HomeMy WebLinkAbout2023_01_24 CC PKT - RevisedCity Council
City of Brookings
Meeting Agenda - Final-revised
Brookings City Council
Brookings City & County
Government Center
520 3rd St., Suite 230
Brookings, SD 57006
Phone: (605) 692-6281
"We are an inclusive, diverse, connected community that fuels the creative class, embraces sustainability
and pursues a complete lifestyle. We are committed to building a bright future through dedication,
generosity and authenticity. Bring your dreams!"
Council Chambers5:30 PMTuesday, January 24, 2023
The City of Brookings is committed to providing a high quality of life for its citizens and fostering a diverse
economic base through innovative thinking, strategic planning, and proactive, fiscally responsible municipal
management.
5:30 PM REGULAR MEETING
1. Call to Order / Pledge of Allegiance.
2. Record of Council Attendance.
3. Action to approve the agenda.
4. Open Forum.
At this time, any member of the public may make a brief announcement or invitation, or
request time on the agenda for an item not listed. Items to be added to the agenda will
be scheduled at the end of the meeting. Individuals will state their name and city of
residence for the record. Public Comment is limited to a maximum of three minutes per
person. The comments and views expressed by the public are those of the speakers
and do not necessarily reflect the views or positions of the City of Brookings or City
Council.
5. Consent Agenda:
Action: Motion to Approve, Request Public Comment, Roll Call
Matters appearing on the Consent Agenda are expected to be non-controversial and will
be acted upon by the Council at one time, without discussion. At the request of any one
Council Member or the City Manager, an item may be removed from the Consent Agenda
and placed on the regular agenda whenever additional discussion on an item is
necessary. Items removed from the Consent Agenda will be discussed at the beginning
of the formal items.
5.A.ID 23-0027 Action to approve City Council meeting minutes.
Page 1 City of Brookings
January 24, 2023City Council Meeting Agenda - Final-revised
1/10/2023 CC MinutesAttachments:
6. Presentations/Reports:
6.A.ID 23-0042 Presentation: Annual Dr. Martin Luther King, Jr. Day Awards by the
Brookings Human Rights Commission.
K-1 Winners.pdf
2-3 Winners.pdf
4-5 Winners.pdf
ADVANCE Winners.pdf
MLK Essay Sanhita Tummala.docx
MLK Essay Sinan Briddick.docx
MLK Essay-Finn Bartlett.docx
Attachments:
6.B.ID 23-0033 Report: SDSU Student Association.
6.C.ID 23-0040 Presentation: City of Brookings Economic Development Master Plan.
Memo
Master Plan
Attachments:
6.D.RES 23-012 Action on Resolution 23-012, a Resolution Adopting the Brookings
Community Economic Development Master Plan
Memo
Resolution
Master Plan
Attachments:
Motion: Motion to Approve, Request Public Comment, Roll Call
7. Contracts/Change Orders:
7.A.RES 23-007 Action on Resolution 23-007, a Resolution Approving an Agreement with
the Brookings Regional Humane Society for the Care and Disposition of
Impounded Animals.
Memo
Resolution
Agreement
Attachments:
Motion: Motion to Approve, Request Public Comment, Roll Call
8. Ordinance First Readings:
No vote is required on the first reading of an Ordinance. The title of the Ordinance is
read. Public Comment and Council discussion is permitted. The date for the second
reading or public hearing is announced.
8.A.ORD 23-002 Introduction and First Reading on Ordinance 23-002, an Ordinance
Page 2 City of Brookings
January 24, 2023City Council Meeting Agenda - Final-revised
Authorizing Budget Amendment No. 1 to the 2023 Budget. Second
Reading: February 14, 2023.
Memo
Ordinance
Attachments:
9. Public Hearings and Second Readings:
9.A.ORD 23-001 Second Reading and Action on Ordinance 23-001, an Ordinance
amending the Term of Office and the Organization of the Planning
Commission.
Memo
Ordinance - clean
Ordinance - marked
Notice
Attachments:
Motion: Motion to Approve, Request Public Comment, Roll Call
Legislative History
1/10/23 City Council read into the record
9.B.RES 23-005 Public Hearing and Action on Resolution 23-005, a Resolution authorizing
the City Manager to sign an On-Off Sale Wine Operating Agreement for
Commonwealth Gaming & Holdings, Co., dba Deuces Casino, Bryant
Soberg and Kirby Muilenburg, owners, 223 6th Street, Suite 105E,
Brookings, South Dakota, legal description: South 114’ of the West 69.3’
of Lot 20, and the South 114’ of Lot 21, Block 21, Block 3, Henry’s
Addition, Suite 105E.
Memo
Resolution
Legal Notice
Operating Agreement
Map
Attachments:
Motion: Open & Close Public Comment, Motion to Approve, Roll Call
9.C.ID 23-0036 Public Hearing and Action on a request for an On-Off Sale Malt License,
with Video Lottery, for Commonwealth Gaming & Holding Corp, dba
Deuces Casino, Suite 105E, Bryant Soberg and Kirby Muilenburg, owners,
223 6th Street, Suite 105E, legal description: S114’ of W 69.3’ of Lot 20
and S114’ of Lot 21, Block 3, Henry Addition, Suite 105E. Pending
occupancy permit issuance and final inspection per the Community
Development Dept.
Page 3 City of Brookings
January 24, 2023City Council Meeting Agenda - Final-revised
Memo
Legal Notice
Location Map
Proposed Building Plan
Current Video Lottery List
City Attorney Opinion on AR 48.02.11.02
City Attorney Memo on Video Lottery - 2018.05.02
Video Lottery - State Statues and Admin Rule
Attachments:
Motion: Open & Close Public Comment, Motion to Approve, Roll Call
9.D.ID 23-0035 Public Hearing and Action on a request for Video Lottery for
Commonwealth Gaming & Holding Corp, dba Deuces Casino, Bryant
Soberg and Kirby Muilenburg, owners, 223 6th Street, Suite 105E, legal
description: S114’ of W 69.3’ of Lot 20 and S114’ of Lot 21, Block 3,
Henry Addition, Suite 105E. Pending occupancy permit issuance and final
inspection per the Community Development Dept.
Memo
City Attorney Memo on Video Lottery - 2018.05.02
City Attorney Opinion on AR 48.02.11.02
Video Lottery - State Statues and Admin Rule
Legal Notice
Location Map
Proposed Building Plan
Current Video Lottery List
Attachments:
Motion: Open & Close Public Comment, Motion to Approve, Roll Call
10. Other Business:
10.A.RES 23-008 Action on Resolution 23-008, a Resolution Amending the Consolidated
Fee Schedule.
Memo
Resolution
Fee Schedule - clean
Fee Schedule - marked
Attachments:
Motion: Motion to Approve, Request Public Comment, Roll Call
11.ID 23-0034 City of Brookings Progress Report.
12. City Council member introduction of topics for future discussion.
Any Council Member may request discussion of any topic at a future meeting. Items
cannot be added for action at this meeting. A motion and second is required which
states the topic, requested outcome, and time frame. A majority vote is required.
Page 4 City of Brookings
January 24, 2023City Council Meeting Agenda - Final-revised
13. Executive Session
13.A.ID 23-0044 Executive Session, pursuant to SDCL 1-25-2.1 for purpose of discussing
the qualifications, competence, performance, character or fitness of any
public officer or employee or prospective public officer or employee. The
term, employee, does not include any independent contractor; SDCL
1-25-2.3, for the purpose of consulting with legal counsel or reviewing
communications from legal counsel about proposed or pending litigation or
contractual matters; and SDCL 1-25-2.5, for the purpose of discussing
marketing or pricing strategies by a board or commission of a business
owned by the state or any of its political subdivisions, when public
discussion may be harmful to the competitive position of the business.
Action: Motion to enter into Executive Session, Voice Vote
Action: Motion to exit Executive Session, Voice Vote
14. Adjourn.
Brookings City Council: Oepke G.Niemeyer, Mayor; Nick Wendell, Deputy Mayor
Council Members Wayne Avery, Joey Collins, Brianna Doran, Holly Tilton Byrne, Bonny Specker
Brookings City Council Staff:
Paul M. Briseno, City Manager Steven Britzman, City Attorney Bonnie Foster, City Clerk
Public Comment is limited to a maximum of three minutes per person. Individuals will give their name and city of
residence for the record. Public Comment may be submitted prior to the meeting by the following means: 1) Email
comments to the City Clerk (cityclerk@cityofbrookings-sd.gov), 2) participate remotely, or 3) via eComment
(https://cityofbrookings.legistar.com/Calendar.aspx ). Comments provided will become part of the official record
and subject to review by all parties and the public. The comments and views expressed by the public are those of
the speakers and do not necessarily reflect the views or positions of the City of Brookings or City Council.
Meetings are broadcast live and recorded. Go to www.cityofbrookings-sd.gov for more information. Government
Channel 9 Rebroadcast Schedule: Wednesday 1:00 pm / Thursday 7:00 pm / Friday 9:00 pm / Saturday 1:00 pm
Upon request, accommodations for meetings will be provided for persons with disabilities. Please contact the City
ADA Coordinator at (605) 692-6281 at least three (3) business days in advance of the meeting.
Page 5 City of Brookings
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:ID 23-0027,Version:1
Action to approve City Council meeting minutes.
Attachments:
01/10/2023 City Council Minutes
City of Brookings Printed on 1/19/2023Page 1 of 1
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Brookings City Council
January 10, 2023 (unapproved)
The Brookings City Council held a meeting on Tuesday, January 10, 2023 at 5:30 PM,
at the Brookings City & County Government Center, Chambers, with the following City
Council members present: Mayor Oepke Niemeyer, Council Members Joey Collins,
Holly Tilton Byrne, Wayne Avery, Brianna Doran, and Bonny Specker. Absent: Council
Member Nick Wendell. City Manager Paul Briseno, City Attorney Steve Britzman, and
City Clerk Bonnie Foster were also present.
Agenda. A motion was made by Council Member Doran, seconded by Council Member
Specker, that the agenda be approved. The motion carried by the following vote: Yes:
6 - Niemeyer, Collins, Tilton Byrne, Avery, Doran, and Specker; Absent: 1 - Wendell.
Open Forum. Jeanette Gibbons expressed concerns with the City Councils Public
Comment Policy.
Consent Agenda. A motion was made by Council Member Specker, seconded by
Council Member Doran, to approve the Consent Agenda. The motion carried by the
following vote: Yes: 6 - Niemeyer, Collins, Tilton Byrne, Avery, Doran, and Specker;
Absent: 1 - Wendell.
A. Action to approve the 12/20/2022 City Council Minutes.
B. Action on Resolution 23-001, a Resolution designating the depositories for
municipal funds.
Resolution 23-001 - Resolution Designating Official Depositories
Pursuant to SDCL 9-22-6, the City Council of the City of Brookings, SD, hereby
designates the following as depositories for Municipal Funds of the City of Brookings for
the ensuing year: Bank Star Financial, Central Bank, Dacotah Bank, Dakotaland
Federal Credit Union, First Bank & Trust, First Interstate Bank, SD Public Fund
Investment Trust, and Wells Fargo Bank
C. Action on Resolution 23-002, a Resolution designating the Official
Newspaper.
Resolution 23-002 - Resolution Designating the Official Newspaper
Pursuant to SDCL 9-12-6, the City Council of the City of Brookings, SD, hereby
designates the Brookings Register as the official newspaper for the City of Brookings for
the ensuing year.
D. Action on Resolution 23-004, a Resolution Amending a Resolution of
Annexation of Contiguous Territory to the City of Brookings, South Dakota.
Resolution 23-004 - Amended Resolution of Annexation of Contiguous Territory
to the City of Brookings, South Dakota
Be It Resolved by the Governing Body of the City of Brookings, South Dakota, as
follows:
Whereas, on November 22, 2022, the City of Brookings annexed an 18.84-acre tract of
real property to the City pursuant to Resolution 2022-091, and
Whereas, to properly record Annexation Resolution 2022-091 in the Office of the
Register of Deeds, it is necessary to modify the legal description of the annexed
property to revise the Range from Range 50 to the correct Range, which is 49, and
Whereas, the dimensions of the annexed area remain the same at 18.84 acres, and no
other amendment is necessary.
Now, Therefore, Be It Resolved by the City of Brookings, South Dakota, that the
property described below is hereby annexed to the City of Brookings, South Dakota:
the North 18.84 acres of Tract One (1) of BMU WTP Addition in the Northwest Quarter
(NW¼) of Section Twenty (20), Township One Hundred Ten (110) North, Range Forty-
nine (49) West of the 5th P.M., County of Brookings, State of South Dakota.
E. Action on Resolution 23-006, a Resolution Authorizing Change Order No. 2
for 2022-08STI Street Maintenance & Overlay Project; Bowes Construction, Inc.
Resolution 23-006 - Resolution Authorizing Change Order No. 2, for
2022-08STI Street Maintenance and Overlay Project; Bowes Construction, Inc.
Be It Resolved by the City Council that the following change order be approved for
2022-08STI, Street Maintenance and Overlay Project: Construction Change Order
Number 2: Adjust bid quantities to as-constructed quantities. Adjustment of bid
quantities for final payment results in a decrease change order. The total price decrease
in the contract for these changes is $138,643.23.
F. Action to cancel the January 17, 2023 City Council Study Session.
Proclamation: Dr. Martin Luther King, Jr. Marade Day. Mayor Niemeyer presented a
Proclamation recognizing Monday, January 16, 2023 as Dr. Martin Luther King, Jr.
Marade Day.
Mayoral Proclamation
Whereas, Dr. Martin Luther King, Jr. awakened the hearts of Americans by calling for
equality amongst citizens and challenged all to participate in the never -ending work of
building a more perfect union; and
Whereas, every person has a right to be provided opportunities to learn, grow, and
thrive in an environment that doesn't violate their safety, dignity or humanity; and
Whereas, our community is made better when citizens live by Dr.
King's philosophy to work together to better humankind as a united body; and
Whereas, the community is invited to join a Rally and Marade, which is a combination
of march and parade, starting at 11:00 a.m. at the South Dakota State University
Student Union on January 16, 2023.
Now, Therefore, Be It Resolved, that I, Oepke G. Niemeyer, Mayor of the City
of Brookings, do hereby proclaim Monday, January 16, 2023 as Dr. Martin Luther King,
Jr. Marade Day.
Proclamation: Recognize, Honor, and Congratulate the SDSU Jackrabbit Football
Team as the 2022 NCAA Division I FCS National Champions. Mayor Niemeyer
presented a Proclamation to recognize, honor and congratulate the South Dakota State
University Jackrabbit Football team as the 2022 NCAA Division I FCS National
Champions. Go Jacks!
MAYORAL PROCLAMATION
Whereas, on January 8, 2023, at Toyota Stadium in Frisco, Texas, the South Dakota
State University Jackrabbit Football team won its first-ever NCAA Division I FCS
National Championship; and
Whereas, the No. 1 seeded Jackrabbits thumped their rival North Dakota State
University Bison 45-21, ending the Bison’s nine-game winning streak in national
championships; and
Whereas, John Stiegelmeier (Coach Stig), head football coach at South Dakota State
University since 1997, won his first national championship after guiding the Jackrabbits
to 11 consecutive playoff appearances; and
Whereas, Coach Stig was named the recipient of the 2022 Eddie Robinson Award,
which honors the FCS national coach of the year; and
Whereas, Coach Stig and the entire coaching and support staff, Athletic Director
Justin Sell and staff, President Barry Dunn, parents of team members, and Jackrabbit
fans worldwide were integral in guiding the team to victory through their unwavering
support; and
Whereas, winning the 2022 NCAA Division I FCS National Championship has brought
honor to South Dakota State University and the City of Brookings on the local, state and
national level.
Now, Therefore, Be It Resolved, that I, Oepke Niemeyer, Mayor of the City of
Brookings, do hereby recognize, honor and congratulate the South Dakota State
University Jackrabbit Football team as the 2022 NCAA Division I FCS National
Champions. Go Jacks!
Report: City Council Ex-Officio Reports. Ex-Officio Reports were presented for the
following: Brookings Municipal Utility Board report by Council Members Avery and
Specker. Brookings Health Systems Board of Trustees report by Council Members
Collins and Doran.
Report: SDSU Student Association. Erika Van Nieuwenhuyse, Government Affairs
Chair for the SDSU Students Association, provided an update on SDSU happenings.
Mayor’s State of the City and 2021-2026 Council Strategic Plan Update. Mayor
Niemeyer presented the State of the City and 2021-2026 City Council Strategic Plan
Update.
2022 Mayor’s State of the City Address
The City Council revised its five-year strategic plan in 2020. The plan contains five
strategic areas identified by Council. These areas include: Fiscal Responsibility,
Providing a Safe, Inclusive & Connected Community, Service & Innovation Excellence,
Sustainability, and Economic Growth. Council selected these areas and identified goals
to provide guidance for staff. The plan also ensures a progression of the desired vision
of a community where all can bring their dreams.
Tonight, as the first meeting of 2023, I felt it is important to reflect on this past year’s
efforts and major accomplishments through the State of the City address. I will give a
brief summary of the major accomplishments; the entire updated plan is available on the
City Council’s homepage on the City’s website.
Though these items may seem minor, individually, they took many staff hours,
community discussions, and volunteer efforts to accomplish. It is because of this
organization’s staff and leadership that I am able and proud to share this report.
Strategic Area: Fiscal Responsibility
Within this area, Council desires to implement innovative and responsible polic ies and
business practices to effectively manage all resources for the short- and long-term. All
goals were started, progressed or accomplished in this area. These include:
completing a benchmark analysis for outside funded agencies; start of the City Council’s
Economic Masterplan, which will advance Brookings regionally by capitalizing on our
opportunities through local partnerships; added City staff positions where necessary to
provide critical services to the Community; and significant investments were made in the
community’s facilities to ensure proper stewardship of the public infrastructure.
Staff has identified and shared with Council all available reserves and gives quarterly
financial updates to the Council. This information can be found on the Brookings Insight
Performance Dashboard located on the City’s website. A 10-year operating planning
tool was created so Council and the community know the impacts of programming and
projects to ensure a viable future.
The strong financial position of the City has gained numerous awards for
communication and practices, including: Annual Comprehensive Financial Report
Award, Government Finance Officers Association Distinguished Budget Presentation
Award, zero material weaknesses in the Annual Audit, and revamped Budget in Brief
which explains a 300-page budget book in two pages.
Many grant dollars were pursued and attained to augment Brookings’ tax dollars: $4.3
million from the American Rescue Plan Act (ARPA), $125,000 in private donations for
park improvements, $1.7 million in Community Development Block Grant Dollars for the
Food Pantry, United Way and Backpack facility, and thousands of dollars in grants and
donations received for library programming.
