like to change that. 3)
Of the $650,000, $300,000 is set aside for architectural services on the proposed Swiftel Center
Expansion Project. This is in the budget as a kind of down payment for the project. If it is decided
to go ahead, the money is there to get started. Weldon does not want to be in a situation where the
project is decided to proceed, but the funds are not there to get started and the project is delayed. If
it is decided not to do the project, there is an extra $300,000 in the 75% Second Penny that could be
put toward other uses. Just because it is in the budget, doesn’t mean it is going to be spent. Weldon
would not do that without a special authorization on that issue.
Kubal in clarifying they are looking at the Swiftel Center CIP for $650,000...if anything was taken
out of that, it could be added to the $792,000 available cash. Weldon responded that is correct. If
you eliminate that number, it just makes the available cash go up by a corresponding amount,
because it is an expenditure in this category.
Weldon cautioned the council the Swiftel Center project is still an open project. Pursuant to council
direction, RFP’s will be in by the end of the month. Ten architects were invited to respond with
schematic designs and cost estimates, as the most recent estimate was about two years old. It is
important to be proactive and if decide to proceed with this project, the means and methods are
there.
Reed stated it is important to continue to collect the information Weldon is talking about. Due to
the Swiftel Center expansion project, there is much discussion if this should be done at another
location in town and the only way to figure out the right place is to have all the information. It will
cost us to get to that point, but it would be better to spend the money up front in order to make a
good decision as this is likely to go to either a referendum or a public debate. Reed questioned if the
$300,000 should be taken out of the budget and show it as available cash and would approve doing
so.
McClemans stated he was not in favor of this project when the council voted on it, and is still not in
favor of it.
Bartley commented he would leave it in to know exactly where the budget is at. We’ve talked about
making budget amendments later, and changing things later on, and that was not acceptable before
and now it is. It is prudent planning since the council has directed it and is waiting for the RFPs.
We need to be able to back it up with cash when it happens. If the council approves the project,
then the budgeted amount is there to get started.
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Whaley believes if the money comes out of the CIP for $650,000, it is going to disappear as the
funds did for the fire station. The money is fine where it is and we know what it is supposed to go
to.
McClemans asked Whaley is she was talking about the $650,000 or the $300,000. Whaley clarified
the $300,000.
Reed agreed with Bartley that this semantics. Weldon would bring it to the council if there was
going to be an expenditure like that.
Trieb, in looking at and visiting with others about this potential project, would like to hear more
support for the project itself before money is continued to be put into it without really knowing
what direction to take. She is concerned that $300,000 is going to be spent and the council will still
be unsure whether to do the project.
Kubal agreed with Trieb, if that $300,000 is spent, the momentum will be begun to proceed with
this project, unless it goes to a referendum. Kubal agreed with the Mayor that these funds should be
taken out and set aside.
ACTION: A motion was made by Kubal, seconded by Trieb, to pull out the $300,000 for
architectural fees for the Swiftel Center from the 2010 budget.
Discussion: Whaley commented in regards to this project….look at what has been invested by the city for the
Innovation Campus. There is a vision that they will grow. This is part of the vision for the Swiftel Center.
Removing this money from the budget and setting it aside is moving backwards.
Weldon stated it is important to keep it in perspective, and just because it is in the budget doesn’t mean we are going to
do it. Budgets are spending plans and things can change. He would not recommend committing to a $300,000
architectural contract until the council has made a decision to support this project. In the event a decision is made to
move forward, the resources will be in place to jumpstart this project to make the first step of hiring an architect. We
are still in the due diligence phase. Two comprehensive studies have been done with more work currently being done to
update that information. There has been more due diligence on this project in the last two years than most of the
projects undertaken in this community. This project has had more scrutiny than anything done in recent years and it is
still not finished. This is a very significant public policy issue for the community and it deserves this kind of attention.
But, Weldon doubts there will be other projects requested that will have this same amount of due diligence. The
$300,000 allows the council to have the resources available in the event the final decision is made to go ahead with the
project. If it is decided to not go forward with the project, it is cash available in the bottom line. It is important to
have the tool, which is why the funds were put there. Weldon asked the council to defeat the motion.
Bartley echoed Weldon’s sentiments. If you want to kill this project pass this motion. He suggested leaving the money
as is and have further discussion later.
Kubal doesn’t think anybody is talking about killing the project at this stage, but maybe there is the presumption that
it is a done deal and that we are going to go ahead and move on with the project. He would like to have feedback from
the general public in regards to expanding the Swiftel Center. During his campaign, he did not hear a lot of people
telling me this project was one of their front-burner issues. He doesn’t see it as taking money away, but rather shifting
to a different location. It does not appear as committed as if it was in the budget. Kubal feels it makes sense to pull
out the $300,000.
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Bartley reiterated Kubal is sending a message to the public the council isn’t interested or committed to this project. The
council has not debated this in its entirety. This is a budgetary concern, but if it is removed from the budget, it sends a
message to others who might be interested in partnering on this endeavor (hotels, restaurants, etc.) that the council is not
all that committed and maybe they shouldn’t be that committed. The money doesn’t get expended unless those
partnerships are found. If you take it out at this point in time, it doesn’t show the commitment on the city’s part to
follow through with the diligent work that has been done.
Al Kurtenbach, Daktronics, encouraged the council to leave this item in the budget. The decision has been made to
receive proposals. If the proposals are acceptable, then you would proceed with the project. If they are not acceptable,
you would not proceed.
Reed asked if there was any idea what the amount might be in the proposals, and where is that going to be pulled
from. Weldon stated it depends on where the proposals come in at. They may all be rejected if they are outrageous.
For the scope defined in the proposals, $5,000-7,000 at the most is expected.
Thompson suggested setting aside the $300,000 in a reserve account for the architectural cost and design fees. She will
be coming to the council this fall with resolutions to set aside other funds. Reed asked how it would get removed from
the budget and set aside if it was decided to not do the project. Thompson stated it takes a majority vote of the council.
Reed agreed that setting aside the money might be fair. Reed prefers going forward with getting all the information as
the right decision has to be made.
Reed received a tour of the Swiftel Center by Tom Richter, Executive Director. He was amazed with what has been
done and the number and type of events held when you take a look at what they are working with. Reed believes the
Swiftel Center needs to be reviewed in a larger scope than just expansion. There are several inefficiencies at the Swiftel
Center that they may actually be wasting money. Anything done to set up for an event involves moving something out
of the way. The back half of the building, originally designed as a second entrance, is being used for storage. The
facility in its entirety is not being used as designed and over time, we have tried to keep them moving by adding on.
Now, it needs to be decided that after several years with great economic development with these types of events, are we
willing to continue to fund the $300,000. Reed feels the council needs to take a hard look at the Swiftel Center, and
if they don’t invest in it, then they are going to have to reengineer what is done in that facility.
Bezdichek restated a yes vote on the motion gives Thompson no opportunity to come back with an ordinance stating
how it is set aside and earmarked. A no vote gives Thompson an opportunity to at least look at the revenue. He
wanted to make sure the council understands what they are voting for.
Thompson stated it could be removed from the budget, and she could come back with a resolution, as all funds have
reserves. She will be coming to the council for the general fund and the second penny fund and setting aside reserves,
and detailing why the funds are being set aside.
Kubal asked Thompson if a yes vote is doable. Yes.
Whaley didn’t understand why Thompson has to go to all the work because it says what it is for in the current budget.
It doesn’t make any sense to move it from where it is at.
Reed stated there is apprehension from the council to move forward with this project. When the RFPs are in, then the
council should discuss the next step. Each time a step is made, the council should be looking one step further.
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On the motion; Kubal, McClemans, Reed and Trieb voted YES; Bezdichek, Bartley and
Whaley voted NO; Motion Carried.
Weldon asked if there were any questions in regards to the other capital items. If the council is
comfortable with those, they will be incorporated into the budget ordinance with the change made
to the Swiftel Center budget.
Reed clarified leaving the Swiftel CIP at $350,000, which includes $60,000 in lighting improvements
carried over 2008 and 2009. Thompson stated the big capital item is the Swiftel Center arena
lighting for $220,000 with the rest being small items. Weldon stated the issue on arena lighting is
still not resolved. Several electrical engineers have looked at it, but they are not satisfied with what
they have come up with, so it is still a work in progress. This number reflects on the high end the
possible amount.
Regarding the airport, Bezdichek asked in regards to the $294,880 if that will come out of 2010 or
2011, and how the $500,000 in 2012 and the $400,000 in 2013 will play out. He is unsure of the
timeframe involved in decisions that need to be made.
Bezdichek also questioned the $250,000 for engineering fees and if that was going to be in 2010 or
2011. Weldon stated they are hoping that is the airport layout plan, which is the architectural
engineering and design work associated with a new airport. If a final decision is able to be made on
the airport location, following FAA requirements and processing an engineering and architectural
firm, the first task would be to do an airport layout plan. It is very possible this could overlap into
2011.
Reed, reverting back to Swiftel Center capital, feels the number is still large, but this is what it might
cost to continue to operate the center. There are a lot of capital expenses involved in a building
such as this. There are also efficiencies that can be gained. Weldon’s idea to stop renting and
purchase some equipment may be what it will come down to in order to decrease some of the city’s
subsidy. It all costs money.
Reed asked Whaley if she remembered when they went through second penny, and a motion was
passed to lock in a certain dollar amount per year. Whaley remembers it being set between $75-
80,000 for 5 to 6 years. The amount increased after that. Thompson clarified it was $70,000 and
there was a percentage to be set aside, and when it went up it meant there was enough accumulated
enabling Richter to start replacing and fixing, which is where the $60,000 derives from.
The first reading of the Budget Ordinance is set for September 8. Weldon is not sure of the format
the council would like to review the general fund changes, and reminded them they are scheduled to
meet in joint work session with the County Commission at 4:00 p.m. on that date. There are some
pressing issues regarding space needs at that point, so would not want to see that changed. As the
process was questioned earlier, there could be a discussion agenda item prior to the first reading as
long as it could be resolved at that point.
Bartley asked Britzman if that would be considered a minor amendment on the first reading. If the
proposed change is adopted as requested, that wouldn’t be done until the second reading. Britzman
stated the change could occur to the proposed ordinance before it is submitted for first reading. It
could be done an hour before. Weldon stated it would have to be written in as Thompson wouldn’t
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be able to present the documents reflecting the change during the meeting. Bartley stated that is his
whole point…how is it supposed to be handled? Britzman stated action can be taken, and assuming
any change is clear within the hour timeframe, a first reading can lawfully be held with a
modification made within an hour of the first reading. Bartley stated that would not necessarily be
an easy task. Britzman stated there are alternatives if it can’t get done within that timeframe to make
it clear to the public as to what is being put forward as a first reading. A special meeting might have
to be scheduled. It does put some pressure on us to know that we can’t bridge the gap between any
suggested changes and the first reading scheduled the same day. Bartley asked about having a
special council meeting to discuss this before prior to the first reading. Thornes stated a 24 hour
notice needs to be given prior to an emergency meeting of the council.
Reed asked if it was left the way it is now for the first reading. Amendments can be made on the
final reading. Britzman stated any amendments could be saved and brought forward for the second
reading, which would constitute as a modification to an existing ordinance. Britzman, given the
significance of the overall budget, stated it is fairly typical to make those types of changes between
the first and second reading of any budget. It would be construed as a minor amendment and could
be made for the second reading. Bartley does not have a problem with this if it would be considered
a minor amendment.
Thompson asked for clarification; when the City Manager comes back with the budget ordinance for
the first reading, it is supposed to reflect a 2% increase for operating expenses. Yes. Weldon stated
at the first reading, the ordinance would read as it is now. The changes would be prepared as an
amendment and presented at second reading.
6:00 P.M. REGULAR MEETING.
Consent Agenda. A motion was made by McClemans, seconded by Whaley, to approve the
consent agenda, which was to approve the agenda as printed. On the motion, all present voted yes;
motion carried.
1st Reading – Ordinance No. 19-09. First reading was held on Ordinance No. 19-09, an
Ordinance Clarifying Open Burning and Creating Requirements for Recreational Fires in the City of
Brookings, South Dakota. Public Hearing – September 8th
1st Reading – Ordinance No. 20-09. First reading was held on Ordinance No. 20-09, an
Ordinance pertaining to an application for a Conditional Use for a church in the Business B-2
District. Public Hearing – September 8th
2nd Reading – Ordinance No. 17-09. A motion was made by Bartley, seconded by Kubal, to
approve Ordinance No. 17-09, an Ordinance Amending Article V of Chapter 26 of the Code of
Ordinances of the City of Brookings, South Dakota and pertaining to Taxicabs. Discussion: Council
Member McClemans raised the question if limousine services were licensed and if they should be covered in this
ordinance. A motion was made by McClemans, seconded by Bezdichek, to table until the September
8, 2009 meeting. All present voted yes; motion carried to TABLE.
R&T Center Lease Agreement. The City Council reviewed request from Alex Kahler, owner of
Biogenetic Services, Inc., one of the City’s tenants in the R& T Center. The owner is requesting a
modification to the new lease to continue the rental rate which expired June 30 through the end of
the year. The reason for this is the economy. The new leases approved by the Council, which went
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September 8, 2009
into effect for all tenants, went to $10 per square foot on July 1. Other tenants are paying this
amount. The request is to maintain rent at $8.75 per square foot until year-end. However, the
tenant has not paid rent, or any portion thereof, for June, July, and August. The lease provides for
late penalties which are also being accrued. The City Manager outlined the following options for the
Council’s consideration: 1) Agree to the request; 2) Deny the request. The response by the tenant
would be either to pay the new amount or vacate the property; or 3) Agree to the request but have
the difference phased-in by having it added to subsequent months in 2010. This would allow the
tenant some relief until the end of the year but would “re-pay” that amount through a temporary
surcharge on future month’s rent for a determinate number of months. This option would preserve
fairness with other tenants. Mr. Kahler was invited, but did not attend the meeting. The City
Manager recommended option number two. ACTION: A motion was made by Bartley, seconded
by Bezdichek, to approve option number two, which is to deny the request and start action to vacate
the property. All present voted yes; motion carried.
Executive Session. A motion was made by Whaley, seconded by McClemans, to enter into
executive session at 6:32 p.m. to consult with legal counsel for contractual and legal matters with the
Council, City Attorney, City Clerk, City Manager, and Community Development Director present.
A motion was made by Whaley, seconded by Kubal, to exit executive session at 7:04 p.m.
Adjourn. A motion was made by Whaley, seconded by Trieb, to adjourn. All present voted yes;
motion carried. Meeting adjourned at 7:05 p.m.
CITY OF BROOKINGS
ATTEST: Tim Reed, Mayor
Shari Thornes, City Clerk
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September 8, 2009
CONSENT AGENDA #4
C. Action on Resolution No. 81-09, declaring items surplus.
The combined City (General, Enterprise Funds, Utilities & Hospital), County, School
District, and East Central MultiDistrict Surplus Sale is scheduled for Saturday,
September 26, 2009. Council action is required to declare items surplus for the sale.
The following is a list of items from the City General & Enterprise Fund Departments
(Landfill & Liquor Store).
Resolution No. 81-09
Appraising and Authorizing Sale of Surplus Property
WHEREAS, the City of Brookings has surplus items as listed in a Notice of Sale that are
no longer necessary or useful for City purposes, and it is the desire of the City to
dispose of same as surplus property;
NOW, THEREFORE, BE IT RESOLVED, that all the attached listed property declared
surplus by the City Council.
FURTHER BE IT RESOLVED by the City Council that the property be offered for sale at
public auction on September 26, 2009.
Passed and approved this 8th day of September, 2009.
CITY OF BROOKINGS
Tim Reed, Mayor
ATTEST:
Shari Thornes, City Clerk
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City Council Packet
September 8, 2009
2009 CITY OF BROOKINGS FINAL SURPLUS LIST
AIRPORT. 1990 L8000 Dump truck with sidewing (Blown engine – does not run), 4 used pay loader tires
size 20.5 – 25, 18 – 4’Flourescent light fixtures
ENGINEERING DEPT. 1996 Lumina sedan (3.1 liter SFI V6 engine, automatic transmission with overdrive,
front wheel drive, power steering, granite gray color with medium gray cloth interior, 4-wheel
independent suspension, air conditioning, AM/FM stereo, VIN # 2G1WL52M4T9203183 **transmission
needs repair**), 2006 Ford Crown Victoria VIN#2FAFP71W26X155036, automatic transmission with
overdrive, rear wheel drive, power steering/locks/windows, cloth front seats, leather back seats, AC,
heat is stuck ‘on’ – can’t shut it off, electric drivers seat, 101,779 miles), 3 file cabinets, 2 plastic disc
holders, Sam Sung SF-5100 fax machine, Motorola radio and charger MT-100, key board, 2 paper trays,
keyboard desk extension, computer monitor glare guard, 2 measuring wheels (inaccurate), 15½” x
17½” table with two 9” drop leafs (on wheels), 35 metal folding chairs with right hand drop-desk-top on
the side and chair rack, empty rack for folding chairs
FINANCE DEPT./CITY IT DEPT. Xerox Phaser 7300 color laser printer with supplies – supplies include the
following: toner (2-black, 1-yellow, 1-blue, 2-red), Imaging Units (2-black, 1-yellow, 2-blue, 1-red), 1
Fuser, 1 Transfer Unit.
FIRE DEPT. Samsung SF-560 Fax Machine, 3 12x12 Overhead Garage Doors & Openers, HP Inkjet
Printer, SF-2025 Sharp Copier SN# 86500282, Overhead cabinet Add-a-Stack File Tier, Pentax K1000
35 mm Camera, Canon 35 mm Camera, Thyristar Flash Unit for 35 mm Camera, Tamron – 8-210 mm
Telephoto Lens
LIBRARY . 5 Clocks, Book drop cart, Microfilm cabinet, Metal desk, 3 Phones, Rolling tote, Postage scale,
2 Tents, Floor mats, 2 Space heaters, Florescent Light fixture (48” x 48”), Round low table, Computer
cart, Screen, Folding table, Antique wooden desk, Typewriters, AV Cart, Tree stand, Filmstrip
projector & case, Office chair, 5 foot long wall-mounted coat rack
PARKS, RECREATION & FORESTRY. 1985 Dodge Caravan, 1989 Ford Zip Boom (operable, failed safety
inspections, needs repair), 1955 1 ½ ton Ford Water Truck, 1983 IHC Snorkel 65’ (needs repair), 1988
Cushman (needs repair), Grazer Riding Mower (motor bad), HGP Snowblower (48” 3-point hitch
mount, working condition), Paver Bricks (approx. 2,500 used), Misc. tables & chairs
POLICE DEPT. Sony Handy Cam Vision 8mm CCD-TRV318 NTSC 560X Dig Zoom (Serial #148687,
548960, 520370, 549026), Sony Handy Cam Vision CCD-TRV87 NTSC 360X Dig Zoom (Serial
#250050, 258265, 89147, 89181), AirDyne exercise bike, Nordic Trac exercise unit, 1963 Volkswagon
(26,070 on odometer, VIN#5603131), Misc. dark room equipment, 8 “BATA” bus seats, 2 orange arm
chairs, Misc. obsolete radio equipment, Enclosed cargo trailer w/ tandem axle, bow hitch, and rear door
(approximately: 15’L x 8’W x 7’H), BIKES: Black Trek (TOK5631), Green Trek (TBI-0415C29A7712),
Black Roadmaster, Purple Trek (I15067373), Red/Black Quasar (MC 01M04Y), Red Schwinn
(SNFXD07L56851), Red Velvo (TOY 0198-HC), Purple/Black Next (8548-42-WAL), Purple Huffy
()L99D00967), Red Roadmaster (F00364087), Black Huffy (K8262890858SSF9254), Blue/Silver
Mongoose, Black Free Spirit, Blue Roadmaster (FSD08JE), Blue Alpine (RR9103233), Orange Mongoose
(SNFSD08C54557), Purple/Silver Vertical (02TB8146409), Red Quasar (MC06MC04Y), Blue/Purple
Roadmaster (R3517WMPT), Purple Next (LWHC041412), Purple Huffy (46636-904710F), Gray Murray
(79993X92), Maroon Huffy (56031K), Gray Magna, Blue Roadmaster (SNFSD64F62350), Blue
Roadmaster, White Next (DM07B2984), Red Huffy (966889099814F0045), Green Next (600655
080BG), Red Sears, Black/Blue Huffy (865049214421H0885), Red Huffy (365369193712F8144), Blue
Rand (C980315351), Pink Next (8575-83C), Blue Roadmaster (SNFSD08F03956), Blue Next
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September 8, 2009
(LWFG0138820), Purple Roadmaster (SNFSD08AD1748), Blue Roadmaster (RM30968612), Murray,
Green Huffy (265059218613F98), Green/Blue Huffy (B00E023940), Purple Murray (M050784932),
GreenWhite Schwinn (POBM27395), Blue Roadmaster (SNFSD04K16108), Blue Huffy
(SNHEE05F53514), Silver Citation (MOP0059172), Blue Schwinn (CSC2126971), Green/Silver Next
(B021D0066133), Blue Trek (TBI1380), Blue Escape (1WDI116637), Black Schwinn (53D06629), Green
Free Spirit (809MA27790), Blue Roadmaster (SNFSD08E8979), Purple Next (69261142), Purple/Black
Next (99TD330891), Blue Schwinn (FG118443), Black Outpost, Gray Trek (WTU072C2183B),
Yellow/Black Next (8568-49-20680423)
SOLID WASTE / LANDFILL. Solid Waste Collection (612): 5 3-cu.-yard dumpsters, 5 2-cu.-yard
dumpsters, 5 11/2-cu.-yard dumpsters, Tire 425/65 R 22.5. Solid Waste Disposal (625): 1976
International 5 yard dump truck (Asset Number 53) VIN# D0512FHA13170; 1977 International 1600
flat bed truck (Asset Number 65) VIN# D0512GHA19309, 6 Loader Tires 20.5 x R25, 5 Motor Grader
Tires 14.00 x 24.00
STREET DEPT. 1971 Dodge Flusher Chassis with ROSCO Truck Flusher Body, Serial #M81HM1J310991
(chassis SN)
SWIFTEL CENTER 5’ Wood table, Miscellaneous tarps, Extension cord rack, Lockers, Bleacher plywood,
Swiftel Communications kiosk, Pressure washer (does not work), Used rolled roofing, Hose with reel,
Shop vac, Computer power cords, 2 phones, 3 cash drawers, Staple gun, Adding machine with paper,
CD Burner, Power plunger, Brother fax machine, Radio/boom box, 7 keyboards, 3 56k modems,
Router, 3 sets computer speakers, 3 computer mouse, 2 console computer monitors, Coffee cup lids, 2
laptop docking stations, Compaq Armada laptop, Sonic firewall, Misc. Microsoft Office software, Misc.
Computer cords, 2 soap dispensers, 2 cup holders, 10 Norton Antivirus software, Landscape edging, 2
flat panel monitors (do not work), 2 electronic eye batteries, Office chair, Stool, Garden hose, 2
Extension cords on reels, HP Laser printer, Epson printer, Colored light bulbs, Message board,
Computer hard drive, Misc. wiring, 2 load straps, Computer desk drawer, Computer keyboard tray, 2
bleacher wheels, Display rack, Reznor thermostat and variable speed control
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City Council Packet
September 8, 2009
CONSENT AGENDA #4
D. Action on bids for snow removal.
Bids were opened on September 1, 2009 for the annual snow removal equipment bid
awards. Attached is a copy of the bid tab showing the results of the bid letting. Staff
recommends the following bid awards:
• Three (3) Blades with wings: Bowes Construction be awarded bids on their motor
graders with hourly rates of $145.00 (with chains) and $135.00 (no chains).
• One (1) 3- to 6-Yard Loader: Bowes Construction be awarded the bid on their 5-
cubic yard loader with an hourly rate of $140.00.
• One (1) Loader with Reversible Blade: Prunty Construction be awarded the bid on
their JD624J reversible plow with an hourly rate of $156.00.
• Twelve (12) End-Dump Trucks: The following bid awards are recommended for
twelve trucks:
Prussman Contracting, Inc. #20 $ 110.00
Prussman Contracting, Inc. #21 $ 110.00
Prussman Contracting, Inc. #22 $ 110.00
Prussman Contracting, Inc. #23 $ 110.00
Bowes Construction, Inc. #T23 $ 90.00
Bowes Construction, Inc. #T24 $ 90.00
Bowes Construction, Inc. #T6 $ 90.00
GCC Ready Mix #5050 $ 125.00
GCC Ready Mix #5060 $ 125.00
Prunty Construction Co. Inc. #28 $ 95.00
Prunty Construction Co. Inc. #29 $ 95.00
60
BID TABULATION - Snow Removal Equipment
LETTING DATE: 1:30 p.m., Tuesday, September 1, 2009
ITEM BID: Three (3) Blades With Wings - Street Department
HOURLY HOURLY
Award VEHICLE RATE RATE
Order BIDDER NUMBER With Chains No Chains
Bowes Construction, Inc.140G 145.00$ 135.00$
Bowes Construction, Inc.140H 145.00$ 135.00$
ITEM BID: One (1) 3- to 6-Yard Loader - Street Department
One (1) Loader w/Reversible Blade - Street Department
Cost Per
Award VEHICLE CUBIC HOURLY Cubic
Order BIDDER NUMBER YARDS RATE Yard
Bowes Construction, Inc.966E 5 140.00$ 28.00$
Bowes Construction, Inc.966F 5 140.00$ 28.00$
Prunty Construction Co. Inc.JD624J Reversible 156.00$
ITEM BID: Twelve (12) End-Dump Trucks - Street Department
Cost Per
Award VEHICLE CUBIC HOURLY Cubic
Order BIDDER NUMBER YARDS RATE Yard
1 Prussman Contracting, Inc.20 20.8 110.00$ 5.29$
2 Prussman Contracting, Inc.21 20.6 110.00$ 5.34$
3 Prussman Contracting, Inc.22 20.5 110.00$ 5.37$
4 Prussman Contracting, Inc.23 20.5 110.00$ 5.37$
5 Bowes Construction, Inc.T23 16.4 90.00$ 5.49$
6 Bowes Construction, Inc.T24 16.4 90.00$ 5.49$
7 Bowes Construction, Inc.T6 16.4 90.00$ 5.49$
8 GCC Ready Mix 5050 21.4 125.00$ 5.84$
9 GCC Ready Mix 5060 21.4 125.00$ 5.84$
10 Prunty Construction Co. Inc.28 16 95.00$ 5.94$
11 Prunty Construction Co. Inc.29 16 95.00$ 5.94$
12 -$ #VALUE!
City Council Packet
September 8, 2009
CONSENT AGENDA #4
E. Action on Resolution No. 82-09, approving the project plan for
Tax Increment District Number Three (TID #3).
Resolutions No. 82 and 83 are both housekeeping documents as recommended by
Todd Meierhenry, the City’s Bond Counsel, regarding Tax Increment Districts 3 and 4.
Resolutions were passed on these projects; however, additional wording is needed for
the findings and approval of the project which was not included in the original
resolutions.
RESOLUTION NO. 82-09
TAX INCREMENT PLAN #3
WHEREAS, the Brookings Planning Commission has recommended the approval of the Tax Increment
Plan, Tax Incremental District Number Three; and
WHEREAS, the City Council finds that all requirements have been met in order to approve said Tax
Increment Plan.
NOW THEREFORE, BE IT RESOLVED by the City Council
1. Approval of Project Plan. The project plan, a copy of which is on file with the City Clerk, hereby
approved.
2. Findings. The City Council finds that the project plan is feasible and that it conforms to the
City’s master plan. All findings made in the tax increment plan are included herein by reference.
PASSED this 8th day of September 2009.
CITY OF BROOKINGS
____________________________________
Tim Reed, Mayor
ATTEST:
________________________________
Shari Thornes, City Clerk
(SEAL)
This motion for adoption of the foregoing resolution was duly seconded by
___________________________, and upon vote taken thereon the following voted
YEA:
Those voting NAY:
Those abstaining:
WHEREUPON said resolution was declared duly passed and adopted.
___________________________________
City Clerk
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September 8, 2009
CONSENT AGENDA #4
F. Action on Resolution No. 83-09, approving the project plan for
Tax Increment District Number Three (TID #4).
Resolutions No. 82 and 83 are both housekeeping documents as recommended by
Todd Meierhenry, the City’s Bond Counsel, regarding Tax Increment Districts 3 and 4.
Resolutions were passed on these projects; however, additional wording is needed for
the findings and approval of the project which was not included in the original
resolutions.
RESOLUTION NO. 83-09
TAX INCREMENT PLAN #4
WHEREAS, the Brookings Planning Commission has recommended the approval of the Tax Increment
Plan, Tax Incremental District Number Four; and
WHEREAS, the City Council finds that all requirements have been met in order to approve said Tax
Increment Plan.
NOW THEREFORE, BE IT RESOLVED by the City Council
1. Approval of Project Plan. The project plan, a copy of which is on file with the City Clerk, hereby
approved.
2. Findings. The City Council finds that the project plan is feasible and that it conforms to the
City’s master plan. All findings made in the tax increment plan are included herein by reference.
PASSED this 8th day of September 2009.
CITY OF BROOKINGS
____________________________________
Tim Reed, Mayor
ATTEST:
________________________________
Shari Thornes, City Clerk
(SEAL)
This motion for adoption of the foregoing resolution was duly seconded by
___________________________, and upon vote taken thereon the following voted
YEA:
Those voting NAY:
Those abstaining:
WHEREUPON said resolution was declared duly passed and adopted.
___________________________________
City Clerk
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City Council Packet
September 8, 2009
CONSENT AGENDA #4
G. Action on Resolution No. 84-09, Authorizing Change Order No. 2
(CCO#2) For 2008-02STA 15th Street South, Christine Avenue
and Camelot Drive Assessment Project, Winter Brothers
Underground, Inc.