Most importantly, I believe we are in a great financial position for the many opportunities
the community will realize in 2023. Sales Tax is projected to end between 15 and 20%
in growth, and the 3B and Pillow Tax Revenue remains strong. The attention of the
Council’s efforts to Fiscal Responsibility is a commitment to the future of Brookings and
its quality of life.
Strategic Area: Providing a Safe, Inclusive and Connected Community
The Council prioritized the City and its partners to provide programming, gathering
places, and events where the community can come together to participate in
opportunities for learning, recreation, and enjoyment. All goals in this area were started,
progressed, or accomplished. These include:
Advancing the redevelopment of the Public Safety Facility and Council’s
commitment of an additional $2.2 million from the City’s ARPA allocation.
Completing the City’s first Emergency Management Plan, which outlines how the
City will respond to emergencies. This was completed just prior to the derecho
storm event in May.
Council’s financial prioritization of the Fire Training tower to will be completed in
February 2023. We appreciate all our volunteers do to protect the community
and commitment to countless hours of training and response.
Development of the $1.9 million Food Pantry, United Way, and Backpack Project
facility. This project will be completed very soon, and we hope all can join the
celebration of this facility. I would like to take a quick moment to thank all who
helped secure this project, as this is truly a project that sets Brookings apart.
Most dream of having such a nonprofit facility – in Brookings, we make it
happen.
The Parks saw many projects awarded with grant and local funding, including:
Pickleball Grant awarded to develop new courts; Sexauer Dog Park wa s partially
funded with grant dollars; Phase 1 construction of the Dakota Nature Park
Discovery Trail; Play Ball Art Installation at Bob Shelden Field; received Prairie
Hills 1st Phase Trail Grant; Investment in many park playgrounds; and GIS Bike
Masterplan to ensure constant review for implementation opportunities with
future development and projects. All of this progress occurred while also
responding to the impacts of the derecho storm event. The storm’s impact on
operations and our response continued well into the fall of 2022.
The City/County and Economic Development Housing Study was completed.
This plan involved our economic partners and board members and included
business and public surveys, as well as a critical analysis of our existing
economy and opportunities. Council committed more than $400,000 toward
housing opportunities. The City advanced a unique Workforce Housing
Development with a local developer. This project is an example of our can-do
attitude to address challenges in Brookings. Zoning was updated to allow
traditional housing that better utilizes land and reduces costs.
Council prioritized this core area to ensure our community’s history, diversity,
inclusivity, and environment will be protected for future generations.
Strategic Area: Service and Innovation Excellence
Council desires a working environment that is committed to ongoing innovation and
outstanding service through listening and engagement. City staff realized many goal
accomplishments, which include:
The launch of the Brookings Insight Performance Dashboard, which is a tool
which benchmarks our organization and community with national best practices.
This is updated every six months to show our commitment to excellence , and can
be found on the City’s website.
Advancement of the Development Review Team, which works with project
representatives to identify opportunities and resolve potential issues before plans
are finalized. This process is designed to save developers time and money,
while protecting the community.
The Police Department completed the Certified Public Safety Management Study
and began the implementation to ensure an evolving, responsive and
professional department. The Department also committed to the 30 for 30
program, which seeks to diversify the department by 2030. Many community-
oriented policing initiatives took place, including: Breakfast with Badges, Record-
setting National Night Out, two Citizen Academies, Coffee with a Cop, and
Citizen Engagement Software to provide services more conveniently.
The organization invested in its employees with new programing, which includes
tuition reimbursement, expanded trainings, mental health resources, and
increased internal communication.
Strategic Area: Sustainability
Council desires to meet our environmental, community, economic desires and needs
without compromising future generations’ quality of life. Major accomplishments in this
area include:
The start of the landfill and stormwater masterplans, as well as the evaluation of
low-land areas for development. The plans will be advanced through public
comment and Council during 2023.
Completion of many educational opportunities which exemplify our commitment
to sustainability. These include: two electric vehicle charging sites, for a total of
four slow-charging opportunities with one station with fast-charging capabilities;
the City has its first electric vehicle and a commitment to attaining more;
completion of the first bio-garden with an educational template in partnership with
SDSU at the City/County Government Building location; permeable pavers
incorporated with the Bob Shelden Field project; completion of the Regional
Storm Water Detention System located at 7th Avenue South and 15th Street
South; and continued efforts to maintain and improve o ur stormwater system.
Staff now participate in a Regional Urban Sustainability Directors Network.
A new wildflowers /native pollinator area was established at the Library and
incorporated into the educational programming.
The Urban Forestry Tree Planting Program was expanded and funded at
$25,000. This program is imperative, given the impact of the derecho storm
event.
A more sustainable approach to residential and commercial development will
occur thanks to: density changes for R3 and R4 Districts which allow for better
use of land; increased height minimums in certain districts; updated code for
electric signs; new policy to approve and protect City/residential infrastructure;
and updated Assessment Policy.
Council desires to strategically plan, implement and maintain current and future
infrastructure and facilities, using technology when possible, to support the
community’s quality of life and economic viability and protect the environment.
Strategic Area: Economic Growth
Council desired in this initiative an effective community investment and equitable
opportunities fostered through streamlined processes, technology, safety, proper
planning, and an aesthetically attractive community appearance. Within this strategic
area, the following was accomplished:
Swiftel Center management transition continues to improve our bottom line.
They are operating below the previous management firm’s deficit and provide a
constant review of cost-saving measures. This effort saves Council funds and
allows further investment into other strategic initiatives.
A group of Swiftel Center Advisory Committee members and Swiftel Center staff
concluded a study of facility improvements and potential private investments for
future opportunities.
Swiftel Center staff were able to secure a cattle show for Summer 2023.
Interest in city-owned land continues from land west of Millborn, Market Place,
and W eiss Property. If all comes to fruition, 2023 and 2024 will be a very exciting
years for advancing the economic efforts of our community.
The Armory Hotel TIF was approved by Council in 2022 and the land transfer
should occur within the first quarter of 2023. This is a very exciting project for the
Downtown and Council.
The City Council’s first Economic Development Masterplan was started and will
be completed in January. This plan will provide a road map for all community
partners and will ensure Brookings lives to its fullest potential.
Finally, a majority of the new I-29 interchange was built in 2022. In July of this
year, it is my hope that everyone listening to this report can attend the ribbon -
cutting. This has been a once-in-a-lifetime project, and yet it is just one of the
major things we as a community have accomplished.
It is an honor to present this State of the City and update of City Council’s strategic plan
for 2022. The organization’s successful progression of these items is attributed to the
City employees and department heads, our volunteers’ commitment to the community,
and the City Council’s vision and mission that guides our strategic plan. Our potential is
endless in Brookings, and we can achieve the dreams of this community.
FIRST READING: Ordinance 23-001. A first reading and introduction was held on
Ordinance 23-001, an Ordinance amending the Term of Office and the Organization of
the Planning Commission. Second Reading and Action: January 24, 2023.
Ordinance 22-043. A public hearing was held on Ordinance 22-043, an Ordinance to
rezone 18.84 acres of BMU WTP Addition. A motion was made by Council Member
Doran, seconded by Council Member Specker, that Ordinance 22-043 be approved.
The motion carried by the following vote: Yes: 6 - Niemeyer, Collins, Tilton Byrne,
Avery, Doran, and Specker; Absent: 1 - Wendell.
Adjourn. A motion was made by Council Member Tilton Byrne, seconded by Council
Member Doran, that this meeting be adjourned at 6:42 p.m. The motion carried by a
unanimous vote.
CITY OF BROOKINGS, SD
Oepke G. Niemeyer, Mayor
ATTEST:
Bonnie Foster, City Clerk
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:ID 23-0042,Version:1
Presentation: Annual Dr. Martin Luther King, Jr. Day Awards by the Brookings Human Rights
Commission.
In celebration of Dr. King’s birthday, the Brookings Human Rights Commission sponsored a poster
contest for K-1st grade, 2nd-3rd grade, 4th-5th grade and Advance, along with an essay contest for
middle school and high school students to help students reflect on Dr. King’s ideas and their effect on
our community through their contest entry. This year’s poster theme was: “True peace is not merely
the absence of tension; it is the presence of justice.” This year’s essay theme was “Injustice
anywhere is a threat to justice everywhere. We are caught in an inescapable network of mutuality,
tied in a single garment of destiny. Whatever affects one directly, affects all indirectly.”
Mayor Ope Niemeyer will present the awards.
Poster - Kindergarten-1st Grade
Kenlee Greve
1st Place $25.00
Simon Arnold
2nd Place $15.00
Norah Miller
3rd Place $10.00
Poster - 2nd-3rd Grade
Don Lin
1st Place $25.00
Juiette Bechmann
2nd Place $15.00
Emily Vandersnick
3rd Place $10.00
Poster - 4th-5th Grade
Timothy Jim
1st Place $25.00
Kate Gayne
2nd Place $15.00
Maria Koromyslova
3rd Place $10.00
City of Brookings Printed on 1/19/2023Page 1 of 2
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File #:ID 23-0042,Version:1
Poster - Advance
Cole Collins
1st Place $25.00
Maggie Stephens
2nd Place $15.00
Fred Jess
3rd Place $10.00
Essay - Middle School
Sanhita Tummala
1st Place $100.00
Sinan Briddick
2nd Place $75.00
Finn Bartlett
3rd Place $50.00
Attachments:
Kenlee Greve - Kindergarten-1st Grade 1st Place
Simon Arnold - Kindergarten-1st Grade 2nd Place
Norah Miller - Kindergarten-1st Grade 3rd Place
Don Lin - 2nd-3rd Grade 1st Place
Juliette Bechmann - 2nd-3rd Grade 2nd Place
Emily Vandersnick - 2nd-3rd Grade 3rd Place
Timothy Jin - 4th- 5th Grade 1st Place
Kate Gayne - 4th-5th Grade 2nd Place
Maria Koromyslova - 4th-5th Grade 3rd Place
Cole Collins - Advance 1st Place
Maggie Stephens - Advance 2nd Place
Fred Jess - Advance 3rd Place
Sanhita Tummala - Middle School 1st Place
Sinan Briddick - Middle School 2nd Place
Finn Bartlett - Middle School 3rd Place
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“Injustice anywhere is a threat to justice everywhere. We are caught in an
inescapable network of mutuality, tied in a single garment of destiny. Whatever affects one
directly, affects all indirectly” -- one of Dr. Martin Luther King Jr. most famous statements,
emphasizing the connectedness of society and the importance of justice for all in his letter from
Birmingham Jail on April 16, 1963. The core values of a country cannot be conditional--
conditional values are not values at all. Whether it may be through gender, race, ethnicity,
wealth, or disability, discrimination in any capacity is simply unjust. In our country, founded for
the people by the people, we hold values of equality, democracy, liberty, and autonomy close to
our hearts--it’s what has made our country prosper over the hardships of history.
These principles are deeply intertwined with our identity as Americans; yet, we have a
considerable way to go. We cannot truly call these universal values if they don’t really hold to be
universal when applied in the real world; the only way to do so is by standing up against the
injustice that compromises these core values. The United States, throughout history, has
encouraged and prospered from individuals speaking up against injustice--Dr. King being a role
model in this effort. King’s statements on this day continue to inspire us--they drive young social
activists to speak up about injustice in their communities, just as Dr. King did in his. King’s
words inspire us to confront injustice not only in our community but across the globe.
Injustice often starts in an isolated incident--whether it may be from an individual or a
small community--yet, if left unaddressed and denied, it spreads like wildfire throughout the
system. Systemic injustice leads to a spread of racial violence, examples of which we have
recently seen displayed against African Americans, Asians, Hispanics, and many other
marginalized communities. Hate knows no boundaries--the only way to fight hatred is through
challenging the system which enabled the violence rather than simply fighting the individuals.
Fighting systemic injustice was what Dr. Martin Luther King stood for. We have an obligation as
a society, from individuals like you and me to congress and private corporations, to fight back
against injustice in our system--injustice that has degraded the very values we hold fundamental
in our country.
Injustice anywhere threatens justice everywhere. Racial inequality and injustice is not
isolated problem. Throughout history, gender inequality and racial inequality go hand-in-hand in
several ways. Women of color, throughout history, have faced discrimination based on their race
and gender. They have been denied opportunities for advancement in society--from education to
employment--leading to significant economic and social inequality. The lack of opportunities for
women can cause poverty and social exclusion because women may struggle to support their
families or themselves financially. This leads to a lack of representation and minimization of a
woman's perspective. A notable example is a disproportionate treatment by the criminal justice
system of women of color. Women of color are disproportionately affected by police brutality
and are more likely to be arrested than white women. Once in the prison system, it becomes very
difficult for them to succeed in their careers after their sentence and become financially
independent.
Additionally, the legacy of slavery has marginalized women of color across the world,
decreasing their ability to influence policies and decisions that affect their communities.
Throughout history, this lack of representation has led to further low access to resources and
opportunities to succeed. By bringing more attention to these inequalities, we can ensure women,
especially women of color, have equal access to opportunities and representation in decision-
making processes.
Traditionally, social activism against injustice has been through boycotts, marches, or
speeches. In fact, the African American community has consistently fought against inequality
and injustice--the Black Panther Party being a key example. However, with social media
becoming a major force of connection between people, fighting injustice through the “#”
(hashtag) has become equally if not more effective in achieving social justice. An effective
example is the recent social movement around the globe against violence against women in Iran.
On September 16, 2022, 22-year-old Mahsa Amini died in the custody of Iranian police for an
alleged violation of “improper” hijab- a head covering worn in public by some Islamic women.
Women and girls in Iran and many other Islamic countries have faced decades of systemic
oppression. The tragedy was met with widespread outrage, inciting nationwide protests.
Importantly, social media (Ex #Mahsa_Amini hits millions of tweets) became a major weapon
of protest that published the atrocities to the rest of the world. The international pressure has led
to the dismissal of moral police in Iran and a panel review on the hijab rule.
Though Dr. King warns us that our society is caught in an “inescapable network of
mutuality” it is this very network that, in today’s increasingly connected world, strengthens
movements that fight for structural justice. It is through using the power of social networks that
even kids like us can truly make a difference and stand up for justice in our own community.
“Injustice anywhere is a threat to justice everywhere.” King’s statements on April 16, 1963,
continue to inspire us all every day--they drive young social activists to speak up about injustice
in their communities and collect voices together, just as Dr. King did in his.
""Injustice anywhere is a threat to justice everywhere. We are caught in an inescapable network
of mutuality, tied in a single garment of destiny. Whatever affects one directly affects all
indirectly."-Martin Luther King, Jr.
This statement reminds me of the war between Russia and Ukraine and its impact on the
citizens of these countries and the rest of the world. The war’s consequences have been felt in
many European countries that opened their borders to Ukrainians who had to flee their country
(mainly children, women, and senior citizens). Although we are about 5,500 miles away from
Ukraine, we, as Americans, have also been impacted by this war. Some of our economic
difficulties, including higher gas prices, have been attributed to the war. Similarly, because of the
conflict between Russia and Ukraine, European countries witnessed a sharp increase in energy
and food prices. It is without any doubt that those who are impacted by poverty have been
negatively impacted the most. According to UNICEF, the conflict drove an additional four
million children into poverty across Europe and Central Asia. This is about a 20% increase since
2021!
The conflict between Russia and Ukraine has been going on for centuries. According to a
newspaper article, it was intensified during Stalin's regime, who took away food from Ukrainians
to distribute to regions of former Russia during the famine of 1932-3. Almost 4 million
Ukrainians died as a result of this. It is often called Holodomor (Holod means hunger, and mor
means extermination in the Ukrainian language) and is considered genocide by a number of
countries against Ukrainians. Eventually, in 1991 Ukraine declared its independence with the fall
of the Soviet Union. But the tension between the two countries continued to escalate, ending in
war a couple of years ago. This brief historical context further validates Dr. King’s statement as
not only current but also historical injustices play a role in our current situation.
Dr. King famously said, “Love is the only force capable of transforming an enemy into a
friend.” Just like Dr. Martin Luther King, I have a dream. I dream that in the near future, we will
allow the transformative power of love to turn enemies into friends to have a world where
freedom and happiness rather than war and destitution become our destiny.
References
https://www.npr.org/2010/01/18/122701268/i-have-a-dream-speech-in-its-entirety
https://jongordon.com/positive-tip-mlk-
quotes.html#:~:text=%22Love%20is%20the%20only%20force,is%20stronger%20than%20evil%2
0triumphant.%22
https://en.wikipedia.org/wiki/History_of_Ukraine#:~:text=Ukraine%20officially%20declared%2
0itself%20an,independence%20from%20the%20Soviet%20Union.
https://www.britannica.com/event/Holodomor
https://www.theguardian.com/books/2017/aug/25/red-famine-stalins-war-on-ukraine-anne-
applebaum-review
When someone thinks of a world hero, they think of individuals like MLK, Gandhi,
Malala, and other champions of peace and unity. Some individuals think of less-known
individuals for the same reasons as the aforementioned. One sees heroes as charismatic, outgoing
individuals who work to support all people from every walk of life. We rarely, if ever, think of
ourselves as heroes. This is because most people don’t strive or go out of their way to benefit
others in their community. However, we are all heroes or have the possibility to become heroes.
Enter a Martin Luther King Junior quote, “Injustice anywhere is a threat to justice everywhere.
We are caught in an inescapable network of mutuality, tied in a single garment of destiny.
Whatever affects one directly, affects all indirectly.” In the same fashion that Martin Luther King
Jr. has displayed that a single “loose thread” in a weave of unity can ruin the entire mission,
those threads must be tied together in the first place. An overwhelming populace, working for the
benefit of all individuals, rather they are young, old, white, black, male, female, or anything else
can establish a free-thinking, free-working, and exponentially growing movement of caring,
compassionate individuals. And, if this movement gains a level of traction to the point that it
cannot be derailed, any bastion of hate, injustice, and terror can be reshaped into a new fortress.
This new fortress would stand holdout against the same ideas that it once sheltered. A new,
radical movement of love and positivity is the only way to lift all into a world of kindness,
compassion, and love. And surely, with all individuals working together to form this movement,
every single person will be known as a hero.
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:ID 23-0033,Version:1
Report: SDSU Student Association.
Summary:
SDSU SA Government Affairs Chair, Erika Van Nieuwenhuyse, will provide an update on SDSU
happenings to the City Council and members of the public.
Erika is a Senior Political Science Major with minors in Legal Studies and Philosophy. She plans to
attend law school following graduation from SDSU in May 2023. She has always enjoyed learning
about government and has been involved in state government since her freshman year at SDSU by
interning for both the SD House of Representatives, and most recently, Governor Noem.