The 2008-02STA 15th Street South, Christine Avenue and Camelot Drive Assessment
Project entails water main, sanitary sewer main, grading, gravel and curb & gutter. This
project was bid in 2008, and is near completion. During the subgrade preparation for
this project, it was discovered that the intersections of Christine Avenue & 15th Street
South and Camelot Drive & 15th Street South were unstable and required additional
excavation, gravel and subgrade fabric. A water valve located on Christine Avenue was
broken and also required repair. The additional cost of the intersection repair was
$2,400.00 and the water valve repair was an additional cost of $330.00, resulting in a
total additional cost of $2,730.00 to the contract. In summary:
Original Contract Price: $493,000.00
Change from previously approved Change Order No. 1: $3,700.00
Contract price prior to this Change Order: $496,700.00
Increase of this Change Order (CCO2): $2,730.00
Contract Price incorporating this Change Order: $499,430.00
This resolution will approve Change Order No. 2 for an increase of $2,730.00 to the
contract.
Resolution No. 84-09
A Resolution Authorizing Change Order No. 2 (CCO#2) For
2008-02STA 15th Street South, Christine Avenue and Camelot Drive Assessment Project
Winter Brothers Underground, Inc.
BE IT RESOLVED by the City Council that the following change order be allowed for 2008-
02STA 15th Street South, Christine Avenue and Camelot Drive Assessment Project:
Construction Change Order Number 2 - Additional unclassified excavation, gravel base course
and subgrade fabric for the intersections of Christine Avenue and Camelot Drive at 15th Street
South and water valve repair for a total increase of $2,730.00.
Passed and approved this 8th day of September 2009.
CITY OF BROOKINGS
_________________________
Tim Reed, Mayor
ATTEST:
____________________________
Shari Thornes, City Clerk
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September 8, 2009
CONSENT AGENDA #4
H. Action on Resolution No. 85-09, Authorizing Final Change Order
(CCO#1 Final) For 2008-10SSI Timberline Detention Pond
Project, Bowes Construction Inc.
This project entails construction work on the east detention pond in the Timberline Addition.
The work includes final topsoil grading, mucking the bottom of the pond, placing pit run, rip rap,
and seeding, and installation of a 5-wide concrete valley gutter in the bottom of the pond. This
project had a November 15, 2008 final completion date with liquidated damages of $100 per
calendar day. The Contractor has asked for a time extension on the project due several
extenuating circumstances (see following letter). First, it was discovered that the outlet pipe of
the standpipe was installed at the incorrect elevation and was re-installed this spring by the
original contractor, VJ Ahlers. Second, the City’s sidewalk contractor, Concrete Contractors,
began sidewalk installation along the Timberline pond earlier than expected, delaying the seeding
operation for Bowes Construction Inc. Finally, when the sidewalk construction was complete,
the seeding could not be performed until the dormant season was over, which was August
10th. The project was completed on August 14, 2009. The City Forestry Department will
install evergreen trees this fall to complete the landscaping. This project also required an
additional 216 tons of pit run for the bottom of the pond, for a total increase of $1,428.58 to
the contract price. In summary:
Original Contract Price: $51,905.54
Increase from Previously Approved Change Orders: $0.00
Contract Price prior to this Change Order: $51,905.54
Increase of this Change Order (No. 1 Final): $1,482.58
Contract Price incorporating this Change Order: $53,388.12
This resolution will adjust the final quantities to as-built quantities for a total increase of
$1,428.58 and will extend the final completion date to August 14, 2009.
City Manager recommendation: Due to the extenuating circumstances described above that were
beyond the Contractor’s control, I recommend approval of the Change Order and time extension without
charging liquidated damages.
Resolution No. 85-09
A Resolution Authorizing Final Change Order (CCO#1 Final) For
2008-10SSI Timberline Detention Pond Project
Bowes Construction Inc., Brookings, SD
BE IT RESOLVED by the City Council that the following change order be allowed for 2008-10SSI,
Timberline Detention Pond Project: Construction Change Order Number 1 Final - Adjust estimated bid
quantities to “as build” quantities for a total increase of $1,428.58. Adjust completion date to August 14,
2009.
Passed and approved this 8th day of September 2009.
CITY OF BROOKINGS
_________________________
Tim Reed, Mayor
ATTEST:
____________________________
Shari Thornes, City Clerk
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September 8, 2009
Presentations/Reports/Special Requests:
5. INVITATION FOR A CITIZEN TO SCHEDULE TIME
ON THE COUNCIL AGENDA FOR AN ISSUE NOT
LISTED.
At this time, any member of the public may request time on the agenda for
an item not listed. Items are typically scheduled for the end of the meeting;
however, very brief announcements or invitations will be allowed at this
time.
6. SDSU STUDENT SENATE REPORT.
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Presentations/Reports/Special Requests:
7. Presentation of 2008 Financial Report by Dick Ellis, Wohlenberg
Ritzman & Co. LLC.
Mr. Dick Ellis, from the firm of Wohlenberg Ritzman & Co. LLC., will present the final
2008 City of Brookings Audit to the Council. Enclosed please find a letter from their
firm summarizing the audit review.
In addition to the agenda packet, a copy will be available for public inspection at the City
Clerk’s Office or on the city website at www.cityofbrookings.org.
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September 8, 2009
Presentations/Reports/Special Requests:
8. City Manager’s amendment recommendation for second reading
of budget ordinance.
September 1, 2009
TO: Mayor and City Council Members
FROM: City Manager Jeff Weldon
RE: Recommended amendment to 2nd Reading, budget ordinance
Pursuant to your direction from the last council meeting, the following is my
recommendation for additional cuts to the proposed budget for operations in the
general fund. Such cuts were directed by the Council to limit the budget increase to
two percent (2%); or a reduction of 1.3 percent from my proposal. This aggregate
amount of these supplemental additional budgetary reductions is $145,375.
Our suggested process is to proceed with the first reading of the budget ordinance at
this meeting as originally presented. At second reading, we can consider any
amendment prior to final adoption. I wanted to give you my recommendation for
supplemental cuts to the ordinance in advance of second reading so you have an
opportunity to review and comment on my recommended amendment prior to
consideration of second reading.
Attached is a finance sheet itemizing aggregate cuts that meet the $145,375 target
amount. The following is a summary of the attached sheet.
Regular Pay $26,088
Reduce the additional full-time Forestry position to one-half year. The position would
be effective July instead of January.
Temporary Pay $27,600
Eliminate school crossing guards for August-December. We would complete the
current school year but would turn this service over to the school district for the 2010-
2011 school year. Also eliminates the Safety Town program for one year. Reduce
temporary pay for the Fire Department on truck and building maintenance and reduce
temporary pay for the Library. Also eliminates the operational subsidy of $4000 each
for the Swim Club and Friends of Baseball in the Recreation budget that pays their
coaches.
Travel-Lodging-Registration-Training $15,225
Reduce NCL conference attendance for the Council by $10,000 and eliminate NLC
Conference attendance for the City Manager for a savings of $4850. Reduce general
expense of travel and training for the City Attorney by $375.
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September 8, 2009
Printing-Publishing $6,000
Reduce publishing City Council minutes in the official newspaper by modifying our
meeting minutes process so they are more condensed. With the technological
advancement of our video televised meetings and the coming Granicus software system,
we can have abbreviated detail of minutes in the newspaper. The video record system
will be much more accurate than the written record.
Capital $15,967
Reduce Community Development auto replacement by $12,000 for Code Enforcement
as we purchased a surplus vehicle from Brookings County. Realize savings of $3967 in
engineering technology by splitting the equipment cost with an additional partner.
Other operating $33,935
The architectural contract for design of the new front entrance to City Hall to make it
ADA accessible was $5000 less than we budgeted. Eliminates our $5000 set-aside for
local match needed for any grant applications; eliminates the City Manager’s contingency
account of $10,000; reduces the volunteer recognition expenses by $2,150; and reduces
the operating contingency by $11,785.
Subsidies $20,560
This reduces general fund subsidies by five percent. An itemized list of the reductions is
on the attachment.
159
2009 2009 2010 2010
Account Number Description Budget End Bal Proposed CM Proposed (2)Reduced
REGULAR PAY
101-454-5-101-00 Technican-restore position 0.00 0.00 211,740.00 195,197.00 16,543.00 Start mid-year
101-454-5-120-00 Technican-restore position 0.00 0.00 18,258.00 17,035.00 1,223.00 Start mid-year
101-454-5-101-00 Technican-restore position 0.00 0.00 13,270.00 12,311.00 959.00 Start mid-year
101-454-5-101-00 Technican-restore position 0.00 0.00 43,202.00 35,839.00 7,363.00 Start mid-year
454 Forestry 0.00 0.00 286,470.00 260,382.00 26,088.00
101 Regular Pay 0.00 0.00 286,470.00 260,382.00 26,088.00
TEMPORARY PAY
Account Number Description
101-421-5-101-01 Temporary Pay 20,600.00 6,445.39 20,600.00 12,000.00 8,600.00 Crossing Guards Aug-Dec 2010 &
422 Police 20,600.00 6,445.39 20,600.00 12,000.00 8,600.00 Safety Town/1 year
101-422-5-101-01 Temporary Pay 10,000.00 6,445.39 10,000.00 5,000.00 5,000.00
422 Fire Protection Services 10,000.00 6,445.39 10,000.00 5,000.00 5,000.00
101-451-5-101-01 Temporary Pay 365,000.00 242,460.01 265,000.00 265000 0.00
Temporary Pay Affiliates 100,000.00 92,000.00 8,000.00
451 Recreation 365,000.00 242,460.01 365,000.00 92,000.00 8,000.00
101-455-5-101-01 Temporary Pay 50,450.00 23,925.67 51,000.00 45,000.00 6,000.00
455 Library 50,450.00 23,925.67 51,000.00 45,000.00 6,000.00
101 Temporary Pay 446,050.00 279,276.46 446,600.00 154,000.00 27,600.00
Account Number Description
101-401-5-427-01 Travel & Lodging 12,500.00 2,044.13 15,000.00 7,500.00 7,500.00 NLC Conference
101-401-5-427-02 Registration & Training 3,500.00 341 5,000.00 2,500.00 2,500.00
401 Mayor & Council 16,000.00 2,385.13 20,000.00 10,000.00 10,000.00
101-406-5-427-01 Travel & Lodging 7,000.00 2,603.73 7,000.00 3,000.00 4,000.00 NLC Conference
101-406-5-427-02 Registration & Training 1,750.00 165 1,750.00 900.00 850.00
406 City Manager 8,750.00 2,768.73 8,750.00 3,900.00 4,850.00
101-412-5-427-01 Travel & Lodging 1,000.00 0 1,225.00 1000 225.00
101-412-5-427-02 Registration & Training 500 500 650 500 150.00
2010 BUDGET REDUCTIONS OF 1.3%
8-Sep-09
TRAVEL-LODGING-REGISTRATION-TRAINING
2009 2009 2010 2010
Account Number Description Budget End Bal Proposed CM Proposed (2)Reduced
412 City Attorney 1,500.00 500 1,875.00 1,500.00 375.00 Offered to remain same
101 Travel & Lodging 51,000.00 5,653.86 30,625.00 15,400.00 15,225.00
PUBLISHING COST
Account Number Description
101-403-5-423-01 Publication & Recording Fees 18,000.00 11,059.55 18,000.00 12,000.00 6,000.00 Requires change by resolution
403 City Clerk 22,100.00 14,497.50 18,000.00 12,000.00 6,000.00
101 Advertising/Publications 22,100.00 14,497.50 18,000.00 12,000.00 6,000.00
CAPITAL
Account Number Description
101-418-5-425-02 Maintenance Vehicle 500.00 500.00 500.00 3,500.00 -3,000.00 Surplus vehicle 09 left maintenanc
101-418-5-920-00 Vehicle 0.00 2,000.00 15,000.00 0.00 15,000.00 Surplus vehicle 09 left maintenanc
418 Community Development 500.00 2,500.00 15,500.00 3,500.00 12,000.00
Information Technologies
101-419-5-950-01 Pictometry 0.00 0.00 8,667.00 4,700.00 3,967.00 If other 3 entities agree
416 Informational Technologies 0.00 0.00 8,667.00 4,700.00 3,967.00
101 Capital 500.00 2,500.00 24,167.00 8,200.00 15,967.00
Account Number Description
General Government Buildings
101-417-5-422-03 Entrance-design 10,000.00 5,000.00 5,000.00
417 Gen Gov Buildings 0.00 0.00 10,000.00 5,000.00 5,000.00
OTHER OPERATING
2009 2009 2010 2010
Account Number Description Budget End Bal Proposed CM Proposed (2)Reduced
101-405-5-856-63 Volunteer Recognition 7,000.00 7,000.00 7,000.00 4,850.00 2,150.00
101-405-5-856-96 Grant Match 15,000.00 10,000.00 5,000.00
101-405-5-856-97 City Manage's Contingency 10,000.00 0.00 10,000.00
101-405-5-856-99 Contingency 256,977.00 245,192.00 11,785.00
405 Nondepartmental 0.00 0.00 281,977.00 255,192.00 28,935.00
101 Other Operating 0.00 0.00 291,977.00 260,192.00 33,935.00
SUBSIDIES
Account Number Description
101-495-5-856-03 Community Cultural Subsidy 21,000.00 21,000.00 21,000.00 19,950.00 1,050.00
101-495-5-856-04 Community Band Subsidy 8,000.00 0 8,000.00 7,600.00 400.00
101-495-5-856-05 SDSU Safe Ride 5,000.00 5,000.00 5,000.00 4,750.00 250.00
101-495-5-856-07 Brookings Area Transit Authori 60,000.00 45,000.00 60,000.00 57,000.00 3,000.00
101-495-5-856-08 East Central Mental Health 15,000.00 15,000.00 15,000.00 14,250.00 750.00
101-495-5-856-11 Christmas Decorations Subsidy 1,000.00 0 1,000.00 0.00 1,000.00
101-495-5-856-37 School District Subsidy 207,200.00 138,128.00 207,200.00 196,840.00 10,360.00
101-495-5-856-68 Juvenile Justice Grant 5,834.00 5,833.33 5,834.00 5,834.00 0.00 3 yr agreement
101-495-5-856-69 Boys & Girls Club Subsidy 75,000.00 75,000.00 75,000.00 71,250.00 3,750.00
495 Subsidies 398,034.00 304,961.33 398,034.00 377,474.00 20,560.00
101 Subsidies 398,034.00 304,961.33 398,034.00 377,474.00 20,560.00
Total General Fund 145,375.00
General Fund Personnel Total Exp 7,552,849
General Fund Operating Expenses 3,221,793
General Fund Subsidies 408,034
Total 11,182,676
Reduced 1.3%145,375
City Council Packet
September 8, 2009
Ordinances – 1st Readings**
9. Ordinance No. 21-09: 2010 Budget Ordinance, An Ordinance appropriating
Monies to Fund the necessary expenditures and liabilities of the City of
Brookings for the 2010 Fiscal Year and providing for the annual tax levy and
annual tax for all funds.
Public Hearing: September 22nd
** No vote is taken on the first reading of ordinances. The title of the ordinance is read and
the date for the public hearing is announced.
Honorable Mayor and City Council Members
City of Brookings
311 Third Avenue
Brookings, SD 57006
Re: 2010 Budget
Dear Mayor Reed, City Council Members, and Citizens of Brookings,
Attached please find the 2010 Budget Ordinance and detail in the original form for the first
reading. My proposed reductions for a possible amendment at the second reading are included
as agenda item number eight.
Sincerely,
Jeffrey W. Weldon
City Manager
163
Section I General Special Assessment Storm Drainage BBB Tax Public Improvement Sales/Use Tax E-911 Retail & Industrial Library Fines & Donations Swiftel Center Capital Project Total All Funds General Government Policy & AdministrationMayor/Council 56,520 56,520 City Manager 162,996 162,996 Special Committees 7,315 7,315 City Clerk/Elections 244,537 244,537 City Attorney70,10070,100Ordinance No. 21-09Fiscal Year 2010 Appropriation OrdinanceAn Ordinance appropriating Monies to Fund the necessary expenditures and liabilities ofthe City of Brookings for the 2010 Fiscal Year and providing for the annual tax levy and annual tax for all funds.BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF BROOKINGS, BROOKINGS COUNTY, SOUTH DAKOTA THAT the following funds are appropriated to meet the obligations of the Municipality:City Attorney70,100 70,100 Total Policy & Administration541,468 - - - - - - - - - 541,468 Financial AdministrationFinance 420,132 420,132 Human Resources Management194,461 194,461 Total Financial Administration614,593 - - - - - - - - - 614,593 OtherBuildings 200,381 200,381 Data Processing 128,570 128,570 Non-departmental 337,006 337,006 Contributions to Other 408,034 629,500 1,037,534 Total Other1,073,991 - 629,500 - - - - - - - 1,703,491 Total General Government2,230,052 - 629,500 - - - - - - - 2,859,552 Public SafetyPolice 2,602,3642,602,364 Fire 1,201,1231,201,123 E-911660,500 660,500 Total Public Safety3,803,487 - - - - 660,500 - - - - 4,463,987 September 8, 2009 1
Ordinance No. 21-09Fiscal Year 2010 Appropriation Ordinance General Special Assessment Storm Drainage BBB Tax Public Improvement Sales/Use Tax E-911 Retail & Industrial Library Fines & Donations Swiftel Center Capital Project Total All Funds Public WorksCommunity Development 358,251 358,251 Engineering 414,324 414,324 Streets 2,493,082 525,000 3,018,082 Street Maintenance Projects- SDSU Innovation Campus2,194,000 2,194,000 Storm Drainage 1,193,215 1,193,215 Special Assessment Projects 610,000 610,000 Total Public Works3,265,657 1,803,215 - - - - - - - 2,719,000 7,787,872 Health and WelfareAnimal Control 92,017 92,017 Total Health and Welfare92,017 - - - - - - - - - 92,017 Culture & RecreationEvent Center - 1,991,334 1,991,334 Recreation 804,822 804,822 Parks 1,433,393 1,433,393 Forestry 379,126 379,126 Library 950,663 70,000 1,020,663 Historic Preservation 28,600 28,600 Boys & Girls Club Capital Improve 100,000 100,000 Total Culture & Recreation3,596,604 - - 100,000 - - - 70,000 1,991,334 - 5,757,938 Conservation & DevelopmentIndustrial Development150,000 - 150,000 Promoting the City 56,000 56,000 Total Conservation & Development- 56,000 150,000 - - - - - - 206,000 September 8, 2009 2
Ordinance No. 21-09Fiscal Year 2010 Appropriation Ordinance General Special Assessment Storm Drainage BBB Tax Public Improvement Sales/Use Tax E-911 Retail & Industrial Library Fines & Donations Swiftel Center Capital Project Total All Funds Debt ServicePrinciple Payments1,723,0001,723,000 Interest Payments619,434 619,434 Service Costs1,200 1,200 Lease Payments- Total Debt Service- - - 2,343,634 - - - - - - 2,343,634 Total Appropriations12,987,818 1,803,215 685,500 2,593,634 - 660,500 - 70,000 1,991,334 2,719,000 23,511,000 TfOtTransfers OutFrom General to Airport 215,000 215,000 From General to Swiftel Center 300,000 300,000 From General to Edgebrook 120,400 120,400 From General to Special Assess 26,325 26,325 294,880 294,880 From Public Improvement to GF Capital 1,385,000 1,385,000 From Public Improv to Capital Project 951,000 951,000 From Public Improv to Edgebrook 170,000 170,000 From Sales & Use Tax to General Fund910,674 910,674 From Sales & Use Tax to E-911 190,000 190,000 From BBB to I-29 Corridor 20,000 20,000 From BBB to Swiftel Center 14,378 14,378 Total Transfers Out661,725 - 34,378 2,800,880 1,100,674 - - - - - 4,597,657 SPECIAL RESERVES- TOTAL APPROPRIATIONS &TRANSFERS13,649,543 1,803,215 719,878 5,394,514 1,100,674 660,500 - 70,000 1,991,334 2,719,000 28,108,657 From Public Improvement to AirportSeptember 8, 2009 3
Ordinance No. 21-09Fiscal Year 2010 Appropriation OrdinanceSection IIThe Following designates the application of funds derived from the sources indicated:Funding General Special Assessment Storm Drainage BBB Tax Public Improvement Sales/Use Tax E-911 Retail & Industrial Library Fines & Donations Swiftel Center Capital Projects Total All Funds 2008 Fund Balance 7,285,284 494,463 467,383 5,820,638 1,212,412 39,770 2,785,635 131,982 (81,795) 1,103,407 19,259,179 Estimate Fund Bal-12/31/097,251,551 376,011 453,694 6,059,211 794,831 10,321 2,670,905 43,982 (81,795) 2,194,000 19,772,711 - Taxes 7,704,434 640,000 3,600,000 1,200,000 13,144,434 Special Assessments - 90,000 90,000 Licenses & Permits 252,900 252,900 Fees 523,646 Intergovernmental467,500 467,500 Rental Income 66,858 - 66,858 Charges for Goods & Services 43,200 43,200 Sale of Fixed Assets 38,500 38,500 Miscellaneous 340,680 42,000 10,000 3,000 6,308 2,000 1,326,956 1,730,944 Grants/Donations 94,500 30,800 30,000 424,000 579,300 Fines & Forfeitures 69,000 30,000 99,000 Total Revenues9,133,718 90,000 640,000 3,672,800 1,210,000 470,500 6,308 62,000 1,326,956 424,000 16,512,636 Transfers InFrom General Fund 26,325 300,000 - 326,325 From BBB14,378 14,378 From Utility 1,892,000 - 1,892,000 From Liquor 500,000 500,000 From Landfill 440,000 440,000 From Sales/Use 910,674190,000 1,100,674 Frm Public Improve-Capital Proj 1,385,000 500,000 350,000 101,000 2,336,000 From Research & Technology 75,000 75,000 Total Transfers In5,202,674 526,325 - - - 190,000 - - 664,378 101,000 6,684,377 DebtProceeds from Debt 3,720,738 Total Debt Service3,720,738 Total Means of Finance13,649,543 1,803,215 719,878 5,394,514 1,100,674 660,500 - 70,000 1,991,334 2,719,000 28,108,657 Fund Balance Retained7,938,400 2,909,859 373,816 4,337,497 904,157 10,321 2,677,213 35,982 (81,795) - 14,861,067 September 8, 2009 4
Ordinance No. 21-09Fiscal Year 2010 Appropriation OrdinanceSection IIILiquor Edgebrook Airport Solid Waste Solid Waste R & T I-29 TOTALENTERPRISE FUNDS Store Golf Collections Disposal Center Corridor2008 Net Assets 1,418,257 - 3,659,039 715,134 5,525,161 1,840,481 18,600 13,176,672 Estimated Retained Earnings 12/31/09 227,546 2,787 (142,752) (151,320) 395,881 1,956 64,750 398,848 Net Sales 1,359,600 333,300 13,000 985,500 1,945,000 4,636,400 Charges for Services- - Rental Income - 9,600 30,000 6,400 200,000 246,000 Interest Income - 1,000 50,000 600 51,600 Miscellaneous Income - 19,400 - 63,750 83,150 Grants/Loans196,690 196,690 Transfer in from BBB Fund20,000 20,000 Transfer in from Public Improv 170,000 294,880 464,880 Transfer in from General Fund 120,400 215,000 335,400 Total Means of Finance for 20091 587 146636 087626 218835 1802 397 281202 556148 5006432968The following Budget and Means of Finance for the Enterprise Funds of the City of Brookings are hereby approved and shall be in full force and effect from and after its passage and publication.Total Means of Finance for 20091,587,146 636,087 626,218 835,180 2,397,281 202,556 148,500 6,432,968 Personal Services 404,539 224,868 404,539 403,842 458,709 1,896,497 Operating Expenditures 252,800 179,970 107,994 555,552 735,786 48,951 167,100 2,048,153 Operating Transfer Out- Capital Purchases/Projects 12,500 227,462 451,811 240,000 1,550,000 34,000 2,515,773 Total Expenses Before Transfer669,839 632,300 964,344 1,199,394 2,744,495 82,951 167,100 6,460,423 Transfer to General Fund500,000 440,000 75,000 1,015,000 Total Transfer Outs500,000 - - - 440,000 75,000 - 1,015,000 Total Expenses & Transfers Out1,169,839 632,300 964,344 1,199,394 3,184,495 157,951 167,100 7,475,423 Estimated Ending Net Assets 20101,835,564 3,787 3,320,913 350,920 4,737,947 1,885,086 - 12,134,217 Section IVSection VOut of the estimated $1,892,000 received from the operation of the Municipal Utilities Department, $207,200 will be transferred to the School District and the remaining $1,684,800 shall remain in the general fundThe City Manager is hereby directed to certify the following amount of property tax levy made in this Ordinance to the County Finance Officer of Brookings County, in the manner provided for by law. The property tax levy is $2,352,000September 8, 2009 5
Ordinance No. 21-09Fiscal Year 2010 Appropriation OrdinanceSection VIThe City Manager is hereby directed to administer the 2010 Budget in accordance with Established Policies, Ordinances, the City Charter, and State LawSection VIIThis Ordinance is declared to be for the support of the City Government and its existing public institutions and shall be in full force and effect from First Reading: September 8, 2009Second Reading: September 22, 2009Approved and Adopted: September 22, 2009Published: September 25, 2009Attest:Shari Thornes, City Clerk Tim Reed, Mayorand after its passage and publication.September 8, 2009 6
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedNONDEPARTMENTAL REVENUE1,828,095 1,990,386 2,175,000 2,175,000 101-000-4-111-01 Current Real Estate Taxes 2,352,000 2,500,00020,089 17,390 15,000 15,000 101-000-4-111-02 Delinquent Real Estate Taxes 17,500 18,0001,922 3,609 2,100 2,100 101-000-4-111-07 Mobile Home Taxes 2,100 2,10082,475 62,054 66,000 72,500 101-000-4-111-09 Bank Franchise Taxes 73,000 73,0002,335 3,433 2,500 2,500 101-000-4-119-01 Taxes/Penalties 2,500 2,500 4,953,567 5,034,114 4,820,554 4,820,554 101-000-4-113-00 1st Penny Sales & Use Tax 4,820,554 4,900,000105,180 112,600 105,000 105,000 101-000-4-335-03 State Liquor Tax 105,000 105,000 199,391 208,217 200,000 200,000 101-000-4-335-04State/Hwy & Bridge Tax 210,000 210,000 1,824 1,680 1,800 1,800 101-000-4-335-08 State/Amusement Tax 1,800 1,800 63,434 57,687 65,000 65,000 101-000-4-338-01 County/Hwy & Bridge Tax 65,000 65,000 17,980 26,184 17,000 17,000 101-000-4-338-03 County/Wheel Tax 26,000 26,000 3,979 3,979 3,980 3,980 101-000-4-338-04 County/Road Tax 3,980 3,980 24,300 50,500 25,500 25,500 101-000-4-221-01 Licenses/Liquor 25,750 25,7504 0004 0503 6003 600101-000-4-221-02Licenses/Malt5 1505 1504,0004,050 3,600 3,600 101-000-4-221-02Licenses/Malt5,150 5,1503,500 10,110 3,500 3,500 101-000-4-221-05 Licenses/Wine 5,500 5,5000- 18,500 18,500 101-000-4-221-07Licenses/Restaurant Liquor 18,500 55,5002,400 1,275 2,000 2,000 101-000-4-221-08 Licenses/Temporary Liquor 2,000 2,000200 - 100 100 101-000-4-221-09 Licenses/Liquor Transfers 100 07,900 11,300 7,900 7,900 101-000-4-221-10 Licenses/Video Lottery 8,200 8,2004,610 4,740 4,500 4,500 101-000-4-221-11 Licenses/Temporary Merchants 5,000 5,0001,250 1,025 900 900 101-000-4-221-12 Licenses/Plumbers 1,200 1,2001,490 3,795 500 500 101-000-4-221-13 Licenses/Miscellaneous 500 500100,206 105,744 200,000 100,000 101-000-4-669-00 Franchise Fees 125,000 200,000158,739 105,796 120,000 120,000 101-000-4-661-00 Interest Income 60,000 150,000107,797 56,443 50,000 50,000 101-000-4-661-01 Money Market Interest Income 50,000 55,0003,065 6,278 6,000 6,000 101-000-4-662-01 Rental Income 6,200 6,00039,857 50,365 30,258 30,258 101-000-4-662-12 Cell Tower Rental 30,258 30,258283 - - - 101-000-4-441-08Reimbursed Expense - 18,141 8,016 9,000 9,000 101-000-4-441-09 Miscellaneous 9,000 9,0000- 60,000 60,000 101-000-4-664-00 Sale of Fixed Asset - 031,487 1,460 5,000 5,000 101-000-4-669-08 Workers Compensation Refund 5,000 5,000397 - 8,000 8,000 101-000-4-691-40 Insurance Refunds 8,000 8,0000- 49,500 49,500 101-000-4-666-660 Other financing - 0Page 1 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed Requested44,492 41,905 80,000 80,000 101-000-6-700-00Transfer in from Other Funds - 370,000 400,000 420,000 420,000 101-000-6-700-01 Transfer in from Liquor Fund 500,000 500,000500,000 425,000 440,000 440,000 101-000-6-700-02Transfer in from Landfill 440,000 440,000543,890 960,767 1,556,331 1,556,331 101-000-6-700-04 Transfer in from 25% Sales & Use 910,674 698,145101-000-6-700-XX Transfer in from 75% Sales & Use 1,385,000 700,000145,000 145,000 145,000 145,000 101-000-6-700-05 Transfer in from Res & Tech 75,000 140,0001,741,000 1,763,000 1,842,000 1,842,000 101-000-6-700-08 Transfer in from BMU 1,892,000 1,921,000300,000 - - - 101-000-6-700-16 Transfer in from Liq Cap Sale - 11,434,273 11,677,902 12,562,023 12,468,523 Revenue & Transfer from funds 13,247,466 12,878,583Page 2 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedMAYOR AND COUNCIL26,214 26,433 30,600 26,400 101-401-5-101-00 Regular Pay 26,450 30,6002,005 2,022 2,341 2,040 101-401-5-120-00 FICA 2,022 2,341145 146 147 147 101-401-5-123-00 Group Insurance 170 14799 83 103 103 101-401-5-130-00 Workman's Compensation 114 11828,464 28,684 33,191 28,690 Personnel Services Total 28,756 33,206749 763 992 992 101-401-5-421-00 Insurance 1,091 1,2001,724 3,092 3,673 3,673 101-401-5-426-01 Office Supplies 3,673 4,0002,326 10,708 12,500 12,500 101-401-5-427-01 Travel & Lodging 15,000 15,0002,318 3,142 3,500 3,500 101-401-5-427-02 Registration & Training 5,000 5,0002,706 3,761 3,000 3,000 101-401-5-429-00 Miscellaneous 3,000 4,000400 0 - - 101-401-5-429-01 Membership & Dues - 010,224 21,466 23,665 23,665 Operating Expense Total 27,764 29,20070,000 25,000 3,000 3,000 101-401-5-940-00 Other Capital 5,00070 00025 0003 0003 000Capital Expense Total-5 00070,00025,0003,000 3,000 Capital Expense Total- 5,000108,688 75,150 59,856 55,355 Expenditure Total 56,520 67,406HUMAN RIGHTS300 0 500 500 101-402-4-446-10 Donations 500 500200 0 - - 101-402-4-669-02 Miscellaneous Income - 0500 0 500 500 Revenue Total 500 500582 923 600 600 101-402-5-426-01 Office Supplies 600 60085 0 - - 101-402-5-427-01Travel & Lodging - 02,774 1,586 3,600 3,600 101-402-5-428-00 Public Education 3,600 3,8563,441 2,509 4,200 4,200 Expenditure Total 4,200 4,456Page 3 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedCITY CLERK7,526 4,614 6,000 6,000 101-403-4-441-08 Reimbursed Expense 6,000 6,0007,526 4,614 6,000 6,000 Revenue Total 6,000 6,00085,423 118,208 128,517 128,517 101-403-5-101-00 Regular Pay 132,443 140,390270 175 - - 101-403-5-101-10 Wellness 0 05,536 7,842 9,843 9,843 101-403-5-120-00 FICA 10,656 11,2955,129 7,187 7,720 7,720 101-403-5-121-09 Retirement 8,358 8,85922,247 33,565 37,931 37,931 101-403-5-123-00 Group Insurance 41,732 44,236245 339 367 367 101-403-5-130-00 Workman's Compensation 404 4280 0 720 720 101-403-5-136-00 Wellness Reimbursement 720 720118,850 167,316 185,098 185,098 Personnel Services Total 194,313 205,929214 327 385 385 101-403-5-421-00 Insurance 424 42416,351 20,959 18,000 18,000 101-403-5-423-01 Publication & Recording Fees 18,000 15,0003,372 3,686 4,100 4,100 101-403-5-423-03 Ordinance & Codification Fees 4,100 30,0004 8733 6163 5003 500101-403-5-425-01MaintOffice Equip/Software Support3 50014 5744,8733,6163,500 3,500 101-403-5-425-01MaintOffice Equip/Software Support3,500 14,5743,075 3,181 4,050 4,050 101-403-5-426-01 Office Supplies 4,050 4,1006,416 7,860 8,700 8,700 101-403-5-426-02 Election Expense 8,700 8,70073 43 100 100 101-403-5-426-09 Subscriptions/Books 100 10030 1,523 3,200 3,200 101-403-5-427-01 Travel & Lodging 3,200 3,2000 110 7,500 7,500 101-403-5-427-02 Registration & Training 1,000 1,000948 1,426 2,000 2,000 101-403-5-428-01 Telephone 2,000 2,000115 115 150 150 101-403-5-429-01 Membership & Dues 150 15035,468 42,846 51,685 51,685 Operating Expense Total 45,224 79,2480 2,388 - 101-403-5-920-00 Furniture & Equipment 10,0004,082 2,660 7,000 7,000 101-405-5-920-01 Website Maintenance 5,000 7,000 2,330 1,426 - 101-403-5-950-01 Capital less than $5,000 - 5,0006,412 6,474 7,000 7,000 Capital Expense Total 5,000 22,0007,526 4,614 6,000 6,000 Revenue Total 6,000 6,000160,730 216,636 243,783 243,783 Expenditure Total 244,537 307,177Page 4 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedDISABILITY COMMITTEE634 536 600 600 101-404-5-426-01 Office Supplies 600 60000- - 101-404-5-426-09 Subscriptions/Books - 0491 1,301 650 650 101-404-5-427-01 Travel & Lodging 650 6501,613 1,143 1,815 1,815 101-404-5-428-00 Public Education 1,815 2,00503550 50 101-404-5-429-01 Membership & Dues 50 502,738 3,015 3,115 3,115 Operating Expense Total 3,115 3,3052,738 3,015 3,115 3,115 Expenditure Total 3,115 3,305NON DEPARTMENTAL 101-405-5-136-00 Wellness Benefit 10,000 20,0000 23,100 28,000 28,000 101-405-5-856-61 Performance Pay 20,000 28,000 15,000 50,738 25,000 25,000 101-405-5-422-03Consulting-Downtown Redevelop - - 13,223 7,728 - 7,232 101-405-5-429-01 Membership Dues 7,729 7,729 5 6165 8966 1926 192101 405 5 429 201st District Dues6 8006 8005,6165,8966,192 6,192 101-405-5-429-201st District Dues6,800 6,800 3,748 3,414 3,500 3,500 101-405-5-856-45 Employee Recognition 3,500 3,500 5,000 3,200 7,000 7,000 101-405-5-856-63Volunteer Recognition/Open Gov 7,000 7,000 20,000 - 101-405-5-856-65 Public Relations - 20,000 8,891 5,833 15,000 15,000 101-405-5-856-96 Matching Grant Expense 15,000 15,000 16,590 0 10,000 10,000 101-405-5-856-97 City Manager's Contingency Fnd 10,000 10,000 0 0 86,144 86,144 101-405-5-856-99 Contingency Fund 256,977 86,144 68,067 99,909 200,836 188,068 Operating Expense Total 337,006 204,173 515,467 101-405-5-910-00 Land0 515,467 0 0 Total Capital 0 - 68,067 615,376 200,836 188,068 Expenditure Total 337,006 204,173Page 5 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedCITY MANAGER103,533 107,248 113,200 113,200 101-406-5-101-00 Regular Pay 116,480 123,4693,750 3,600 3,600 4,800 101-406-5-101-06 Car Allowance 4,800 5,0880 80 240 - 101-406-5-101-10 Wellness 240 2547,256 8,106 8,884 8,884 101-406-5-120-00 FICA 9,360 9,9226,086 9,895 10,982 10,982 101-406-5-121-09 Retirement 11,048 11,7119,001 9,096 6,968 6,748 101-406-5-123-00 Group Insurance 5,945 6,302289 267 324 324 101-406-5-130-00 Workman's Compensation 357 378129,915 138,292 144,198 144,938 Personnel Services Total 148,230 157,124107 109 128 128 101-406-5-421-00 Insurance 141 1553,029 2,652 2,500 2,500 101-406-5-426-01 Office Supplies 2,500 3,5000 83 500 500 101-406-5-426-09 Subscriptions/Books 500 500195 3,607 7,000 7,000 101-406-5-427-01 Travel & Lodging 7,000 6,20075 1,290 1,750 1,750 101-406-5-427-02 Registration & Training 1,750 2,1001 1021 5601 2001 200101-406-5-428-01Telephone1 2001 5001,1021,5601,200 1,200 101-406-5-428-01Telephone1,200 1,500150 1,551 1,675 1,675 101-406-5-429-01 Membership & Dues 1,675 1,700952 6,887 - - 101-406-5-429-09 Miscellaneous - 05,611 17,739 14,753 14,753 Operating Expense Total 14,766 15,655 0 0 1,000 - 101-406-5-920-00 Furniture & Equipment - 000- - 101-406-5-950-01 Capital less than $5,000 - 2,500- - 1,000 - Capital Expense Total - 2,500 135,526 156,031 159,951 159,691 Expenditure Total 162,996 175,279CITY ATTORNEY10,106 0 - - 101-412-5-422-01 Contracted Legal Services - 060,510 62,477 67,600 67,600 101-412-5-422-07 Contracted Services 67,600 70,304715 1,375 1,000 1,000 101-412-5-427-01 Travel & Lodging 1,225 1,225536 625 500 500 101-412-5-427-02 Registration & Training 650 650600 0 500 500 101-412-5-429-01 Membership & Dues 625 62572,468 64,477 69,600 69,600 Operating Expense Total 70,100 72,80472,468 64,477 69,600 69,600 Expenditure Total 70,100 72,804Page 6 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedHUMAN RESOURCES3,483 1,841 2,000 2,000 101-414-4-441-08 Reimbursed Expense 2,000 2,000168 - - - 101-414-4-441-11 Unclaimed Insurance Reimburse - 03,651 1,841 2,000 2,000 Revenue Total 2,000 2,00099,132 102,517 108,938 108,938 101-414-5-101-00 Regular Pay 111,032 117,694 88 0 480 480 101-414-5-101-10 Wellness 480 480 6,899 7,049 8,338 8,338 101-414-5-120-00 FICA 8,933 9,469 5,950 6,237 6,540 6,540 101-414-5-121-09 Retirement 7,007 7,427 15,619 17,717 18,811 18,811 101-414-5-123-00 Group Insurance 20,785 22,032 300 280 310 310 101-414-5-130-00 Workman's Compensation 341 361 5,493 3,612 4,100 4,100 101-414-5-135-00 Employee Assistance Program 4,100 4,100 133,483 137,412 147,517 147,517 Personnel Services Total 152,678 161,564 214 218 257 257 101-414-5-421-00 Insurance 283 311 426 1,664 3,000 3,000 101-414-5-422-03 Consulting & Engineering 3,000 3,300 3 5203 5454 3654 365101-414-5-422-14CafeteriaPlanAdmFee4 3654 8023,5203,5454,365 4,365 101-414-5-422-14Cafeteria Plan Adm Fee4,365 4,802 8,380 5,919 6,900 6,900 101-414-5-423-01Publication & Recording Fees 6,900 7,590 0 0 400 400 101-414-5-425-01 Maintenance Office Equipment 400 440 3,392 2,973 2,800 2,800 101-414-5-426-01 Office Supplies 2,800 3,080 97 0 450 450 101-414-5-426-09 Subscriptions/Books 450 495 2,259 1,374 3,225 3,225 101-414-5-427-01 Travel & Lodging 3,225 3,548 1,653 584 2,275 2,275 101-414-5-427-02 Registration & Training 2,275 2,503 1,855 1,537 1,635 1,635 101-414-5-428-01 Telephone 1,635 1,799 730 540 700 700 101-414-5-429-01 Membership & Dues 700 770 1,082 962 750 750 101-414-5-429-08 Postage 750 825 2,824 1,650 1,000 1,000 101-414-5-429-09 Miscellaneous 1,000 1,100 4,557 3,038 5,000 5,000 101-414-5-429-10 Safety Program Training 5,000 5,500 1,123 702 4,000 4,000 101-414-5-429-15 In-House Training 4,000 4,400 32,112 24,706 36,757 36,757 Operating Expense Total 36,783 40,461 0 3,897 5,000 5,000 101-414-5-940-00 Other Capital 5,000 835 2,237 0 1,000 1,000 101-414-5-950-01 Capital less than $5,000 1,000 2,237 3,897 6,000 6,000 Capital Expense Total 5,000 1,835 3,651 1,841 2,000 2,000 Revenue Total 2,000 2,000 167,831 166,015 190,274 190,274 Expenditure Total 194,461 203,860 Page 7 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedFINANCE90 75 - 60 101-415-4-441-04 Professional Services - - 514 - - - 101-415-4-441-05 Reclaimed Income - - 2,493 11,242 30,000 30,000 101-415-4-441-08 Reimbursed Expense 32,000 30,000 197 61 150 100 101-415-4-669-02 Miscellaneous Income 150 150 3,293 11,378 30,150 30,160 Revenue Total 32,150 30,150 192,822 199,009 209,706 209,706 101-415-5-101-00 Regular Pay 213,821 229,650 1,083 121 1,000 1,000 101-415-5-101-04 Overtime Pay 1,000 1,060 0 19 720 720 101-415-5-101-10 Wellness Benefit 720 763 13,425 13,796 16,046 16,046 101-415-5-120-00 FICA 17,262 18,298 11,634 12,114 12,585 12,585 101-415-5-121-09 Retirement 13,539 14,351 32,763 37,217 36,833 36,833 101-415-5-123-00 Group Insurance 40,047 42,450 513 475 594 594 101-415-5-130-00 Workman's Compensation 654 693 252,240 262,751 277,484 277,484 Personnel Services Total 287,043 307,265 428436513513101-415-5-421-00Insurance564562428436513 513 101-415-5-421-00Insurance564 562 26,679 18,649 37,500 37,500 101-415-5-422-02 Contracted Auditing Services 40,000 40,000 00- - 101-415-5-422-03 Consulting & Engineering - 22,925 25,454 24,800 24,800 101-415-5-422-07 Contracting Services 24,800 25,000 2,117 2,053 1,500 1,500 101-415-5-423-01 Publication/Recording Fees 1,500 1,545 500 92 - - 101-415-5-425-01 Maintenance Office Equipment - - 500 12,000 12,000 12,000 101-415-5-426-00 Advance for Postage 12,000 12,000 5,805 4,796 6,000 5,800 101-415-5-426-01 Office Supplies 6,000 6,180 594 369 600 600 101-415-5-426-09 Subscriptions/Books 600 670 8,461 8,055 7,400 7,400 101-415-5-427-01 Travel & Lodging 7,400 8,125 4,999 4,441 5,000 5,000 101-415-5-427-02 Registration & Training 5,000 5,000 2,001 2,184 2,000 2,200 101-415-5-428-01 Telephone 2,000 2,400 830 1,105 1,075 1,075 101-415-5-429-01 Membership & Dues 1,075 75,838 79,634 98,388 98,388 Operating Expense Total 100,939 101,482 23,384 25,000 25,000 25,000 101-415-5-940-00 Other Capital 25,000 3,900 00- - 101-415-5-950-01 Capital less than $5,000 - 500 23,384 25,000 25,000 25,000 Capital Expense Total 25,000 4,400 3,293 11,378 30,150 30,160 Revenue Total 32,150 30,150 351,463 367,385 400,872 406,032 Expenditure Total 420,132 438,897 Page 8 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedINFORMATION TECHNOLOGY230 1,290 1,000 - 101-416-4-441-08 Technical Services 1,000 0230 1,290 1,000 - Revenue Total 1,000 035,296 35,204 41,629 41,629 101-416-5-101-00 Regular Pay 41,630 44,128 210 0 2,500 2,500 101-416-5-101-04 Overtime Pay 2,500 2,650 56 0 240 240 101-416-5-101-10 Wellness Benefit 240 254 2,594 2,562 3,364 3,364 101-416-5-120-00 FICA 3,469 3,677 2,134 2,134 2,639 2,639 101-416-5-121-09 Retirement 2,721 2,884 3,591 3,744 4,444 4,444 101-416-5-123-00 Group Insurance 4,887 5,034 148 136 147 147 101-416-5-130-00 Workman's Compensation 162 167 44,029 43,780 54,963 54,963 Personnel Services Total 55,609 58,794 107 109 128 128 101-416-5-421-00 Insurance 141 132 505 2,201 5,000 3,000 101-416-5-422-07 Software Services 5,000 5,150 5,722 1,835 3,000 4,000 101-416-5-426-01 Office Supplies 3,000 4,120 0136500500101-416-5-426-09Subscriptions/Books5005150136500 500 101-416-5-426-09Subscriptions/Books500 515 723 113 2,000 500 101-416-5-427-01 Travel & Lodging 2,000 1,030 0 617 500 - 101-416-5-427-02 Registration & Training 500 515 4,498 4,135 16,420 4,200 101-416-5-428-01 Telephone 16,420 15,450 00- - 101-416-5-428-06 AS400 Service Line - - 0 0 200 200 101-416-5-429-01 Memberships & Dues 200 206 11,555 9,146 27,748 12,528 Operating Expense Total 27,761 27,118 4,608 0 - - 101-416-5-920-00 Furniture & Equipment - - 26,719 18,842 12,000 19,500 101-416-5-940-00 Other Capital 10,000 1,575 1,089 16,000 16,000 101-416-5-950-01 Capital less than $5,000 5,500 0 0 3,000 3,000 101-403-5-920-00 Laserfiche Upgrade Software 5,000 0 0 1,525 1,525 101-414-5-940-00 Other Capital - 0 0 1,000 1,000 101-415-5-950-01Finance/Version 7 upgrade/Financial 25,000 3,000 3,000 101-418-5-950-01 Capital less than $5,000 DH 1,000 3,351 0 5,000 5,000 101-419-5-950-01 Capital less than $5,000 GM 1,000 23,045 0 3,000 3,000 101-421-5-950-01 Capital less than $5,000 3 computers 3,000 00- - 101-419-5-940-00 Pictometry $52,000 4,700 0 0 3,000 3,000 101-431-5-920-00 Furniture & Equipment0 0 1,500 1,500 101-452-5-950-01 Capital less than $5,00059,298 19,931 49,025 56,525 Capital Expense Total 45,200 10,000230 1,290 1,000 - Revenue Total 1,000 0114,881 72,857 131,736 124,016 Expenditure Total 128,570 95,912Page 9 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedGENERAL GOVERNMENT BUILDINGS9,141 7,620 6,969 6,969 101-417-5-421-00 Insurance 7,665 8,432 0 0 15,536 15,536 101-417-5-422-03Consulting/design ADA entry 5,000 - 2,366 2,630 2,630 101-417-5-424-01 Equipment Rental 2,630 2,780 2,775 3,621 2,578 2,578 101-417-5-425-01 Maintenance Office Equipment 2,578 2,730 1,214 2,261 1,176 1,176 101-417-5-425-04 Maintenance Equipment 1,176 1,250 8,439 8,154 9,694 9,694 101-417-5-425-05 Maintenance Building 9,694 9,500 2,949 3,724 5,363 5,363 101-417-5-426-03 General Supplies 5,363 5,685 1,609 1,849 1,794 1,794 101-417-5-426-04 Cleaning Supplies 1,794 2,900 2,028 2,107 2,114 2,114 101-417-5-428-01 Telephone 2,114 2,245 24,167 24,529 26,000 26,000 101-417-5-428-02 Electric & Water 26,000 27,500 10,491 12,243 13,000 13,000 101-417-5-428-03 Heat 13,000 13,800 13,080 13,080 15,000 15,000 101-417-5-429-03 Cleaning Services 14,400 14,400 75 89381 554101 854101 854Operating Expense Total91 41491 22275,89381,554101,854 101,854 Operating Expense Total91,414 91,222 60,560 72,555 135,500 131,000 101-417-5-911-00Buildings & Structures 85,000 40,000 41,703 7,404 3,000 3,000 101-417-5-920-00 Furniture & Equipment 3,000 3,000 0 0 5,500 5,500 101-417-5-930-00 Machinery & Auto Equipment0 2,753 - - 101-417-5-940-00 Other Capital - - 0 219 - - 101-417-5-950-01 Capital less than $5,000 20,967 - 102,263 82,931 144,000 139,500 Capital Expense Total 108,967 43,000 178,156 164,485 245,854 241,354 Expenditure Total 200,381 134,222 Page 10 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedCommunity Development8,500 20,900 101-418-4-221-06 Housing Licenses 20,000 15,000 3,285 101-418-4-223-01 Sign Permits 3,200 2,000 8,250 6,276 101-418-4-441-01 Zoning & Subdivision Fees 6,500 6,500 52 52 101-418-4-441-02 Publication Fees 55 55 500 90 101-418-4-446-16 Code Enforcement Inspection Fees 90 90 6,278 20,000 19,182 101-418-4-662-01 Rental Income 20,000 20,000 - - 101-418-4-441-08Reimbursed Expense - - 215 160 101-418-4-441-08 Miscellaneous 100 100 100,000 160,000 101-418-4-664-00 Sale of Fixed Asset - - 0 6,278 137,517 209,945 Revenue Total 49,945 43,745 243,405 243,405 101-418-5-101-00 Regular Pay 245,037 259,739 101-418-5-101-04 Overtime Pay500 500 101-418-5-101-10 Wellness Benefit 500 500 18 61918 619101-418-5-120-00FICA19 28720 44418,619 18,619 101-418-5-120-00FICA19,287 20,444 14,603 14,603 101-418-5-121-09 Retirement 15,127 16,035 42,379 42,379 101-418-5-123-00 Group Insurance 45,784 50,362 1,784 1,784 101-418-5-130-00 Workman's Compensation 1,963 2,159 0 0 321,290 321,290 Personnel Services Total 327,698 349,240 730 730 101-418-5-421-00 Insurance 803 891 150 101-418-5-422-03 Consulting - 500 14 500 500 101-418-5-423-01 Publication/Recording Fees 500 550 - - 101-418-5-425-01 Maintenance Office Equipment - 100 500 1,000 101-418-5-425-02 Maintenance Motor Vehicles 3,500 750 5,843 1,000 700 101-418-5-425-05 Maintenance of Rental Buildings 1,000 2,000 4,000 3,000 101-418-5-426-01 Office Supplies 3,000 4,400 1,500 1,500 101-418-5-426-03 General Supplies 1,500 1,590 100 100 101-418-5-426-05 Photographic Supplies 100 100 1,000 500 101-418-5-426-09 Subscriptions/Books 1,000 700 800 800 101-418-5-426-10 Gasoline 1,000 1,800 550 650 101-418-5-426-12 Tires 550 300 2,500 2,500 101-418-5-427-01 Travel & Lodging 2,500 3,000 1,500 1,500 101-418-5-427-02 Registration & Training 1,500 2,000 2,520 3,100 101-418-5-428-01 Telephone 3,100 3,500 88 200 900 101-418-5-428-02 Electric & Water 1,300 1,350 400 650 101-418-5-428-03 Heat 1,200 1,250 Page 11 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed Requested500 500 101-418-5-429-01 Membership & Dues 500 700 0 5,945 18,300 18,780 Operating Expense Total 23,053 25,481 101-418-5-911-00 Buildings/Singles on Rental 6,000 05,000 4,000 101-418-5-920-00 Furniture & Equipment - 0101-418-5-930-00 Code Enforcement Vehicle101-418-5-950-01 Arc View Software for planning 1,500 3,000100,000 100,000 101-418-5-960-00 Street & Sidewalk Improvements - 00 0 105,000 104,000 Capital Expense Total 7,500 3,0000 6,278 137,517 209,945 Revenue Total 49,945 43,7450 5,945 444,590 444,070 Expenditure Total 358,251 377,721Page 12 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedENGINEERING9,656 19,371 - - 101-419-4-221-06 Housing Licenses 0 0158,955 149,163 154,700 154,700 101-419-4-223-01 Building Permits/Engineer Fees 155,000 155,00010,884 8,753 - - 101-419-4-441-01 Zoning & Subdivision Fees 0 090 - - 101-419-4-446-16 Code Enforcement Inspection Fee 0 075 15 52 52 101-419-4-441-02 Publication Fees 55 551,054 25 105 105 101-419-4-441-08 Reimbursed Expense 110 1101,449 269 515 515 101-419-4-441-09 Miscellaneous 520 5201824 5085 2,320 2,320 101-419-4-662-09 Vehicle Rentals 2,400 2,500 183,897 182,771 157,692 157,692 Revenue Total 158,085 158,185352,925 411,981 282,207 282,207 101-419-5-101-00 Regular Pay 287,104 304,330 14,819 8,093 9,700 9,700 101-419-5-101-01 Temporary Pay 10,088 9,700 166 722 500 500 101-419-5-101-04 Overtime Pay 520 500 854 422 500 500 101-419-5-101-10 Wellness Benefit 500 500 25 96830 56522 29422 294101-419-5-120-00FICA23 85625 28725,96830,56522,294 22,294 101-419-5-120-00FICA23,856 25,287 21,226 25,000 16,903 16,903 101-419-5-121-09 Retirement 18,105 19,191 55,226 60,450 31,444 31,444 101-419-5-123-00 Group Insurance 34,596 36,672 5,378 4,048 2,938 2,938 101-419-5-130-00 Workman's Compensation 3,232 3,426 476,561 541,281 366,486 366,486 Personnel Services Total 378,001 399,607 5,569 6,852 6,968 6,968 101-419-5-421-00 Insurance 7,645 7,675 1,500 0 10,696 10,696 101-419-5-422-03 Consulting/Engineering 700 720 300 0 320 320 101-419-5-422-09 Testing Services 320 340 1,093 952 500 500 101-419-5-423-01 Publication/Recording Fees 500 400 801 1,158 1,052 1,052 101-419-5-425-01 Maintenance Office Equipment 1,052 1,110 386 680 1,274 1,274 101-419-5-425-02 Maintenance Motor Vehicles 1,274 1,350 134 0 237 237 101-419-5-425-04 Maintenance of Equipment 237 250 6,830 9,779 7,000 7,000 101-419-5-426-01 Office Supplies 7,000 7,400 3,247 2,354 2,603 2,603 101-419-5-426-03 General Supplies 2,603 2,760 0 0 103 103 101-419-5-426-05 Photographic Supplies 103 110 1,915 2,438 2,063 2,063 101-419-5-426-09 Subscriptions/Books 2,063 2,180 2,456 3,870 2,247 2,247 101-419-5-426-10 Gasoline 2,310 2,430 52 52 101-419-5-426-11 Oil & Grease Supplies 52 55 74 0 361 361 101-419-5-426-12 Tires 361 325 3,487 4,375 3,000 3,000 101-419-5-427-01 Travel & Lodging 3,000 3,054 820 3,152 2,000 2,000 101-419-5-427-02 Registration & Training 2,000 2,000 5,493 5,798 3,700 3,700 101-419-5-428-01 Telephone 3,700 4,600 Page 13 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed Requested930 1,423 1,403 1,403 101-419-5-429-01 Membership & Dues 1,403 1,440 35,033 42,831 45,579 45,579 Operating Expense Total 36,323 38,199 16,781 0 - - 101-419-5-920-00 Furniture & Equipment - - 0 0 101-419-5-930-00 Machinery & Auto Equipment 8,000 3,351 3,013 - - 101-419-5-950-01 Capital less than $5,000 2,000 20,132 3,013 - - Capital Expense Total - 10,000 183,897 182,771 157,692 157,692 Revenue Total 158,085 158,185 531,726 587,125 412,065 412,065 Expenditure Total 414,324 447,806 Page 14 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedPOLICE DEPARTMENT19,827 15,552 20,000 15,000 101-421-4-334-09 Grants 20,000 15,0001,719 1,872 1,800 1,800 101-421-4-442-08 Alarm Surcharges 1,800 1,8002,691 4,213 3,200 - 101-421-4-442-10 Safety Town Fees 3,200 3,20012,225 1,120 1,000 3,100 101-421-4-446-10 Donations 1,000 1,0000 2,850 3,000 4,640 101-421-4-446-11 Dare Donations 3,000 1,00023,347 26,199 26,000 20,000 101-421-4-551-00 Court Fines 26,000 26,00034,890 40,518 35,000 35,000 101-421-4-555-00 Parking Fines 35,000 35,0004,795 7,542 6,000 5,000 101-421-4-441-08 Reimbursed Expense 6,000 6,0001,987 17,162 1,400 1,800 101-421-4-442-09 Miscellaneous 1,400 1,4000- 8,500 8,000 101-421-4-664-00 Sale of Fixed Assets 8,500 13,500101,480 117,028 105,900 94,340 Revenue Total 105,900 103,9001,343,777 1,443,236 1,488,818 1,488,818 101-421-5-101-00Regular Pay 1,547,820 1,640,689 31,107 11,002 20,600 20,600 101-421-5-101-01 Temporary Pay 20,600 20,600 37 17137 33255 00055 000101-421-5-101-04Overtime Pay37 50055 00037,17137,33255,000 55,000 101-421-5-101-04Overtime Pay37,500 55,000 1,400 1,050 1,750 1,750 101-421-5-101-07 Clothing Allowance 2,000 2,000 80 258 500 500 101-421-5-101-10 Wellness Benefit 500 500 102,132 108,175 120,006 120,006 101-421-5-120-00 FICA 130,485 138,314 108,716 117,498 122,537 122,537 101-421-5-121-09 Retirement 131,774 139,680 303,449 339,517 358,833 358,833 101-421-5-123-00 Group Insurance 407,082 431,507 39,713 35,564 39,074 39,074 101-421-5-130-00 Workman's Compensation 43,672 46,292 1,967,546 2,093,632 2,207,118 2,207,118 Personnel Services