The Students' Association is comprised of all General Activity Fee-paying students at South Dakota
State University. The Students' Association Senate is the official student government organization at
SDSU, consisting of 26 senators representing each of the academic colleges and the student body
president and vice president.
The Students' Association Senate serves as a representative body to bring the voice of SDSU
students to university administration, faculty, staff, state legislators and the South Dakota Board of
Regents of Higher Education. The Students' Association also allocates student fee funds to support
various campus entities, facilities and many student organizations.
SDSU SA Website:<https://www.sdstate.edu/students-association>
City of Brookings Printed on 1/19/2023Page 1 of 1
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City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:ID 23-0040,Version:1
Presentation: City of Brookings Economic Development Master Plan.
Summary:
The City, community partners, businesses, leaders, and consultant Resonance worked over the past
10 months to develop Brookings’ first Community Economic Development Master Plan. The final five-
year plan will be presented and city staff recommends approval.
Recommendation:
Staff recommends approval.
Attachments:
Memo
Master Plan
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City Council Agenda Memo
From: Paul Briseno, City Manager
Council Meeting: January 24, 2023
Subject: City of Brookings Economic Master Plan
Presenter: Paul Briseno, City Manager
Summary:
The City, community partners, businesses, leaders, and consultant Resonance worked
over the past ten months to develop Brookings’ first community economic development
master plan. The final five-year plan will be presented and city staff recommends
approval.
Background:
In April 2022 the City of Brookings contracted with Resonance to develop a Community
Economic Development Master Plan. The intention of the plan was to provide a
comprehensive review of the current community economic development environment,
benchmark best practice strategies of peer and aspirational communities as well as
analyze local strengths, weaknesses, opportunities, and threats (SWOT), and create a
roadmap for future action to achieve prioritized community economic development
outcomes in both the short (1-5 years) and long (10-20 years) term while maximizing
resources.
The desired plan would assess all areas of existing efforts and assets including
businesses interests (job activity, market connectivity, target industries, labor access
and workforce), people (job access, inclusivity, and access to opportunity for diverse
populations), and places (development ability, livability, affordability, and market
activity).
The final strategy will be utilized as a resource for the City Council to prioritize funding
allocation that will achieve the goals and objectives included in the Community
Economic Development Master Plan. Annually the city partners with economic agencies
to progress Brookings’ economic efforts. City Council budgets $950,000 to ensure
adequate funding for these agencies.
Item Details:
The Brookings Community Economic Master Plan is presented to Council for approval.
It was developed through:
Ten months of community engagement
Competitive benchmarking analysis, industry cluster analysis, and stakeholder
engagement summary
Community and business surveys
Steering committee meetings
Stakeholder discussions with nine groups representing major sectors and
Council
Community workshop with key business/leaders
Economic development community partner engagement
The plan contains the economic development strategy and seven goal areas with
objectives outlined. Community partners responsible for objectives within the 1 -5 year
plan are identified. These goals include:
Goal 1: We will attract investment to grow Brookings’ economy and create generational
prosperity.
Goal 2: We will build Brookings into the premier entrepreneurial community in
America’s Heartland.
Goal 3: We will bring passionate innovators, academics, and investors together to
create an inclusive innovation hub.
Goal 4: We will invest in the diverse talent that will fuel the future of our community.
Goal 5: We will promote and celebrate Brookings as an extraordinary destination for
families, professionals, students, and visitors of all walks.
Goal 6: We will promote Brookings’ story.
Goal 7: We will build an economic development ecosystem that effectively supports the
implementation of this strategy.
If approved, City staff and Brookings economic partners will work to achieve the
identified objectives through monthly meetings. Economic agencies will present in
early fall a report of the achieved actions through a City Council Study Session. City
funding will be allocated based on the identified objectives and achievements.
Legal Consideration:
None
Strategic Plan Consideration:
The approval of Brookings’ Community Economic Development Master Plan and the
progression of goals will meet City Council’s Strategic Plan through all five areas. The
plan was developed with Council’s desired outcomes as a foundation.
Fiscal Responsibility – financial transparency, service delivery, service level,
outside agency funding
Safe, Inclusive, Connected Community – facility improvements, emergency
management planning, Master Plans, Studies, Volunteer Boards
Service and Innovation Excellence – performance management, governance,
operations, intergovernmental relations, policy review
Sustainability – sustainable measures (training, implementation, policy),
environmental, future quality of life, Master Plans, Comprehensive Plan
Economic Growth – community improvements, equitable opportunities,
community appearance, city-owned land, land purchasing policy, future
development/re-development, future growth
Financial Consideration:
The City currently provides $950,000 to economic development partners. If adopted the
Council will direct the funding towards the completion of the plan.
Options and Recommendation:
The City Council has the following options:
1. Approve as presented
2. Amend
3. Deny
4. Move the item to a Study Session
5. Discuss / take no action / table
Staff recommends approval of Brookings’ community economic development master
plan as presented.
Supporting Documentation:
Master Plan
CITY OF BROOKINGS
Community Economic
Development Master Plan 2023 — 2027
Brookings is a hub
of opportunity that
attracts innovators and
collaborators.
It champions the fresh,
sustainable ideas and a
quality of life that makes
South Dakota and our
country thrive.
2 3
Table of
Contents
Executive Summary 6
Discovery and Engagement 10
Demographic and Economic Analysis 12
Stakeholder Engagement 16
Economic Development Strategy 20
Goal 1: We will attract investment to grow Brookings’ economy
and create generational prosperity.22
Goal 2: We will build Brookings into the premier entrepreneurial
community in America’s Heartland.32
Goal 3: We will bring passionate innovators, academics, and
investors together to create an inclusive innovation hub.44
Goal 4: We will invest in the diverse talent that will
fuel the future of our community.56
Goal 5: We will promote and celebrate Brookings as an
extraordinary destination for families, professionals,
students, and visitors of all walks.
74
Goal 6: We will promote Brookings’ story.92
Goal 7: We will build an economic development ecosystem that
effectively supports the implementation of this strategy.102
54
Ranked as one of the best cities to live in South Dakota, Brookings provides its
24,000-plus residents with amenities that include affordable housing, quality
education, job opportunities and, best of all, a small-town vibe that welcomes
everyone. The City has several active and engaged partners working together to
expand development opportunities. Importantly, South Dakota State University
(SDSU) anchors the regional economy and contributes to the community’s culture
and quality of place. Now is the time for Brookings to adopt a modern economic
development strategy that harnesses the City’s assets and prioritizes resources
to achieve productive and sustainable growth.
Brookings provides many opportunities for year-round recreation with an
abundance of parks, outdoor activities, and a lively downtown with unique shops
and restaurants. The City of Brookings is home to a highly skilled workforce
seeking success in industries ranging from agricultural technology and science to
renewable energy and advanced manufacturing. Also, as an emerging center for
innovation with the Research Park at South Dakota State University, Brookings
has the foundation necessary for long-term economic growth and success.
To support the creation of Brookings’ Community Economic Development Master
Plan, Resonance performed a comprehensive demographic and economic
assessment that evaluated the City’s performance across a variety of metrics
compared to a number of benchmark communities and evaluated Brookings’
industry clusters to guide future business attraction and expansion efforts.
Executive Summary Home to nearly 24,500 residents, Brookings’ population has increased by 7% since 2015,
double the national growth rate. Brookings has a small-town charm as well as all the larger
town amenities. Residents can enjoy a variety of retail and entertainment in the downtown
area, lots of events, and many museums without feeling lost in a big city.
Brookings’ Gross Domestic Product (GDP) increased by only 5% in the last five years, a
growth rate that is 67% less than the national average. Median household incomes have
seen just a modest increase since 2015, growing by only 15%, which is 28% lower than
the national average.
Brookings has a strong economic base because it is reliant on the knowledge-based economy in
SDSU and boasts a strong manufacturing cluster as well. Advanced Manufacturing, Agricultural
Inputs and Services, Food Processing, and Ag Innovation collectively employ more than 6,000
employees, almost a third of Brookings’ labor force.
Brookings is a great place to raise a family, so it’s a good choice for experienced talent who
are looking to settle down. More than four in 10 of Brookings’ residents have a bachelor’s
degree, and Brookings boasts a fast-growing knowledge sector: Growth in knowledge-based
occupations is 37% greater than the U.S. average.
A strong center for Ag Innovation and Bioprocessing, Brookings’ businesses benefit from SDSU,
highly skilled graduates, and a robust agricultural sector. However, the City needs experienced
Research and Development (R&D) skills, and an opportunity lies in attracting SDSU alumni.
Brookings is a fast-growing community with the best of both worlds.1.
2.
3.
4.
5.
Despite the City’s growth, economic output is lagging.
Brookings has competitive export clusters—a foundation for a strong, diverse economic base.
With strong liveability assets, Brookings is a great place for boomerang talent.
Brookings has the foundation—research institution, skill talent, quality of place, a pro-business climate, and more—to grow a robust Ag Innovation and Bioprocessing sector.
THE FOLLOWING TAKEAWAYS SUMMARIZE OUR
LEARNINGS FROM THE RESEARCH AND ANALYSIS:
76
Brookings is leveraging the University, but there is potential for further collaboration. This could
take the form of internship and volunteer programs, engaging the university in placemaking
initiatives in the downtown core, and technical training, among other things. These efforts
would enable Brookings to expand its talent pipeline, revitalize some of its community areas,
and embed technological progress in its industries.
Nearly three in four Brookings businesses are small (having fewer than 10 employees).
Entry-level proof of concept (POC) funding for students would contribute positively to
the entrepreneurial community in Brookings and would help commercialize ideas from
the University.
Based on their monthly housing costs, just over a third of all renters in Brookings are rent-
burdened, while fewer than two in 10 homeowners are home-burdened. However, due to
the sharp increase in real estate prices in the last couple of years, housing affordability and
a lack of housing options are major concerns for residents. Maintaining the City’s housing
affordability and options is essential to attracting and retaining skilled talent.
Almost 12% of Brookings’ residents are people of color, growing 26% in the last five years.
Cultural initiatives, ethnic products, and a celebration of indigenous roots would promote
inclusion in Brookings.
The Brookings downtown is a great asset. Facade improvements, infrastructure investments,
new green spaces, community gathering facilities, and a focus on winter recreational options
would lead to an increase in visitation and would attract businesses and talent to Brookings.
Brookings has access to a strong university asset in SDSU, but it could be leveraged more.
Brookings has a growing entrepreneurial community that needs more support.
Brookings has a limited supply of real estate on the market.
Diversity is what makes Brookings great.
Placemaking investments would further support place-led economic growth in Brookings.
THE FOLLOWING ARE THE SEVEN GOALS OF BROOKINGS’
ECONOMIC DEVELOPMENT MASTER PLAN:
We will attract investment to grow Brookings’ economy and
create generational prosperity.
Investment for future prosperity.1.
2.
3.
4.
5.
6.
7.
We will build Brookings into the premier entrepreneurial
community in America’s Heartland.
South Dakota-grown and scaled.
We will bring passionate innovators, academics, and investors
together to create an inclusive innovation hub.
Prairie innovation.
We will invest in the diverse talent that will fuel the future of our community.
Skills for tomorrow.
We will promote and celebrate Brookings as an extraordinary destination for
families, professionals, students, and visitors of all walks.
“Anything but ordinary.”
We will promote Brookings’ story.
Intentional, authentic storytelling.
We will build an economic development ecosystem that
effectively supports the implementation of this strategy.
The following report describes Brookings’ Community Economic Development Master Plan and Action Plan and includes the Community
Competitive Assessment (Appendix A), the Target Cluster Analysis (Appendix B), and the Stakeholder Engagement Summary (Appendix C).
Effective implementation.
6.
7.
8.
9.
10.
8 9
To plan for future resiliency and growth, communities need access to economic
and market data that will help them better understand what’s happening in their
local economies. Analyzing key data will inform policymakers, business owners,
and community members as they make decisions, develop strategies, and take
action in today’s complex and challenging economic landscape. Harnessing key
data equips economic development organizations to confidently create informed
plans that address the true needs of their communities.
As such, a strong economic development strategy is grounded in extensive
research that helps City leaders confirm community facts and dispel biases,
identify opportunities, allocate resources, and recruit the right businesses to
contribute to the City’s long-term sustainable economic growth.
The Community Economic Development Master Plan for the City of Brookings
is data-driven, sector-focused, and leveraged by deep input and inclusive
engagement from a diverse, multicultural group of stakeholders. The sections
below present our findings from the Demographic and Economic Analysis and
the Stakeholder Engagement phases.
Discovery and Engagement
10 11
Brookings is home to endless possibilities. A fast-growing college town, Brookings boasts
a highly educated workforce and a strong knowledge-based economy. Home to South
Dakota State University, Brookings takes pride in its strong Agriculture legacy and—
supported by the University—elevates this important sector by developing and adopting
new technologies in the space. As such, Brookings is leading what Ag Innovation and
Bioprocessing will look like in the world in the years to come. Brookings’ Manufacturing
sector is equally critical to the economic success of the City. Located in the lowest-cost
state for doing business, Brookings is home to major locally born companies that add to
the City’s character just as they add to its economy.
The key conclusions are presented on the following page.
Demographic and Economic Analysis
To support the development of Brookings’ Community Economic Development Master
Plan, Resonance performed a comprehensive demographic and economic assessment
that consisted of two main components:
Competitive
Benchmarking
Assessment
Target Cluster
Analysis
The Competitive Benchmarking Assessment synthesized the demographic and economic
trends impacting the City. The analysis compared Brookings to 15 of its peer communities
across six categories: Economic Vitality, Innovation, Talent, Diversity, Equity, and Quality of
Place. This part of the research included data for more than 50 metrics and grouped them
into key categories that provided a holistic view of the City’s comparative advantages. The
following are the learnings from this assessment:
Competitive Benchmarking Assessment
• Brookings is fast-growing. Both the City and the region grew at rates higher than
state and national averages.
• Brookings is attracting immigrant talent. Foreign-born individuals have increased in
the last five years at a rate four times the national average.
• Brookings has a strong and growing knowledge workforce. The share of
employment in knowledge occupations is 7% higher than the national average, with
strong growth that is 75% higher than the state average.
• Brookings has lower median household incomes. Median household income
($57,471) is $2,400 lower than the state average and $7,500 lower than the
national average.
• Brookings is closing the gender wage gap. The gender wage gap is in line with
state and national averages, and female incomes have risen at a rate two times the
national average.
• Brookings provides a good quality of life. The City has cultural and recreational
amenities that should be promoted.
FINDINGS INCLUDE:
12 13
The Target Cluster Analysis acts as the primary and essential foundation for supporting all future
business attraction, expansion efforts, and incentives and for helping to shape a narrative that
resonates with new enterprises, site selectors, and talent.
In light of the calls for equity and social justice over the last 18 months, our target cluster analysis
assessed traded clusters from the lens of equity and resilience—as well as competitiveness—as
opposed to an evaluation that relies solely on an economic growth focus. It also focused on
traded (as opposed to local) clusters since they tend to have higher wages and higher levels of
innovation, in addition to being more resilient and durable.
Home to Daktronics, Larson Manufacturing, and
3M, Brookings has a robust Manufacturing cluster.
The cluster is the strongest in terms of competitive
advantage—the advantage is more than 21 times the
national average—and total employment, with more
than 3,500 workers. It is also the largest contributor to
the economy in terms of Gross Regional Product (GRP),
generating $720 million in 2021.
The Agricultural Inputs and Services cluster is the second-
highest in terms of competitive advantage—the advantage
is more than seven times the national average—and
a major employer with a strong employment base of
more than 1,400 workers. This cluster is supported by
Brookings Area Chamber of Commerce initiatives such as
the Ag Teacher Resources Grant, Ag Scholarships, Feed
the Farmer, and the Ag Appreciation Banquet. Major
employers include Sterling Technology, Hill Top Dairy,
and K C Dairy.
Target Cluster Analysis
THE FOLLOWING ARE THE KEY TARGET CLUSTERS FOR BROOKINGS:
Agricultural Inputs
and Services
Advanced
Manufacturing
Ag Innovation
Brookings has a specialization in cheese manufacturing
thanks to the SDSU Dairy and Food Science Programs, and
the Bel Brand’s Cheese Manufacturing Plant is a major draw
to further expand the cluster. The cluster is competitive—the
advantage is more than 6 times the national average—and
shows growth that is in line with the state average.
Food Processing
and Manufacturing
The Ag Innovation cluster is the fastest-growing cluster
in Brookings, growing by 27% over the last five years
and surpassing the state’s job growth in the cluster. It is
supported by a highly educated workforce, where almost
six in 10 employees have a bachelor’s degree or higher.
Ag Innovation is supported by SDSU’s excellence in the
field through the Precision Agriculture program and also
through robust work by the Research Park. Major employers
in this cluster include Dynamic Concepts, Conference
Technologies, and Banner Associates.
1514
Our team performed targeted outreach to key stakeholders to gather input on strategic priorities,
develop a broad sense of plan ownership and collaboration, and create advocates for the
plan’s goals. Discussions addressed an array of issues: growing an entrepreneurial ecosystem,
promoting the City’s quality of place, engaging local anchor institutions to drive development,
positioning Brookings as an ideal place for young professionals, and more. We also conducted
two surveys—one for residents, and one for businesses. Both surveys were widely distributed
with the help of the City Manager’s Office.
The Stakeholder Engagement complemented the research and provided thoughtful guidance
in the development of the Community Economic Development Master Plan. Some of the key
conclusions are presented on Page 17.
Stakeholder Engagement
• The pioneer spirit of the Midwest. Collaboration is a key feature of the Brookings
community. The community is small enough that people know each other, network,
and get things done. This is supported by friendly people, welcoming neighborhoods,
and a strong willingness to progress.
• Strong economic portfolio. Brookings has a strong economic base because it is
reliant on the knowledge-based economy at SDSU and has a strong Manufacturing
cluster. At the same time, it does not rely heavily on retail. The availability of a strong
Manufacturing cluster attracts workers due to a pool of opportunities and retains talent
in the City, as workers have options to transition locally from one position to another.
• Strong workforce pipeline. The SDSU Jerome J. Lohr College of Engineering is a
strong asset for Brookings’ Manufacturing community, graduating engineers who
become manufacturers in town. That being said, Brookings needs to implement
graduate retention tactics to attract its graduates to stay and work in Brookings.
• Open for business. Businesses are attracted to Brookings’ tax climate and business
climate, as well as its efforts in marketing and promoting the City’s Ag Innovation
cluster throughout the United States.
• Accessible networking. Young professionals appreciate Brookings’ friendly culture
because it facilitates networking, job connections, and accessible opportunities for
upward economic mobility. Young professionals appreciate the ability to connect
directly with City and community leaders because it makes them feel like their voices
and perspectives are heard and considered during policy and decision-making.