Total 2,321,433 2,474,58320,373 19,544 19,297 19,297 101-421-5-421-00 Insurance 21,226 23,350 5,045 6,290 6,395 5,000 101-421-5-422-03 Consulting/Engineering 6,395 4,975 1,722 662 1,500 3,000 101-421-5-422-06 Medical Services 1,500 3,000 2,102 615 1,500 3,225 101-421-5-422-09 Testing Services 1,500 3,000 664 477 1,000 1,500 101-421-5-424-01 Equipment Rental 1,000 4,500 1,783 644 2,000 - 101-421-5-425-01 Maintenance Office Equipment 2,000 2,000 19,480 17,539 20,000 20,000 101-421-5-425-02 Maintenance Motor Vehicle 20,000 20,600 942 217 1,000 1,000 101-421-5-425-06 Maintenance Radio 1,000 1,700 5,285 9,593 8,000 8,000 101-421-5-426-01 Office Supplies 8,000 8,500 14,912 15,392 18,000 18,000 101-421-5-426-03 General Supplies 15,000 18,000 462 351 1,000 - 101-421-5-426-05 Photographic Supplies 1,000 - 388 615 500 500 101-421-5-426-09 Subscriptions/Books 500 500 49,744 55,600 65,000 55,000 101-421-5-426-10 Gasoline 60,000 65,000 1,921 3,660 3,500 3,500 101-421-5-426-12 Tires 3,500 3,500 Page 15 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed Requested9,875 8,196 11,000 11,000 101-421-5-426-17 Uniforms 11,000 12,500 101-421-5-426-30 Swat Tactical Supplies 3,000 3,000 4,087 5,153 4,900 4,900 101-421-5-427-01 Travel & Lodging 4,900 7,000 2,605 2,955 8,000 8,000 101-421-5-427-02 Registration & Training 8,000 15,000 7,317 5,112 5,000 5,000 101-421-5-427-03 Gun Range Training Expenses 5,000 6,700 8,851 8,700 10,200 9,700 101-421-5-428-01 Telephone 10,200 10,240 1,529 2,258 1,800 1,800 101-421-5-428-02 Electric & Water 1,800 1,900 722 2,372 1,700 2,100 101-421-5-428-08Sirens 1,700 2,000 616 295 800 800 101-421-5-429-01 Membership & Dues 800 1,800 45 195 1,000 1,000 101-421-5-429-09 Reserve Expenses 1,000 1,000 0 868 1,000 3,000 101-421-5-429-10 Dare Expenditures 1,000 3,000 3,945 4,452 4,800 4,400 101-421-5-856-21 Miscellaneous 4,800 5,000 164,415 171,755 198,892 189,722 Operating Expense Total 195,821 227,765Buildings 20,00006 7004 0004 000101-421-5-920-00Furniture & Equipment--06,7004,000 4,000 101 421 5 920 00Furniture & Equipment 69,162 57,035 58,786 58,786 101-421-5-930-00Machinery & Auto Equipment 67,700 102,700 23,045 3,059 10,210 11,349 101-421-5-950-01 Capital less than $5,000 17,410 8,700 92,207 66,794 72,996 74,135 Capital Expense Total 85,110 111,400101,480 117,028 105,900 94,340 Revenue Total 105,900 103,9002,224,168 2,332,181 2,479,006 2,470,975 Expenditure Total 2,602,364 2,813,748Page 16 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedFIRE DEPARTMENT46,984 54,676 47,000 47,000 101-422-4-335-06Fire Insurance Premium 54,696 54,69625,885 - - - 101-422-4-334-09 Grants - 07- - 500 101-422-4-342-03 Fines/Fees - 010,170 - - - 101-422-4-446-10 Donations - 0- - 5,000 101-422-4-446-16 Inspection Fees 5,000 5,0001,748 473 20,495 101-422-4-441-08 Reimbursed Expense 00 1,821 - 3,500 101-422-4-664-00 Sale of Fixed Assets 30,000 084,793 56,970 47,000 76,495 Revenue Total 89,696 59,696143,817 152,971 161,043 161,043 101-422-5-101-00 Regular Pay 164,073 164,073 1,560 1,649 10,000 10,000 101-422-5-101-01 Temporary Pay 10,000 10,000 400 340 2,000 2,000 101-422-5-101-05 On Call Pay 2,000 2,000 650 425 600 600 101-422-5-101-09 Stipend 1,200 600 10,233 11,004 13,874 13,874 101-422-5-120-00 FICA 14,396 15,260 10 81211 73112 40512 405101-422-5-121-09Retirement13 30614 10410,81211,73112,405 12,405 101-422-5-121-09Retirement13,306 14,104 91,984 99,676 92,000 99,676 101-422-5-121-10 Retirement/Volunteer Firemen 99,676 99,676 30,114 34,227 36,349 36,349 101-422-5-123-00 Group Insurance 39,997 42,397 9,494 7,948 8,696 8,696 101-422-5-130-00 Workman's Compensation 9,566 10,140 1,727 1,516 2,500 2,500 101-422-5-136-00 Wellness Reimbursement 2,500 2,500 300,791 321,487 339,467 347,143 Personnel Services Total 356,714 360,750 16,110 20,446 20,826 20,992 101-422-5-421-00 Insurance 22,909 25,400 385 249 4,058 4,000 101-422-5-422-06 Medical Services 6,000 6,000 1,912 3,585 4,000 4,000 101-422-5-422-07 Contracting Services 4,000 4,000 00- 1,700 101-422-5-424-01 Equipment Rental 2,500 2,500 81,305 82,110 83,835 86,250 101-422-5-424-04 Hydrant Rental 88,205 93,000 69 132 600 500 101-422-5-425-01 Maintenance Office Equipment 600 600 1,799 487 1,000 1,600 101-422-5-425-02 Maintenance Motor Vehicles 1,000 2,000 3,731 6,339 4,500 7,000 101-422-5-425-03 Maintenance Trucks 4,500 6,000 4,701 1,745 6,000 2,000 101-422-5-425-04 Maintenance Equipment 6,000 4,500 1,267 2,196 2,000 1,500 101-422-5-425-05 Maintenance Buildings 2,000 2,500 3,352 1,961 4,000 6,000 101-422-5-425-06 Maintenance Radio 4,000 5,000 6,190 4,260 4,000 4,000 101-422-5-426-01 Office Supplies 4,000 4,500 34,440 21,433 32,000 29,000 101-422-5-426-03 General Supplies 32,000 34,000 326 497 300 200 101-422-5-426-04 Cleaning Supplies 300 300 406 0 150 25 101-422-5-426-05 Photographic Supplies 150 1,000 1,307 1,141 1,200 1,200 101-422-5-426-09 Subscriptions/Books 1,200 1,300 Page 17 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed Requested9,917 11,488 12,000 11,000 101-422-5-426-10 Gasoline 12,000 14,000 60 0 700 500 101-422-5-426-11 Oil & Grease Supplies 700 700 1,200 0 1,000 1,200 101-422-5-426-12 Tires 1,000 1,500 6,335 12,203 14,000 20,000 101-422-5-426-17 Uniforms & Clothing 14,000 14,000 129 344 500 100 101-422-5-426-28 Extinguishing Agents 500 500 3,869 3,764 5,000 3,800 101-422-5-426-29 Propane 5,000 5,500 13,894 19,093 15,000 15,000 101-422-5-427-01 Travel & Lodging 15,000 17,000 6,470 7,650 8,500 6,000 101-422-5-427-02 Registration & Training 8,500 8,500 4,446 4,155 5,000 4,100 101-422-5-428-01 Telephone 4,200 6,000 9,898 11,106 11,000 11,000 101-422-5-428-02 Electric & Water 11,000 12,000 965 1,865 2,000 1,900 101-422-5-429-01 Memberships & Dues 2,000 2,200 867 9,096 2,500 2,500 101-422-5-429-06 Fire Hose Replacement 2,500 5,000 653 289 500 260 101-422-5-429-08 Postage 500 600 10 0 - - 101-422-5-429-09 Miscellaneous - - 5 7244 9505 0006 000101-422-5-429-10Fire Safety Promotion5 0006 0005,7244,9505,000 6,000 101 422 5 429 10Fire Safety Promotion5,000 6,000 221,734 232,584 251,169 253,327 Operating Expense Total 261,264 286,100 0 25,885 8,865 8,865 101-422-5-920-00 Furniture & Equipment/Tough Books - - 168,315 476,280 208,145 208,145 101-422-5-930-00 Engine 4 replaced + prin & int paymen558,145 318,145 0 7,900 34,983 34,983 101-422-5-940-00 USAR Gear 25,000 - 168,315 510,065 251,993 251,993 Capital Expense Total 583,145 318,14584,793 56,970 47,000 76,495 Revenue Total 89,696 59,696 690,840 1,064,136 842,629 852,463 Expenditure Total 1,201,123 964,995 Page 18 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedSTREET7,563 9,903 - - 101-431-4-334-09 Grants - - 3,063 0 10,000 10,000 101-431-4-441-08 Reimbursed Expense 10,000 10,000 18,221 20,778 16,000 16,000 101-431-4-443-09 Miscellaneous 16,000 16,000 800 25,000 50,000 60,000 101-431-4-664-00 Sale of Fixed Assets - 50,000 29,647 55,681 76,000 86,000 Revenue Total 26,000 76,000535,834 568,071 599,754 599,754 101-431-5-101-00 Regular Pay 566,091 599,754 18,452 14,816 20,000 20,000 101-431-5-101-01 Temporary Pay 20,000 20,000 18,069 13,703 25,000 25,000 101-431-5-101-04 Overtime Pay 25,000 25,000 120 115 - - 101-431-5-101-05 On Call Pay - - 96 0 250 250 101-431-5-101-10 Wellness Benefit 250 250 41,066 41,576 48,455 48,455 101-431-5-120-00 FICA 48,588 48,455 33,232 34,281 36,503 36,503 101-431-5-121-09 Retirement 36,908 36,503 83,228 105,513 124,091 124,091 101-431-5-123-00 Group Insurance 139,490 124,091 26 72322 31327 39227 392101-431-5-130-00Workman's Compensation30 13227 39226,72322,31327,392 27,392 101-431-5-130-00Workmans Compensation30,132 27,392 756,820 800,388 881,445 881,445 Personnel Services Total 866,459 881,445 32,562 31,233 32,595 32,595 101-431-5-421-00 Insurance 35,855 39,441 0 226 500 500 101-431-5-422-06 Medical Services 500 500 43,240 31,626 55,000 55,000 101-431-5-422-07 Contracting Services 55,000 55,000 446 135 600 600 101-431-5-422-15 Drug & Alcohol Testing 600 600 1,287 1,354 1,341 1,341 101-431-5-423-05 Advertising/Promotion Fees 1,341 1,500 450 450 650 650 101-431-5-425-01 Maintenance Office Equipment 650 650 6,692 9,337 8,000 9,000 101-431-5-425-03 Maintenance Trucks 8,000 9,500 30,136 21,833 12,720 15,000 101-431-5-425-04 Maintenance of Equipment 12,720 20,000 3,257 2,836 1,500 2,000 101-431-5-425-05 Maintenance Buildings 1,500 2,000 714 0 2,222 2,222 101-431-5-425-06 Maintenance Radio 2,222 2,850 0 0 18,000 18,000 101-431-5-425-11 Maintenance Sweeper 18,000 18,000 7,433 18,297 40,000 40,000 101-431-5-425-13 Maintenance Curb & Gutter 40,000 40,000 128,801 183,829 192,000 192,000 101-431-5-425-14 Maintenance Street Sealing 205,000 220,000 2,230 2,189 2,063 2,100 101-431-5-426-01 Office Supplies 2,063 2,200 12,942 26,952 12,891 18,000 101-431-5-426-03 General Supplies 15,000 22,000 1,233 1,348 1,134 1,300 101-431-5-426-04 Cleaning Supplies 1,134 1,400 37,887 30,761 60,000 50,000 101-431-5-426-10 Gasoline 40,000 50,000 2,300 5,494 3,094 3,900 101-431-5-426-11 Oil & Grease Supplies 4,000 4,200 13,541 1,481 9,500 9,500 101-431-5-426-12 Tires 9,500 10,000 28,636 32,069 36,000 36,000 101-431-5-426-13 Diesel Fuel 35,000 37,000 Page 19 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed Requested270 303 1,031 1,000 101-431-5-426-15 Chemicals 1,031 1,000 1,910 1,559 2,500 2,500 101-431-5-426-17 Uniforms 2,500 2,500 5,598 6,885 7,116 7,116 101-431-5-426-18 Gravel 7,116 7,500 54,825 53,264 60,000 60,000 101-431-5-426-19 Bituminous Material 60,000 62,000 3,985 7,096 8,250 9,754 101-431-5-426-20 Dust Control 8,250 10,000 27,863 34,743 28,000 34,800 101-431-5-426-22Salt & Calcium Chloride 30,000 34,800 9,206 10,499 10,313 10,313 101-431-5-426-23 Sand 10,500 11,000 13,444 22,941 41,657 42,921 101-431-5-426-24 Street Paint & Signs 25,000 27,000 101 111 1,000 1,000 101-431-5-427-01 Travel & Lodging 1,000 1,000 445 0 1,000 1,000 101-431-5-427-02 Registration & Training 1,000 1,000 4,491 4,438 3,600 4,500 101-431-5-428-01 Telephone 4,500 4,700 5,174 5,654 5,500 5,700 101-431-5-428-02 Electric & Water 5,700 6,000 17,192 16,579 19,800 19,800 101-431-5-428-03 Heat 19,800 20,000 325,493 333,432 345,000 345,000 101-431-5-428-04 Street Lights & Traffic Signals 345,000 345,000 0282516500101-431-5-428-05Hauling Service5165000282516 500 101 431 5 428 05Hauling Service516 500 35 35 155 100 101-431-5-429-01 Membership & Dues 155 100 71450 50 101-431-5-429-04 Licenses 50 50 15,691 12,949 16,501 16,501 101-431-5-441-03West Nile Grant Expenses 16,501 17,000 839,516 912,234 1,041,799 1,052,263 Operating Expense Total 1,026,704 1,087,9910 1,464 - - 101-431-5-920-00 Furniture & Equipment - - 189,778 188,845 249,419 249,419 101-431-5-930-00 Machinery & Auto Equipment 37,419 374,419 8,157 1,450 - 3,000 101-431-5-950-01 Capital less than $5,000 3,000 101-431-5-960-00 Street Improvements 46,500 30,634 97,008 221,000 230,000 101-431-5-960-00 Street Improvement/Digouts & Repair 516,000 420,000 228,568 288,767 470,419 482,419 Capital Expense Total 599,919 797,41929,647 55,681 76,000 86,000 Revenue Total 26,000 76,0001,824,905 2,001,389 2,393,663 2,416,127 Expenditure Total 2,493,082 2,766,855Page 20 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedANIMAL CONTROL3,668 2,801 3,000 2,500 101-442-4-221-04 Animal Licenses 2,800 500 6,500 3,750 7,500 500 101-442-4-441-08 Reimbursed Expense 1,500 7,500 11,081 11,427 12,000 12,000 101-442-4-445-02Housing, Feed & Care 12,200 3,000 950 650 750 750 101-442-4-445-09 Fees 750 1,500 9,640 11,210 5,000 7,500 101-442-4-556-00 Animal at Large Fines 8,000 12,000 31,839 29,838 28,250 23,250 Revenue Total 25,250 24,500 36,201 37,217 38,126 38,126 101-442-5-101-00 Regular Pay 38,202 40,494 10,838 11,739 13,000 13,000 101-442-5-101-01 Temporary Pay 13,000 13,000 33 179 500 500 101-442-5-101-04 Overtime Pay 500 500 0 0 300 300 101-442-5-101-07 Clothing Allowance 300 300 3,303 3,437 4,049 4,049 101-442-5-120-00 FICA 4,077 4,322 2,145 2,238 2,396 2,396 101-442-5-121-09 Retirement 2,417 2,562 12,529 14,258 15,212 15,212 101-442-5-123-00 Group Insurance 16,733 17,737 955876897897101-442-5-130-00Workman's Compensation9871 046955876897 897 101-442-5-130-00Workmans Compensation987 1,046 66,003 69,944 74,480 74,480 Personnel Services Total 76,216 79,961505 456 455 455 101-442-5-421-00 Insurance 501 551 132 210 300 250 101-442-5-422-09 Testing Services 300 300 1,197 997 1,100 1,400 101-442-5-425-03 Maintenance Trucks 1,100 1,000 228 1,314 - 200 101-442-5-425-05 Maintenance Buildings - - 0 84 600 600 101-442-5-425-06 Maintenance Radio 600 200 599 358 500 200 101-442-5-426-01 Office Supplies 500 500 758 796 600 600 101-442-5-426-03 General Supplies 600 800 365 326 400 300 101-442-5-426-04 Cleaning Supplies 400 400 4,893 4,274 6,000 4,000 101-442-5-426-10 Gasoline 4,600 4,800 500 0 500 100 101-442-5-426-12 Tires 500 300 421 32 600 200 101-442-5-426-15 Chemicals 600 300 153 280 400 200 101-442-5-426-17 Uniforms 400 400 808 47 850 200 101-442-5-427-01 Travel & Lodging 850 850 100 140 150 - 101-442-5-427-02 Registration & Training 150 150 1,818 1,810 1,900 1,900 101-442-5-428-01 Telephone 1,900 2,050 2,565 2,380 2,800 3,000 101-442-5-428-02 Electric & Water 2,800 3,100 - 101-442-5-428-05 Hauling Services - 101-442-5-429-01 Membership & Dues - 15,043 13,504 17,155 13,605 Operating Expense Total 15,801 15,701 00- - 101-442-5-911-00 Building & Structures - 100,000Page 21 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed Requested00- - Capital Expense Total - 100,00031,839 29,838 28,250 23,250 Revenue Total 25,250 24,500 81,045 83,448 91,635 88,085 Expenditure Total 92,017 195,662RECREATION139,295 154,173 150,000 125,000 101-451-4-446-02 Swimming Pool Fees 150,000 150,000 88,902 90,475 95,000 90,000 101-451-4-446-03 Recreation Program Fees 90,000 90,000 2,160 3,555 2,500 1,600 101-451-4-446-04 Brookings Art Center 3,000 2,000 27,615 28,057 30,000 20,000 101-451-4-346-04Aquatic Center Concessions 30,000 27,000 47,734 65,220 50,000 85,000 101-451-4-446-07 Reimbursements 100,000 100,000 6 1,004 - - 101-451-4-669-02 Miscellaneous - - 305,712 342,484 327,500 321,600 Revenue Total 373,000 369,000166,172 181,379 191,700 191,700 101-451-5-101-00 Regular Pay 194,155 205,804 338,185 373,726 365,000 365,000 101-451-5-101-01 Temporary Pay Recreation 265,000 295,000 101 451 5 101 XXTemporary Pay Affiliate100 000100 000101-451-5-101-XXTemporary Pay Affiliate 100,000 100,000 375 416 1,000 1,000 101-451-5-101-04 Overtime Pay 1,000 1,000 2,700 2,475 6,600 6,600 101-451-5-101-06 Car Allowance 6,900 6,900 37,704 43,365 43,084 43,084 101-451-5-120-00 FICA 46,205 48,977 10,061 11,147 11,891 11,891 101-451-5-121-09 Retirement 12,539 13,291 27,474 31,569 33,755 33,755 101-451-5-123-00 Group Insurance 37,294 39,532 16,938 15,805 19,617 19,617 101-451-5-130-00 Workman's Compensation 21,579 22,874 599,609 659,882 672,647 672,647 Personnel Services Total 684,672 733,37811,354 10,395 11,215 11,215 101-451-5-421-00 Insurance 12,350 13,600 6,493 6,594 10,000 8,500 101-451-5-422-07 Contracting Services 10,000 9,500 10,813 11,087 9,500 9,500 101-451-5-423-05 Advertising/Promotion Fees 9,500 11,000 81 333 1,000 1,000 101-451-5-425-02 Maintenance Motor Vehicle 1,000 1,000 3,242 5,058 4,000 6,000 101-451-5-425-05 Maintenance Buildings 4,000 5,000 2,525 3,069 3,500 3,500 101-451-5-426-01 Office Supplies 3,500 4,000 579 1,343 1,800 1,800 101-451-5-426-04 Cleaning Supplies 1,800 2,200 25,676 18,148 20,500 21,000 101-451-5-426-07 Recreation Supplies 20,500 23,000 0 0 100 100 101-451-5-426-09 Subscriptions/Books 100 100 1,005 1,077 1,800 1,000 101-451-5-426-10 Gasoline 1,800 1,400 7,981 10,268 10,000 11,000 101-451-5-426-17 Uniforms 10,000 10,000 296 1,012 1,500 1,500 101-451-5-427-01 Travel & Lodging 1,500 1,500 660 890 600 600 101-451-5-427-02 Registration & Training 600 600 4,300 3,693 5,000 4,500 101-451-5-428-01 Telephone 5,000 5,500 Page 22 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed Requested8,896 7,225 10,000 9,500 101-451-5-428-02 Electric & Water 9,500 9,500 4,094 4,763 6,000 5,500 101-451-5-428-03 Heat 5,500 7,000 25 65 100 100 101-451-5-429-01 Membership & Dues 100 100 633 1,849 1,100 1,100 101-451-5-429-08 Postage 1,100 1,700 16,677 15,966 17,000 15,000 101-451-5-447-10 Aquatic Ctr Concession Supplies 17,000 18,000 200 30 - - 101-451-5-459-00 Loss or Damage - - 270 398 300 500 101-451-5-469-00 Credit Card Fees/Banking Fees 300 500 6,781 3,973 5,000 5,000 101-451-5-854-00 Refunds 5,000 5,000 112,581 107,236 120,015 117,915 Operating Expense Total 120,150 130,2000 0 9,000 9,000 101-451-5-920-00 Furniture & Equipment 0 02,841 0 - - 101-451-5-950-01 Capital less than $5,000 2,0002,841 0 9,000 9,000 Capital Expense Total - 2,000305,712 342,484 327,500 321,600 Revenue Total 373,000 369,000715,032 767,118 801,662 799,562 Expenditure Total 804,822 865,578PARKS0 172 - - 101-452-4-346-04 Tennis Concessions - - 266,449 273,294 - - 101-452-4-446-01 Golf Fees - - 3,593 3,609 3,500 3,000 101-452-4-446-04 Tennis Court Fees 3,500 3,000 58,206 62,077 55,000 65,000 101-452-4-446-05 Ice Arena Fees 70,000 75,000 13,418 11,825 17,000 13,000 101-452-4-446-06 Camping Fees 13,000 13,000 010 - - 101-452-4-446-07 Reimbursements - - 6,843 13,028 3,000 3,000 101-452-4-446-08 Reimbursed Expense 3,000 3,000 39,269 28,579 410,000 490,000 101-452-4-446-10 Donations - - 20,000 27,500 45,000 45,000 101-452-4-446-18 Ice Arena Donations 45,000 45,000 295 101-452-4-446-19 Mowing Services & Materials6,995 7,738 7,000 8,000 101-452-4-662-11 Garden Plot Rentals 8,000 8,000 4 100 - - 101-452-4-669-02 Miscellaneous Revenue - - 414,777 428,227 540,500 627,000 Revenue Total 142,500 147,000 440,406 467,546 361,118 361,118 101-452-5-101-00 Regular Pay 359,557 381,130 170,252 164,405 149,500 149,500 101-452-5-101-01 Temporary Pay 155,000 155,000 2,851 2,542 4,500 4,500 101-452-5-101-04 Overtime Pay 5,500 5,500 2,100 2,100 1,200 1,200 101-452-5-101-06 Car Allowance 1,200 1,200 160 279 500 500 101-452-5-101-10 Wellness Benefit 500 500 43,548 44,047 39,508 39,508 101-452-5-120-00 FICA 40,863 43,315 26,433 27,758 22,017 22,017 101-452-5-121-09 Retirement 22,749 24,114 Page 23 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed Requested96,174 123,728 100,949 100,949 101-452-5-123-00 Group Insurance 108,761 115,287 18,131 19,060 16,602 16,602 101-452-5-130-00 Workman's Compensation 18,263 19,359 800,055 851,465 695,894 695,894 Personnel Services Total 712,393 745,40526,695 26,579 26,538 26,538 101-452-5-421-00 Insurance 29,200 32,000 1,106 5,000 4,500 4,000 101-452-5-422-03 Consulting/Engineering 4,000 4,500 60,338 67,271 - - 101-452-5-422-04 Contracting Services/Pro - - 1,320 3,456 3,000 2,000 101-452-5-422-07 Contracting Services 2,000 2,000 131 315 350 400 101-452-5-422-15 Drug & Alcohol Testing 350 500 444 1,128 500 750 101-452-5-423-01 Publication /Recording Fees 500 750 0 100 300 300 101-452-5-423-05 Advertising/Promotion Fees 300 500 4,849 5,123 2,500 4,000 101-452-5-424-01 Equipment Rental 3,500 3,500 40 0 500 400 101-452-5-425-01 Maintenance Office Equipment 500 500 1,568 3,439 4,500 4,500 101-452-5-425-02 Maintenance Motor Vehicle 4,500 4,500 3,530 3,453 2,500 2,500 101-452-5-425-03 Maintenance Trucks 2,500 2,500 58 60049 93530 00030 000101-452-5-425-04Maintenance Equipment30 00030 00058,60049,93530,000 30,000 101 452 5 425 04Maintenance Equipment30,000 30,000 12,345 16,914 - 7,500 101-452-5-425-05 Maintenance Buildings - 15,000 97 507 200 200 101-452-5-425-06 Maintenance Radio 200 200 11,443 8,131 12,000 12,000 101-452-5-425-11 Maintenance Swimming Pool 22,000 12,000 1,713 1,312 1,250 1,750 101-452-5-426-01 Office Supplies 1,250 1,750 43,426 42,981 40,000 40,000 101-452-5-426-03 General Supplies 40,000 40,000 7,530 6,835 4,000 6,000 101-452-5-426-04 Cleaning Supplies 4,000 7,000 19,557 28,583 15,000 20,000 101-452-5-426-06 Horticulture Supplies 15,000 25,000 693 502 750 750 101-452-5-426-09 Subscriptions/Books 750 750 31,127 35,864 40,000 30,000 101-452-5-426-10 Gasoline 33,000 33,000 2,465 3,094 2,000 3,000 101-452-5-426-11 Oil & Grease Supplies 3,000 3,000 2,012 4,207 2,000 3,000 101-452-5-426-12 Tires 3,000 3,000 13,108 19,574 16,000 15,000 101-452-5-426-13 Diesel Fuel 15,000 17,000 35,310 36,868 40,000 40,000 101-452-5-426-15 Chemicals 40,000 40,000 192 2,242 1,500 2,000 101-452-5-426-17 Uniforms 1,500 1,500 2,155 946 2,500 2,500 101-452-5-426-18 Gravel 2,500 2,500 0 2,500 2,500 2,500 101-452-5-426-19 Bituminous Material 2,500 2,500 0 2,111 30,000 15,000 101-452-5-426-21 Bike Trail & Parking Lot sealing 15,000 15,000 3,153 3,739 4,000 3,000 101-452-5-426-23 Sand 4,000 3,000 132 782 700 700 101-452-5-427-01 Travel & Lodging 700 700 630 692 500 500 101-452-5-427-02 Registration & Training 500 500 10,562 9,849 11,000 10,500 101-452-5-428-01 Telephone 11,000 11,500 Page 24 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed Requested135,042 139,305 150,000 150,000 101-452-5-428-02 Electric & Water 145,000 165,000 53,030 84,182 60,000 65,000 101-452-5-428-03 Heat 65,000 70,000 1,056 723 1,250 1,000 101-452-5-428-05 Hauling Services 1,000 1,000 524 869 750 850 101-452-5-429-01 Membership & Dues 850 750 1,093 403 1,400 1,400 101-452-5-429-08 Postage 1,400 1,500 3,190 3,969 500 750 101-452-5-469-00 Banking Fees/Credit Card Fees 500 950 515 1,367 - 1,000 101-452-5-854-00 Remit Revenue Collected - - 550,720 624,850 514,988 511,288 Operating Expense Total 506,000 555,3507,630 0 740,000 740,000 101-452-5-911-00Building & Structures 125,000 375,000 14,886 6,515 60,000 60,000 101-452-5-920-00 Furniture & Equipment 25,000 15,000 63,298 44,319 142,500 142,000 101-452-5-930-00 Machinery & Auto Equipment 76,000 111,064 273,108 72,784 72,000 101-452-5-940-00 Other Capital 50,000 50,000 0 3,442 - - 101-452-5-950-01 Capital less than $5,000 - - 24,377 0 147,190 145,000 101-452-5-960-00 Street & Sidewalk Improvements 15,000 15,000 221 255327 3841 162 4741 159 000Capital Expense Total215 000531 000221,255327,3841,162,474 1,159,000 Capital Expense Total215,000 531,000414,777 428,227 540,500 627,000 Revenue Total 142,500 147,0001,572,030 1,803,699 2,373,356 2,366,182 Expenditure Total 1,433,393 1,831,755FORESTRY20,877 0 - 15,000 101-454-4-441-08 Reimbursed Expense 10,000 0947 21,707 20,000 5,000 101-454-4-441-09 Miscellaneous 10,000 20,00010,640 10,640 101-454-4-334-07 State Grant101-454-4-446-10 Donation - 021,823 21,707 30,640 30,640 Revenue Total 20,000 20,000161,889 159,024 174,806 179,773 101-454-5-101-00 Regular Pay 211,740 224,444 13,200 16,095 25,000 17,500 101-454-5-101-01 Temporary Pay 15,000 17,500 233 492 750 750 101-454-5-101-04 Overtime Pay 750 750 0 0 600 600 101-454-5-101-06 Car Allowance 600 600 12,452 12,742 14,843 14,843 101-454-5-120-00 FICA 18,258 19,353 9,740 9,622 10,592 10,592 101-454-5-121-09 Retirement 13,270 14,066 43,411 28,258 25,889 25,889 101-454-5-123-00 Group Insurance 43,202 45,794 6,784 6,330 5,787 5,787 101-454-5-130-00 Workman's Compensation 6,366 6,748 247,708 232,563 258,267 255,734 Personnel Services Total 309,186 329,2563,532 3,750 4,059 4,059 101-454-5-421-00 Insurance 4,465 5,000 294 45 200 200 101-454-5-422-15 Drug & Alcohol Testing 200 200 2,666 4,995 6,200 7,000 101-454-5-425-03 Maintenance Trucks 6,200 6,000 Page 25 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed Requested7,172 4,969 4,500 3,500 101-454-5-425-04 Maintenance Equipment 4,500 4,500 995 0 1,000 1,000 101-454-5-425-05 Maintenance Buildings 1,000 1,000 0 0 100 - 101-454-5-425-06 Operating Expense 100 - 959 1,209 1,000 1,000 101-454-5-425-17 Maintenance Sidewalks 1,000 1,000 8,554 6,253 5,000 7,000 101-454-5-426-03 General Supplies 5,000 8,000 16,626 12,324 23,640 24,000 101-454-5-426-06 Horticulture Supplies 15,000 19,000 0 118 150 150 101-454-5-426-09 Subscriptions/Books 150 200 11,619 10,201 17,000 12,000 101-454-5-426-10 Gasoline 13,000 14,000 134 157 300 300 101-454-5-426-11 Oil & Grease Supplies 300 300 1,427 840 2,000 1,500 101-454-5-426-12 Tires 2,000 2,000 2,572 6,394 4,000 5,500 101-454-5-426-13 Diesel Fuel 5,000 6,000 0 0 400 400 101-454-5-426-15 Supplies 400 500 182 1,154 750 700 101-454-5-426-17Uniforms 1,700 750 40 0 - - 101-454-5-426-18 Gravel - - 1 500101-454-5-426-23Sand1 5001 5001,500 101 454 5 426 23Sand1,500 1,500 810 665 500 400 101-454-5-427-01 Travel & Lodging 500 500 235 395 500 635 101-454-5-427-02 Registration & Training 500 500 864 942 1,000 1,100 101-454-5-428-01 Telephone 1,000 1,300 2,770 3,474 4,000 4,000 101-454-5-428-03 Heat 4,000 4,500 1,083 1,736 2,000 2,000 101-454-5-428-05 Hauling Service 2,000 2,200 105 105 125 125 101-454-5-429-01 Membership & Dues 125 200 312 0 200 300 101-454-5-429-08 Postage 300 250 62,950 59,726 78,624 78,369 Operating Expense Total 69,940 79,400101-454-5-911-00 Buildings & Structures 50,00059,306 43,585 135,000 130,000 101-454-5-930-00 Machinery & Auto Equipment - 22,00000- - 101-454-5-950-01 Capital less than $5,000 2,50059,306 43,585 135,000 130,000 Capital Expense Total - 74,50021,823 21,707 30,640 30,640 Revenue Total 20,000 