Overall, accessible networking encourages young professionals to engage in civic
discussions and projects.
More than 50 Brookings residents, business owners, elected officials, economic development
partners, University leaders, and others participated in a series of roundtable discussions.
From these discussions, the following emerged as key themes and takeaways and have
helped to build the Economic Development Strategic Plan:
Roundtable Discussions
16 17
The City conducted a community survey that was answered by 758 respondents—89%
living in Brookings. Community members identified safety, access to quality healthcare, and
employment opportunities as the top three reasons why they have chosen Brookings as their
home. Analyzing results from the survey, we were able to conclude that Brookings’ strengths
are its safety and access to quality healthcare, while its weaknesses are housing affordability
and shopping options.
The City conducted a business owner survey that was answered by 79 respondents—46%
have been operating a business in Brookings for 11+ years, 39% for 6 -10 years, and
35% for fewer than five years. The respondents expressed that the availability and quality
of labor are the most challenging factors for doing business in Brookings. Almost half (49%)
of the respondents think business planning and labor support programs—such as resources
on how to start a business and write a business plan, access to consumer data, employee
training, development opportunities, and continuing education programs—are needed to
bolster their businesses.
Community Survey
Business Survey
1918
As economic conditions inevitably change, accompanied by new challenges and opportunities, the
resilience of a city’s economic development strategy will be tested. Long-term economic development
efforts that are built on a foundation of core values and principles will enable Brookings to be adaptive,
rather than simply reactive, to these changes.
Brookings will advance its economic development priorities with both existing and evolving partnerships.
Key public and private stakeholders and partners all must contribute to the City’s vision and values and its
opportunities and objectives. Further, they must come together to develop a plan that enables Brookings
to identify and respond to new opportunities as they arise.
The defined goals, objectives, and tactics of the economic development strategy will enable stakeholders
to understand their specific roles. Collectively, these individual actions will create a prosperous and
equitable future for Brookings.
Throughout the five years of this plan, Brookings’ economic development priorities will evolve in response to
the City’s growth and the rapid pace of change in the economy. City leaders and its economic development
partners will examine the strategy annually to identify deficiencies and update the strategy to address
changing needs. The City—together with its economic development partners—will also be exploring
public-private funding to implement the plan. To ensure ongoing implementation and governance, this
group will meet annually to report progress on four key metrics:
Using best practices in economic development, the following plan lays out the guiding principles for this
analysis. The plan includes seven broad goals, supporting each with specific evidence of its importance and key
priorities. Appendix D lays out an implementation plan that includes action items, key partners, and metrics.
Economic Development Strategy
• Jobs—tracking the number of new jobs in Brookings, with the aim of increasing jobs
by 4% in the next five years (in line with state growth) to provide 520 new jobs
• Income—tracking the income of households in Brookings, with the aim of increasing
household incomes by 18% in the next five years to $67,816 (in line with state growth)
• Consumer Spending—tracking the personal consumption expenditures in Brookings
• Capital Investment—tracking the dollars dedicated to capital investments in Brookings
20 21
We will attract investment
to grow Brookings’
economy and create
generational prosperity.
Outside investment improves the resilience
of the community. Investments allow cities to
expand infrastructure and services—essential
for long-term growth—without placing an extra
burden on the citizens. Outside investment can
also take the form of business attraction, which can
quickly create quality jobs and enhance regional
competitiveness. This serves as a way to signal
that a city is primed for growth and innovation,
further increasing investments and business
interests. With a robust investment stream, cities
can create shared prosperity and lessen the impact
of unpredictable events. Community members can
be supported in ways that would not be possible
without a dynamic economy.
An economic development strategy that includes
diverse, high-growth sectors will enable the City
to adapt to everchanging and unexpected condi-
tions. Brookings’ established clusters—Advanced
Manufacturing, Ag Innovation, Agricultural
Inputs and Services, and Food Processing and
Manufacturing—provide a solid foundation for a
resilient economic strategy. Each sector provides
jobs across the income and education spectrum,
from large employers that anchor the economy to
the many homegrown businesses that innovate
and inject life into the community. Sector strategy
focuses on not just one firm or subsector but rather
on the business ecosystem. When businesses of
all shapes and sizes are given a place to grow,
social equity and upward mobility grow, too. The
result is a local economy that is competitive and
dynamic.
The City will look to the Brookings Economic
Development Corporation (BEDC) to lead
on this goal. BEDC is the primary engine for
promoting economic growth in Brookings and the
surrounding area. It serves as an advocate for the
business community by building relationships with
companies that allow them to succeed by taking
advantage of the area’s unique and progressive
business environment.
GOAL 1
The Evidence
• Brookings’ cluster strategy—for expansion
as well as retention—should be centered on
four sectors: Advanced Manufacturing, Ag
Innovation, Agricultural Inputs and Services,
and Food Processing and Manufacturing.
These sectors are competitive, fast-growing,
and supported by strong programs at South
Dakota State University.
• The Brookings region represents 4% of the
state economy, ranking fifth in South Dakota.
Productivity is high at $62,202, on par with
state and national averages.
• Brookings is competitive in Agriculture,
Manufacturing, and Education. Its fastest-
growing industry is Professional Services,
growing by 122% in the last five years.
The following metrics should be tracked to assess impact:
• New Businesses by Cluster—tracking the number of new businesses in Brookings
by industry cluster
• Employment by Cluster—tracking employment levels by industry cluster
• New Investment—counting the number and value of new investments in the City
• Median Household Income—tracking growth in incomes and standards of living
• Median Earnings—tracking growth in earning potential and the competitiveness of
the City in attracting talent
Evaluation Metrics
2322
ACTIONS
• Host bi-annual cluster working groups—Advanced Manufacturing, Ag Innovation and Services, and
Food Manufacturing—to identify specific cluster needs and supply chain opportunities.
• Conduct a formal business visitation plan for Brookings businesses, interviewing at least 24 major
employers annually.
• Convene CEO networking sessions.
• Use engagement to identify opportunities and needs and report key findings systematically.
To support existing businesses, Brookings needs a business retention and expansion program that is focused
on its strong clusters. It must do this while also attracting new companies by utilizing a value proposition
that illustrates the City’s economic competitiveness. Additionally, to better understand its interactions with
community businesses, Brookings should host a series of roundtable discussions with major existing employers
as well as policymakers. All players should come together to establish initiatives and strategies that promote,
measure, and reevaluate cluster growth and engagement.
The lead organization for this strategy is the BEDC. Partners include the Brookings Area Chamber
of Commerce, Research Park, and the City of Brookings.
Build a business retention and expansion initiative
for both emerging and legacy employers.
STRATEGY 1.1
2524
ACTIONS
• Strengthen partner and cluster strategy (staffing, information flow, RFPs, and marketing).
• Identify annual goals by cluster and markets.
• Conduct a bi-annual paid qualified lead generation campaign to generate meetings in key attraction
markets and industry sectors.
• Attend commercial development trade shows to increase exposure for Brookings’ business attraction
efforts: CoreNet Global, NAIOP, Site Selectors Guild, ULI, ICSC, Select USA, Economic, MPA,
CREW, and more.
• Build a target site-selection list and develop bi-annual community outreach.
• Host appropriate inbound City visits, tours, and trade missions with target companies, investment
representatives, and site selectors.
• Develop a retail and restaurant attraction plan.
Brookings’ economic strategy must be specific and intentional. Economic development efforts must focus
on the investments that are most likely to succeed, in both new business attraction and redevelopment
opportunities. This can be done within a framework that specifies target sectors, expands on best practices,
and enhances collaboration among City departments and private-sector partners.
Brookings can also promote local investment opportunities by developing positive relationships with site
selectors—particularly those conducting location searches for knowledge-based companies and global
headquarters—who influence which cities will make the short list.
The lead organization for this strategy is the BEDC. Partners include the Brookings Area Chamber
of Commerce, Research Park, Visit Brookings, and the City of Brookings.
Develop a cluster-focused business attraction
and site-selection initiative.
STRATEGY 1.2
2726
ACTIONS
• Coordinate a strategy to evaluate the highest and best use (e.g., quality job creation and impactful
development/redevelopment) of the City-owned land.
• Develop a strategy for evaluating, measuring, and reporting impact over time.
For cities that are seeking to raise their rate of investment, especially when public finances are tight, public
land is a potentially underutilized resource. Public land might be used in a variety of ways to attract private
co-investment. It can be used as a means to plan and develop new functions and districts and to establish
longer-term and higher-value goals for certain land parcels. It might be used as a means to lower costs and
boost returns to private co-investors in land or projects that are otherwise uneconomic. Further, public land
can be used as an equity contribution to a longer-term joint venture with a private partner, as part of a land-
swap arrangement that helps to assemble one or more parcels for development, or as a means to resource
and deliver social and environmental infrastructures within larger, commercially driven development.
The lead organization for this strategy is the City of Brookings. Partners include the BEDC.
Utilize public-owned land to attract quality jobs
and investment.
STRATEGY 1.3
2928
ACTIONS
• Partner with various City departments and boards, Brookings Municipal Utilities, and development
stakeholders to maintain and evaluate development assets and needs: land, infrastructure, and utilities.
• Advise City Council on development policies to support economic growth and align with cluster
needs.
• Serve as a trusted advisor to businesses and investors on new real estate/commercial development
and redevelopment transactions that further the City’s economic landscape.
• Partner with SDSU to use artificial intelligence and machine learning to solve challenges (e.g., urban
site planning and transportation modeling).
Brookings’ public investments in streets, water, sewer, parks, and civic facilities can be leveraged to promote
private investments. Strategically located parks and buildings can inspire private residential development,
and targeted infrastructure improvements can attract new industries. By maximizing private investment,
infrastructure extensions can support the long-term costs associated with infrastructures and facilities.
The lead organization for this strategy is the City of Brookings. Partners include the BEDC,
Brookings’ Municipal Utilities, Visit Brookings, and SDSU.
Plan for the future of the City’s infrastructure
needs, including commercial sites, roadways,
utilities, and more.
STRATEGY 1.4
3130
We will build Brookings into
the premier entrepreneurial
community in America’s
Heartland.
A focus on entrepreneurship and small businesses
leads to the generation of new ideas, allowing the
region to enhance economic growth. Entrepre-
neurs can quickly capitalize on emerging economic
opportunities, boosting the region’s competi-
tiveness. Through small business creation, regions
can establish a stable economy with enhanced
productivity, innovation, and job creation. With a
strong base, small businesses can be assisted with
scale-up, leading to wealth creation and gener-
ating greater prosperity for the area.
Entrepreneurs and small businesses give the
community an identity. Supporting multicultural
small businesses enables the regional landscape
to mirror the community it is serving. As a result,
the prosperity generated is shared across all
groups, and people feel a greater sense of pride
in their community, making them more willing to
support the local economy.
The City will look to the Brookings Area Chamber
of Commerce to lead this goal. The Chamber
continues to be the leading business organization
in the Brookings area—promoting, connecting,
enriching, and advocating for the Brookings-area
business community and providing endless oppor-
tunities to help businesses succeed. Made up of
500-member businesses, the Chamber connects
all cross-sections of the City’s business community.
GOAL 2
The Evidence
• Brookings has a pro-business climate, thanks to
the state not imposing a corporate income tax.
South Dakota has a 4.5% state sales tax rate,
a maximum local sales tax rate of 4.5%, and
an average combined state and local sales tax
rate of 6.4%. South Dakota’s tax system ranks
second overall on the 2022 State Business Tax
Climate Index.
• Brookings has a concentration of small
businesses: 87% of businesses in Brookings
have fewer than 20 employees. This share is
85% on the national level.
The following metrics should be tracked to assess impact:
• New Businesses Formation—tracking the number of new businesses in Brookings by size of business
• Investments— tracking the investment dollars made in the City
Evaluation Metrics
3332
ACTIONS
• Develop a calendar of small-business coaching (business plans, marketing plans, and succession
plans) and networking opportunities for Brookings businesses.
• Coordinate and offer resources for existing and prospective entrepreneurs, including “How to Start a
Business” webinars, calendar of resources, and more.
• Support and promote small-business resources and training offered by the Brookings Chamber,
BEDC, and Research Park.
• Continue to provide ribbon-cutting events and other promotional awareness for new businesses.
• Conduct a biannual business owner survey to track business perceptions and indicators in Brookings.
• Host a series of “pop-up” shops to feature the products/services of home-based businesses in Brookings.
Information sharing and opening the lines of communication ensures that small business needs are met
by improving the capacity of business owners. By connecting entrepreneurs to mentors and training
opportunities, Brookings can create a supportive ecosystem where small businesses can thrive.
The lead organizations for this strategy are the Brookings Area Chamber of Commerce, BEDC,
and Research Park. Partners include Downtown Brookings.
Provide Brookings’ small businesses with technical
training, networking opportunities, and mentorship.
STRATEGY 2.1
3534
ACTIONS
• Convene a working group to advise on the creation of the revolving loan program: goals, guidelines,
and value proposition.
• Evaluate best practices from other Midwestern cities similar to Brookings.
• Raise capital for funds by 2025, begin to distribute funds, and evaluate for impact.
Capital is needed to grow new and existing businesses in Brookings. An example is a revolving loan fund
that can provide the gap financing measure Brookings needs for the development and expansion of its
small businesses. The fund replenishes itself by using the interest and principal payments from old loans
to make new loans. This flexible source of capital, combined with more conventional sources, can help
bridge the difference between what borrowers can obtain on the private market and what they need to
start or sustain a business.
This approach has been successful for the Urban Redevelopment Authority of Pittsburgh, which operates
several revolving loan fund programs through its Center for Innovation and Entrepreneurship. The loans
are used as gap financing products for commercial real estate development and small- and medium-sized
business development in Pittsburgh. Likewise, the Oregon Business Development Fund—a state-level revolving
loan fund managed by Business Oregon—provides capital to Oregon-based businesses to use for land,
buildings, equipment, machinery, and working capital.
The lead organization for this strategy is the BEDC. Partners include Research Park.
Identify capital to grow new and existing
businesses in Brookings.
STRATEGY 2.2
36 37
ACTIONS
• Convene a task force of Brookings businesses, residents, students, and SDSU procurement officials to
evaluate the promotional efforts for buying locally.
• Evaluate “buy local” campaigns from other communities, taking lessons learned and applying them to
Brookings (focusing on those with a university procurement presence).
• Develop a systematic, measurable approach/plan that can be sustained over time and measured.
Without “buy local” campaigns, many businesses would not have survived the pandemic. Brookings can
build on this with a citywide “buy local” initiative that encourages residents to support retail establishments,
restaurants, and other businesses in their community. Beyond the economic benefits, such an initiative will
invigorate the City’s brand and instill an even greater sense of local pride.
The lead organization for this strategy is the Brookings Area Chamber of Commerce.
Partners include the City of Brookings, SDSU, Visit Brookings, and Downtown Brookings.
Create and sustain a “Buy Local” initiative,
connecting small businesses to residents, students,
and University purchasing.
STRATEGY 2.3
3938
ACTIONS
• Cultivate leads for downtown spaces to support pop-up retail.
• Explore the feasibility of shared spaces downtown, including best practices in other cities, business
models, and needed resources.
• Advance the City’s Downtown Redevelopment/Infill Program efforts, including developing a
Downtown Master Plan that outlines opportunities for adaptable and shared spaces.
The concept of adaptive facilities—created by transforming shopping malls to mixed-used spaces, converting
warehouses to breweries, or using distribution centers for indoor agriculture, for example—is becoming a
key factor in the real estate ecosystem. Existing but vacant properties can be transformed for entirely new
uses, giving a fresh lease on life to neighborhoods and boosting the local economy.
The lead organizations for this strategy are the City of Brookings and Downtown Brookings.
Partners include the Brookings Area Chamber of Commerce.
Establish a plan to create and offer
adaptable commercial facilities and public
spaces in Brookings’ downtown.
STRATEGY 2.4
4140
ACTIONS
• Become a partner in the Community Navigator rural spoke .
• Host an annual CO.STARTER cohort to introduce participants to Brookings and its destination assets.
The ability to monetize creative talent is essential to a thriving community. A CO.STARTER business accelerator
program is designed to provide young entrepreneurs with the insights, relationships, and tools to turn their
ideas into action and sustainable businesses. It allows aspiring entrepreneurs to study, shape, and fine-tune
their concepts in a collaborative and welcoming environment. Cultivating native creative talent will position
Brookings for long-term success.
The lead organization for this strategy is the BEDC. Partners include Research Park and the
Brookings Area Chamber of Commerce.
Host an annual CO.STARTER (or like program) cohort.
STRATEGY 2.5
4342
We will bring passionate
innovators, academics, and
investors together to create
an inclusive innovation hub.
Innovation is essential for regional competi-
tiveness and resilience. A strong innovation infra-
structure, ranging from easily accessible internet
to top-rated research institutions, places a region
at the forefront of the outside investment cycle.
With the creation of new ideas and products,
investment funds and outside businesses will
prioritize tapping into the innovation economy. A
strong innovation base ensures that a community
can stay at the forefront of evolving industries. As
some clusters fade, innovation is needed to gain
a competitive advantage in new clusters. Addi-
tionally, innovation also enables clusters to remain
strong, even as technology advances.
The City will look to the Research Park at SDSU
to lead this goal. The Research Park strives to
establish itself as a physical environment that can
develop, attract, and retain technology companies
that are aligned with the talent and sponsored
research conducted at SDSU.
GOAL 3
The Evidence
• Brookings is anchored by a strong knowledge-
based economy, where more than 6% of the
City’s workforce is employed in professional
services, a share that is 45% higher than the
state average, and with robust growth over the
last five years.
• South Dakota State University has the highest
R&D expenditure in the State ($60.9 million in
2020).
• From 2012 to 2021, the Research Park at
SDSU assisted 119 companies that invested
$300 million in facilities and equipment in the
City of Brookings, Brookings County, and/or
the state of South Dakota.
• The Research Park has a major economic
impact on the City of Brookings. Over the last
10 years, its operations have led to the creation
of 1,060 jobs, both directly and indirectly, to
generate more than $58 million in income.
The following metrics should be tracked to assess impact:
• Start-ups Supported (Total, By Ownership Characteristics)—tracking the number of start-ups supported
• Venture Capital—tracking the amount of venture capital deals and dollars being invested in the City
• Spinouts from SDSU—tracking the commercialization of business ideas from SDSU
Evaluation Metrics
4544
ACTIONS
• Expand the support of the startup and entrepreneurial events and support initiatives hosted by
the Brookings Research Park (as outlined in its strategic plan).
• Align Brookings’ cluster initiatives to support high-growth startups and scaleups.