20,000369,964 335,874 471,891 464,103 Expenditure Total 379,126 483,156 LIBRARY25,000 25,000 25,000 25,000 101-455-4-339-00 In Lieu of Taxes 25,000 26,0002,575 2,052 - - 101-455-4-334-09 Grants - 03,590 4,234 3,000 5,100 101-455-4-669-01 Miscellaneous 6,900 7,17631,165 31,286 28,000 30,100 Revenue Total 31,900 33,176379,947 429,747 451,603 451,603 101-455-5-101-00 Regular Pay 455,254 482,569Page 26 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed Requested37,768 42,950 50,450 48,000 101-455-5-101-01 Temporary Pay 51,000 53,000 155 388 500 600 101-455-5-101-10 Wellness Benefit 500 500 29,866 33,960 38,421 37,500 101-455-5-120-00 FICA 39,993 53,000 22,811 25,807 27,107 27,107 101-455-5-121-09 Retirement 28,307 53,000 55,728 65,577 69,929 69,929 101-455-5-123-00 Group Insurance 76,961 53,000 1,211 1,124 1,302 1,302 101-455-5-130-00 Workman's Compensation 1,433 53,000 527,486 599,553 639,312 636,041 Personnel Services Total 653,448 748,069 7,455 6,951 7,144 7,153 101-455-5-421-00 Insurance 7,860 8,250 41,212 40,740 44,000 41,000 101-455-5-422-08 Computer Services 44,000 44,000 379 150 500 500 101-455-5-423-05 Advertising/Promotion Fees 500 500 2,376 2,376 2,450 2,000 101-455-5-424-01 Equipment Rental 2,450 1,600 895 895 1,500 1,500 101-455-5-425-01 Maintenance Office Equipment 1,500 1,500 8,389 10,965 8,850 11,000 101-455-5-425-04 Maintenance Equipment 8,850 11,000 1,567 1,463 1,850 1,850 101-455-5-425-05 Maintenance Buildings 1,850 1,850 708548800800101-455-5-426-01Office Supplies800800708548800 800 101 455 5 426 01Office Supplies800 800 11,595 14,561 14,000 14,300 101-455-5-426-03 General Supplies 14,000 14,500 2,300 3,107 2,165 2,200 101-455-5-426-04 Cleaning Supplies 2,165 2,700 10,265 5,085 5,600 5,200 101-455-5-427-01 Travel & Lodging 5,600 6,000 6,945 7,136 7,700 6,800 101-455-5-428-01 Telephone 6,800 6,000 51,381 55,841 56,000 56,000 101-455-5-428-02 Electric & Water 56,000 59,000 17,940 17,940 20,190 20,190 101-455-5-429-03 Cleaning Supplies 20,190 20,190 4,009 3,916 4,500 4,500 101-455-5-429-08 Postage 4,500 5,000 167,416 171,674 177,249 174,993 Operating Expense Total 177,065 182,890 80,000 130,000 101-455-5-911-00 Building & Structures - 6,595 6,573 7,000 7,000 101-455-5-950-01 Capital less than $5,000 7,000 7,000 44,790 52,182 54,000 54,000 101-455-5-950-02Adult Reading Level Books 54,000 61,200 17,981 15,679 13,700 14,000 101-455-5-950-03Children Reading Level Books 16,450 19,000 14,229 13,862 16,500 16,500 101-455-5-950-04 Audio/Visual Material 20,000 23,000 7,560 8,091 8,300 8,400 101-455-5-950-05 Periodicals/Subscriptions 8,300 8,400 4,010 4,282 4,650 4,650 101-455-5-950-06 Large Print Books 6,400 8,000 0 0 6,000 6,000 101-455-5-950-07 Young Adult Reading Level Book 8,000 9,600 95,164 100,669 190,150 240,550 Capital Expense Total 120,150 136,20031,165 31,286 28,000 30,100 Revenue Total 31,900 33,176 790,067 871,896 1,006,711 1,051,584 Expenditure Total 950,663 1,067,159Page 27 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedHISTORIC PRESERVATION19,941 17,040 25,000 25,000 101-457-4-334-08 Historic Grants 25,000 25,00000- - 101-457-4-441-08Reimbursed Expense - 019,941 17,040 25,000 25,000 Revenue Total 25,000 25,0001,561 851 2,000 2,000 101-457-5-426-03 General Supplies 2,000 2,000354 0 500 500 101-457-5-426-05 Photographic Supplies 500 5002,912 6,042 2,500 2,500 101-457-5-427-01 Travel & Lodging 2,500 5,00013,451 14,036 23,000 23,000 101-457-5-428-00 Public Education 23,000 20,719600 425 600 600 101-457-5-429-01 Membership & Dues 600 60018,878 21,354 28,600 28,600 Operating Expense Total 28,600 28,81919,941 17,040 25,000 25,000 Revenue Total 25,000 25,00018,878 21,354 28,600 28,600 Expenditure Total 28,600 28,819APPROPRIATION/SUBSIDIES18 00018 00021 00021 000101 495 5 856 03Brookings Arts Council21 00021 00018,00018,00021,000 21,000 101-495-5-856-03Brookings Arts Council21,000 21,000 7,000 7,000 8,000 8,000 101-495-5-856-04 Community Band Subsidy 8,000 8,000 0 5,000 5,000 5,000 101-495-5-856-05 SDSU Safe Ride 5,000 5,000 56,733 0 - - 101-495-5-856-06 Taxi Subsidy - - 25,000 56,250 60,000 60,000 101-495-5-856-07 Brookings Area Transit Authority 60,000 60,000 15,000 15,000 15,000 15,000 101-495-5-856-08 East Central Mental Health 15,000 15,000 690 526 1,000 1,000 101-495-5-856-11 Christmas Decorations Subsidy 1,000 1,000 223,200 207,200 207,200 207,200 101-495-5-856-37 School District Subsidy 207,200 207,200 10,000 10,000 10,000 10,000 101-495-5-856-49 4th of July Subsidy 10,000 10,000 500 5,834 5,834 101-495-5-856-68 Juvenile Justice Grant 5,834 5,834 00- - 101-495-5-856-68 My Neighbor - 5,834 101-495-5-856-68 Harvest Table - 101-495-5-856-68 SDSU McCory Gardens - 101-495-5-856-68 United Retirement Center - 101-495-5-856-68 CASA - 40,000 75,000 75,000 75,000 101-495-5-856-69 Boys & Girls Club Subsidy 75,000 75,000 395,623 394,476 408,034 408,034 Expenditure Total 408,034 413,868 Page 28 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedTRANSFER OUT TO OTHER FUNDS266,500 284,000 153,000 153,000 101-495-7-899-01 Transfer out to Airport 215,000 153,000 0 355,000 - - 101-495-7-899-02 Transfer out to Industrial Dev - - 0- - 101-495-7-899-23 Transfer out to Streetscape - - 330,000 348,192 300,000 300,000 101-495-7-899-03 Transfer out to Swiftel 300,000 300,000 100,000 100,000 101-495-7-899-08 Transfer out to Special Assessment 26,325 - 42,800 42,800 101-495-7-899-14Transfer out to Storm Drainage - - 0 0 145,000 145,000 101-495-7-899-04 Transfer out to Edgebrook Golf 120,400 110,000 596,500 987,192 740,800 740,800 Funding Other Funds 661,725 563,000 GENERAL FUND TOTALS12,674,549 12,986,335 14,105,672 14,189,245 Total Revenue 14,336,392 13,977,4356,449,560 6,948,430 7,298,857 7,296,968 Total Personal Services 7,552,849 8,025,5752 581 7022 810 6943 124 9713 089 054Total Operating Expenses3 219 7933 327 0202,581,7022,810,6943,124,9713,089,054Total Operating Expenses3,219,7933,327,020395,623 394,476 408,034 408,034 Total Appropriation/Subsidies 408,034 413,868596,500 987,192 740,800 740,800 Total Transfer Out to other Funds 661,7251,151,382 2,018,977 2,632,057 2,688,122 Total Capital 1,799,991 2,172,39911,174,767 13,159,769 14,204,719 14,222,978 Total Expenses 13,642,392 13,938,8611,499,782 (173,434) (99,047) (33,733) Total Net Rev or (Net Costs) 694,000 38,574 5,097,123 3,803,859 3,704,812 3,781,863 General Fund Cash Balance 4,475,863 1,182,778 2,314,525 2,314,525 2,314,525 Restricted Cash 05,074,482 2,361,366 2,670,377 2,670,377 Reserved Fund Balance1,182,778 5,043,690 4,564,382 4,439,877 Unreserved Fund BalancePage 29 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedRETAIL DEVELOPMENT00- - 211-000-6-700-00 Transfer in from General Fund - 00- - Transfer from other funds - 00 3,244 - 211-000-5-428-02 Electric and Water 00 6,496 - - 211-000-5-428-03 Heat - 00- - 211-000-5-910-00 Land - 00 9,740 - - Expenditure Total - 0-9,740 Net Cost2,754 1,865 1,865 1,865 Retail Development Cash Bal 1,865 0314,500 314,500 314,500 314,500 Restricted Cash 314,500 316,365 316,365 316,365 316,365 Fund Balance25% SALES & USE TAX1,082,564 1,250,898 1,168,750 1,193,750 212-000-4-113-02 Sales & Use Tax 1,200,000 1,285,603 021 250212 000 4 661 00Interest Income021,250- - 212-000-4-661-00Interest Income- - 35,821 16,042 15,000 10,000 212-000-4-661-01 Money Market Interest 10,000 12,000 72,400 0 - - 212-000-4-342-99 Fire Truck Delivery Penalty - - 0- - 212-000-4-441-08 Wildfire Reimbursement - - 1,190,785 1,288,190 1,183,750 1,203,750 Revenue Total 1,210,000 1,297,603 543,890 960,767 1,421,331 1,421,331 212-000-7-899-00 Transfer out General Fund 910,674 500,000 455,000 212-000-7-899-02 Transfer out to Industrial Lands - 199,529 222,720 226,843 200,000 212-000-7-899-10 Transfer out E911 190,000 210,000 743,419 1,638,487 1,648,174 1,621,331 Funding Other Funds 1,100,674 710,000 447,366 -350,297 -464,424 -417,581 Net Revenue/Cost 109,326 587,6031,261,154 956,732 492,308 539,151 25% Sales & Use Tax Cash Bal 648,477151,916 151,916 151,916 151,916 Restricted Cash1,075,500 1,212,412 1,212,412 1,212,412 Reserved Fund Balance47,411 0 0 0 Unreserved Fund BalancePage 30 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed Requested75% PUBLIC IMPROVEMENT/SALES & USE TAX3,712,740 3,773,029 3,506,250 3,581,250 213-000-4-113-02 Sales & Use Tax 3,600,000 3,708,000 117,547 59,418 - - 213-000-4-661-00 Interest Income - - 101,787 73,552 42,000 42,000 213-000-4-661-01 Money Market Interest 42,000 50,000 77,000 61,600 46,200 46,200 213-000-4-446-10 Donations 30,800 15,400 Transfer in from Special Assessment 250,000 4,009,074 3,967,599 3,594,450 3,669,450 Revenue Total 3,672,800 4,023,400 100,000 100,000 100,000 100,000 213-000-5-856-72 Boys & Girls Club Cap Impv/2010 100,000 - 0 0 40,000 40,000 213-000-5-940-01Other Capital - Swiftel Center25,000 0 - 500,000 213-000-5-856-67 SDSU Wellness Center - - 150,000 150,000 150,000 150,000 213-000-5-856-76SDSU Research Park 150,000 - 30,000 213-000-5-856-77 URC Child Care Center - 1,578,000 1,638,000 1,678,000 1,678,000 213-000-5-470-01 Bond Principal Payments 1,723,000 1,773,000 802,389 746,344 682,707 682,707 213-000-5-470-02 Bond Interest Payments 619,434 671,916 1 2001 2001 2001 200213-000-5-470-03Debt Service Costs1 2001 2001,2001,2001,200 1,200 213-000-5-470-03Debt Service Costs1,200 1,200 2,686,589 2,635,544 2,651,907 3,151,907 Expenditure Total 2,593,634 2,446,116 0 0 135,000 135,000 213-000-7-899-00 Transfer out General Fund 100,000 Transf Spl Assmnt/S Main Swr Extension500,000 70,000 191,030 103,970 103,970 213-000-7-899-03 Transfer out-Swiftel CIP 350,000 70,000 Transfer out-Swiftel Design81,783 1,489,560 - 213-000-7-899-25 Transfer out-Streetscape ProjectTransfer out-GF-Innovation Campus 694,000 Transfer out-General Fund 691,000 820,000 Transfer out-Edgebrook Golf Course 170,000 Transfer out-Airport 294,880 500,000 0 0 141,000 40,000 213-000-7-899-26 Transfer out-Bike Trail Project 101,000 - 151,783 1,680,590 379,970 278,970 Funding Other Funds 2,800,880 1,490,000 1,170,702 -348,535 562,573 238,573 Net Revenue/Cost -1,721,714 87,2841,579,047 3,329,768 3,892,341 2,630,837 75% Sales & Use Tax Cash Bal 909,1234,174,923 399,923 399,923 1,900,000 Restricted Cash1,775,000 1,775,000 1,775,000 Restricted Debt Reserve Cash2,925,000 3,420,000 3,324,923 3,324,923 Reserved Fund Balance2,073,471 2,400,639 2,400,639 2,697,962 Unreserved Fund BalancePage 31 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedENHANCED 911150,000 170,816 170,000 170,000 214-000-4-338-05911 Telephone Surcharge 247,500 250,000Transfer in Surcharge Balances 125,000 0Brookings County 1/3 call demand 95,000 110,739199,529 222,720 226,843 210,431 214-000-6-700-03 Brookings City 2/3 call demand 190,000 221,478214-000-4-661-01 Interest Income 3,000 3,000349,529 393,536 396,843 380,431 Revenue & Transfer from funds 660,500 585,217238,684 273,150 282,798 282,798 214-000-5-101-00 Regular Pay 326,324 336,114 5,969 5,991 10,000 10,000 214-000-5-101-04 Overtime Pay 10,000 10,000 00- - 214-000-5-101-07 Clothing Allowance - - 0 39 240 240 214-000-5-101-10 Wellness Benefit 240 240 17,700 19,983 22,586 22,586 214-000-5-120-00 FICA 23,367 24,068 14,880 16,703 17,714 17,714 214-000-5-121-09 Retirement 18,327 18,877 49,468 60,336 64,444 64,444 214-000-5-123-00 Group Insurance 87,646 87,647 696649723723214-000-5-130-00Workmans Compensation796796696649723 723 214-000-5-130-00Workmans Compensation796 796 327,398 376,851 398,505 398,505 Personnel Services Total 466,700 477,742214-000-5-422-06 Database Services 55,000 56,500214-000-5-422-02 Professional Fees 5,000 5,000214-000-5-422-16 Mapping & Signage 5,000 5,0003,850 3,850 3,850 3,850 214-000-5-424-01 Equipment Rental 3,850 3,850214-000-5-425-04 Repair & Maintenance Eqp 4,000 4,000700 682 - - 214-000-5-425-06 Maintenance Radio 500 5001,197 71 1,250 1,250 214-000-5-426-01 Office Supplies 1,250 1,2501,138 745 1,300 1,300 214-000-5-426-03 General Supplies 5,100 5,100208 0 125 125 214-000-5-426-09 Subscriptions/Books 125 1251,011 948 1,200 1,200 214-000-5-426-17 Uniforms 1,500 1,500-136 717 - - 214-000-5-427-01 Travel & Lodging 3,000 3,000218 218 - - 214-000-5-427-02 Registration & Training 0 02,840 2,459 3,000 3,000 214-000-5-428-01 Telephone 11,000 11,000528 552 650 650 214-000-5-429-01 Membership & Dues 650 650169 0 - - 214-000-5-442-09 Miscellaneous 0 0Capital Reserve 40,475 10,00011,723 10,242 11,375 11,375 Operating Expense Total 136,450 107,475 0 0 0 0 214-000-5-920-00 Server for Dispatch & Software 17,100 0214-000-5-940-00 Software & Support-Bullberry 9,300 0214-000-5-940-00 Software & Support-Justice Lite 26,250 0Page 32 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed Requested214-000-5-940-00 Software & Support-Pictometry 4,700 00 0 0 0 214-000-5-950-01 Capital less than $5,000 0 000- - Capital Expense Total 57,350 0Revenue & Cash Transfer Total 660,500 585,217 327,398 376,851 398,505 398,505 Personnel Services Total 466,700 477,742 11,723 10,242 11,375 11,375 Operating Expense Total 136,450 107,475 00- - Capital Expense Total 57,350 0339,121 387,093 409,880 409,880 Expenditure Total 660,500 585,21710,408 6,443 -13,037 -29,449 Net Revenue/Cost 0 034,792 42,486 29,449 0 Enhanced E911 Cash Balance 40,475 50,47522,918 39,770 26,733 10,321 Fund BalanceSwiftel Center00- - 224-000-4-664-00 Sale of Fixed Assets - 01 354 3731 017 1871 220 9261 220 926224 000 4 669 02Miscellaneous Revenues1 326 9561 393 3041,354,3731,017,1871,220,926 1,220,926 224-000-4-669-02Miscellaneous Revenues1,326,9561,393,304330,000 348,192 300,000 300,000 224-000-6-700-00 Transfer in from General Fund 300,000 300,0000 0 16,689 16,689 224-000-6-700-13 Transfer in from 3rd B Tax 14,378 13,68470,000 191,030 103,970 103,970 224-000-6-700-04 Transfer in Sales & Use Tax 650,000 188,0001,754,373 1,556,409 1,641,585 1,641,585 Revenue & Transfer from funds 2,291,334 1,894,988589,056 625,128 694,790 694,790 224-000-5-101-02 Personnel Services 791,766 823,437589,056 625,128 694,790 694,790 Personnel Services Total 791,766 823,437103,813 87,826 88,283 88,283 224-000-5-422-07 Contracted Services 93,303 97,035215,654 218,634 229,150 229,150 224-000-5-424-06 Occupancy 278,595 289,73914,399 10,425 16,615 16,615 224-000-5-427-01 Travel and Motor Vehicle 16,215 16,8640- - 224-000-5-429-00 Miscellaneous Expense 0 0687,430 386,462 486,014 486,014 224-000-5-429-09Services/Operations 437,970 455,48918,479 21,228 22,763 22,763 224-000-5-669-02General Administrative 23,485 24,4241,039,776 724,575 842,825 842,825 Operating Expense Total 849,568 883,55170,311 306,449 103,970 103,970 224-000-5-940-01 Capital 350,000 188,00070,311 306,449 103,970 103,970 Capital Expense Total 350,000 188,0001,699,143 1,656,152 1,641,585 1,641,585 Expenditure Total 1,991,334 1,894,9881,754,373 1,556,409 1,641,585 1,641,585 Revenue Total 2,291,334 1,894,98855,230 -99,743 0 0 Net Revenue/Cost 300,000 0108,233 8,490 8,490 8,490 Swiftel Center Cash Balance37,393 81,796 81,796 81,796 Unreserved Fund BalancePage 33 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedLIBRARY FINES569 297 500 500 226-000-4-661-00 Interest - Investments 500 500 28,352 28,043 30,000 30,000 226-000-4-559-00 Fines - Library 30,000 30,000 53 226-000-4-446-10 Miscellaneous28,920 28,393 30,500 30,500 Revenue Total 30,500 30,500 26,239 33,197 35,000 35,000 226-000-5-899-99 Other Expenses 35,000 35,00026,239 33,197 35,000 35,000 Other Expense Total 35,000 35,0002,681 -4,804 -4,500 -4,500 Net Revenue/Cost -4,500 -4,50031,515 26,711 22,211 22,211 Library Fines Cash Balance26,727 22,227 22,227 Unreserved Fund BalanceLIBRARY DONATIONS4,008 3,559 1,500 1,500 227-000-4-661-00 Interest - Investments 1,500 1,50031 27526 72330 00030 000227 000 4 446 10Donations30 00030 00031,27526,72330,000 30,000 227-000-4-446-10Donations30,000 30,00069 227-000-4-446-10 Miscellaneous35,283 30,351 31,500 31,500 Revenue Total 31,500 31,50032,412 37,590 35,000 35,000 227-000-5-899-99 Other Expenses 35,000 35,00080,000 80,000 227-000-7-899-00 Transfer out General Fund - 032,412 37,590 115,000 115,000 Other Expense Total 35,000 35,0002,871 -7,239 -83,500 -83,500 Net Revenue/Cost -3,500 -3,500111,260 104,021 20,521 20,521 Library Donations Cash Balance112,494 105,255 21,755 21,755 Unreserved Fund BalancePage 34 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedINDUSTRIAL PARK7,461 436 - - 278-000-4-661-01 Money Market Interest Income - - 6,561 4,509 2,500 1,800 278-000-4-661-05 Loan Interest 308 - 0 5,390 6,000 10,000 278-000-4-848-12 Rentals 6,000 6,000 55,800 227,001 50,000 - 278-000-4-664-00 Sale of Fixed Assets - 50,000 422,000 0 - - 278-000-4-669-02 Miscellaneous - - 0 355,000 - - 278-000-6-700-00 Transfer in from General Fund - - 180,000 455,000 - - 278-000-6-700-04 Transfer In from S&U Tax671,822 1,047,336 58,500 11,800 Revenue & Transfer from funds 6,308 56,000 54,123 23,446 15,000 15,000 278-000-5-422-03 Consulting/Engineering - 368 0 - - 278-000-5-701-00 Cost of Land Sold - - 54,491 23,446 15,000 15,000 Other Expenses - - 405,561 405,561 - - 278-000-5-910-00 Land - - 900,502 388,470 111,530 111,530 278-000-5-960-00 Street & Sidewalk Improvements1 306 063794 031111 530111 530Total Capital--1,306,063794,031111,530 111,530 Total Capital- - -688,732 229,859 -68,030 -114,730 Net Revenue/Cost 6,308 56,000262,228 176,129 35,655 120,925 Industrial Park Cash Balance 127,233127,556 127,556 200,000 0 Restricted Cash 01,362,378 2,312,776 2,312,776 2,112,776 Reserved Fund Balance315,804 156,495 72,928 72,928 Unreserved Fund BalanceSPECIAL ASSESSMENT26,301 15,716 41,000 28,500 280-000-4-663-43 Special Assessment Deferred 60,000 40,000 10,463 5,596 6,000 8,000 280-000-4-663-44 Special Assessment Interest 5,000 5,000 23,605 13,897 700,000 713,500 280-000-4-663-45 Special Assessment Current 25,000 2,029 1,697 400 400 280-000-4-663-46 Special Assessment Delinquent - 500 Special Assessment Sewer Hook up 500,000 9,603 4,544 3,094 - 280-000-4-661-01 Money Market Interest Income - 100,000 100,000 280-000-4-700-00Transfer in-General Fund 26,325 Transfer in 75% P & I Fund/S Main Se500,000 72,001 41,450 850,494 850,400 Revenue & Transfer from funds 616,325 545,500 Page 35 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed Requested23,828 403,753 935,000 470,000 280-000-5-960-00 Street & Sidewalk Improvements 110,000 110,000 S Main Ave Sewer Line Extension 500,000 380,000 280-000-7-899-23 Transfer Out-StreetscapeTransfer Out-75% Public Improve 250,000 23,828 403,753 935,000 850,000 Capital Expense Total 610,000 360,000 48,173 -362,303 -84,506 400 Net Revenue/Cost 6,325 185,500352,207 50,537 -33,969 50,937 Special Assessment Cash Bal 57,26245,000 0 0 Restricted Cash120,000 0 0 0 Reserved Fund Balance228,724 30,051 -54,455 30,451 Unreserved Fund BalanceSTORM DRAINAGE410,771 446,089 430,000 430,000 282-000-4-112-01 Drainage Fees 645,000 645,000 2,221 3,975 1,500 2,800 282-000-4-112-02 Delinquent Drainage Fees - - 72 25771 96672 45572 455282 000 4 112 03Drainage Fees/Direct Billing108 680108 68072,25771,96672,455 72,455 282-000-4-112-03Drainage Fees/Direct Billing108,680 108,680 1,288 736 - - 282-000-4-669-02 Miscellaneous - - 4 237 - - 282-000-4-112-04 Drainage Fees Interest - 200 0 4,507 4,000 4,000 282-000-4-661-00 Interest Income - - 13,317 3,100 3,100 282-000-4-661-01 Money Market Interest Income - - Proceeds from Debt SRF Loan 3,720,738 42,800 42,800 282-000-4-700-00 Transfer in-General Fund - - 499,858 527,510 553,855 555,155 Revenue Total 4,474,418 753,880 51,917 38,699 53,717 53,717 282-000-5-101-00 Regular Pay 48,777 51,704 0 8,834 13,000 13,000 282-000-5-101-01 Temporary Pay 13,000 13,000 466 4 1,000 1,000 282-000-5-101-04 Overtime Pay 1,000 1,000 3,886 3,624 5,180 5,180 282-000-5-120-00 FICA 4,901 3,137 2,322 3,283 3,283 282-000-5-121-09 Retirement 3,064 3,248 13,336 11,673 14,701 14,701 282-000-5-123-00 Group Insurance 7,684 8,145 2,850 1,752 1,626 1,626 282-000-5-130-00 Workmans Compensation 1,789 1,896 75,592 66,908 92,507 92,507 Personnel Services Total 80,215 78,993 141,078 88,567 50,000 50,000 282-000-5-422-03 Consulting/Engineering 50,000 50,000 56,665 66,013 55,000 55,000 282-000-5-425-10 Maintenance Storm Sewer 60,000 60,000 1,468 643 500 500 282-000-5-429-07 Miscellaneous 1,000 1,000 Prin & Interest 300,000 576 574 1,000 1,000 282-000-5-429-09 Miscellaneous 2,000 2,000 199,786 155,797 106,500 106,500 Operating Expense Total 113,000 413,000 Page 36 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed Requested150,000 0 126,000 350,000 282-000-5-910-00 Land - - 277,175 151,396 200,000 125,000 282-000-5-980-00 Storm Sewer Improvements 1,000,000 2,745,738 427,175 151,396 326,000 475,000 Capital Expense Total 1,000,000 2,745,738 702,553 374,101 525,007 674,007 Expenditure Total 1,193,215 3,237,731499,858 527,510 553,855 555,155 Revenue Total 4,474,418 753,880-202,696 153,409 28,848 -118,852 Net Revenue/Cost 3,281,203 -2,483,851433,717 415,696 444,544 296,844 Storm Drainage Cash Balance 3,578,04749,703 49,703 49,703 49,703 Restricted Cash480,000 300,000 300,000 300,000 Reserved Fund Balance11,004 164,413 193,261 45,561 Unreserved Fund Balance3rd B SALES TAX675,854 617,287 630,000 630,000 284-000-4-113-01 Sales & Use Tax 640,000 643,000 2,528 3,293 - - 284-000-4-661-01 Money Market Interest Income - - 25 00025 00025 00025 000284 000 6 700 17Transfer in Electric25,00025,00025,000 25,000 284-000-6-700-17Transfer in Electric25,000 25,000 25,000 25,000 284-000-6-700-18 Transfer in Telephone728,382 670,580 680,000 680,000 Revenue & Transfer from funds 640,000 643,000 0 0 30,000 30,000 284-000-5-422-07Contracting Video Production 30,000 10,000 9,972 3,990 10,000 10,000 284-000-5-427-01 Travel & Lodging 10,000 10,000 150,000 150,000 150,000 150,000 284-000-5-429-21 Convention & Visitors Bureau 150,000 150,000 25,000 25,000 25,000 25,000 284-000-5-856-02Brookings Chamber Commerce 25,000 25,000 225,000 225,000 225,000 225,000 284-000-5-856-70 Promotional Board 237,500 250,000 150,000 192,000 192,000 192,000 284-000-5-856-73 Brookings Economic Dev Corp 192,000 192,000 25,000 25,000 25,000 25,000 284-000-5-856-74Brookings Downtown Inc 25,000 25,000 584,972 620,990 657,000 657,000 Operating Expense Total 669,500 662,000284-000-5-940-00 Production Eqp/Software (Granicus) 16,000 5,000 0 0 0 0 Capital Expense Total 16,000 5,0000 0 16,689 16,689 284-000-7-899-03Transfer out to Swiftel 14,378 16,689 0 0 20,000 20,000 284-000-7-899-04Transfer out to I-29 Corridor 20,000 5,000 - - 36,689 36,689 Total Transfer Out 34,378 21,689 143,410 49,590 -13,689 -13,689 Net Revenue/Cost -79,878 -45,689294,336 343,926 330,237 330,237 3RD B Sales Tax Cash Bal 250,35962,700 62,700 62,700 62,700 Restricted Cash 62,700417,793 467,383 453,694 453,694 Unreserved Fund Balance Page 37 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedStreetscape0 50,000 50,000 513-000-4-446-08 Reimbursed Expense513-000-4-446-10 Donations300,000 513-000-6-700-00 Transfer in from General Fund107,722 513-000-6-700-01 Transfer in from Liquor100,000 513-000-6-700-02 Transfer In from Landfill1,489,560 380,000 Transfer in from Special Assessment513-000-6-700-08 Transfer in Utilities0 1,997,282 50,000 430,000 Revenue & Transfer from funds 0 00 0 0 513-000-5-422-03 Consulting/Engineering 00 0 0 513-000-5-422-11 Contractor Services 00 0 0 513-000-5-450-08 Designing Fees 0339,560 339,560 513-000-5-856-99 Streetscape Contingency2,784,018 480,704 480,704 513-000-5-940-00 Streets and Sidewalks387 495387 495513-000-5-940-02Sewer and Water387,495387,495513-000-5-940-02Sewer and Water0 2,784,018 1,207,759 1,207,759 Expenditure Total 0 00 -786,736 -1,157,759 -777,759 Net Revenue/Cost 0 00 0 Streetscape Cash Bal0 0 Unreserved Fund BalancePage 38 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedTIF Dist #1 Project/Innovation Campus1,368,360 1,368,360 514-0004-653-50 Procceds from DebtAdvance from General Fund0 1,997,282 1,805,855 1,368,360 Revenue & Transfer from funds 0 01,368,360 680,343 514-000-5-429-06 Water & Sewer Innovation2,462,500 - 514-000-5-433-01 Street Construction Innovation 2,022,500 - 106,655 514-000-5-450-08 Designing Fees 171,500 0 0 3,830,860 786,998 Expenditure Total 2,194,000 01,997,282 -2,025,005 581,362 Net Revenue/Cost -2,194,000 00 0 0 2,194,000 TIF Dist #1 Cash Bal 00 0 0 0 Unreserved Fund Balance 0Bike Trail Improvement0 584,000 160,000 550-000-4-334-09 Grants 424,000141 00040 000550 000 6 700 04Transfer in Sales & Use Tax101 000141,000 40,000550-000-6-700-04Transfer in- Sales & Use Tax101,0000 0 725,000 200,000 Revenue & Transfer from funds 525,000 0725,000 200,000 550-000-5-940-00Bike Trail Improvements 525,0000 0 725,000 200,000 Expenditure Total 525,000 00 0 0 0 Net Revenue/Cost 0 0Bike Trail Improvement Cash Bal Unreserved Fund BalancePage 39 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedLIQUOR FUND- 42,183 18,000 43,000 601-000-4-380-33 Sales/Off Sale Keg Deposits 43,000 18,000 - (42,617) (18,000) (43,000) 601-000-4-380-34 Sales/Off Sale Keg Returns (43,000) (18,000) - 1,116,764 - 1,120,000 601-000-4-381-32 Operating Agreemnt/Keg Deposit 1,140,000 1,140,000 - - 20,000 - 601-000-4-381-33 Operating Agreemnt/Keg Deposit - 1,140,000 - - (20,000) - 601-000-4-381-34 Operating Agreement/Keg Return (20,000) - 290,731 360,000 290,000 601-000-4-381-98 Operating Agreement Markup 10% 300,000 300,000 - 76,303 80,000 76,000 601-000-4-381-99 Operating Agreement Markup 11% 80,000 80,000 8,854 7,032 5,000 2,500 601-000-4-661-01 Money Market Interest Income 2,500 2,500 - 154,061 140,000 155,000 601-000-4-380-04 Sales/Off Sale Miscellaneous 160,000 160,000 - 15,694 16,000 16,000 601-000-4-380-05 Sales/Off Sale Lottery Machine 16,000 16,000 - 11,562 14,000 12,000 601-000-4-380-06 Sales/Off Sale Lottery Tickets 12,000 12,000 - (5,461) (7,000) (5,500) 601-000-4-380-08 Sales/Off Sale Lottery Payout (5,500) (5,500) -1 693 8861 825 0001 700 000601-000-4-380-11Sales/Off Sale Liquor1 800 0001 800 000- 1,693,886 1,825,000 1,700,000 601-000-4-380-11Sales/Off Sale Liquor1,800,000 1,800,000 - (24,809) (25,000) (25,000) 601-000-4-380-12 Sales/Off Sale Liquor Discount (30,000) (30,000) - 864,176 990,000 770,000 601-000-4-380-21 Sales/Off Sale Wine 800,000 800,000 - (21,266) (25,000) (16,000) 601-000-4-380-22 Sales/Off Sale Wine Discount (20,000) (20,000) - 798,130 875,000 800,000 601-000-4-380-31 Sales/Off Sale Beer 820,000 820,000 - (4) - - 601-000-4-380-32 Sales/Off Sale Beer Discount - - - 1,799 - 1,800 601-000-4-380-99Sales/Off Sale Deposit Adjust 600 600 - 694,063 1,845,000 694,000 601-000-4-381-11 Sales/Operating Agree Liq/Wine 720,000 720,000 - 1,777,789 1,800,000 601-000-4-381-31 Sales/Operating Agreement Beer 1,850,000 1,850,000 1,590,633 - 3,160,000 - 601-000-4-848-00 Sales/Off Sale Sales (P) - - 4,766,455 1,070,057 - 1,070,000 601-000-4-848-06 Accounts Receivable Sales (P) 1,070,000 1,070,000 1,595,629 - - - 601-000-4-848-07 Credit Card Sales (P) - - (1,211,895) (1,280,655) (1,440,000) (1,270,000) 601-000-4-852-01 Purchases/Liquor (1,300,000) (1,300,000) (620,083) (661,720) (700,000) (635,000) 601-000-4-852-02 Purchases/Beer (645,000) (645,000) (108,697) (127,975) (112,000) (128,000) 601-000-4-852-03Purchases/Miscellaneous (130,000) (130,000) (618,528) (645,621) (744,000) (600,000) 601-000-4-852-04 Purchases/Wine (620,000) (620,000) (22,618) (20,772) (23,000) (21,000) 601-000-4-852-06 Purchases/Lottery (21,000) (21,000) (705,848) (867,398) (1,750,000) (865,000) 601-000-4-852-07Purchases/Liquor-Bars (890,000) (890,000) (3,582,809) (3,660,439) (3,200,000) (3,665,000) 601-000-4-852-08 Purchases/Beer-Bars (3,750,000) (3,750,000) 5,200 4,920 5,200 4,920 601-000-4-662-12 Rent - - 803 210 - 601-000-4-861-09 Miscellaneous (P) - - 1,097,096 1,260,623 1,289,200 1,281,720 Revenue Total 1,359,600 2,479,600 Page 40 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed Requested229,209 217,574 229,042 229,000 601-000-5-101-00 Regular Pay 230,030 243,832 61,705 58,994 70,000 70,000 601-000-5-101-01 Temporary Pay 70,000 70,000 2,757 3,083 7,000 7,000 601-000-5-101-04 Overtime Pay 7,000 7,000 155 0 300 100 601-000-5-101-10 Wellness Benefit 300 300 21,943 20,459 23,533 23,533 601-000-5-120-00 FICA 24,212 25,665 14,187 13,199 14,258 14,258 601-000-5-121-09 Retirement 14,790 15,677 20,865 21,823 38,895 38,895 601-000-5-123-00 Group Insurance 55,045 58,348 2,426 2,665 2,874 2,874 601-000-5-130-00 Workmans Compensation 3,162 3,352 3,834 601-000-5-137-00 OPEB353,248 341,631 385,902 385,660 Personnel Services Total 404,539 424,173 4,703 4,801 5,088 5,090 601-000-5-421-00 Insurance 5,500 5,700 1,000 1,125 1,000 1,000 601-000-5-422-02 Contracted Auditing Services 2,000 2,000 2,916 2,255 6,300 - 601-000-5-422-07 Contracting Services 800 800 11,197 17,901 20,000 20,000 601-000-5-423-05Advertising/Promotion Fees 25,000 25,000 74 46764 34981 70067 000601-000-5-424-06Rent70 00073 00074,46764,34981,700 67,000 601 000 5 424 06Rent70,000 73,000 369 2,182 400 400 601-000-5-425-01 Maintenance Office Equipment 400 400 659 729 700 700 601-000-5-425-04 Maintenance Equipment 700 700 7,035 5,025 2,000 6,000 601-000-5-425-05 Maintenance Buildings 5,000 5,000 1,219 1,812 1,700 1,700 601-000-5-426-01 Office Supplies 1,700 1,700 20,017 16,556 17,000 17,000 601-000-5-426-03 General Supplies 17,000 17,000 564 338 600 600 601-000-5-426-04 Cleaning Supplies 600 600 1,012 318 1,000 1,000 601-000-5-426-17 Uniforms 1,000 1,000 1,464 1,040 2,000 2,000 601-000-5-427-01 Travel & Lodging 2,000 2,000 4,562 3,015 5,000 5,000 601-000-5-428-01 Telephone 5,000 5,000 16,109 19,602 17,000 20,000 601-000-5-428-02 Electric & Water 20,000 21,000 2,623 3,082 3,000 3,000 601-000-5-428-03 Heat 3,000 3,100 1,452 1,524 1,500 1,524 601-000-5-428-05 Hauling Service 1,600 1,650 337 0 400 400 601-000-5-429-00 Miscellaneous 400 400 225 653 450 450 601-000-5-429-01 Membership & Dues 450 450 250 250 650 650 601-000-5-429-04 License Fees 650 650 39,069 48,156 45,000 45,000 601-000-5-469-00 Bank/Credit Card Fees 47,000 49,000 43,036 39,673 43,000 43,000 601-000-5-890-00 Depreciation Expense 43,000 43,000 234,283 234,386 255,488 241,514 Operating Expense Total 252,800 259,150 Page 41 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed Requested0 0 2,500 2,500 601-000-5-920-00 Furniture & Equipment 10,000 5,000 00- - 601-000-5-930-00 Machinery & Auto Equipment - - 5,983 4,730 4,500 4,500 601-000-5-950-01 Capital less than $5,000 2,500 - 5,983 4,730 7,000 7,000 Capital Expense Total 12,500 5,000 593,514 580,747 648,390 634,174 Total Liquor Store Cost 669,839 688,323503,582 679,876 640,810 647,546 Net Income 689,761 1,791,277670,000 407,032 420,000 420,000 601-000-7-899-00 Transfer out General Fund 500,000 450,000 0 107,722 - - 601-000-7-899-23 Transfer Out to Streetscape - - 670,000 514,754 420,000 420,000 Total Transfer out to Other Funds 500,000 450,000 -166,418 165,122 220,810 227,546 Net income after Transfers 189,761 1,341,277161,113 326,235 547,045 553,781 Liquor Fund Cash Balance 743,542 1,341,2771,032,325 1,197,447 1,418,257 1,424,993 Retained EarningsPage 42 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedAIRPORT FUND12,513 236,525 227,070 354,400 606-000-4-334-09 Grants 196,690 153,157 549,925 10,829 - - 606-000-4-334-10 Federal Grant - - 211 0 19,400 - 606-000-4-441-08 Reimbursed Expense 19,400 19,400 40,000 - - 606-000-4-447-00 Contributed Capital - - 0 0 3,000,000 - 606-000-4-692-00 Other Financing Sources - - 4,290 5,304 4,500 4,500 606-000-4-812-00 Airflight Taxes 4,500 4,500 10,008 0 10,000 - 606-000-4-848-10 Terminal Rent 10,000 10,000 3,910 0 4,200 - 606-000-4-848-11 Landing Fees 4,200 4,200 20,260 23,834 20,500 23,500 606-000-4-848-12 Rentals 20,000 20,000 6,237 4,840 4,300 4,300 606-000-4-848-15 Av/Jet Gas Sales 4,300 4,300 520 100 75 - 606-000-4-861-09 Miscellaneous266,500 284,000 153,000 270,965 606-000-6-700-00 Transfer in General Fund 215,000 00--606-000-6-700-04Transfer in Sales & Use Tax294 880-00- - 606-000-6-700-04Transfer in Sales & Use Tax294,880 - 874,374 605,432 3,443,045 657,665 Revenue & Transfer from funds 768,970 215,557 74,738 88,617 91,325 91,325 606-000-5-101-00 Regular Pay 92,992 98,572 26,347 1,722 38,500 1,500 606-000-5-101-01 Temporary Pay 38,500 38,500 2,604 864 3,000 1,500 606-000-5-101-04 Overtime 3,000 3,000 0 0 240 240 606-000-5-101-10 Wellness Benefit 240 240 7,555 6,642 10,418 10,418 606-000-5-120-00 FICA 10,762 11,408 4,520 5,237 5,861 5,861 606-000-5-121-09 Retirement 6,130 6,498 13,612 5,428 5,495 5,495 606-000-5-123-00 Group Insurance 6,054 6,417 1,176 2,329 2,750 2,750 606-000-5-130-00 Workmans Compensation 3,025 3,207 1,917 - - 606-000-5-137-00 OPEB Expense - - 130,551 112,756 157,589 119,089 Personnel Services Total 160,703 167,841 9,144 10,398 9,728 9,728 606-000-5-421-00 Insurance 10,701 11,771 500 2,235 700 700 606-000-5-422-02 Contracted Auditing Services 1,400 1,400 6,972 0 - - 606-000-5-422-03 Consulting/Expense - - 715 12,827 9,000 9,000 606-000-5-422-07 Contracting Services 10,000 10,580 4,092 0 384 384 606-000-5-423-05 Advertising/Promotion Fees - - 562 82 320 200 606-000-5-425-01 Maintenance Office Equipment 320 320 1,257 270 1,015 1,015 606-000-5-425-03 Maintenance of Trucks 1,045 1,075 6,724 7,484 10,313 13,000 606-000-5-425-04 Maintenance of Equipment 10,622 10,940 1,020 1,577 1,567 1,567 606-000-5-425-05 Maintenance Buildings 1,614 1,662 106 805 1,567 1,567 606-000-5-425-06 Maintenance Radio 1,614 1,662 Page 43 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed Requested3,718 7,326 11,345 11,345 606-000-5-425-09 Maintenance Grounds 11,685 12,035 360 22 500 500 606-000-5-426-01 Office Supplies 515 530 5,056 4,369 4,500 4,500 606-000-5-426-03 General Supplies 4,635 4,775 398 107 309 200 606-000-5-426-04 Cleaning Supplies 206 212 378 2,786 2,400 2,400 606-000-5-426-10 Gas 2,472 2,546 534 27 742 742 606-000-5-426-11 Oil & Grease 742 742 8,495 440 1,057 500 606-000-5-426-12 Tires 1,088 1,120 4,816 7,156 8,000 7,000 606-000-5-426-13 Diesel Fuel 8,000 8,000 3,052 0 - - 606-000-5-426-14 Fuel - Equipment - - 0 161 629 629 606-000-5-426-15 Chemicals 629 629 388 0 200 200 606-000-5-426-23 Sand 200 200 4,455 110 3,392 3,392 606-000-5-426-28 Extinguishing Agents 3,493 3,597 6,910 3,219 6,840 6,840 606-000-5-427-01 Travel & Lodging 6,840 6,840 3,987 4,230 5,000 5,000 606-000-5-427-02 Registration & Training 5,000 5,000 3 4123 4054 0223 000606-000-5-428-01Telephone3 5003 5003,4123,4054,022 3,000 606 000 5 428 01Telephone3,500 3,500 11,155 10,656 11,500 11,500 606-000-5-428-02 Electric & Water 11,500 11,500 3,507 4,401 4,430 5,500 606-000-5-428-03 Heat 5,500 5,500 16 120 - - 606-000-5-429-00 Miscellaneous - - 20 305 300 300 606-000-5-429-01 Membership & Dues 315 315 1,320 1,200 1,485 - 606-000-5-429-03 Janitorial Services 1,485 1,485 7,321 6,016 4,530 4,530 606-000-5-470-09 Interest on Advance 2,873 1,130 241,326 221,386 - - 606-000-5-890-00 Depreciation Expense - - 341,714 313,120 105,775 105,239 Operating Expense Total 107,994 109,0660 2,750,000 - 606-000-5-910-00 Land - 0 0 183,000 150,000 606-000-5-911-00Buildings & Structures 80,000 - 373 0 209,839 209,839 606-000-5-930-00 Machinery & Auto Equipment 36,931 36,931 4,000 0 190,700 174,750 606-000-5-940-00 Other Capital 294,880 630,000 7,150 5,896 1,500 1,500 606-000-5-950-01 Capital less than $5,000 - - 0 0 20,000 40,000 606-000-5-970-00 Runway Improvements 40,000 41,200 11,523 5,896 3,355,039 576,089 Capital Expense Total 451,811 708,131483,788 431,772 3,618,403 800,417 Total Airport Cost 720,508 985,038390,586 173,660 -175,358 -142,752 Net Loss 48,462 -769,48180,712 142,752 -32,606 0 Airport Fund Cash Balance3,094,794 3,659,039 3,659,039 3,659,039 Retained EarningsPage 44 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed Requested EDGEBROOK GOLF COURSE266,449 273,294 20,000 0 607-000-4-346-04 Green Fees-Executive Course 15,000 20,0000 0 62,000 64,000 607-000-4-346-05 Green Fees-9 hole round 67,000 68,0000 0 40,000 38,000 607-000-4-346-06 Green Fees-18 hole round 40,000 41,0000 0 5,000 12,000 607-000-4-346-07Green Fees-9 holes 1/2 price 13,000 14,0000 0 3,000 6,000 607-000-4-346-08Green Fees-18 holes 1/2 price 7,000 8,0000 0 3,000 2,100 607-000-4-346-09 Season Tickets-Youth 2,000 2,0000 0 13,000 17,000 607-000-4-346-10 Season Tickets-Young Adult 17,000 18,0000 0 37,000 39,000 607-000-4-346-11 Season Tickets-Individual 40,000 42,0000 0 12,000 10,750 607-000-4-346-12 Season Tickets-Senior 12,000 12,5000 0 13,000 14,750 607-000-4-346-13 Season Tickets-Couple 15,000 16,0000 0 4,000 5,800 607-000-4-346-14 Season Tickets-Family 6,000 7,0000 0 300 75 607-000-4-346-15 Season Tickets-addn'l children 150 2250 0 15,000 16,000 607-000-4-346-26 Driving Range-Bucket 16,000 16,000002 7002 000607-000-4-346-27Driving Range-Seasonal Individ2 0002 000002,7002,000607-000-4-346-27Driving Range-Seasonal Individ2,0002,0000 0 1,250 600 607-000-4-346-28 Driving Range-Seasonal Family 600 6000 0 3,500 4,000 607-000-4-346-29 Golf Lessons 4,000 4,0000 0 0 0 607-000-4-661-00 Interest Income 0 00 0 0 0 607-000-4-661-01 Money Market Interest Income 0 00 0 0 0 607-000-4-446-10 Donations 0 00 0 30,000 21,000 607-000-4-346-16 Golf Carts-9 holes 22,000 23,0000 0 19,000 14,000 607-000-4-346-17 Golf Carts-18 holes 15,000 16,0000 0 1,750 1,500 607-000-4-346-18 Golf Carts-Senior 9 holes 1,500 1,5000 0 1,250 1,000 607-000-4-346-19 Golf Carts-Senior 18 holes 1,000 1,0000 0 3,500 10,000 607-000-4-346-20 Golf Carts-9 holes 1/2 price 10,000 11,0000 0 3,000 7,000 607-000-4-346-21 Golf Carts-18 holes 1/2 price 7,000 8,0000 0 350 500 607-000-4-346-22 Golf Carts-SR 9 hole 1/2 price 500 5000 0 450 400 607-000-4-346-23 Golf Cart-SR 18 hole 1/2 price 400 5000 0 14,000 17,700 607-000-4-346-24 Golf Carts-Season Tickets 19,000 20,0000 0 400 75 607-000-4-346-25 Golf Cart-Season addn'l family 150 2250 0 0 0 607-000-4-441-08 Reimbursed Expense 0 00 0 9,600 9,600 607-000-4-861-09 Cell Tower Rental 9,600 9,600172,908 Transfer in Liquor Fund/Inner Fund LoanTransfer in 75% Public Improve 170,0000 0 145,000 145,000 607-000-6-700-00 Transfer in General Fund 120,400 00 0 463,050 632,758 Revenue & Transfer from funds 633,300 362,650Page 45 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed Requested0 0 110,231 110,231 607-000-5-101-00 Regular Pay 114,471 121,339 0 0 47,500 47,500 607-000-5-101-01 Temporary Pay 50,000 47,500 0 0 1,000 1,000 607-000-5-101-04 Overtime Pay 1,000 1,000 0 0 12,209 12,209 607-000-5-120-00 FICA 13,027 13,809 0 0 6,726 6,726 607-000-5-121-09 Retirement 7,217 7,650 0 0 31,722 31,722 607-000-5-123-00 Group Insurance 35,167 37,227 0 0 3,623 3,623 607-000-5-130-00 Workmans Compensation 3,986 1,000 0 0 213,011 213,011 Personnel Services Total 224,868 229,525 0 0 638 700 607-000-5-421-00Insurance 770 8500 0 1,000 1,000 607-000-5-422-02 Contracted Auditing Services 1,000 1,0000 0 66,000 74,000 607-000-5-422-04 Contracting Services/Pro 76,000 78,0000 0 100 100 607-000-5-422-15 Drug & Alcohol Testing 100 1000 0 1,000 2,750 607-000-5-423-05 Advertising & Promotional Fees 2,000 2,0000 0 1,000 1,000 607-000-5-424-01 Equipment Rental 1,000 1,000001 000750607-000-5-425-02Maintenance Vehicles1 0001 000001,000750607 000 5 425 02Maintenance Vehicles1,0001,0000 0 14,000 10,000 607-000-5-425-04 Maintenance Equipment 7,500 7,5000 0 2,000 1,500 607-000-5-425-05 Maintenance Buildings 2,000 2,0000 0 1,000 750 607-000-5-425-08 Maintenance Turf 1,000 1,0000 0 2,500 2,000 607-000-5-425-09 Maintenance Irrigation System 2,500 2,5000 0 500 500 607-000-5-426-01 Office Supplies 500 5000 0 8,500 8,000 607-000-5-426-03 General Supplies 8,500 8,5000 0 1,000 800 607-000-5-426-04 Cleaning Supplies 1,000 1,0000 0 8,000 6,500 607-000-5-426-10 Gasoline 6,500 6,5000 0 500 750 607-000-5-426-11 Oil & Grease Supplies 800 9000 0 500 500 607-000-5-426-12 Tires 500 5000 0 5,500 5,000 607-000-5-426-13Diesel Fuel 5,000 5,0000 0 17,000 16,000 607-000-5-426-14 Fertilizer Supplies 17,000 17,0000 0 5,000 4,500 607-000-5-426-15Chemicals 5,000 5,0000 0 1,000 960 607-000-5-426-17Uniforms 1,000 1,0000 0 6,000 5,500 607-000-5-426-23 Sand 6,000 6,0000 0 500 0 607-000-5-427-01 Travel & Lodging 500 5000 0 500 0 607-000-5-427-02 Registration & Training 500 5000 0 2,000 1,750 607-000-5-428-01 Telephone 2,000 2,1000 0 14,000 14,000 607-000-5-428-02 Electric & Water 16,000 17,0000 0 5,000 3,500 607-000-5-428-03 Heat 4,000 4,0000 0 150 150 607-000-5-428-05 Hauling Service 150 150Page 46 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed Requested0 0 150 150 607-000-5-429-01 Membership & Dues 150 1500 0 500 400 607-000-5-429-07 Miscellaneous Services 500 5000 0 200 200 607-000-5-429-08 Postage 250 2750 0 3,000 4,000 607-000-5-469-00 Banking & Credit Card Fees 4,000 4,000607-000-5-470-09 Interest on Advance 5,250 4,2610 0 169,738 167,710 Operating Expense Total 179,970 182,2860 0 248,000 248,000 607-000-5-930-00 Machinery & Auto Equipment 57,462 67,952 Other Capital 170,000 15,000 0 0 1,250 1,250 607-000-5-950-01 Capital less than $5,000 1,500 0 0 249,250 249,250 Capital Expense Total 227,462 84,452 0 0 631,999 629,971 Total Edgebrook Golf Cost 632,300 496,263 0 0 -168,949 2,787 Net Income 1,000 -133,6132,787 Edgebrook Cash Bal Unreserved Fund BalancePage 47 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedSOLID WASTE COLLECTION821,230 844,635 900,000 920,000 612-000-4-848-01 Utility Billing 950,000 950,0004,633 4,789 1,000 1,000 612-000-4-661-01 Money Market Interest Income 1,000 1,00033,620 35,449 35,000 35,000 612-000-4-848-04 Yard Waste Bags 35,000 35,0000 0 500 500 612-000-4-848-05 Cost of Goods/Yard Waste Bags 500 50058 612-000-4-861-09 Miscellaneous859,483 884,931 936,500 956,500 Revenue Total 986,500 986,500253,787 250,352 258,246 258,246 612-000-5-101-00 Regular Pay 261,340 277,020 1,726 5,890 9,000 9,000 612-000-5-101-01 Temporary Pay 9,000 9,000 7,732 7,116 13,000 13,000 612-000-5-101-04 Overtime Pay 13,000 13,000 3,000 3,000 3,000 3,000 612-000-5-101-07 Clothing Allowance 3,000 3,000 18,757 19,036 19,526 19,526 612-000-5-120-00 FICA 20,290 21,507 15,775 15,817 14,775 14,775 612-000-5-121-09 Retirement 15,374 16,296 32,307 47,125 67,415 67,415 612-000-5-123-00 Group Insurance 66,336 70,316 13 78414 13414 09214 092612-000-5-130-00Workmans Compensation15 50216 43213,78414,13414,092 14,092 612-000-5-130-00Workmans Compensation15,502 16,432 5,751 - - - - 346,866 368,221 399,054 399,054 Personnel Services Total 403,842 426,57313,256 13,994 13,366 13,366 612-000-5-421-00 Insurance 14,702 16,172 1,500 1,500 2,500 2,500 612-000-5-422-02 Contracted Auditing Services 3,000 3,000 0 77 300 300 612-000-5-422-06 Medical Services 300 300 30,900 40,604 36,000 36,000 612-000-5-422-07 Contracting Services 36,000 36,000 2,537 2,449 4,000 4,000 612-000-5-422-08 Computer Services 4,000 4,000 184 90 250 250 612-000-5-422-15 Drug & Alcohol Testing 250 250 0 0 500 500 612-000-5-423-01 Publication/Recording Fees 500 500 20,943 32,180 18,500 20,000 612-000-5-423-05 Advertising & Promotional Fees 22,000 22,000 12,980 15,848 15,000 15,000 612-000-5-425-03 Maintenance Trucks 15,000 15,000 24,986 10,967 17,500 17,500 612-000-5-425-04 Maintenance Equipment 20,000 20,000 3,449 1,113 2,000 2,000 612-000-5-425-05 Maintenance Buildings 2,000 2,000 751 20 1,000 1,000 612-000-5-425-06 Maintenance Radio 1,000 1,000 323 42 1,000 1,000 612-000-5-426-01 Office Supplies 1,000 1,000 3,718 1,799 2,500 2,500 612-000-5-426-03 General Supplies 2,750 2,750 17,062 14,639 15,000 15,000 612-000-5-426-08Supplies/Dumpsters & Carts 15,000 15,000 0 0 2,000 1,000 612-000-5-426-10 Gasoline 2,000 2,000 1,677 2,154 2,000 2,000 612-000-5-426-11 Oil & Grease Supplies 2,000 2,000 2,756 6,827 7,500 7,500 612-000-5-426-12 Tires 7,500 7,500 29,049 45,455 52,500 30,000 612-000-5-426-13 Diesel Fuel 52,500 52,500 Page 48 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed Requested356 958 500 1,000 612-000-5-426-17 Uniforms 1,000 1,000 0 0 500 500 612-000-5-427-01 Travel & Lodging 500 500 0 0 500 500 612-000-5-427-02 Registration & Training 500 500 1,464 2,135 2,000 2,500 612-000-5-428-01 Telephone 2,500 2,500 2,276 2,772 2,500 2,800 612-000-5-428-02 Electric & Water 3,000 3,000 245 12,356 9,000 12,000 612-000-5-428-03 Heat 13,000 14,000 190,043 186,414 210,000 210,000 612-000-5-428-05 Hauling Service 210,000 210,000 0050 50 612-000-5-429-04License Fees 50 50 3,482 2,876 3,000 3,000 612-000-5-429-31 Paint Exchange 3,500 3,500 16,593 13,820 20,000 15,000 612-000-5-429-35 Yardwaste Program 20,000 20,000 62,732 64,371 100,000 100,000 612-000-5-890-00 Depreciation Expense 100,000 100,000 443,261 475,460 541,466 518,766 Operating Expense Total 555,552 558,0220 0 190,000 190,000 612-000-5-930-00 Machinery & Auto Equipment 240,000 265,0000 0 190,000 190,000 Capital Expense Total 240,000 265,000790 127843 6811 130 5201 107 820Total Solid Waste Collection Cost1 199 3941 249 595790,127843,6811,130,5201,107,820Total Solid Waste Collection Cost1,199,3941,249,59569,356 41,250 -194,020 -151,320 Net Income -212,894 -263,095334,747 375,997 181,977 224,677 SW Collection Fund Cash Bal609,316 715,134 521,114 563,814 Retained EarningsPage 49 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedSOLID WASTE DISPOSAL1,902,852 1,836,448 1,985,000 1,850,000 625-000-4-848-03 Landfill Tickets 1,930,000 1,930,000 47,930 48,647 10,000 40,000 625-000-4-661-00 Interest Income 40,000 40,000 5,767 19,594 10,000 10,000 625-000-4-661-01 Money Market Interest Income 10,000 10,000 22,323 25,941 15,050 16,000 625-000-4-848-22 Recycled Waste Oil Sales 15,000 15,000 6,485 6,485 6,400 6,400 625-000-4-848-12 Rentals 6,400 6,400 823 0 - - 625-000-4-441-08Reimbursed Expense - - 2,825 8,000 50,000 135,000 625-000-4-664-00 Sale of Fixed Assets - - 11,200 74 - - 625-000-4-861-09 Miscellaneous - - 2,000,204 1,945,189 2,076,450 2,057,400 Revenue Total 2,001,400 2,001,400277,774 304,163 302,492 302,492 625-000-5-101-00 Regular Pay 310,968 329,626 8,707 7,635 10,000 10,000 625-000-5-101-04 Overtime Pay 10,000 10,000 2,250 2,000 3,000 3,000 625-000-5-101-07 Clothing Allowance 3,000 3,000 19,802 20,925 24,203 24,203 625-000-5-120-00 FICA 25,421 26,946 17 28818 35218 98318 983625-000-5-121-09Retirement19 93821 13417,28818,35218,983 18,983 625-000-5-121-09Retirement19,938 21,134 56,075 66,058 70,290 70,290 625-000-5-123-00 Group Insurance 77,604 82,260 10,290 11,020 10,707 10,707 625-000-5-130-00 Workmans Compensation 11,778 12,485 7,668 625-000-5-137-00 OBEB392,185 437,821 439,675 439,675 Personnel Services Total 458,709 485,4520 0 16,145 16,145 625-000-5-220-01 Restricted Closure 16,145 16,1450 0 18,396 18,396 625-000-5-220-02 Restricted Post Closure 18,396 18,3960 0 50,000 50,000 625-000-5-220-05 Restricted Future SW Facility 50,000 50,0004,970 6,439 6,768 6,768 625-000-5-421-00 Insurance 7,445 7,44510 0 300 300 625-000-5-422-01 Legal Services 300 3001,500 2,235 2,500 2,235 625-000-5-422-02 Contracted Auditing Services 3,000 3,0000 0 20,000 20,000 625-000-5-422-03Consulting & Engineering 20,000 20,000128 158 200 200 625-000-5-422-06 Medical Services 200 20012,209 10,814 25,000 25,000 625-000-5-422-07 Contracting Services 25,000 25,0004,356 987 2,500 2,500 625-000-5-422-08 Computer Services 2,500 2,50017,516 22,103 20,000 20,000 625-000-5-422-09 Testing Services 20,000 20,000101 0 300 300 625-000-5-422-15 Drug & Alcohol Testing 300 3000 0 100 100 625-000-5-423-01 Publication/Recording Fees 100 1000 3,581 3,000 7,500 625-000-5-423-05Advertising/Promotion Fees 7,500 7,5000 0 1,000 1,000 625-000-5-424-01 Equipment Rentals 1,000 1,000661 3,889 2,500 4,500 625-000-5-425-03 Maintenance Trucks 3,500 3,50048,456 25,134 90,000 50,000 625-000-5-425-04 Maintenance Equipment 60,000 60,000Page 50 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed Requested709 1,702 3,500 3,500 625-000-5-425-05 Maintenance Buildings 3,500 3,5000 0 1,000 1,000 625-000-5-425-09 Maintenance Grounds 3,000 2,0000 0 5,000 5,000 625-000-5-425-16 Maintenance Grounds/2 5,000 5,0004,735 4,412 6,000 6,000 625-000-5-426-01 Office Supplies 6,000 6,0007,560 12,613 8,000 8,000 625-000-5-426-03 General Supplies 8,000 8,0003,715 3,755 3,750 3,750 625-000-5-426-04 Janitorial Supplies 3,750 3,7500 0 150 150 625-000-5-426-05 Photographic Supplies 150 1500 0 250 250 625-000-5-426-09 Subscriptions/Books 250 2506,769 7,132 7,875 5,000 625-000-5-426-10 Gasoline 8,000 8,0002,830 4,035 6,000 5,000 625-000-5-426-11 Oil & Grease Supplies 6,000 6,0002,942 2,173 15,000 5,000 625-000-5-426-12 Tires 15,000 15,00067,844 83,713 95,000 60,000 625-000-5-426-13 Diesel Fuel 95,000 95,000414 389 500 500 625-000-5-426-17Uniforms 500 5007,128 3,754 8,000 8,000 625-000-5-426-18 Gravel 12,000 8,0006 770010 00010 000625-000-5-426-27Alternate Cover10 00010 0006,770010,000 10,000 625 000 5 426 27Alternate Cover10,00010,0002,793 3,203 4,200 4,200 625-000-5-427-01 Travel & Lodging 4,200 4,2002,045 2,685 2,600 2,600 625-000-5-427-02 Registration & Training 2,600 2,6002,253 1,123 2,600 2,600 625-000-5-428-01 Telephone 2,600 2,6001,406 1,319 2,500 2,500 625-000-5-428-02 Electric & Water 2,500 2,5005,460 9,005 8,000 8,000 625-000-5-428-03 Heat 8,000 8,0000 4,050 5,000 5,000 625-000-5-428-05 Hauling Service 5,000 5,0002,318 1,728 2,000 2,000 625-000-5-429-01 Membership & Dues 2,000 2,000121 0 - - 625-000-5-429-02 Pest Control 0 0603 788 850 850 625-000-5-429-05 Rodent Control 850 8500 1,061 1,000 1,000 625-000-5-429-07 Miscellaneous Services 1,000 1,00042,417 43,144 44,000 44,000 625-000-5-429-11 State Fees 44,000 44,000100 100 500 500 625-000-5-429-16 Solid Waste Committee 500 5000 0 500 500 625-000-5-429-38 Compost Program Supplies 500 50050,088 60,371 - - 625-000-5-432-00Post Closure 0 00 0 70,500 70,500 625-000-5-601-00 Principal Payment 0 07,749 4,357 1,000 1,000 625-000-5-602-00 Interest Payment 0 0235,713 269,323 200,000 200,000 625-000-5-890-00Depreciation Expense 250,000 200,0001,000 500 500 500 625-000-5-897-00 Interest Expense 500 500659 0 - 90,000 625-000-5-898-00 Asset Disposed Gain/Loss 0 0556,047 601,775 774,484 781,844 Operating Expense Total 735,786 680,786Page 51 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed Requested0 0 150,000 130,000 625-000-5-911-00Buildings & Structures 800,000 200,000 0 180,000 250,000 225,000 625-000-5-930-00 Machinery & Auto Equipment 740,000 700,000 2,900 10,000 10,000 10,000 625-000-5-950-01 Capital less than $5,000 10,000 10,000 2,900 190,000 410,000 365,000 Capital Expense Total 1,550,000 910,000 500,000 425,000 440,000 440,000 625-000-7-899-00 Transfer out General Fund 440,000 440,000 0 100,000 - - 625-000-7-899-23 Transfer Out-Streetscape - - 500,000 525,000 440,000 440,000 Total Transfer out to Other Funds 440,000 440,000 1,448,232 1,564,596 1,654,159 1,661,519 Total Cost and Transfers 3,184,495 2,516,238551,972 380,593 422,291 395,881 Net Income after Transfers -1,183,095 -514,838623,509 907,831 1,045,800 1,303,712 SW Disposal Fund Cash Balance 120,6171,489,592 1,752,063 1,815,118 1,815,118 Restricted SW Disposal Cash 1,815,118716,509 996,729 716,509 716,509 Reserved Retained Earnings 716,5094,065,480 4,528,433 4,487,771 4,924,314 Retained EarningsPage 52 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedRESEARCH & TECHNOLOGY CENTER1,564 1,002 600 630-000-4-661-01 Money Market Interest Income 600 - 188,559 203,626 200,000 200,000 630-000-4-848-12 Rentals 200,000 200,000 37 73 - - 630-000-4-861-09 Miscellaneous - - 190,161 204,701 200,600 200,000 Revenue Total 200,600 200,000 2,622 2,337 2,406 2,406 630-000-5-421-00 Insurance 2,646 2,406 2,987 4,682 4,220 4,220 630-000-5-422-07 Contracting Services 4,300 4,220 4,027 3,886 3,166 3,166 630-000-5-425-04 Maintenance Equipment 3,260 3,166 4,076 4,065 10,000 10,000 630-000-5-425-05 Maintenance Buildings 5,000 10,000 0 0 105 105 630-000-5-426-01 Office Supplies 105 105 0 59 1,052 1,052 630-000-5-426-03 General Supplies 1,060 1,052 465 1,737 841 841 630-000-5-426-04 Cleaning Supplies 870 841 226 185 250 250 630-000-5-428-01 Telephone 260 250 11 95911 97913 00013 000630-000-5-428-02Electric & Water13 40013 00011,95911,97913,000 13,000 630-000-5-428-02Electric & Water13,400 13,000 2,932 2,480 5,000 5,000 630-000-5-428-03 Heat 5,000 5,000 1,348 1,415 1,500 1,500 630-000-5-428-05 Hauling Service 1,550 1,500 0 0 7,200 7,200 630-000-5-429-03 Cleaning Service 7,200 7,200 3,580 4,268 4,304 4,304 630-000-5-429-07 Miscellaneous Services 4,300 4,304 51,909 51,923 - - 630-000-5-890-00 Depreciation Expense - - 86,131 89,016 53,044 53,044 Operating Expense Total 48,951 53,044 0 1,697 - - 630-000-5-911-00 Buildings & Structures 34,000 5,000 Other Capital - 0 1,697 - - Capital Expense Total 34,000 5,000 145,000 146,002 145,000 145,000 630-000-7-899-00 Transfer out General Fund 75,000 50,000 145,000 146,002 145,000 145,000 Total Transfer out to Other Funds 75,000 50,000 231,131 236,715 198,044 198,044 Total R & T Center Cost 157,951 108,044-40,970 -32,014 2,556 1,956 Net Income after Transfer 42,649 91,95683,605 51,591 54,147 53,547 R&T Center Cash Balance1,913,463 1,840,481 1,843,037 1,842,437 Retained EarningsPage 53 of 54