The Research Park at South Dakota State University was developed by the SDSU Growth Partnership. It is
the mission and purpose of the partnership to provide a place where industry and university collaboration
intersects. All of the major players of the partnership provide key inputs that enhance the mission and purpose
and ensure that they become successful. By supporting the Research Park, the City provides the opportunity
for the community to strengthen its economic development-based strategies on the innovation derived from
the University system.
The lead organization for this strategy is Research Park. Partners include SDSU, the BEDC, and
the City of Brookings.
Support the Brookings Research Park to incubate
and scale tech-focused enterprises.
STRATEGY 3.1
4746
ACTIONS
• Convene an advisory committee to help guide Brookings’ University-led economic development
and SDSU engagement.
• Build sustained relationships with SDSU commercialization and tech-transfer officials to identify
scalable enterprises and connect them with resources in Brookings and South Dakota.
• Host pitch sessions for SDSU student entrepreneurs.
• Champion the successes of University-founded enterprises in Brookings.
Technology transfer enables private industry and academia to make practical use of advanced research,
development, and technical expertise. A university’s economic climate requires capital and knowledge, takes
advantage of government technology initiatives, and serves as a catalyst for the creation of new companies.
In this sense, universities have a seedbed effect on their local economies. To effectively commercialize
university inventions—and, in turn, foster regional economic development—Brookings must take a more
active role in technology transfer.
The lead organization for this strategy is the Research Park. Partners include SDSU and the BEDC.
Increase technology transfer and commercialization
from SDSU faculty and students.
STRATEGY 3.2
4948
ACTIONS
• Convene a working group to advise on the creation of the Proof of Concept fund: goals, guidelines,
capital strategy, and value proposition.
• Evaluate best practices from other Proof of Concept funds in small and mid-sized cities.
• Raise capital for $500K, begin to distribute funds, and evaluate for impact.
Until they meet specific milestones, new technologies are risky ventures. Proof of Concept grants can
reduce this risk by increasing the new technology’s potential to meet these milestones, which may include
prototypes, new data, and other discoveries that support the idea’s validity. POC funds can also uncover
technological weaknesses that might stand in the way of further product development. “De-risking” a new
idea can increase its potential to become its own startup or to be licensed to an existing company. By
providing POC funds, Brookings will promote the commercialization of innovations that have sound technical
and economic feasibility.
The lead organizations for this strategy are the Research Park and the BEDC. Partners include SDSU.
Develop “Proof of Concept” funding ($500K)
to support early-stage ideas.
STRATEGY 3.3
5150
ACTIONS
• Build and expand relationships with venture capital organizations and investors (by target city
and industry).
• Develop an outreach plan to target high-wealth individuals and previously successful entrepreneurs to
support promising Brookings enterprises.
For startups seeking funding, angel investors provide a welcome alternative to other, more predatory forms
of funding. The support provided by angel investors fosters innovation that ultimately translates into economic
growth. By increasing angel funding—which is often the primary source of funding for high-growth potential
businesses—Brookings is supporting this key component of effective and sustainable economic development.
The lead organization for this strategy is the Research Park. Partners include the BEDC and the
South Dakota Enterprise Institute.
Partner with the South Dakota Enterprise Institute
and other organizations to increase angel funding.
STRATEGY 3.4
52 53
ACTIONS
• Develop a systematic approach to identify diverse small businesses and innovative startups in Brookings.
• Promote Brookings’ successes across multiple communication platforms: website, blogs, social media,
and direct emails.
Behind every business are business people. Brookings should highlight this human element of economic
development by celebrating local entrepreneurs and their impact on the community. These campaigns will
benefit local businesses and also encourage more people—including people from diverse backgrounds—
to open businesses.
The lead organization for this strategy is the Brookings Area Chamber of Commerce. Partners
include the BEDC, Research Park, Downtown Brookings, and Visit Brookings.
Celebrate and promote Brookings’
entrepreneurial success stories.
STRATEGY 3.5
5554
We will invest in the diverse
talent that will fuel the
future of our community.
Talented workers improve the productivity of the
region, yielding higher output and increasing
competitiveness. When people enjoy and excel
at their jobs, their employers benefit from greater
efficiency and productivity. Members of the
knowledge economy generate new ideas that
can both improve existing businesses and create
new businesses. This creates a continuous cycle of
business formation and attraction. Businesses
choose where to locate based, more than any
other reason, on the talent pool available.
Thus, a commitment to developing skilled
workers—and aligning their skills with strong
and emerging clusters—forms the foundation
of economic growth.
GOAL 4
The Evidence
• Brookings’ share of residents with a bachelor’s
degree or higher (42%) is greater than the national
average and the state average. Also, as home
to a large Manufacturing sector, the share of
residents with an associate’s degree in Brookings
is 46% higher than the national average.
• Brookings has a strong and growing knowledge
workforce. Its share of employment in knowledge-
based occupations is 7% higher than the U.S.
average, with 7,700 residents employed in this
category. This share has grown by 21% over the
last five years, a growth rate that is 37% higher
than the national average and 75% higher than
the state average.
• Brookings is attracting immigrant talent. The
foreign-born resident population is experiencing
fast growth in the City, growing by 25% in the
last five years—a rate that is more than four
times the national growth rate. And foreign-born
individuals are relocating to Brookings over
other communities in South Dakota.
The following metrics should be tracked to assess impact:
• Educational Attainment—tracking the share of Brookings residents by education level
• Share of Residents 25-34 Years of Age—tracking the growth in attracting young talent
• Scholarships Granted—tracking the number and amounts of scholarships granted to upskill
Brookings’ residents
• Housing Units—tracking the number of new housing units in Brookings
Evaluation Metrics
5756
ACTIONS
• Expand the reach and offerings of Connect2140 for young professionals.
• Continue to provide access to young professionals to Leadership Brookings.
• Develop an initiative to highlight the efforts and contributions of young professionals.
Attracting and retaining young talent ensures Brookings’ economic success. Connect2140 is a committee of
the Brookings Area Chamber of Commerce that consists of young professionals from diverse backgrounds
and industries who assist their peers with networking, helping them to develop both personally and
professionally. By supporting these efforts, the City has a better chance of retaining this dynamic and
vibrant pool of talent.
The lead organization for this strategy is the Brookings Area Chamber of Commerce.
Partners include the BEDC and the City of Brookings.
Grow the offerings and impact of young
professionals’ engagement.
STRATEGY 4.1
5958
ACTIONS
• Partner with the Brookings Area Transit Authority (BATA) staff and board to grow support and funding
among major employers and area hotels for increased transit offerings and use.
Mobility and accessibility are essential elements for a good quality of life and the full development of
people and societies. Efficient, safe, affordable, and accessible transportation systems not only promote
economic productivity and create jobs but they also can increase access to employment, recreation,
and other essential life-shaping opportunities. By increasing access to public transportation, Brookings
ensures equitable access to opportunities in the region.
The lead organization for this strategy is the City of Brookings. Partners include the Brookings
Area Transit Authority and the BEDC.
Increase participation and support for accessible
public transportation.
STRATEGY 4.2
6160
ACTIONS
• Evaluate Brookings’ childcare ecosystem to better understand gaps and needs.
• Support the growth and expansion of childcare enterprises in Brookings by offering capacity-building
and technical services.
• Complete a childcare facility (creating 80 childcare slots).
Roads and bridges provide the physical infrastructure workers need to reach their workplaces. Likewise,
quality child care, paid family and medical leave, home- and community-based services, and higher-
quality jobs for care workers provide the infrastructure that working parents need. In April 2021,
more than 200 leading economists signed an open letter to Congress encouraging lawmakers to
make long-overdue public investments in the country’s physical and care infrastructure. These experts
recognize that this infrastructure, particularly affordable and reliable child care, is necessary for both
the financial stability of working families as well as the nation’s growth and global competitiveness. By
expanding child care support in Brookings the City allows the active participation of working parents
in the economy.
The lead organization for this strategy is the BEDC. Partners include the City of Brookings,
the Brookings School District, and SDSU.
Expand childcare support within the City.
STRATEGY 4.3
6362
ACTIONS
• Continue to invest dollars to support the City of Brookings Scholarship Program, aligning awards
with growing sectors in the City.
• Market the program to eligible students.
• Promote and evaluate the scholarship program’s success and impact.
To pursue a dream and establish a livelihood, one needs access to financial resources. Renewable, equity-
driven scholarships can help level the playing field, providing students with the opportunity to choose the
right school and the flexibility to work fewer hours so they can focus on their studies.
The lead organization for this strategy is the City of Brookings. Partners include the BEDC,
the SDSU Foundation, and Build Dakota.
Grow career pathways within the City’s growth
sectors via the City of Brookings Scholarship Program.
STRATEGY 4.4
6564
ACTIONS
• Engage Brooking’s workforce development partners, the Brookings School District, and private-sector
employers quarterly to discuss needed training programs.
• Administer a survey to uncover training gaps in Brookings.
• Develop partnerships between educational providers and employers to increase CTE and
apprenticeship initiatives.
Brookings’ skills and training programs must align with the needs of its target clusters. The City’s target
sectors are technical and therefore require close collaboration between public-sector and private-sector
partners to ensure that workers are being trained to fulfill the precise needs of local companies.
The lead organization for this strategy is the BEDC. Partners include the Brookings Area
Chamber of Commerce, the City of Brookings, and the Brookings School District.
Grow career and technical education (CTE) programs
and training initiatives aimed at supporting career
pathways in trades, manufacturing, agriculture,
and construction.
STRATEGY 4.5
6766
ACTIONS
• Develop a plan for a University-focused talent initiative that connects SDSU students to Brookings via
networking, classes, mentoring, volunteering, and other avenues.
To develop and sustain a supportive center for learning, Brookings needs strong partnerships, and one
of the efforts of Connect Brookings is connecting students with industry in a more intentional way. The
City can cultivate collaboration among local businesses, residents, and students as they explore new
innovations and technologies. Additionally, it can promote exhibits, speaker series, and non-credit
programming to attract new talent to Brookings. These collective efforts can go a long way in removing
barriers to economic opportunities, and other cities have found much success this way. In New York,
private equity firm Blackstone partnered with Ideator, an innovation network, and New York University
to create Blackstone Launchpad, a campus-based program that supports budding entrepreneurs. And
in Philadelphia, the nonprofit organization Campus Philly hosts meetups between key industries and
higher education institutions.
The lead organization for this strategy is the Brookings Area Chamber of Commerce.
Partners include the City of Brookings, SDSU, and Visit Brookings.
Launch “Connect Brookings” to connect SDSU
students to internships, mentors, and volunteer
opportunities.
STRATEGY 4.6
6968
ACTIONS
• Advance the housing priorities outlined in the Brookings City/County Housing Study.
• Reflect updates and investments in economic and destination development communication and
marketing materials.
A healthy housing sector is critical to a city’s economy. With an adequate, well-functioning housing
market, an economy can support labor mobility and respond to unexpected circumstances. The
Brookings City Housing Study makes a number of recommendations, particularly with regard to rental
housing and housing affordability needs. The City must implement these recommendations if it is to
support its workforce.
The lead organization for this strategy is the City of Brookings. Partners include the BEDC
and Visit Brookings.
Implement strategies outlined in the Brookings
City Housing Study.
STRATEGY 4.7
7170
ACTIONS
• Assemble a diverse advisory committee, including City officials, residents, Human Rights
Commission, cultural representatives, business and community leaders, and philanthropic
representatives to help guide the City’s DEI and welcoming efforts.
• Catalog best practices across North America, focusing on inclusive economic development,
business support programs, and welcoming initiatives.
• Utilize the City of Brookings’ marketing and communication platforms to welcome new residents
and promote various citywide DEI initiatives, featuring participating companies, businesses, and
community leaders.
• Celebrate the cultural diversity of Brookings.
• Devise a citywide DEI Action Plan.
A citywide DEI and welcoming initiative can have an important impact on making the Brookings
economy more inclusive. Such a program can encourage business creation and the participation of
disadvantaged and under-represented groups. It is also a great way to bolster the local economy by
widening the pool of suppliers and creating competition, both of which have a positive impact on
quality and prices. Finally, it will provide businesses of color with new avenues for networking and
gaining new clients and will emphasize the City’s commitment to equitable economic growth.
The lead organizations for this strategy are the City of Brookings, the Human Rights
Commission, and the Brookings Area Chamber of Commerce. Partners include the BEDC,
Visit Brookings, and SDSU.
Promote a citywide diversity, equity, and inclusion
(DEI) and welcoming initiative.
STRATEGY 4.8
7372
We will promote and
celebrate Brookings as an
extraordinary destination
for families, professionals,
students, and visitors of
all walks.
Due to the pandemic and the rise of remote work,
it is more important than ever for communities
to take active steps to attract people—doing so
increases the tax base and talent pool, and thus
increases resilience. Placemaking draws people
to a city while establishing the culture of the area.
Many talented workers seek not only a place
that is unique and caters to their interests but
also a place that champions diversity and allows
new ideas to flow. With welcoming spaces that
reflect the diversity of the population, commu-
nities can create environments that enhance
well-being and innovation.
The open spirit of placemaking ensures that all
members of a community are included. Inten-
tional placemaking can increase well-being and
connectedness. Beyond that, placemaking can
include a reimagining of cities so that resources
and needs are easily reachable. With this,
all members of a community can thrive, and
economic growth and equity will be maximized.
GOAL 5
The Evidence
• Brookings has important strengths to promote
as they relate to its quality of place: a vibrant
downtown, a dynamic culinary scene,
and an abundance of outdoor recreational
opportunities.
The following metrics should be tracked to assess impact:
• Visitors—counting the number of visitors to Brookings
• New residents—tracking population growth
• New businesses—tracking business growth
Evaluation Metrics
7574
ACTIONS
• Catalog underutilized spaces throughout Brookings and other commercial corridors, understanding
ownership, potential uses, and limitations.
• Create a systematic placemaking program that includes selection criteria, funding plans, and marketing
approaches; ensure it is represented in the updated Downtown Master Plan.
• Pilot the placemaking program, evaluate impact, and scale.
Quality of life and location decisions are intricately connected. Talent can choose where they want to
live and work and increasingly seek out amenity-rich communities that are vibrant, attractive, safe, and
accessible. The continuous cycle further enriches the location: Businesses attract talented workers who
seek quality places, and quality places attract new businesses, jobs, and residents. Unsurprisingly, when
residents have a strong attachment to a place, the GDP growth of that place exceeds the national average.
The lead organization for this strategy is the City of Brookings. Partners include Downtown
Brookings and Visit Brookings.
Devise a citywide placemaking plan.
STRATEGY 5.1
76 77
ACTIONS
• Hire a firm to assist the City in developing a Downtown Master Plan (including funding models,
strategies, and programs).
Business improvement districts are geographic-based areas that hold business owners accountable
for funding activities and improvements that promote their community. By designating a BID within
the City, Brookings can potentially strengthen small business communities, revitalize older commercial
neighborhoods, attract new businesses, and create new jobs.
The lead organization for this strategy is the City of Brookings. Partners include Downtown Brookings.
Explore a business improvement district (BID)
designation and additional funding mechanisms
for downtown Brookings.
STRATEGY 5.2
7978
ACTIONS
• Convene a task force of business owners, City officials, residents, developers, and representatives
from the Brookings Planning Commission to systematically evaluate zoning throughout Brookings.
• Evaluate and address the challenges that prevent redevelopment and investment.
• Create user-friendly maps to explain zoning and update property availability for commercial
corridors in the City.
Zoning is a fundamental element in successfully creating jobs and attracting new economic investment.
It affects the location of manufacturing activity, commercial uses, residential areas, population density,
and polluting facilities. Evaluating zoning will help the City better understand market conditions, while
also helping business owners understand how zoning could encourage entrepreneurship in Brookings.
The lead organization for this strategy is the City of Brookings.
Evaluate the uses and zoning of downtown and
underserved corridors in Brookings.
STRATEGY 5.3
8180
ACTIONS
• Establish a working group to support the exploration of a tourism gap analysis and a destination
master plan.
• Evaluate findings from the recent hotel study to offer insights into Brookings’ visitor market and
missing accommodation assets.
• Compare and contrast Brookings’ destination assets to peer communities in the Upper Midwest.
• Determine if Brookings should pursue the creation of a new destination master plan. (If so, and
if funding is available, consult with an advisory services firm to support the gap analysis and
planning process.)
There are many moving pieces in a successful visitor economy. Managing them requires a clear, long-
term focus that summarizes the destination brand. Brooking must define the experiences it offers as a
destination and present these experiences in a way that influences perceptions and persuades people to
visit. Studying all of the components, including the gaps, of Brookings’ visitor economy will enable the
City to establish itself as a successful, economy-boosting destination.
The lead organization for this strategy is Visit Brookings. Partners include the City of Brookings.
Study additional needs and gaps in order to
support a robust visitor economy, including
seasonal visitation.
STRATEGY 5.4
8382
ACTIONS
• Coordinate with SDSU and accommodation partners to identify sports, group, and conference assets.
• Establish a working group to identify shared goals for Brookings’ sports, group, and conference efforts
and an action plan for attracting new sporting events and small conferences to the area.
• Coordinate with a lead generation firm, if necessary, to establish target prospects and associations and
to establish metrics.
• Develop improved marketing and rental information on community/SDSU facilities.
The City of Brookings and SDSU have a multitude of event spaces, including the Dana J. Dykhouse
Stadium. Putting these spaces to use for meetings, conferences, seminars, symposiums, and a variety
of workshops will both generate income for the City and University and attract visitors, especially on
weekdays. Attracting sports events and conferences will set in motion a virtuous cycle of increased visitors
generating funds for improved visitor experiences.
The lead organization for this strategy is Visit Brookings. Partners include SDSU, the Brookings Area
Chamber of Commerce, and the Brookings School District.
Develop a sports and small group
conference strategy.
STRATEGY 5.5
8584
ACTIONS
• Expand/update the inventory of Brookings’ destination assets: cultural and recreational
amenities, music, art, food, breweries, and more.
• Develop curated destination experiences for Brookings residents, SDSU students, and target
visitors; test ideas on social media.
The days of old-school tourism trade shows, glossy marketing brochures, and magazine advertisements are
gone. Instead of cookie-cutter offerings, today’s tourists want authentic, curated experiences. By developing
a strategy for building these “experiences,” Brookings can drive tourism, economic development, and
local investments in new restaurants, brew pubs, recreational activities, concerts, and more. City partners
will need to work directly with stakeholders in the cultural and recreational sectors to identify experiences
and local characters to highlight.
The lead organization for this strategy is Visit Brookings. Partners include the Brookings Area
Chamber of Commerce.
Curate and promote destination experiences.
STRATEGY 5.6
8786
ACTIONS
• Advance Brookings’ Economic Development Master Plan to generate additional resources/revenues
for community assets.