2010 BUDGET 20102007 2008 2009 2009 City Manager 2011Actual Actual Adopted EstimatedAccount Description Proposed RequestedI-29 Corridor0 18,600 230,000 44,750 802-000-4-446-10 Contributions 63,750 0 20,000 20,000 802-000-6-770-03Transfer in from 3rd B Tax20,000 0 18,600 250,000 64,750 Revenue Total 83,750 0 0 250,000 - 802-000-5-422-03 Consulting 167,100 0 0 250,000 - Operating Expense Total 167,100 18,600 - 64,750 Net Income (83,350) 018,600 18,600 83,350 I 29 Corridor Cash Balance 0Page 54 of 54
City Council Packet
September 8, 2009
Ordinances – 1st Readings**
10. Ordinance No. 22-09: An ordinance pertaining to an application for a
Conditional Use for a taller broadcast tower height in the Business B-2A
District (tower height of 90 feet on Lot 6, Block 1, Insbrook Park Addition,
also known as 227 22nd Avenue).
Public Hearing: September 22nd
** No vote is taken on the first reading of ordinances. The title of the ordinance is read and
the date for the public hearing is announced.
Applicant: Three Eagles of Brookings, Inc.
Proposal: Establish a taller broadcast tower
Background: Broadcast towers are addressed in the zoning ordinance under the
Wireless Communication Facilities (WCF) section. The primary purpose for controlling
the various aspects of WCFs is safety and aesthetics.
Specifics: Criteria that pertain to the siting of a WCF and in particular, a broadcast
tower, are as follows:
• Siting – The primary concern for a broadcast tower would be the fall radius. It is
recommended that the setback from the 22nd Avenue right-of-way be no less
than the tower height.
• Application – A scaled drawing or aerial map is required showing the tower
location and all buildings and structures within 1.5 times the height of the tower
• Development Standards
Height – authorized only by Conditional Use
Screening – The tower would be located behind the studio and have a
similar visual impact as the existing tower.
Design – The proposed tower would have a monopole design. A neutral color would be
required. The current tower has a lattice design.
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City Council Packet
September 8, 2009
Ordinance No. 22-09
An ordinance pertaining to an application for a Conditional Use for a taller
broadcast tower height in the Business B-2A District.
Be it ordained by the governing body of the City of Brookings, South Dakota that said
Conditional Use shall be approved for a broadcast tower height of 90 feet on Lot 6, Block 1,
Insbrook Park Addition with the following conditions:
none
All sections and ordinances in conflict herewith are hereby repealed.
FIRST READING: September 8, 2009
SECOND READING: September 22, 2009
PUBLISHED: September 25, 2009
CITY OF BROOKINGS
__________________________
Tim Reed, Mayor
ATTEST:
________________________________
Shari Thornes, City Clerk
225
City Council Packet
September 8, 2009
WIRELESS COMMUNICATION FACILITIES REGULATIONS
Sec. 94-396 Wireless Communication Facilities
The purpose of this section is to establish regulations and performance standards for the siting of Wireless
Communication Facilities (WCFs) in a manner that will protect the public’s health, safety, and welfare and maintain
the aesthetic integrity of the community.
(1) Permit required: An application for a building permit is required prior to the construction of any WCF.
Compliance with all applicable building codes, Federal Aviation Administration Regulations and Section 94-164
shall be achieved before a permit will be issued.
(2) Definitions: The following definitions shall apply:
Amateur Radio Operator Tower: A structure used for the transmission, broadcast or reception of amateur
radio or citizen band signals.
Antenna: Any device that radiates or captures electromagnetic wave signals including digital and analog voice
and data signals or video or microwave signals.
Antenna Support Structure: An existing building or structure such as, but not limited to, utility poles, signs,
elevated water tanks and steeples that supports wireless communications facilities.
Broadcast Tower: A structure for the transmission of radio or television broadcast
communications. This term does not include offices or studios.
Co-Location/Site Sharing: Use of an antenna support structure or telecommunications tower by two or more
wireless license holders or by one wireless license holder for more than one type of communication. This
includes the placement of a WCF on a structure owned and operated by a public utility.
Equipment Facility: A structure used to contain ancillary equipment for a WCF such as cables, wires, lines,
cabinets, pedestals and similar devices.
Height: The distance measured from the original grade to the highest point on the WCF, including the
antenna(s).
Stealth: The ability of freestanding telecommunication towers to blend into the neighborhood environment
at a given location and the ability to camouflage or conceal the presence of wireless communication facilities
when attached to antenna support structures.
Telecommunications Tower: A self-supporting structure designed and constructed specifically to support
antenna(s) and may include a lattice, guyed-lattice, monopole or similar structure. This term does not
include towers attached to existing buildings or structures.
Temporary WCF: A WCF that is placed in service for less than 180 days.
Wireless Communications Facilities: Any cables, wires, lines, antennas, antenna arrays, shelters, towers or
other equipment associated with the transmission or reception of telecommunication signals.
(3) Siting and Co-location Criteria: The siting and co-location of all WCFs shall be subject to the following criteria
before consideration will be given to a new site:
a. WCFs shall be located on existing antenna support structures such as utility poles, signs, elevated water
tanks, buildings and other WCFs; or
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b. WCFs shall co-locate or site share on existing telecommunication towers; or
c. WCFs shall consider the use of public property and structures.
d. If an applicant has shown a good faith effort to co-locate but has found it to be infeasible, a written
statement indicating the reasons why the project is not feasible shall be provided.
(4) Application requirements: The following information is required prior to the siting of all WCFs. Installing
antenna(s) on existing WCFs and amateur radio operator towers are exempt from these requirements.
a. A map, drawn to scale, showing the subject property and all properties within one and one-half (1.5) times
the height of the proposed tower and the location of all existing buildings and structures and the exact
location of the tower.
b. Written documentation under a licensed engineer’s stamp verifying the need for a guyed-lattice tower
when no other means of antenna support structure is available due to technical, engineering constraints.
(5) Development Standards
a. Location and setback.
1. Antenna: Antenna(s) that are attached to support structures are exempt from the setback
requirements in the district in which they are located. The antenna(s) may extend up to five (5)
feet horizontally beyond the edge of the support structure provided it does not encroach over the
property line.
2. Telecommunication Towers: Telecommunication towers shall meet the setback requirements for
the district in which they are located. They shall also be constructed on a lot so that they are as
far away as possible from existing off-site buildings and in no event nearer to any residential
building than a distance of one hundred percent of the height of the tower. A
telecommunications tower shall not be closer to a residential district boundary line than one
hundred percent of its height. Where telecommunication towers are required to meet FAA
paint and/or lighting regulations, the distance between them shall not be less than one-half mile.
3. Equipment Facilities: All equipment facilities shall meet the setback requirements for the
district in which they are located.
4. Amateur Radio Operator Tower: All amateur radio operator towers shall meet the setback
requirements for the district in which they are located.
b. Height.
1. Antenna(s) attached to antenna support structures shall not add more than twenty (20) feet in height
to the existing building or structure to which it is attached.
2. Telecommunication towers:
a. In all industrial districts the maximum height shall be 200 feet.
b. In all business districts, except the RB-4, B-2A and B-5 districts, the maximum height
shall be 100 feet.
c. In the Agricultural/Conservation district, as depicted on the adopted Future Land Use
Plan, the maximum height shall be 200 feet.
3. Amateur Radio Operator Towers shall have a maximum height of 35 feet.
Exception: For every one additional foot in from the side or rear building setback lines, one
additional foot in height may be added to a maximum height of sixty (60) feet.
4. Broadcast Towers may be erected to a height as approved by the City Council upon
Conditional Use review.
c. Screening and Landscaping. Telecommunication tower sites and equipment facilities shall be screened
when there exists a clear view from adjacent residential uses. A fence, wall, berm, shrubbery or tree
plantings shall be installed to a sufficient height along the perimeter or in appropriate areas in order to
reduce the visual impact of the tower base and buildings. Existing mature tree growth and natural
landforms shall be preserved to the maximum extent possible and may be a sufficient buffer. If a chain
link fence is erected, the fence shall have wood or plastic slats woven into the fence, open mesh
windscreens installed or additional shrubbery or tree plantings located outside the fence.
d. Illumination: Towers shall not be artificially lighted unless required by the FAA or other governing
authority. Security or safety lighting for equipment facilities is permitted.
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e. Design: Towers shall be of a neutral color unless otherwise required by the FAA. Antenna(s) installed
on support structures shall be of a neutral color that is the same as or compatible with the support
structure. Buildings and other structures shall be made of exterior materials and colors that will blend
the facilities to the natural setting and built environment.
f. Maintenance: Telecommunication towers, antenna support structures, and WCFs shall be maintained in
compliance with Electronic Industries Association/Telecommunications Industries Association Standard
(EIA/TIA) 222 Revision F Standard entitled “Structural Standards for Steel Antenna Towers and Antenna
Supporting Structures” as it may be updated or amended.
g. Abandonment: Any Wireless Communication Facility that is no longer in use shall be reported to
the City by the facility owner. If a WCF is not operated for a continuous period of 12 months, it
shall be considered abandoned and the owner shall remove the WCF within six months.
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Second Readings / Public Hearings
11. Ordinance No. 17-09: An Ordinance amending Article V. of
Chapter 26 of the Code of Ordinances of the City of Brookings,
South Dakota and pertaining to Taxicabs.
After the change in government, the issuance of taxi cab licenses became an
administrative matter that no longer required City Council action. However, recent
review of the ordinance regarding procedures to revoke a license found that the City
could revoke a “driver’s taxicab license”, but there is not a similar provision for
revocation of the taxicab “owner’s license.” This is a housekeeping measure to allow for
the City Manager to also have the administrative ability to revoke a license.
At first reading, Council Member McClemans asked if licensing limousine service was
included in the ordinance, and if not, if it should be. The Council tabled action on
Ordinance 17-09 until staff could further research the issue.
Staff has researched the issue and determined that to the best of staff’s knowledge, the
City of Brookings has not licensed limo services in the past. Pursuant to SDCL 9-34-
10, State law does permit licensing. The City Attorney has prepared two alternative
ordinances for second reading. A memo is included in the packet.
Staff also surveyed all First Class Cities in South Dakota to determine the prevalence of
licensing limos and found the following:
Brookings
No licenses for limo or bus service.
Taxi service only.
$25 for 1st vehicle $15/driver
$10 for each additional vehicle
Aberdeen
Limousines – do not license
Bus (shuttle service)
$50 for 1st vehicle $25/person for the year
$25 for each additional vehicle $15/person for half a year
Brandon
No licenses for bus or limousine.
Bus service is city-owned and operated.
Huron
Limousines and busses are licensed same as taxi service.
$25/year/vehicle
$10/year/driver, $5/driver/renewal for each year thereafter
Madison
No licenses for bus or limousine.
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Mitchell
Limousines fall under taxi service.
$50/year business license
Drivers – no fee, but do undergo a background check
Vehicles - $50 fee with a yearly inspection
Bus service is city-owned and operated.
Drivers – no fee, but do undergo a background check
All is subject to council approval.
Pierre
No licenses for bus or limousine.
Rapid City
No licenses for bus or limousine.
Sioux Falls
License all ‘vehicles for hire’ (taxi, Limo, bus).
Vehicles: $50 for first year, $25 renewal
Drivers: $35/person/year
Spearfish
No licenses for bus or limousine.
Sturgis
No licenses for bus or limousine.
Vermillion
No licenses for bus or limousine.
Watertown
No licenses for bus or limousine. Bus drivers are handled as taxi drivers.
Yankton
No licenses buses. Limousines fall under taxi and are handled the same.
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To: Mayor and Council, and Jeff Weldon, City Manager
From: Steven J. Britzman
Re: Taxicab ordinance
This is a brief explanation of the two versions of the taxicab ordinance I prepared. To recap
the changes which were briefly discussed during the Second Reading, the city ordinance only
regulates taxicabs, and does not regulate buses or limousines. The City Clerk checked other
First Class municipalities and determined that few, except Sioux Falls regulate limousines. I
reviewed Sioux Falls’ ordinance, which regulates “vehicles for hire”, and which includes any
vehicle for hire, including buses, taxicabs, wheelchair transports, limousines and livery vehicles.
The Sioux Falls ordinance includes provisions requiring inspections, prohibits smoking in buses,
regulates taxicab rates and taximeters, bus rates, licensing of drivers, insurance requirements,
and licensing of operators of vehicles for hire.
The Brookings ordinance does not regulate taxicab rates, but does regulate taxicab operators,
taxicab drivers, inspections of taxicabs, and liability insurance.
I am providing 2 versions of the ordinance:
1) The first is consistent with the ordinance submitted for the second reading, except it
now includes a definition section and specifically excludes buses and limousines from
regulation.
2) The second version includes the regulation of limousines alongside taxicabs, since they
are the most similar “vehicles for hire”. If the Council chooses to regulate limousines,
then each of the sections of the taxicabs ordinance requires minor modification, and
therefore additional sections are included in this version to add limousines everywhere
taxicabs are mentioned.
Limousines certainly have similar issues as taxicabs, however, whether there are enough
limousines to regulate in Brookings is a matter to be decided by the Council.
Action:
1) Motion to remove from the table (Tabled Motion: A motion was made by Bartley,
seconded by Kubal, to approve Ordinance No. 17-09, an Ordinance Amending Article V
of Chapter 26 of the Code of Ordinances of the City of Brookings, South Dakota and
pertaining to Taxicabs.
2) Offer possible amendments to motion (Option 1, 2 or original as presented)
3) Request Public Comment, Roll Call
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OPTION #1 / Limousines Defined but excluded
ORDINANCE NO. 17-09
AN ORDINANCE AMENDING ARTICLE V. OF CHAPTER 26 OF THE CODE OF
ORDINANCES OF THE CITY OF BROOKINGS, SOUTH DAKOTA AND PERTAINING TO
TAXICABS.
BE IT ORDAINED AND ENACTED BY THE COUNCIL OF THE CITY OF
BROOKINGS, STATE OF SOUTH DAKOTA, AS FOLLOWS:
I.
That the following Sections of Division 1 of Article V. and pertaining to Taxicabs are
amended to read as follows:
Sec. 26-181. Definitions. The following words, terms and phrases, when used in this
chapter, shall have the meanings ascribed to them in this section, except where the context
clearly indicates a different meaning:
Limousine means a full-size motor vehicle (automobile) with an extended wheel base and
which has a passenger compartment that can be sealed from the driver’s compartment, with a
seating capacity of at least six persons, not including the driver, not traveling any definite or
prescribed route, and operated by a driver.
Operator means a person engaged in business as an operator of a taxicab.
Taxicab means a motor vehicle for carrying passengers, with a seating capacity for seven
persons or less, not including the driver, not traveling any definite or prescribed route,
operated by a driver, and carrying or accepting passengers for hire, but shall not include funeral
cars, limousines, buses or ambulances.
Vehicle for hire means any taxicab licensed under this chapter, but excluding bus or
motorbus, wheelchair transport and limousine.
Sec. 26-182. Compliance with article provisions. No person shall operate a
taxicab for hire within the city or within any part of the city without having complied with all
provisions of this article.
Sec. 26-183. Inspection required. No taxicab shall be operated within the city until
it has been thoroughly and carefully tested and inspected and found to be in a safe condition for
the transportation of passengers.
Sec. 26-184. Frequency of inspection. It shall be the duty of the owner of each
taxicab to submit to the chief of police for inspection each cab for hire at any time upon
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complaint, and the police department may also inspect such vehicles at such other times as it
deems necessary.
Sec. 26-185. Condemned vehicles. It shall be unlawful for the owner or other
person in charge of any taxicab to use or permit its use if such vehicle has been condemned by
the chief of police until such vehicle has been cleaned or repaired to the satisfaction of the chief
of police.
Secs. 26-186-26-210. Reserved.
That the following Sections of Division 2 of Article V. are amended to read as follows:
Sec. 26-211. Required. No person shall operate a taxicab within the city without first
having obtained an owner’s license from the city.
Sec. 26-215. Transfer. No taxicab license issued pursuant to this article shall be
transferred from one owner to another except upon approval of the city manager.
That the following Section of Division 3 of Article V. is amended to read as follows:
Sec. 26-244. Approval. The policy or certificate of liability insurance required by this
division shall be approved by the city manager prior to issuance of the license.
That the following Sections of Division 4 of Article V. are amended to read as follows:
Sec. 26-276. Licensing procedure. After the chief of police has returned an
application for a license required by this division to the city clerk, the city clerk shall submit the
application to the city manager for review. The issuance of such license shall be discretionary
with the city manager and a license shall be issued by the city clerk only upon the approval of
the city manager.
Sec. 26-277. Revocation. Any license or temporary permit issued under this division
may be revoked by the city manager for the violation by the licensee of any applicable provision
of state law, city ordinance or rule or regulation of the city, or for other good cause.
II.
Any or all ordinances in conflict herewith are hereby repealed.
FIRST READING:
SECOND READING:
PUBLISHED:
CITY OF BROOKINGS, SOUTH DAKOTA
ATTEST: Tim Reed, Mayor
Shari L. Thornes, City Clerk
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OPTION #2 / Limousines Included
ORDINANCE NO. 17-09
AN ORDINANCE AMENDING ARTICLE V. OF CHAPTER 26 OF THE CODE OF
ORDINANCES OF THE CITY OF BROOKINGS, SOUTH DAKOTA AND PERTAINING TO
TAXICABS AND LIMOUSINES.
BE IT ORDAINED AND ENACTED BY THE COUNCIL OF THE CITY OF
BROOKINGS, STATE OF SOUTH DAKOTA, AS FOLLOWS:
Article V. of Chapter 21 of the Code of Ordinances shall be amended as follows:
ARTICLE V. Taxicabs and Limousines
Sec. 26-181. Definitions. The following words, terms and phrases, when used in this
chapter, shall have the meanings ascribed to them in this section, except where the context
clearly indicates a different meaning:
Limousine means a full-size motor vehicle (automobile) with an extended wheel base and
which has a passenger compartment that can be sealed from the driver’s compartment, with a
seating capacity of at least six persons, not including the driver, not traveling any definite or
prescribed route, and operated by a driver.
Operator means a person engaged in business as an operator of a taxicab or limousine.
Taxicab means a motor vehicle for carrying passengers, with a seating capacity for seven
persons or less, not including the driver, not traveling any definite or prescribed route,
operated by a driver, and carrying or accepting passengers for hire, but shall not include funeral
cars, limousines, buses or ambulances.
Vehicle for hire means any taxicab or limousine licensed under this chapter, but excluding
bus or motorbus and wheelchair transport.