• Explore public-private partnerships (including those with SDSU) to support new recreational facilities.
• Ensure community and recreational facilities are a priority for future City and neighborhood
planning efforts.
• Develop accessible spaces for new seasonal recreational business ventures (e.g., snowshoeing, bike
rentals), especially for winter and indoor activities.
Recreation activities can bring new investment to local economies, encourage people to revitalize existing
downtowns, and conserve natural resources, ultimately leading to improved quality of life for residents
and visitors alike. Brookings has a lot to offer, and by increasing the amount and scope of investments,
it can create jobs, increase access to a good quality of life, and strengthen its community.
The lead organization for this strategy is the City of Brookings. Partners include Visit Brookings
and the BEDC.
Grow and support the City’s investments in
community and recreational facilities.
STRATEGY 5.7
8988
ACTIONS
• Identify and communicate the City’s community development goals for all City neighborhoods.
• Invest in and collaborate with partners on placemaking and community-building efforts in the
City’s underserved areas.
The benefits of a better education are two-fold. There is personal gain—higher wages, greater economic
mobility, a better quality of life—but there is also a public, collective benefit. The Brookings School District
has made large investments in neighborhood schools, and with a more skilled and productive working
population, the local economy will thrive.
The lead organization for this strategy is the City of Brookings. Partners include the Brookings School District.
Partner with the Brookings School District and
other organizations to leverage investments in
underserved neighborhoods.
STRATEGY 5.8
9190
We will promote
Brookings’ story.
City branding and promotion enable communities
to establish their value proposition: What makes
this city worth moving to or investing in? Story-
telling is one of the most effective ways to activate
and engage people’s emotions and imaginations.
In that vein, forming a narrative is effective at
attracting people and investments to the region.
With a strong brand, people become aware of and
are drawn to what makes a region unique. This
increases talent in the region and also increases
local attachment and retention through a strong
sense of place. Additionally, a brand identity can
articulate unique strategic positioning, giving a
competitive advantage over other nearby regions
in terms of business attraction. Promotion sets the
tone for what the City wants to be and what it
wants to accomplish, creating a vision that people
can invest in.
GOAL 6 The Evidence
• Branding helps communities, cities, and
destinations distill and articulate their unique
strategic positioning and differentiating
characteristics. A strong brand will help
Brookings compete in the global marketplace.
Promoting unique characteristics is important
to attracting investment, people, and capital
to Brookings.
• A well-articulated place-branding strategy
strengthens a community’s sense of place
because it aligns the language and messages
created for and by businesses, communities,
and visitors.
The following metrics should be tracked to assess impact:
• Unique Visitors—measuring interest in the Visit Brookings’ website
• Social Media Engagement—tracking interest in Brookings as a destination to live, work, and visit
Evaluation Metrics
9392
ACTIONS
• Refresh the BEDC website to include a vanity URL; updated research/data reflecting the City’s clusters,
demographics, and destination assets; and exploration tools for site selectors.
• Prepare industry investment marketing portfolios (brochures and videos) for clusters (ensure they are
available in print and digital).
• Develop a consistent “Why Brookings?” story and pitch to be used by all partners (updated annually).
• Make appropriate out-of-market investments (conference attendance, ad placements, and more) to
support target sector growth.
Brookings needs to have the appropriate materials in place to support its economic development and tourism
efforts, including websites, social media, and multimedia assets. Economic development and tourism is as
much about storytelling as it is about policy work. Professional, creative marketing materials are a prerequisite
for being taken seriously by visitors and businesses. It’s also critical for economic development staff to collect
data on the effectiveness of these materials and campaigns and respond accordingly.
The lead organization for this strategy is the BEDC. Partners include the Brookings Area Chamber
of Commerce, Research Park, and Visit Brookings.
Create economic development promotional
materials to support investment attraction.
STRATEGY 6.1
9594
ACTIONS
• Support the investments in marketing Brookings (especially those of Visit Brookings), including
coordination of marketing campaigns in targeted destination development and site selection
publications and social media efforts with an enhanced digital focus.
• Annually refresh Brookings’ marketing collateral, both digital and print, to reflect the changing
dynamics in the City.
The availability of airlines, travel websites, travel agents, and transport options has made getting around
easier than ever and given travelers a world of destination options. This means that cities, towns, and regions
are competing with one another to attract similar people with similar interests. Growing the branding efforts
of Visit Brookings will enable the City to spotlight the unique qualities and amenities that make it preferable
to other destinations. The increased activity around the City’s hotels, restaurants, and retail businesses will
help boost the local economy.
The lead organization for this strategy is Visit Brookings.
Grow the branding efforts of Visit Brookings.
STRATEGY 6.2
9796
ACTIONS
• Develop and execute quarterly email newsletters to Brookings’ business, economic development, and
community partners.
• Offer quarterly briefings and updates to elected officials about the City’s economic and destination
development efforts.
• Create a collaborative annual report that celebrates Brookings’ economic development successes.
Branding helps a city distinguish itself in order to attract visitors, residents, businesses, and resources. Global
cities and well-known tourist destinations have been doing it for years. But over the last decade, a growing
number of smaller cities have developed branding strategies to promote their uniqueness. Brookings’
policymakers and urban governments can use this branding approach to manage perceptions, promote
the City’s distinctiveness, and share its successes with the world.
The lead organization for this strategy is the BEDC. Partners include the Brookings Area Chamber of
Commerce, Research Park, Visit Brookings, and SDSU.
Develop a robust communication plan to
share successes and wins with policymakers,
stakeholders, and the community.
STRATEGY 6.3
9998
ACTIONS
• Activate plan to engage community members and champions to update destination review sites and
social media: TripAdvisor, Yelp, Instagram, and Facebook.
• Host a Brookings Champion “training” workshop for Brookings businesses and engaged community
members on tactics for promoting and supporting Brookings via social media and more.
In successful cities and business districts across the globe, communities are leveraging champion/
ambassador programs to attract and retain next-generation talent. By instituting such an initiative,
Brookings can inspire young professionals, business owners, and major corporations with a stronger
sense of civic pride and involvement.
The lead organization for this strategy is Visit Brookings. Partners include the Brookings Area
Chamber of Commerce.
Advance a community champion initiative.
STRATEGY 6.4
101100
We will build an economic
development ecosystem
that effectively supports
the implementation of this
strategy.
In order to effectively support the implementation
of the Economic Development Strategic Plan, the
City of Brookings needs an ecosystem structure
that will inform and drive culture, ways of working,
departmental focuses and priorities, and resource
allocation. It should also provide tools, processes,
and resources to operationalize and continuously
monitor and measure progress. An organizational
ecosystem should set the direction of the City in
a way that is consistent with the economic devel-
opment goals and accessible and practical to the
various City partners.
GOAL 7
The Evidence
• A robust economic development ecosystem will
enable the City of Brookings to deliver on its
strategic priorities by aligning staffing levels
with priorities, establishing efficient reporting
relationships, and structuring work between
partners in a way that facilitates communication
and collaboration.
• The new economic development strategy for the
City of Brookings calls for stronger partnerships
with educational institutions and closer
relationships with Brookings’ entrepreneurial
community and key industries. As such, the roles
and responsibilities of staff and partners must be
reviewed to position the City to optimally deliver
on its new mandate.
103102
ACTIONS
• Conduct a gap analysis in Brookings’ economic development staffing and resources.
• Compare the Brookings model to other peer cities for lessons learned.
The ideal economic development ecosystem can most likely differ for each community. Best practices suggest
that finding the ideal ecosystem entails a careful and thoughtful analysis of the community’s own goals,
assets, and needs. Armed with that analysis, each community will have a better shot at making effective
economic development structures.
The lead organization for this strategy is the City of Brookings. Partners include the Brookings Area
Chamber of Commerce, Research Park, Visit Brookings, and the BEDC.
Engage Brookings area organizations
to evaluate our economic development
ecosystem and resourcing.
STRATEGY 7.1
105104
ACTIONS
• Build an efficient organizational structure, staffing, resources, and partner plan that aligns with
Brookings’ Economic Development Master Plan.
An organizational structure is a set of rules, roles, relationships, and responsibilities that determine
how an organization’s activities should be directed to achieve its goals. The organizational structure
for the City of Brookings’ economic development efforts should provide a smooth flow for all economic
development activities, enabling the City to progress the Community Economic Development Master
Plan and achieve its goals.
The lead organization for this strategy is the City of Brookings. Partners include the Brookings Area
Chamber of Commerce, Research Park, Visit Brookings, the BEDC, and Downtown Brookings.
Adopt a structure to effectively manage the
process and resources necessary to leverage
our limited resources to accomplish the goals
of this study and all of the City’s economic
development activities.
STRATEGY 7.2
107106
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:RES 23-012,Version:1
Action on Resolution 23-012, a Resolution Adopting the Brookings Community Economic
Development Master Plan
Summary:
This resolution will adopt the Brookings Community Economic Development Master Plan.
Recommendation:
Staff recommends approval.
Attachments:
Memo
Resolution
Master Plan
City of Brookings Printed on 1/19/2023Page 1 of 1
powered by Legistar™
City Council Agenda Memo
From: Paul Briseno, City Manager
Council Meeting: January 24, 2023
Subject: City of Brookings Economic Master Plan
Presenter: Paul Briseno, City Manager
Summary:
The City, community partners, businesses, leaders, and consultant Resonance worked
over the past ten months to develop Brookings’ first community economic development
master plan. The final five-year plan will be presented and city staff recommends
approval.
Background:
In April 2022 the City of Brookings contracted with Resonance to develop a community
economic development master plan. The intention of the plan was to provide a
comprehensive review of the current community economic development environment,
benchmark best practice strategies of peer and aspirational communities as well as
analyze local strengths, weaknesses, opportunities, and threats (SWOT), and create a
roadmap for future action to achieve prioritized community economic development
outcomes in both the short (1-5 years) and long (10-20 years) term while maximizing
resources.
The desired plan would assess all areas of existing efforts and assets including
businesses interests (job activity, market connectivity, target industries, labor access
and workforce), people (job access, inclusivity, and access to opportunity for diverse
populations), and places (development ability, livability, affordability, and market
activity).
The final strategy will be utilized as a resource for the City Council to prioritize funding
allocation that will achieve the goals and objectives included in the Community
Economic Development Master Plan. Annually the city partners with economic agencies
to progress Brookings’ economic efforts. City Council budgets $950,000 to ensure
adequate funding for these agencies.
Item Details:
The Brookings Community Economic Master Plan is presented to Council for approval.
It was developed through:
Ten months of community engagement
Competitive benchmarking analysis, industry cluster analysis, and stakeholder
engagement summary
Community and business surveys
Steering committee meetings
Stakeholder discussions with nine groups representing major sectors and
Council
Community workshop with key business/leaders
Economic development community partner engagement
The plan contains the economic development strategy and seven goal areas with
objectives outlined. Community partners responsible for objectives within the 1 -5 year
plan are identified. These goals include:
Goal 1: We will attract investment to grow Brookings’ economy and create generational
prosperity.
Goal 2: We will build Brookings into the premier entrepreneurial community in
America’s Heartland.
Goal 3: We will bring passionate innovators, academics, and investors together to
create an inclusive innovation hub.
Goal 4: We will invest in the diverse talent that will fuel the future of our community.
Goal 5: We will promote and celebrate Brookings as an extraordinary destination for
families, professionals, students, and visitors of all walks.
Goal 6: We will promote Brookings’ story.
Goal 7: We will build an economic development ecosystem that effectively supports the
implementation of this strategy.
If approved, City staff and Brookings economic partners will work to achieve the
identified objectives through monthly meetings. Economic agencies will present in early
fall a report of the achieved actions through a work session to Council. City funding will
be allocated based on the identified objectives and achievements.
Legal Consideration:
None
Strategic Plan Consideration:
The approval of Brookings’ community economic development master plan and the
progression of goals will meet City Council’s strategic plan through all five areas. The
plan was developed with Council’s desired outcomes as a foundation.
Fiscal Responsibility – financial transparency, service delivery, service level,
outside agency funding
Safe, Inclusive, Connected Community – facility improvements, emergency
management planning, Master Plans, Studies, Volunteer Boards
Service and Innovation Excellence – performance management, governance,
operations, intergovernmental relations, policy review
Sustainability – sustainable measures (training, implementation, policy),
environmental, future quality of life, Master Plans, Comprehensive Plan
Economic Growth – community improvements, equitable opportunities,
community appearance, city-owned land, land purchasing policy, future
development/re-development, future growth
Financial Consideration:
The City currently provides $950,000 to economic development partners. If adopted the
Council will direct the funding towards the completion of the plan.
Options and Recommendation:
The City Council has the following options:
1. Approve as presented
2. Amend
3. Deny
4. Move the item to a Study Session
5. Discuss / take no action / table
Staff recommends approval of Brookings’ community economic development master
plan as presented.
Supporting Documentation:
Memo
Resolution
Master Plan
Resolution 23-012
A Resolution Adopting the
Brookings Community Economic Development Master Plan
Whereas, the City Council of the City of Brookings, SD received a presentation on the
proposed Community Economic Development Master Plan for the City; and
Whereas, the Community Economic Development Master Plan assesses all areas of
existing efforts and assets including businesses interests, people, and places; and
Whereas, the Community Economic Development Master Plan will be utilized as a
resource for the City Council to prioritize funding allocation that will achieve economic
development goals and objectives.
Now, Therefore, Be It Resolved that the Brookings Community Economic Development
Master Plan is hereby adopted for the City of Brookings. The Brookings Community
Economic Development Master Plan shall be on file in the office of the City Clerk and is
available for public inspection by any interested person.
Passed this 24th day of January, 2023.
CITY OF BROOKINGS, SD
Oepke G. Niemeyer, Mayor
ATTEST:
Bonnie Foster, City Clerk
CITY OF BROOKINGS
Community Economic
Development Master Plan 2023 — 2027
Brookings is a hub
of opportunity that
attracts innovators and
collaborators.
It champions the fresh,
sustainable ideas and a
quality of life that makes
South Dakota and our
country thrive.
2 3
Table of
Contents
Executive Summary 6
Discovery and Engagement 10
Demographic and Economic Analysis 12
Stakeholder Engagement 16
Economic Development Strategy 20
Goal 1: We will attract investment to grow Brookings’ economy
and create generational prosperity.22
Goal 2: We will build Brookings into the premier entrepreneurial
community in America’s Heartland.32
Goal 3: We will bring passionate innovators, academics, and
investors together to create an inclusive innovation hub.44
Goal 4: We will invest in the diverse talent that will
fuel the future of our community.56
Goal 5: We will promote and celebrate Brookings as an
extraordinary destination for families, professionals,
students, and visitors of all walks.
74
Goal 6: We will promote Brookings’ story.92
Goal 7: We will build an economic development ecosystem that
effectively supports the implementation of this strategy.102
54
Ranked as one of the best cities to live in South Dakota, Brookings provides its
24,000-plus residents with amenities that include affordable housing, quality
education, job opportunities and, best of all, a small-town vibe that welcomes
everyone. The City has several active and engaged partners working together to
expand development opportunities. Importantly, South Dakota State University
(SDSU) anchors the regional economy and contributes to the community’s culture
and quality of place. Now is the time for Brookings to adopt a modern economic
development strategy that harnesses the City’s assets and prioritizes resources
to achieve productive and sustainable growth.
Brookings provides many opportunities for year-round recreation with an
abundance of parks, outdoor activities, and a lively downtown with unique shops
and restaurants. The City of Brookings is home to a highly skilled workforce
seeking success in industries ranging from agricultural technology and science to
renewable energy and advanced manufacturing. Also, as an emerging center for
innovation with the Research Park at South Dakota State University, Brookings
has the foundation necessary for long-term economic growth and success.
To support the creation of Brookings’ Community Economic Development Master
Plan, Resonance performed a comprehensive demographic and economic
assessment that evaluated the City’s performance across a variety of metrics
compared to a number of benchmark communities and evaluated Brookings’
industry clusters to guide future business attraction and expansion efforts.
Executive Summary Home to nearly 24,500 residents, Brookings’ population has increased by 7% since 2015,
double the national growth rate. Brookings has a small-town charm as well as all the larger
town amenities. Residents can enjoy a variety of retail and entertainment in the downtown
area, lots of events, and many museums without feeling lost in a big city.
Brookings’ Gross Domestic Product (GDP) increased by only 5% in the last five years, a
growth rate that is 67% less than the national average. Median household incomes have
seen just a modest increase since 2015, growing by only 15%, which is 28% lower than
the national average.
Brookings has a strong economic base because it is reliant on the knowledge-based economy in
SDSU and boasts a strong manufacturing cluster as well. Advanced Manufacturing, Agricultural
Inputs and Services, Food Processing, and Ag Innovation collectively employ more than 6,000
employees, almost a third of Brookings’ labor force.
Brookings is a great place to raise a family, so it’s a good choice for experienced talent who
are looking to settle down. More than four in 10 of Brookings’ residents have a bachelor’s
degree, and Brookings boasts a fast-growing knowledge sector: Growth in knowledge-based
occupations is 37% greater than the U.S. average.
A strong center for Ag Innovation and Bioprocessing, Brookings’ businesses benefit from SDSU,
highly skilled graduates, and a robust agricultural sector. However, the City needs experienced
Research and Development (R&D) skills, and an opportunity lies in attracting SDSU alumni.
Brookings is a fast-growing community with the best of both worlds.1.
2.
3.
4.
5.
Despite the City’s growth, economic output is lagging.
Brookings has competitive export clusters—a foundation for a strong, diverse economic base.
With strong liveability assets, Brookings is a great place for boomerang talent.
Brookings has the foundation—research institution, skill talent, quality of place, a pro-business climate, and more—to grow a robust Ag Innovation and Bioprocessing sector.
THE FOLLOWING TAKEAWAYS SUMMARIZE OUR
LEARNINGS FROM THE RESEARCH AND ANALYSIS:
76
Brookings is leveraging the University, but there is potential for further collaboration. This could
take the form of internship and volunteer programs, engaging the university in placemaking
initiatives in the downtown core, and technical training, among other things. These efforts
would enable Brookings to expand its talent pipeline, revitalize some of its community areas,
and embed technological progress in its industries.
Nearly three in four Brookings businesses are small (having fewer than 10 employees).
Entry-level proof of concept (POC) funding for students would contribute positively to
the entrepreneurial community in Brookings and would help commercialize ideas from
the University.
Based on their monthly housing costs, just over a third of all renters in Brookings are rent-
burdened, while fewer than two in 10 homeowners are home-burdened. However, due to
the sharp increase in real estate prices in the last couple of years, housing affordability and
a lack of housing options are major concerns for residents. Maintaining the City’s housing
affordability and options is essential to attracting and retaining skilled talent.