Sec. 26-182. Compliance with article provisions. No person shall operate a
taxicab or limousine for hire within the city or within any part of the city without having
complied with all provisions of this article.
Sec. 26-183. Inspection required. No taxicab or limousine shall be operated within
the city until it has been thoroughly and carefully tested and inspected and found to be in a safe
condition for the transportation of passengers.
Sec. 26-184. Frequency of inspection. It shall be the duty of the owner of each
taxicab or limousine to submit to the chief of police for inspection each cab or limousine for
hire at any time upon complaint, and the police department may also inspect such vehicles at
such other times as it deems necessary.
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Sec. 26-185. Condemned vehicles. It shall be unlawful for the owner or other
person in charge of any taxicab or limousine to use or permit its use if such vehicle has been
condemned by the chief of police until such vehicle has been cleaned or repaired to the
satisfaction of the chief of police.
Secs. 26-186-26-210. Reserved.
That the following Sections of Division 2 of Article V. are amended to read as follows:
Sec. 26-211. Required. No person shall operate a taxicab or limousine within the city
without first having obtained an owner’s license from the city.
Sec. 26-212. Applicability of chapter provisions. The provisions of this chapter,
insofar as such provisions may be applicable and not in conflict, shall apply to and govern the
issuance of any license under the provisions of this division.
Sec. 26-213. Application. Any person who desires a license for a taxicab or limousine
shall make a written application therefor to the city manager upon forms to be furnished by the
city clerk. Such application shall contain the full name and address of the owner, and such other
information as the city may require.
Sec. 26-214. Duration. Licenses issued under this article shall extend from January 1
until December 31 following.
Sec. 26-215. Transfer. No taxicab or limousine license issued pursuant to this article
shall be transferred from one owner to another except upon approval of the city manager.
Secs. 26-216-26-240. Reserved.
That the following Sections of Division 3 of Article V. are amended to read as follows:
Sec. 26-241. Required. Before any taxicab or limousine license is granted under this
article, or any existing license is renewed, an applicant shall file with the city clerk an insurance
certificate or policy of insurance issued by a responsible insurer, covering the vehicles to be
operated by the applicant.
Sec. 26-242. Minimum limits of coverage. The liability insurance required by this
division shall be in accordance with the requirements established by resolution of the city.
Sec. 26-243. Conditions. The policy or certificate of liability insurance required by
this division shall specify that:
(1) The insurer shall be responsible for all liability of the applicant arising from the
use of any motor vehicle as a part of the applicant's fleet of taxicabs or
limousines in the city even though such vehicle is not described in the policy or
certificate of insurance.
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(2) Violation of any of the provisions of the policy or certificate of insurance shall
not relieve the insurer from liability thereunder to any third party claimant
against applicant, including cases where the applicant is or becomes bankrupt or
insolvent.
(3) The policy or certificate shall not be modified or cancelled without ten days
actual notice to the city clerk.
Sec. 26-244. Approval. The policy or certificate of liability insurance required by this
division shall be approved by the city manager prior to issuance of the license.
Secs. 26-245-26-270. Reserved.
That the following Sections of Division 4 of Article V. are amended to read as follows:
Sec. 26-271. License required. No person shall drive any taxicab or limousine
licensed under the provisions of this article for the conveyance of passengers without first
obtaining a license as such driver.
Sec. 26-272. Business license not applicable. The issuance of an owner's license,
under the provisions of this article shall not constitute nor allow or permit such owner's
licensee to operate a taxicab or limousine without a driver's license as required by this division.
Sec. 26-273. Age requirement. No license shall be issued under the provisions of
this division to any person who is under the age of 18 years.
Sec. 26-274. Application. Any person desiring a permit required by the provisions of
this division shall make written application therefor upon forms provided for such purpose by
the city clerk.
Sec. 26-275. Investigation of applicant by chief of police. Upon receiving an
application for a license required by this division, the city clerk shall promptly deliver the
application to the chief of police, who shall inquire as to the fitness of the applicant. Upon such
inquiry, the chief shall endorse upon the application its recommendations of approval or
disapproval and return such application to the city clerk. The chief of police shall issue a
favorable record upon a showing that the individual has a state driver's license that would
authorize operation of a taxicab or limousine and has not been convicted of a felony or
misdemeanor that has a reasonable relationship to driving a taxicab or limousine.
Sec. 26-276. Licensing procedure. After the chief of police has returned an
application for a license required by this division to the city clerk, the city clerk shall submit the
application to the city manager for review. The issuance of such license shall be discretionary
with the city manager and a license shall be issued by the city clerk only upon the approval of
the city manager.
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Sec. 26-277. Revocation. Any license or temporary permit issued under this division
may be revoked by the city manager for the violation by the licensee of any applicable provision
of state law, city ordinance or rule or regulation of the city, or for other good cause.
Sec. 26-278. Notices to chief of police. The city clerk shall immediately notify the
chief of police of the issuance or revocation of any license under the provisions of this division.
Sec. 26-279. Display of license. Each holder of a license issued under this division
shall continuously display the license certificate in a conspicuous manner in the vehicle while on
duty.
Sees. 26-280-26-310. Reserved.
II.
Any or all ordinances in conflict herewith are hereby repealed.
FIRST READING:
SECOND READING:
PUBLISHED:
CITY OF BROOKINGS, SOUTH DAKOTA
ATTEST: Tim Reed, Mayor
Shari L. Thornes, City Clerk
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(ORIGINAL AS PRESENTED AT FIRST READING)
ORDINANCE NO. 17-09 (Marked)
AN ORDINANCE AMENDING ARTICLE V. OF CHAPTER 26 OF THE CODE OF
ORDINANCES OF THE CITY OF BROOKINGS, SOUTH DAKOTA AND PERTAINING TO
TAXICABS.
BE IT ORDAINED AND ENACTED BY THE COUNCIL OF THE CITY OF BROOKINGS,
STATE OF SOUTH DAKOTA, AS FOLLOWS:
I.
That the following Sections of Article V. and pertaining to Taxicabs are amended to read as
follows:
Sec. 26-211. Required. No person shall operate a taxicab within the city without first having
obtained an owner’s license from the city council.
Sec. 26-215. Transfer. No taxicab license issued pursuant to this article shall be transferred
from one owner to another except upon approval of the city manager council.
Sec. 26-244. Approval. The policy or certificate of liability insurance required by this division
shall be approved by the city manager council prior to issuance of the license.
Sec. 26-276. Action by council Licensing procedure. After the chief of police has
returned an application for a license required by this division to the city clerk, the city clerk shall bring
such return to the attention of the city council at its next regular meeting submit the application to the
city manager for review. The issuance of such license shall be discretionary with the city manager council
and a license shall be issued by the city clerk only upon the approval of the city manager council.
Sec. 26-277. Revocation. Any license or temporary permit issued under this division may be
revoked by the city manager council for the violation by the licensee of any applicable provision of state
law, city ordinance or rule or regulation of the city, or for other good cause.
II.
Any or all ordinances in conflict herewith are hereby repealed.
FIRST READING: August 11, 2009
SECOND READING: August 25, 2009
PUBLISHED: August 28, 2009
CITY OF BROOKINGS, SOUTH DAKOTA
ATTEST: Tim Reed, Mayor
Shari L. Thornes, City Clerk
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Second Readings/Public Hearings
12. Ordinance No. 19-09: An Ordinance Clarifying Open Burning
and Creating Requirements for Recreational Fires in the City of
Brookings, South Dakota.
The Brookings Fire Department has worked to clarify the act of open burning in the city
while allowing and creating safety guidelines for recreational fires. Over the past few
years a noticeable trend is occurring in Brookings as well as other municipalities around
the country. Many residents are enjoying time sitting around a backyard fire pit.
The city currently has an ordinance that addresses open burning. This ordinance reads
as follows: Sec. 34-5. Open burning. It shall be unlawful to burn in any open or exterior
space any garbage, refuse, leaves, wood or other matter within the city.
Literal enforcement of this ordinance would not allow fire pits or outdoor fireplaces in
the City of Brookings. Current enforcement practices often create selective
enforcement based on the enforcing individual’s interpretation of open or exterior space.
This ordinance would still restrict the open burning of refuse and similar materials while
allowing recreational fires and promulgating subsequent safety requirements and
enforcement authority. These requirements are based on other municipal regulations,
most noticeably Victoria, Minnesota and Iowa City, Iowa and the Uniform Fire Code.
Proposal: To clarify the act of open burning in the city while allowing and creating safety
guidelines for recreational fires.
Background: Over the past few years a noticeable trend is occurring in Brookings as
well as other municipalities around the country. Many residents are enjoying time
sitting around a backyard fire pit.
The city currently has an ordinance that addresses open burning. This ordinance reads
as follows: Sec. 34-5. Open burning. It shall be unlawful to burn in any open or exterior space
any garbage, refuse, leaves, wood or other matter within the city.
Literal enforcement of this ordinance would not allow fire pits or outdoor fireplaces in
the City of Brookings. Current enforcement practices often create selective
enforcement based on the enforcing individual’s interpretation of open or exterior space.
Specifics: This ordinance would still restrict the open burning of refuse and similar
materials while allowing recreational fires and promulgating subsequent safety
requirements and enforcement authority. These requirements are based on other
municipal regulations, most noticeably Victoria, Minnesota and Iowa City, Iowa and the
Uniform Fire Code.
Action: Motion to approve, Request Public Comment, Roll Call
City Manager Recommendation – Approve
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ORDINANCE NO. 19-09
AN ORDINANCE CLARIFYING OPEN BURNING AND CREATING
REQUIREMENTS FOR RECREATIONAL FIRES IN THE CITY OF BROOKINGS,
SOUTH DAKOTA.
BE IT ORDAINED AND ENACTED BY THE COUNCIL OF THE CITY OF
BROOKINGS, STATE OF SOUTH DAKOTA, AS FOLLOWS:
I.
Sec. 34-5. Open burning.
It shall be unlawful to burn in any open or exterior space any garbage, refuse, leaves, wood,
pallets, shingles, cardboard, paper or other matter similar material within the city. Recreational
fires are permitted under the following conditions.
Sec. 34-6. Fire Pit.
A fire pit includes both a belowground pit and a portable device intended to contain and
control outdoor wood fires. All belowground fire pits shall be at least four inches in depth and
shall be surrounded on the outside, above ground, by a noncombustible material such as steel,
brick, or masonry. Portable fire pits, constructed of steel, brick, or masonry, may be used in
accordance with the manufacturer’s specifications and these regulations.
Sec. 34-7. Container Capacity.
The fuel load capacity of the container cannot exceed three feet in diameter or two feet in
height.
Sec. 34-8. Fire Pit Location.
All belowground fire pits must be located a minimum of twenty-five (25) feet away from any
structures or combustibles, such as houses, garages, sheds, decks, wood piles and wooden
fences. Manufactured freestanding fire pits must be located a minimum of ten (10) feet away
from any structures or combustibles, such as houses, garages, sheds, decks, woodpiles and
wooden fences.
Sec. 34-9. Fuel Type.
Only natural firewood or commercial logs may be burned. Burning of lumber, pallets, scrap
wood, tree trimmings, leaves, yard waste, paper, cardboard, garbage and similar items is not
permitted. Liquid accelerants shall not be used.
Sec. 34-10. Attendance.
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The fire must be constantly attended and supervised by an adult until the fire has been
completely extinguished.
Sec. 34-11. Fire-Extinguishing Equipment.
A portable fire extinguisher or other approved extinguishing equipment, such as a garden hose,
sand, or dirt, must be readily available.
Sec. 34-12. Discontinuance.
Recreational burning that is offensive or objectionable because of smoke or odor emissions or
when atmospheric conditions or local circumstances similar to high wind and drought
conditions make such fires hazardous shall be prohibited. Police and Fire Department officers
are authorized to require that a recreational fire be immediately extinguished and discontinued
if it is determined that the fire is not in compliance with the above rules, the smoke is offensive
to nearby neighbors, or the burning is determined to constitute a hazardous condition.
Sec. 34-13. Municipal Exemptions
Recreational campfires at approved municipal park campgrounds are exempt from the
requirements of Section 34-6, provided such campfires are kindled in and confined to fire rings
provided for such purpose. This exemption does not apply to any other regulation governing
recreational fires.
Any additional requests for an open fire shall require an Open Burning Permit.
First Reading: August 25, 2009
Second Reading: September 8, 2009
Published: September 11, 2009
CITY OF BROOKINGS
Tim Reed, Mayor
ATTEST:
Shari Thornes, City Clerk
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Open Burning Permit for Events
City of Brookings, South Dakota
Return to completed application to:
Brookings City Clerk -- 311 Third Avenue, PO Box 270 -- Brookings, SD 57006
605-692-6281 -- sthornes@cityofbrookings.org
To the City of Brookings, South Dakota, the undersigned hereby makes application for an open burning
permit:
For the period of _____________ to __________ on _____________________, 20______ and
states:
hour hour day or days
1. Name of Applicant:
Address: Phone:
Representing:
(group or organization)
Applicant and/or Group or Organization EMERGENCY Contact Numbers
Contact Numbers During Event – minimum of two (2) * required
Name Telephone Cell Phone
1.
2.
3.
2. Description of activity to be carried on under this permit:
3. Approximate number to participate in activity:
4. Age of any minors who may participate and the name of the person responsible for them:
5. Applicant has notified adjacent property owners (i.e. businesses, neighbors)? __Yes
_____No
(Notification is required prior to City approval)
6. Are barricades needed? Yes ** _____ No
** If yes, please contact Brookings Street Department @ 692-2016 to make arrangements.
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7. Applicant is required to sign a “Release, Hold Harmless and Indemnification Agreement.” An
insurance certificate showing evidence of liability coverage may be required if minors will be
attending, if a main city though-fare will be closed (such as 6th St., Main St., Medary Ave., etc.), or
as determined by City Risk Management.
8. BY APPROVAL OF THIS PERMIT, THE CITY OF BROOKINGS ASSUMES NO
LIABILITY FOR ANY DAMAGES OR INJURIES SUFFERED BY PARTICIPANTS
IN THE ACTIVITY DESCRIBED ABOVE.
I have read and fully understand the attached rules and regulations applying to the approval of this
permit.
Dated: By:
INTERNAL USE ONLY
Reviewed & Approved By: (all signatures required)
Fire Dept: Date:
Police Dept: Date:
Park, Rec. & Forestry: Date:
Street Dept: Date:
Risk Management: Date:
Insurance Certificate Required? ____Yes ____ No
City Clerk:
City Manager: Date _____________
Other Restrictions imposed by City:
_______________________________________________________
Send Original to Applicant □
Filed with City Clerk □
Email Signed copies to: Fire □ Police □ Park, Rec. & Forestry □ Street □ Human
Resources □
BY APPROVAL OF THIS PERMIT, THE CITY OF BROOKINGS ASSUMES NO LIABILITY
FOR ANY DAMAGES OR INJURIES SUFFERED BY PARTICIPANTS IN THE ACTIVITY
DESCRIBED ABOVE.
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Rules & Regulations for Street & Alley Closures
Brookings, SD
The following rules and regulations for the safety of everyone must be strictly adhered to:
Fire and Police Department Rules
1. Barricades must be easily removable.
2. An unobstructed ten-foot (10’) lane running in a straight line must remain available at all
times.
3. There must be an unobstructed access to buildings with the closure area.
4. All hydrants are to be kept free from any obstruction.
5. No platforms, bandstands, booths, etc. are allowed that cannot be dismantled or moved
instantly.
6. No interference or hazing will be tolerated by anyone in the area to any Fire and Police
Department personnel in performance of their duties.
7. There must be no interference with the free flow of Fire and Police Department vehicles.
Street Department Rules
1. There shall not be allowed any activity that will cause damage to the street surface, curbs
and gutter, sidewalks, or other public and private property within the rights-of-way.
2. There shall not be deposited any material on the streets which will cause damage to the
street surface, curbs and gutters, sidewalks, or any other public and private property within
the rights-of-way.
3. The applicant shall be responsible for the removal of any and all debris left within the rights-
of-way.
4. When a road section is closed to traffic, barricades must be erected at the points of
closure. They may extend completely across a roadway and its shoulders or from curb to
curb. Since provision must be made to access of equipment and authorized vehicles, the
barricades should be movable but discourage public entry. Where access is provided
through the barricades, responsibility should be assigned to a person to assure proper
closure.
5. All signs or barricades intended to be used during hours of darkness shall be reflective or
illuminated.
Noise Ordinance
Sec. 58-165. Loud and raucous noise.
(a) Prohibited generally. It shall be unlawful for any person to willfully make or cause or allow
to be made or allow to be continued any loud and raucous noise. For purposes of this
subsection (a), the term "loud and raucous noise" shall mean any sound that, because of
its volume level, duration and character, annoys, disturbs, injures or endangers the
comfort, health, peace or safety of reasonable persons of ordinary sensibilities within
the limits of the city. Quieter standards are expected during nighttime hours. The term
includes the kinds of noise generated by the activities enumerated in subsection (c) of
this section, except as provided in subsection (d) of this section. The term shall be
limited to loud and raucous noise heard in any occupied residential unit which is not the
source of the noise or upon the yard or driveway of such occupied residential unit,
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upon the public sidewalks and streets, school or public building or upon the grounds
thereof while in use, upon any parking lot open to members of the public as invitees or
licensees, and in any event from a location not less than 50 feet from the source of the
noise, measured in a straight line from the radio, loudspeaker, voice or other noise
source.
(b) Prohibited noise resulting from a gathering of people. No person in possession and present
in any premises shall make or cause or allow to be made or allow to be continued any
loud and raucous noise resulting from a gathering of people. For purposes of this
subsection (b), the term "loud and raucous noise" resulting from a gathering of people
shall mean any sound that, because of its volume level, duration and character, annoys,
disturbs, injures or endangers the comfort, health, peace or safety of reasonable persons
of ordinary sensibilities within the limits of the city. Quieter standards are expected
during nighttime hours. The term includes the kinds of noise generated by the activities
enumerated in subsection (c) of this section, except as provided in subsection (d) of this
section. The term shall be limited to loud and raucous noise heard in any occupied
residential unit which is not the source of the noise or upon the yard or driveway of
such occupied residential unit, upon the public sidewalks and streets, in any public park,
in any school or public building or upon the grounds thereof while in use, upon any
parking lot open to members of the public as invitees or licensees, and in any event
from a location not less than 50 feet from the source of the noise, measured in a
straight line from the radio, loudspeaker, voice or other noise source.
(c) Enumeration. The following acts, subject to the exceptions provided in subsection (d) of
this section, are declared to be public nuisances in violation of subsections (a) and (b) of
this section, namely:
(1) Radios, amplifiers, phonographs, and other devices for producing or reproducing sound.
The using, operating or permitting to be played, used or operated any radio, amplifier,
musical instrument, tape player, compact disc, compact tape or phonograph or other
device for the producing or reproducing of sound in such manner as to cause loud and
raucous noise.
(2) Yelling, shouting, and prolonged sounds by people. Yelling, shouting, whistling or
singing, or any prolonged sounds made by people at any time or place so as to create a
loud and raucous noise between the hours of 9:00 p.m. and 7:00 a.m. on any
day of the week.
(d) Exceptions. The term "loud and raucous noise" does not include noise or sound
generated by the following:
(1) Cries for emergency assistance and warning calls.
(2) Radios, sirens, horns and bells on police, fire and other emergency response
vehicles.
(3) Activities on or in municipal and school athletic facilities and on or in publicly
owned property and facilities, provided that such activities have been authorized by the
owner of such property or facilities or its agent.
(4) Fire alarms and security alarms, prior to the giving of notice and a reasonable
opportunity for the owner or tenant in possession of the premises served by any such
alarm to turn off the alarm.
(e) Construction; severability. It is the intent of the city council that this section be construed
to secure for the people freedom from unwanted loud and raucous noise as described
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in this section without violating any of the rights secured by the Constitution to the
people. If any provision of this section should ever be determined invalid for any reason,
it is the intent of the city council that the remaining provisions continue in effect to the
extent that they can be enforced notwithstanding such determination, and, therefore,
this section is declared severable.
(Code 1996, § 25-29)
State law references: Unreasonable noise, SDCL 22-13-1.
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Release, Hold Harmless and Indemnification Agreement
City of Brookings, South Dakota
I, agree to release, hold harmless and indemnify
(User of City building or facilities (the “Premises”))
the City of Brookings and its officers, officials, employees, agents and volunteers, from and
against all claims, damages, losses and expenses, including, but not limited to, attorneys’ fees,
arising out of or resulting from the (i) the conduct or use of the Premises by the undersigned
or the undersigned’s organization or group, (ii) any act, omission, or negligence of the
undersigned or the undersigned’s organization or group, or the partners, directors, officers,
agents, employees and other users and invitees of the undersigned or the undersigned’s
organization or group, and (iii) any accident, injury or damage whatsoever occurring in or at the
Premises while the undersigned or the undersigned’s organization or group is using the
facilities.
In addition, agrees to hold the City of
Brookings
(User of City building or facilities (the “Premises”))
and its officers, officials, employees, agents and volunteers harmless from any and all claims
arising out of or resulting from the furnishing of alcohol within the premises. The undersigned
acknowledges that the undersigned’s organization is the “host” of the event located upon the
premises; in complete control of the details of the event, and agrees to follow all laws with
respect to service of alcohol at said event and that in no event shall the City of Brookings and
its officers, officials, employees, agents and volunteers be liable to any of the undersigned’s
guests, or to third-parties not attending the event arising out of the service of alcohol by the
undersigned’s organization upon the premises. Such waiver shall apply, without limitation, to
any and all claims for common law negligence as well as any and all claims brought under any
other law or theory of recovery. Accordingly, the undersigned and the undersigned’s
organization releases and agrees to indemnify the city and its officers, officials, employees,
agents, and volunteers from any and all claims and liability.
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The undersigned shall maintain occurrence based commercial general liability insurance
or equivalent form with a limit of not less than $1,000,000.00 for each occurrence. If such
insurance contains a general aggregate limit, it shall apply separately to this Agreement or be no
less than two times the occurrence limit. Such insurance shall add the City of Brookings and its
officers, officials, employees, agents and volunteers as additional insureds.
The undersigned shall also maintain business automobile liability insurance with a limit of
not less than each accident. Such insurance shall include coverage for
owned, hired and non-owned vehicles.
If alcoholic beverages are consumed or sold, the undersigned’s organization shall
procure and maintain for the duration of the agreement Liquor Liability Insurance in the
amount of $1,000,000.00 each occurrence. The City shall be named as an additional insured on
the Liquor Liability Insurance policy. Host liquor liability coverage may be substituted when
alcohol is consumed and not sold on the Premises, with the prior written approval of the City.
Dated this day of , 20 .
Witness
By:
Its:
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Second Readings/Public Hearings
13. Ordinance No. 20-09: An ordinance pertaining to an application
for a Conditional Use for a church in the Business B-2 District.
Applicant: First United Methodist Church
Proposal: Expand an existing church campus by adding a Community Life Center
Background: First United Methodist Church built their church on the corner of 5th
Street and 7th Avenue in 1904. In 1964, they constructed an education wing on the west
side of the church. The church continued to grow, and around 2000, a master expansion
plan was developed. The church subsequently acquired additional land to the north. In
2006 and 2007, three (3) houses north of the alley were moved off the site.
In March 2008, the church received a variance to build 8.2 feet from the 7th Avenue
right-of-way. This would allow a new building to be constructed in-line with the original
church.
Specifics: The Community Life Center would be constructed at the corner of 6th Street
and 7th Avenue. An existing parking lot to the west would serve this facility and the
church.
The Community Life Center would be a two-story structure. It would contain a large
activity room, a preschool, food pantry, office, and a kitchen. The center would be
linked to the church by a courtyard style open area. The alley that bisects the campus
would remain a public right-of-way at this time.
The conditional use standards for this use are as follows:
Sec. 94-264. Church:
This use shall be located on a collector or arterial street. The parking area shall be designed to
have a minimal impact on surrounding residential properties.
Recommendation: The Planning Commission voted 7 yes and 0 no to recommend
approval of this conditional use
Action: Open & Close Public Hearing, Motion to Approve, Roll Call
City Manager Recommendation – Approve
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Ordinance No. 20-09
An ordinance pertaining to an application for a Conditional Use for a church in the
Business B-2 District.
Be it ordained by the governing body of the City of Brookings, South Dakota that said
Conditional Use shall be approved for a church on lots 1-4, Block 11, Second Addition with the
following conditions:
None
All sections and ordinances in conflict herewith are hereby repealed.
FIRST READING: August 25, 2009
SECOND READING: September 8, 2009
PUBLISHED: September 11, 2009
CITY OF BROOKINGS
__________________________
Tim Reed, Mayor
ATTEST:
________________________________
Shari Thornes, City Clerk
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First United Methodist Church
Community Life Center - Pedestrian View from North
Community Life Center - Pedestrian View from South
First United Methodist Church
First United Methodist Church
Community Life Center - Aerial View from Northeast
First United Methodist Church
Community Life Center - Aerial View from Northwest
City Council Packet
September 8, 2009
Planning Commission
Brookings, South Dakota
August 4, 2009
OFFICIAL MINUTES
Chairperson David Kurtz called the regular meeting of the City Planning Commission to
order on August 4, 2009 at 7:00 PM in the Council Chamber at City Hall. Members present
were Alan Gregg, John Gustafson, Al Heuton, Greg Fargen, Mike Cameron, Stacey Howlett,
and Kurtz. Larry Fjeldos and Wayne Avery were absent. Also present were Beth Niemeyer,
Kylan Block, Beverly Dobbs, Jim Pederson, Johnny Nelson, Brian Gatzke, Lynda Pierce, City
Manager Jeff Weldon, City Engineer Jackie Lanning, Community Development Director Mike
Struck, Planning and Zoning Administrator Dan Hanson and others.
Item #4 – First United Methodist Church has submitted an application for a Conditional Use
to establish a church on Lots 1 – 4, Block 11, Second Addition.
(Fargen/Heuton) Motion to approve the Conditional Use. All present voted aye.
MOTION CARRIED.
SUMMARY OF DISCUSSION
Item #4 – Beth Niemeyer, a member of the First United Methodist Church Building
Committee, stated the church expansion involved a community life center. Kylan Block, an
architect for RDG Planning and Design, said the design would be sympathetic to the
neighborhood and would fit into the surrounding area.
Heuton asked if other uses would be in the center. Niemeyer replied that the Head Start
program and Harvest Table would be housed there too. Kurtz asked if there were plans to
vacate the alley. Niemeyer responded no. Cameron inquired about the on-premise parking.
Hanson commented that a minor parking variance had been granted by the Board of
Adjustment.
Kurtz felt the use would be appropriate for the area, and the church’s outreach activities
were an asset to the community.
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Section 94-132. Business B-2 district
(a) Intent. This district is intended to provide a moderate variety of retail and personal services.
This district will include commercial uses whose retail operation and outdoor display of retail
merchandise will be compatible with residential neighborhoods. No unscreened outdoor storage
is permitted.
(b) Scope of section regulations. The regulations set forth in this section or set forth elsewhere in
this title, when referred to in this section, are the district regulations of the Business B-2 District.
(c) Permitted Uses. Permitted uses in the B-2 district are as follows:
1. All permitted uses in the B-1 central ;
2. Grocery supermarket;
3. Drive-in food service;
4. Funeral home or mortuary;
5. Gas dispensing station;
6. Automobile sales;
7. Community Center.
(d) Permitted Special Uses. A building or premises in the B-2 district may be used for the following
purposes in conformance with the conditions prescribed in this subsection:
1. Car wash
a. The entire operation shall be within an enclosed structure.
b. Drainage shall be contained on the site.
2. Day care facility
a. A four-foot (4') high transparent fence shall be constructed between the play area and
the street.
b. An off-street pick-up and drop-off area shall be provided.
3. Seasonal roadside stand
a. The applicant shall furnish a written statement of permission from the property
owner.
4. Mixed business/residential use
a. Provisions of Section 50.70.000, Nonconforming and Nonstandard Uses shall govern
all residential uses.
b. A site plan showing off-street parking for each use shall be submitted.
5. Citizen's drop-off for recyclables
a. Applicants shall furnish a statement guaranteeing supervision, maintenance and clean-
up of the site.
(e) Conditional Uses. Conditional uses in the B-2 district are as follows:
1. Wholesale trade
2. Automobile service station
3. Repair garage
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4. Assembling and packaging
5. Freight handling
6. Manufacturing, light
7. Domestic abuse shelter
8. Apartment
9. Small animal clinic (Ord 2-96, 1/23/96)
10. Church (Ord 8-96, 5/28/96)
(f) Density, area, yard and height regulations. The density, area, yard and height regulations in the B-2
district shall be as follows:
Min. Min. Min. Min. Min. Max.
Lot Lot Front Side Rear Height
Density Area Width Yard Yard Yard
Sq.Ft. Sq.Ft.
Commercial Uses 15,000 100' 25' -* 20'* 45'
Other Allowable
Uses 15,000 100' 25' 7'** 20' 45'
*A forty foot (40') landscaped area shall be required between an abutting residential district boundary line and any
structure, access drive, parking lot or other accessory use.
**The sideyard will be required to be increased to ten feet (10') when the building is three (3) or more stories in
height.
(g) Accessory Uses. Accessory uses and building permitted in the B-2 District are buildings and uses
customarily incidental to any of the permitted uses in the B-2 district.
(h) Parking Regulations. Parking, loading and stacking within the B-2 District shall be in
conformance with the regulations set forth in division 4 of article VI of this chapter.
(i) Sign Regulations. Signs within the B-2 District shall be in conformance with the regulations set
forth in division 5 of article VI of this section.
(j) Other Regulations. Development within the B-2 District shall be in conformance with the
regulations set forth in article II of this chapter.
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14. Adjourn.
The City Council will tour the Brookings Police
Department immediately following the adjournment.
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