Almost 12% of Brookings’ residents are people of color, growing 26% in the last five years.
Cultural initiatives, ethnic products, and a celebration of indigenous roots would promote
inclusion in Brookings.
The Brookings downtown is a great asset. Facade improvements, infrastructure investments,
new green spaces, community gathering facilities, and a focus on winter recreational options
would lead to an increase in visitation and would attract businesses and talent to Brookings.
Brookings has access to a strong university asset in SDSU, but it could be leveraged more.
Brookings has a growing entrepreneurial community that needs more support.
Brookings has a limited supply of real estate on the market.
Diversity is what makes Brookings great.
Placemaking investments would further support place-led economic growth in Brookings.
THE FOLLOWING ARE THE SEVEN GOALS OF BROOKINGS’
ECONOMIC DEVELOPMENT MASTER PLAN:
We will attract investment to grow Brookings’ economy and
create generational prosperity.
Investment for future prosperity.1.
2.
3.
4.
5.
6.
7.
We will build Brookings into the premier entrepreneurial
community in America’s Heartland.
South Dakota-grown and scaled.
We will bring passionate innovators, academics, and investors
together to create an inclusive innovation hub.
Prairie innovation.
We will invest in the diverse talent that will fuel the future of our community.
Skills for tomorrow.
We will promote and celebrate Brookings as an extraordinary destination for
families, professionals, students, and visitors of all walks.
“Anything but ordinary.”
We will promote Brookings’ story.
Intentional, authentic storytelling.
We will build an economic development ecosystem that
effectively supports the implementation of this strategy.
The following report describes Brookings’ Community Economic Development Master Plan and Action Plan and includes the Community
Competitive Assessment (Appendix A), the Target Cluster Analysis (Appendix B), and the Stakeholder Engagement Summary (Appendix C).
Effective implementation.
6.
7.
8.
9.
10.
8 9
To plan for future resiliency and growth, communities need access to economic
and market data that will help them better understand what’s happening in their
local economies. Analyzing key data will inform policymakers, business owners,
and community members as they make decisions, develop strategies, and take
action in today’s complex and challenging economic landscape. Harnessing key
data equips economic development organizations to confidently create informed
plans that address the true needs of their communities.
As such, a strong economic development strategy is grounded in extensive
research that helps City leaders confirm community facts and dispel biases,
identify opportunities, allocate resources, and recruit the right businesses to
contribute to the City’s long-term sustainable economic growth.
The Community Economic Development Master Plan for the City of Brookings
is data-driven, sector-focused, and leveraged by deep input and inclusive
engagement from a diverse, multicultural group of stakeholders. The sections
below present our findings from the Demographic and Economic Analysis and
the Stakeholder Engagement phases.
Discovery and Engagement
10 11
Brookings is home to endless possibilities. A fast-growing college town, Brookings boasts
a highly educated workforce and a strong knowledge-based economy. Home to South
Dakota State University, Brookings takes pride in its strong Agriculture legacy and—
supported by the University—elevates this important sector by developing and adopting
new technologies in the space. As such, Brookings is leading what Ag Innovation and
Bioprocessing will look like in the world in the years to come. Brookings’ Manufacturing
sector is equally critical to the economic success of the City. Located in the lowest-cost
state for doing business, Brookings is home to major locally born companies that add to
the City’s character just as they add to its economy.
The key conclusions are presented on the following page.
Demographic and Economic Analysis
To support the development of Brookings’ Community Economic Development Master
Plan, Resonance performed a comprehensive demographic and economic assessment
that consisted of two main components:
Competitive
Benchmarking
Assessment
Target Cluster
Analysis
The Competitive Benchmarking Assessment synthesized the demographic and economic
trends impacting the City. The analysis compared Brookings to 15 of its peer communities
across six categories: Economic Vitality, Innovation, Talent, Diversity, Equity, and Quality of
Place. This part of the research included data for more than 50 metrics and grouped them
into key categories that provided a holistic view of the City’s comparative advantages. The
following are the learnings from this assessment:
Competitive Benchmarking Assessment
• Brookings is fast-growing. Both the City and the region grew at rates higher than
state and national averages.
• Brookings is attracting immigrant talent. Foreign-born individuals have increased in
the last five years at a rate four times the national average.
• Brookings has a strong and growing knowledge workforce. The share of
employment in knowledge occupations is 7% higher than the national average, with
strong growth that is 75% higher than the state average.
• Brookings has lower median household incomes. Median household income
($57,471) is $2,400 lower than the state average and $7,500 lower than the
national average.
• Brookings is closing the gender wage gap. The gender wage gap is in line with
state and national averages, and female incomes have risen at a rate two times the
national average.
• Brookings provides a good quality of life. The City has cultural and recreational
amenities that should be promoted.
FINDINGS INCLUDE:
12 13
The Target Cluster Analysis acts as the primary and essential foundation for supporting all future
business attraction, expansion efforts, and incentives and for helping to shape a narrative that
resonates with new enterprises, site selectors, and talent.
In light of the calls for equity and social justice over the last 18 months, our target cluster analysis
assessed traded clusters from the lens of equity and resilience—as well as competitiveness—as
opposed to an evaluation that relies solely on an economic growth focus. It also focused on
traded (as opposed to local) clusters since they tend to have higher wages and higher levels of
innovation, in addition to being more resilient and durable.
Home to Daktronics, Larson Manufacturing, and
3M, Brookings has a robust Manufacturing cluster.
The cluster is the strongest in terms of competitive
advantage—the advantage is more than 21 times the
national average—and total employment, with more
than 3,500 workers. It is also the largest contributor to
the economy in terms of Gross Regional Product (GRP),
generating $720 million in 2021.
The Agricultural Inputs and Services cluster is the second-
highest in terms of competitive advantage—the advantage
is more than seven times the national average—and
a major employer with a strong employment base of
more than 1,400 workers. This cluster is supported by
Brookings Area Chamber of Commerce initiatives such as
the Ag Teacher Resources Grant, Ag Scholarships, Feed
the Farmer, and the Ag Appreciation Banquet. Major
employers include Sterling Technology, Hill Top Dairy,
and K C Dairy.
Target Cluster Analysis
THE FOLLOWING ARE THE KEY TARGET CLUSTERS FOR BROOKINGS:
Agricultural Inputs
and Services
Advanced
Manufacturing
Ag Innovation
Brookings has a specialization in cheese manufacturing
thanks to the SDSU Dairy and Food Science Programs, and
the Bel Brand’s Cheese Manufacturing Plant is a major draw
to further expand the cluster. The cluster is competitive—the
advantage is more than 6 times the national average—and
shows growth that is in line with the state average.
Food Processing
and Manufacturing
The Ag Innovation cluster is the fastest-growing cluster
in Brookings, growing by 27% over the last five years
and surpassing the state’s job growth in the cluster. It is
supported by a highly educated workforce, where almost
six in 10 employees have a bachelor’s degree or higher.
Ag Innovation is supported by SDSU’s excellence in the
field through the Precision Agriculture program and also
through robust work by the Research Park. Major employers
in this cluster include Dynamic Concepts, Conference
Technologies, and Banner Associates.
1514
Our team performed targeted outreach to key stakeholders to gather input on strategic priorities,
develop a broad sense of plan ownership and collaboration, and create advocates for the
plan’s goals. Discussions addressed an array of issues: growing an entrepreneurial ecosystem,
promoting the City’s quality of place, engaging local anchor institutions to drive development,
positioning Brookings as an ideal place for young professionals, and more. We also conducted
two surveys—one for residents, and one for businesses. Both surveys were widely distributed
with the help of the City Manager’s Office.
The Stakeholder Engagement complemented the research and provided thoughtful guidance
in the development of the Community Economic Development Master Plan. Some of the key
conclusions are presented on Page 17.
Stakeholder Engagement
• The pioneer spirit of the Midwest. Collaboration is a key feature of the Brookings
community. The community is small enough that people know each other, network,
and get things done. This is supported by friendly people, welcoming neighborhoods,
and a strong willingness to progress.
• Strong economic portfolio. Brookings has a strong economic base because it is
reliant on the knowledge-based economy at SDSU and has a strong Manufacturing
cluster. At the same time, it does not rely heavily on retail. The availability of a strong
Manufacturing cluster attracts workers due to a pool of opportunities and retains talent
in the City, as workers have options to transition locally from one position to another.
• Strong workforce pipeline. The SDSU Jerome J. Lohr College of Engineering is a
strong asset for Brookings’ Manufacturing community, graduating engineers who
become manufacturers in town. That being said, Brookings needs to implement
graduate retention tactics to attract its graduates to stay and work in Brookings.
• Open for business. Businesses are attracted to Brookings’ tax climate and business
climate, as well as its efforts in marketing and promoting the City’s Ag Innovation
cluster throughout the United States.
• Accessible networking. Young professionals appreciate Brookings’ friendly culture
because it facilitates networking, job connections, and accessible opportunities for
upward economic mobility. Young professionals appreciate the ability to connect
directly with City and community leaders because it makes them feel like their voices
and perspectives are heard and considered during policy and decision-making.
Overall, accessible networking encourages young professionals to engage in civic
discussions and projects.
More than 50 Brookings residents, business owners, elected officials, economic development
partners, University leaders, and others participated in a series of roundtable discussions.
From these discussions, the following emerged as key themes and takeaways and have
helped to build the Economic Development Strategic Plan:
Roundtable Discussions
16 17
The City conducted a community survey that was answered by 758 respondents—89%
living in Brookings. Community members identified safety, access to quality healthcare, and
employment opportunities as the top three reasons why they have chosen Brookings as their
home. Analyzing results from the survey, we were able to conclude that Brookings’ strengths
are its safety and access to quality healthcare, while its weaknesses are housing affordability
and shopping options.
The City conducted a business owner survey that was answered by 79 respondents—46%
have been operating a business in Brookings for 11+ years, 39% for 6 -10 years, and
35% for fewer than five years. The respondents expressed that the availability and quality
of labor are the most challenging factors for doing business in Brookings. Almost half (49%)
of the respondents think business planning and labor support programs—such as resources
on how to start a business and write a business plan, access to consumer data, employee
training, development opportunities, and continuing education programs—are needed to
bolster their businesses.
Community Survey
Business Survey
1918
As economic conditions inevitably change, accompanied by new challenges and opportunities, the
resilience of a city’s economic development strategy will be tested. Long-term economic development
efforts that are built on a foundation of core values and principles will enable Brookings to be adaptive,
rather than simply reactive, to these changes.
Brookings will advance its economic development priorities with both existing and evolving partnerships.
Key public and private stakeholders and partners all must contribute to the City’s vision and values and its
opportunities and objectives. Further, they must come together to develop a plan that enables Brookings
to identify and respond to new opportunities as they arise.
The defined goals, objectives, and tactics of the economic development strategy will enable stakeholders
to understand their specific roles. Collectively, these individual actions will create a prosperous and
equitable future for Brookings.
Throughout the five years of this plan, Brookings’ economic development priorities will evolve in response to
the City’s growth and the rapid pace of change in the economy. City leaders and its economic development
partners will examine the strategy annually to identify deficiencies and update the strategy to address
changing needs. The City—together with its economic development partners—will also be exploring
public-private funding to implement the plan. To ensure ongoing implementation and governance, this
group will meet annually to report progress on four key metrics:
Using best practices in economic development, the following plan lays out the guiding principles for this
analysis. The plan includes seven broad goals, supporting each with specific evidence of its importance and key
priorities. Appendix D lays out an implementation plan that includes action items, key partners, and metrics.
Economic Development Strategy
• Jobs—tracking the number of new jobs in Brookings, with the aim of increasing jobs
by 4% in the next five years (in line with state growth) to provide 520 new jobs
• Income—tracking the income of households in Brookings, with the aim of increasing
household incomes by 18% in the next five years to $67,816 (in line with state growth)
• Consumer Spending—tracking the personal consumption expenditures in Brookings
• Capital Investment—tracking the dollars dedicated to capital investments in Brookings
20 21
We will attract investment
to grow Brookings’
economy and create
generational prosperity.
Outside investment improves the resilience
of the community. Investments allow cities to
expand infrastructure and services—essential
for long-term growth—without placing an extra
burden on the citizens. Outside investment can
also take the form of business attraction, which can
quickly create quality jobs and enhance regional
competitiveness. This serves as a way to signal
that a city is primed for growth and innovation,
further increasing investments and business
interests. With a robust investment stream, cities
can create shared prosperity and lessen the impact
of unpredictable events. Community members can
be supported in ways that would not be possible
without a dynamic economy.
An economic development strategy that includes
diverse, high-growth sectors will enable the City
to adapt to everchanging and unexpected condi-
tions. Brookings’ established clusters—Advanced
Manufacturing, Ag Innovation, Agricultural
Inputs and Services, and Food Processing and
Manufacturing—provide a solid foundation for a
resilient economic strategy. Each sector provides
jobs across the income and education spectrum,
from large employers that anchor the economy to
the many homegrown businesses that innovate
and inject life into the community. Sector strategy
focuses on not just one firm or subsector but rather
on the business ecosystem. When businesses of
all shapes and sizes are given a place to grow,
social equity and upward mobility grow, too. The
result is a local economy that is competitive and
dynamic.
The City will look to the Brookings Economic
Development Corporation (BEDC) to lead
on this goal. BEDC is the primary engine for
promoting economic growth in Brookings and the
surrounding area. It serves as an advocate for the
business community by building relationships with
companies that allow them to succeed by taking
advantage of the area’s unique and progressive
business environment.
GOAL 1
The Evidence
• Brookings’ cluster strategy—for expansion
as well as retention—should be centered on
four sectors: Advanced Manufacturing, Ag
Innovation, Agricultural Inputs and Services,
and Food Processing and Manufacturing.
These sectors are competitive, fast-growing,
and supported by strong programs at South
Dakota State University.
• The Brookings region represents 4% of the
state economy, ranking fifth in South Dakota.
Productivity is high at $62,202, on par with
state and national averages.
• Brookings is competitive in Agriculture,
Manufacturing, and Education. Its fastest-
growing industry is Professional Services,
growing by 122% in the last five years.
The following metrics should be tracked to assess impact:
• New Businesses by Cluster—tracking the number of new businesses in Brookings
by industry cluster
• Employment by Cluster—tracking employment levels by industry cluster
• New Investment—counting the number and value of new investments in the City
• Median Household Income—tracking growth in incomes and standards of living
• Median Earnings—tracking growth in earning potential and the competitiveness of
the City in attracting talent
Evaluation Metrics
2322
ACTIONS
• Host bi-annual cluster working groups—Advanced Manufacturing, Ag Innovation and Services, and
Food Manufacturing—to identify specific cluster needs and supply chain opportunities.
• Conduct a formal business visitation plan for Brookings businesses, interviewing at least 24 major
employers annually.
• Convene CEO networking sessions.
• Use engagement to identify opportunities and needs and report key findings systematically.
To support existing businesses, Brookings needs a business retention and expansion program that is focused
on its strong clusters. It must do this while also attracting new companies by utilizing a value proposition
that illustrates the City’s economic competitiveness. Additionally, to better understand its interactions with
community businesses, Brookings should host a series of roundtable discussions with major existing employers
as well as policymakers. All players should come together to establish initiatives and strategies that promote,
measure, and reevaluate cluster growth and engagement.
The lead organization for this strategy is the BEDC. Partners include the Brookings Area Chamber
of Commerce, Research Park, and the City of Brookings.
Build a business retention and expansion initiative
for both emerging and legacy employers.
STRATEGY 1.1
2524
ACTIONS
• Strengthen partner and cluster strategy (staffing, information flow, RFPs, and marketing).
• Identify annual goals by cluster and markets.
• Conduct a bi-annual paid qualified lead generation campaign to generate meetings in key attraction
markets and industry sectors.
• Attend commercial development trade shows to increase exposure for Brookings’ business attraction
efforts: CoreNet Global, NAIOP, Site Selectors Guild, ULI, ICSC, Select USA, Economic, MPA,
CREW, and more.
• Build a target site-selection list and develop bi-annual community outreach.
• Host appropriate inbound City visits, tours, and trade missions with target companies, investment
representatives, and site selectors.
• Develop a retail and restaurant attraction plan.
Brookings’ economic strategy must be specific and intentional. Economic development efforts must focus
on the investments that are most likely to succeed, in both new business attraction and redevelopment
opportunities. This can be done within a framework that specifies target sectors, expands on best practices,
and enhances collaboration among City departments and private-sector partners.
Brookings can also promote local investment opportunities by developing positive relationships with site
selectors—particularly those conducting location searches for knowledge-based companies and global
headquarters—who influence which cities will make the short list.
The lead organization for this strategy is the BEDC. Partners include the Brookings Area Chamber
of Commerce, Research Park, Visit Brookings, and the City of Brookings.
Develop a cluster-focused business attraction
and site-selection initiative.
STRATEGY 1.2
2726
ACTIONS
• Coordinate a strategy to evaluate the highest and best use (e.g., quality job creation and impactful
development/redevelopment) of the City-owned land.
• Develop a strategy for evaluating, measuring, and reporting impact over time.
For cities that are seeking to raise their rate of investment, especially when public finances are tight, public
land is a potentially underutilized resource. Public land might be used in a variety of ways to attract private
co-investment. It can be used as a means to plan and develop new functions and districts and to establish
longer-term and higher-value goals for certain land parcels. It might be used as a means to lower costs and
boost returns to private co-investors in land or projects that are otherwise uneconomic. Further, public land
can be used as an equity contribution to a longer-term joint venture with a private partner, as part of a land-
swap arrangement that helps to assemble one or more parcels for development, or as a means to resource
and deliver social and environmental infrastructures within larger, commercially driven development.
The lead organization for this strategy is the City of Brookings. Partners include the BEDC.
Utilize public-owned land to attract quality jobs
and investment.
STRATEGY 1.3
2928
ACTIONS
• Partner with various City departments and boards, Brookings Municipal Utilities, and development
stakeholders to maintain and evaluate development assets and needs: land, infrastructure, and utilities.
• Advise City Council on development policies to support economic growth and align with cluster
needs.
• Serve as a trusted advisor to businesses and investors on new real estate/commercial development
and redevelopment transactions that further the City’s economic landscape.
• Partner with SDSU to use artificial intelligence and machine learning to solve challenges (e.g., urban
site planning and transportation modeling).
Brookings’ public investments in streets, water, sewer, parks, and civic facilities can be leveraged to promote
private investments. Strategically located parks and buildings can inspire private residential development,
and targeted infrastructure improvements can attract new industries. By maximizing private investment,
infrastructure extensions can support the long-term costs associated with infrastructures and facilities.
The lead organization for this strategy is the City of Brookings. Partners include the BEDC,
Brookings’ Municipal Utilities, Visit Brookings, and SDSU.
Plan for the future of the City’s infrastructure
needs, including commercial sites, roadways,
utilities, and more.
STRATEGY 1.4
3130
We will build Brookings into
the premier entrepreneurial
community in America’s
Heartland.
A focus on entrepreneurship and small businesses
leads to the generation of new ideas, allowing the
region to enhance economic growth. Entrepre-
neurs can quickly capitalize on emerging economic
opportunities, boosting the region’s competi-
tiveness. Through small business creation, regions
can establish a stable economy with enhanced
productivity, innovation, and job creation. With a
strong base, small businesses can be assisted with
scale-up, leading to wealth creation and gener-
ating greater prosperity for the area.
Entrepreneurs and small businesses give the
community an identity. Supporting multicultural
small businesses enables the regional landscape
to mirror the community it is serving. As a result,
the prosperity generated is shared across all
groups, and people feel a greater sense of pride
in their community, making them more willing to
support the local economy.
The City will look to the Brookings Area Chamber
of Commerce to lead this goal. The Chamber
continues to be the leading business organization
in the Brookings area—promoting, connecting,
enriching, and advocating for the Brookings-area
business community and providing endless oppor-
tunities to help businesses succeed. Made up of
500-member businesses, the Chamber connects
all cross-sections of the City’s business community.
GOAL 2
The Evidence
• Brookings has a pro-business climate, thanks to
the state not imposing a corporate income tax.
South Dakota has a 4.5% state sales tax rate,
a maximum local sales tax rate of 4.5%, and
an average combined state and local sales tax
rate of 6.4%. South Dakota’s tax system ranks
second overall on the 2022 State Business Tax
Climate Index.
• Brookings has a concentration of small
businesses: 87% of businesses in Brookings
have fewer than 20 employees. This share is
85% on the national level.
The following metrics should be tracked to assess impact:
• New Businesses Formation—tracking the number of new businesses in Brookings by size of business
• Investments— tracking the investment dollars made in the City
Evaluation Metrics
3332
ACTIONS
• Develop a calendar of small-business coaching (business plans, marketing plans, and succession
plans) and networking opportunities for Brookings businesses.
• Coordinate and offer resources for existing and prospective entrepreneurs, including “How to Start a
Business” webinars, calendar of resources, and more.
• Support and promote small-business resources and training offered by the Brookings Chamber,
BEDC, and Research Park.
• Continue to provide ribbon-cutting events and other promotional awareness for new businesses.
• Conduct a biannual business owner survey to track business perceptions and indicators in Brookings.
• Host a series of “pop-up” shops to feature the products/services of home-based businesses in Brookings.
Information sharing and opening the lines of communication ensures that small business needs are met
by improving the capacity of business owners. By connecting entrepreneurs to mentors and training
opportunities, Brookings can create a supportive ecosystem where small businesses can thrive.
The lead organizations for this strategy are the Brookings Area Chamber of Commerce, BEDC,
and Research Park. Partners include Downtown Brookings.
Provide Brookings’ small businesses with technical
training, networking opportunities, and mentorship.
STRATEGY 2.1
3534
ACTIONS
• Convene a working group to advise on the creation of the revolving loan program: goals, guidelines,
and value proposition.
• Evaluate best practices from other Midwestern cities similar to Brookings.
• Raise capital for funds by 2025, begin to distribute funds, and evaluate for impact.
Capital is needed to grow new and existing businesses in Brookings. An example is a revolving loan fund
that can provide the gap financing measure Brookings needs for the development and expansion of its
small businesses. The fund replenishes itself by using the interest and principal payments from old loans
to make new loans. This flexible source of capital, combined with more conventional sources, can help
bridge the difference between what borrowers can obtain on the private market and what they need to
start or sustain a business.
This approach has been successful for the Urban Redevelopment Authority of Pittsburgh, which operates
several revolving loan fund programs through its Center for Innovation and Entrepreneurship. The loans
are used as gap financing products for commercial real estate development and small- and medium-sized
business development in Pittsburgh. Likewise, the Oregon Business Development Fund—a state-level revolving
loan fund managed by Business Oregon—provides capital to Oregon-based businesses to use for land,
buildings, equipment, machinery, and working capital.
The lead organization for this strategy is the BEDC. Partners include Research Park.
Identify capital to grow new and existing
businesses in Brookings.
STRATEGY 2.2
36 37
ACTIONS
• Convene a task force of Brookings businesses, residents, students, and SDSU procurement officials to
evaluate the promotional efforts for buying locally.
• Evaluate “buy local” campaigns from other communities, taking lessons learned and applying them to
Brookings (focusing on those with a university procurement presence).
• Develop a systematic, measurable approach/plan that can be sustained over time and measured.
Without “buy local” campaigns, many businesses would not have survived the pandemic. Brookings can
build on this with a citywide “buy local” initiative that encourages residents to support retail establishments,
restaurants, and other businesses in their community. Beyond the economic benefits, such an initiative will
invigorate the City’s brand and instill an even greater sense of local pride.
The lead organization for this strategy is the Brookings Area Chamber of Commerce.
Partners include the City of Brookings, SDSU, Visit Brookings, and Downtown Brookings.
Create and sustain a “Buy Local” initiative,
connecting small businesses to residents, students,
and University purchasing.
STRATEGY 2.3
3938
ACTIONS
• Cultivate leads for downtown spaces to support pop-up retail.
• Explore the feasibility of shared spaces downtown, including best practices in other cities, business
models, and needed resources.
• Advance the City’s Downtown Redevelopment/Infill Program efforts, including developing a
Downtown Master Plan that outlines opportunities for adaptable and shared spaces.
The concept of adaptive facilities—created by transforming shopping malls to mixed-used spaces, converting
warehouses to breweries, or using distribution centers for indoor agriculture, for example—is becoming a
key factor in the real estate ecosystem. Existing but vacant properties can be transformed for entirely new
uses, giving a fresh lease on life to neighborhoods and boosting the local economy.
The lead organizations for this strategy are the City of Brookings and Downtown Brookings.
Partners include the Brookings Area Chamber of Commerce.
Establish a plan to create and offer
adaptable commercial facilities and public
spaces in Brookings’ downtown.
STRATEGY 2.4
4140
ACTIONS
• Become a partner in the Community Navigator rural spoke .
• Host an annual CO.STARTER cohort to introduce participants to Brookings and its destination assets.
The ability to monetize creative talent is essential to a thriving community. A CO.STARTER business accelerator
program is designed to provide young entrepreneurs with the insights, relationships, and tools to turn their
ideas into action and sustainable businesses. It allows aspiring entrepreneurs to study, shape, and fine-tune
their concepts in a collaborative and welcoming environment. Cultivating native creative talent will position
Brookings for long-term success.
The lead organization for this strategy is the BEDC. Partners include Research Park and the
Brookings Area Chamber of Commerce.
Host an annual CO.STARTER (or like program) cohort.
STRATEGY 2.5
4342
We will bring passionate
innovators, academics, and
investors together to create
an inclusive innovation hub.
Innovation is essential for regional competi-
tiveness and resilience. A strong innovation infra-
structure, ranging from easily accessible internet
to top-rated research institutions, places a region
at the forefront of the outside investment cycle.
With the creation of new ideas and products,
investment funds and outside businesses will
prioritize tapping into the innovation economy. A
strong innovation base ensures that a community
can stay at the forefront of evolving industries. As
some clusters fade, innovation is needed to gain
a competitive advantage in new clusters. Addi-
tionally, innovation also enables clusters to remain
strong, even as technology advances.
The City will look to the Research Park at SDSU
to lead this goal. The Research Park strives to
establish itself as a physical environment that can
develop, attract, and retain technology companies
that are aligned with the talent and sponsored
research conducted at SDSU.
GOAL 3
The Evidence
• Brookings is anchored by a strong knowledge-
based economy, where more than 6% of the
City’s workforce is employed in professional
services, a share that is 45% higher than the
state average, and with robust growth over the
last five years.
• South Dakota State University has the highest
R&D expenditure in the State ($60.9 million in
2020).
• From 2012 to 2021, the Research Park at
SDSU assisted 119 companies that invested
$300 million in facilities and equipment in the
City of Brookings, Brookings County, and/or
the state of South Dakota.
• The Research Park has a major economic
impact on the City of Brookings. Over the last
10 years, its operations have led to the creation
of 1,060 jobs, both directly and indirectly, to
generate more than $58 million in income.
The following metrics should be tracked to assess impact:
• Start-ups Supported (Total, By Ownership Characteristics)—tracking the number of start-ups supported
• Venture Capital—tracking the amount of venture capital deals and dollars being invested in the City
• Spinouts from SDSU—tracking the commercialization of business ideas from SDSU
Evaluation Metrics
4544
ACTIONS
• Expand the support of the startup and entrepreneurial events and support initiatives hosted by
the Brookings Research Park (as outlined in its strategic plan).
• Align Brookings’ cluster initiatives to support high-growth startups and scaleups.
The Research Park at South Dakota State University was developed by the SDSU Growth Partnership. It is
the mission and purpose of the partnership to provide a place where industry and university collaboration
intersects. All of the major players of the partnership provide key inputs that enhance the mission and purpose
and ensure that they become successful. By supporting the Research Park, the City provides the opportunity
for the community to strengthen its economic development-based strategies on the innovation derived from
the University system.
The lead organization for this strategy is Research Park. Partners include SDSU, the BEDC, and
the City of Brookings.
Support the Brookings Research Park to incubate
and scale tech-focused enterprises.
STRATEGY 3.1
4746
ACTIONS
• Convene an advisory committee to help guide Brookings’ University-led economic development
and SDSU engagement.
• Build sustained relationships with SDSU commercialization and tech-transfer officials to identify
scalable enterprises and connect them with resources in Brookings and South Dakota.
• Host pitch sessions for SDSU student entrepreneurs.
• Champion the successes of University-founded enterprises in Brookings.
Technology transfer enables private industry and academia to make practical use of advanced research,
development, and technical expertise. A university’s economic climate requires capital and knowledge, takes
advantage of government technology initiatives, and serves as a catalyst for the creation of new companies.
In this sense, universities have a seedbed effect on their local economies. To effectively commercialize
university inventions—and, in turn, foster regional economic development—Brookings must take a more
active role in technology transfer.
The lead organization for this strategy is the Research Park. Partners include SDSU and the BEDC.
Increase technology transfer and commercialization
from SDSU faculty and students.
STRATEGY 3.2
4948
ACTIONS
• Convene a working group to advise on the creation of the Proof of Concept fund: goals, guidelines,
capital strategy, and value proposition.
• Evaluate best practices from other Proof of Concept funds in small and mid-sized cities.
• Raise capital for $500K, begin to distribute funds, and evaluate for impact.
Until they meet specific milestones, new technologies are risky ventures. Proof of Concept grants can
reduce this risk by increasing the new technology’s potential to meet these milestones, which may include
prototypes, new data, and other discoveries that support the idea’s validity. POC funds can also uncover
technological weaknesses that might stand in the way of further product development. “De-risking” a new
idea can increase its potential to become its own startup or to be licensed to an existing company. By
providing POC funds, Brookings will promote the commercialization of innovations that have sound technical
and economic feasibility.
The lead organizations for this strategy are the Research Park and the BEDC. Partners include SDSU.
Develop “Proof of Concept” funding ($500K)
to support early-stage ideas.
STRATEGY 3.3
5150
ACTIONS
• Build and expand relationships with venture capital organizations and investors (by target city
and industry).
• Develop an outreach plan to target high-wealth individuals and previously successful entrepreneurs to
support promising Brookings enterprises.
For startups seeking funding, angel investors provide a welcome alternative to other, more predatory forms
of funding. The support provided by angel investors fosters innovation that ultimately translates into economic
growth. By increasing angel funding—which is often the primary source of funding for high-growth potential
businesses—Brookings is supporting this key component of effective and sustainable economic development.
The lead organization for this strategy is the Research Park. Partners include the BEDC and the
South Dakota Enterprise Institute.
Partner with the South Dakota Enterprise Institute
and other organizations to increase angel funding.
STRATEGY 3.4
52 53
ACTIONS
• Develop a systematic approach to identify diverse small businesses and innovative startups in Brookings.
• Promote Brookings’ successes across multiple communication platforms: website, blogs, social media,
and direct emails.
Behind every business are business people. Brookings should highlight this human element of economic
development by celebrating local entrepreneurs and their impact on the community. These campaigns will
benefit local businesses and also encourage more people—including people from diverse backgrounds—
to open businesses.
The lead organization for this strategy is the Brookings Area Chamber of Commerce. Partners
include the BEDC, Research Park, Downtown Brookings, and Visit Brookings.
Celebrate and promote Brookings’
entrepreneurial success stories.
STRATEGY 3.5
5554
We will invest in the diverse
talent that will fuel the
future of our community.
Talented workers improve the productivity of the
region, yielding higher output and increasing
competitiveness. When people enjoy and excel
at their jobs, their employers benefit from greater
efficiency and productivity. Members of the
knowledge economy generate new ideas that
can both improve existing businesses and create
new businesses. This creates a continuous cycle of
business formation and attraction. Businesses
choose where to locate based, more than any
other reason, on the talent pool available.
Thus, a commitment to developing skilled
workers—and aligning their skills with strong
and emerging clusters—forms the foundation
of economic growth.
GOAL 4
The Evidence
• Brookings’ share of residents with a bachelor’s
degree or higher (42%) is greater than the national
average and the state average. Also, as home
to a large Manufacturing sector, the share of
residents with an associate’s degree in Brookings
is 46% higher than the national average.
• Brookings has a strong and growing knowledge
workforce. Its share of employment in knowledge-
based occupations is 7% higher than the U.S.
average, with 7,700 residents employed in this
category. This share has grown by 21% over the
last five years, a growth rate that is 37% higher
than the national average and 75% higher than
the state average.
• Brookings is attracting immigrant talent. The
foreign-born resident population is experiencing
fast growth in the City, growing by 25% in the
last five years—a rate that is more than four
times the national growth rate. And foreign-born
individuals are relocating to Brookings over
other communities in South Dakota.
The following metrics should be tracked to assess impact:
• Educational Attainment—tracking the share of Brookings residents by education level
• Share of Residents 25-34 Years of Age—tracking the growth in attracting young talent
• Scholarships Granted—tracking the number and amounts of scholarships granted to upskill
Brookings’ residents
• Housing Units—tracking the number of new housing units in Brookings
Evaluation Metrics
5756
ACTIONS
• Expand the reach and offerings of Connect2140 for young professionals.
• Continue to provide access to young professionals to Leadership Brookings.
• Develop an initiative to highlight the efforts and contributions of young professionals.
Attracting and retaining young talent ensures Brookings’ economic success. Connect2140 is a committee of
the Brookings Area Chamber of Commerce that consists of young professionals from diverse backgrounds
and industries who assist their peers with networking, helping them to develop both personally and
professionally. By supporting these efforts, the City has a better chance of retaining this dynamic and
vibrant pool of talent.
The lead organization for this strategy is the Brookings Area Chamber of Commerce.
Partners include the BEDC and the City of Brookings.
Grow the offerings and impact of young
professionals’ engagement.
STRATEGY 4.1
5958
ACTIONS
• Partner with the Brookings Area Transit Authority (BATA) staff and board to grow support and funding
among major employers and area hotels for increased transit offerings and use.
Mobility and accessibility are essential elements for a good quality of life and the full development of
people and societies. Efficient, safe, affordable, and accessible transportation systems not only promote
economic productivity and create jobs but they also can increase access to employment, recreation,
and other essential life-shaping opportunities. By increasing access to public transportation, Brookings
ensures equitable access to opportunities in the region.
The lead organization for this strategy is the City of Brookings. Partners include the Brookings
Area Transit Authority and the BEDC.
Increase participation and support for accessible
public transportation.
STRATEGY 4.2
6160
ACTIONS
• Evaluate Brookings’ childcare ecosystem to better understand gaps and needs.
• Support the growth and expansion of childcare enterprises in Brookings by offering capacity-building
and technical services.
• Complete a childcare facility (creating 80 childcare slots).
Roads and bridges provide the physical infrastructure workers need to reach their workplaces. Likewise,
quality child care, paid family and medical leave, home- and community-based services, and higher-
quality jobs for care workers provide the infrastructure that working parents need. In April 2021,
more than 200 leading economists signed an open letter to Congress encouraging lawmakers to
make long-overdue public investments in the country’s physical and care infrastructure. These experts
recognize that this infrastructure, particularly affordable and reliable child care, is necessary for both
the financial stability of working families as well as the nation’s growth and global competitiveness. By
expanding child care support in Brookings the City allows the active participation of working parents
in the economy.
The lead organization for this strategy is the BEDC. Partners include the City of Brookings,
the Brookings School District, and SDSU.
Expand childcare support within the City.
STRATEGY 4.3
6362
ACTIONS
• Continue to invest dollars to support the City of Brookings Scholarship Program, aligning awards
with growing sectors in the City.
• Market the program to eligible students.
• Promote and evaluate the scholarship program’s success and impact.
To pursue a dream and establish a livelihood, one needs access to financial resources. Renewable, equity-
driven scholarships can help level the playing field, providing students with the opportunity to choose the
right school and the flexibility to work fewer hours so they can focus on their studies.
The lead organization for this strategy is the City of Brookings. Partners include the BEDC,
the SDSU Foundation, and Build Dakota.
Grow career pathways within the City’s growth
sectors via the City of Brookings Scholarship Program.
STRATEGY 4.4
6564
ACTIONS
• Engage Brooking’s workforce development partners, the Brookings School District, and private-sector
employers quarterly to discuss needed training programs.
• Administer a survey to uncover training gaps in Brookings.
• Develop partnerships between educational providers and employers to increase CTE and
apprenticeship initiatives.
Brookings’ skills and training programs must align with the needs of its target clusters. The City’s target
sectors are technical and therefore require close collaboration between public-sector and private-sector
partners to ensure that workers are being trained to fulfill the precise needs of local companies.
The lead organization for this strategy is the BEDC. Partners include the Brookings Area
Chamber of Commerce, the City of Brookings, and the Brookings School District.
Grow career and technical education (CTE) programs
and training initiatives aimed at supporting career
pathways in trades, manufacturing, agriculture,
and construction.
STRATEGY 4.5
6766
ACTIONS
• Develop a plan for a University-focused talent initiative that connects SDSU students to Brookings via
networking, classes, mentoring, volunteering, and other avenues.
To develop and sustain a supportive center for learning, Brookings needs strong partnerships, and one
of the efforts of Connect Brookings is connecting students with industry in a more intentional way. The
City can cultivate collaboration among local businesses, residents, and students as they explore new
innovations and technologies. Additionally, it can promote exhibits, speaker series, and non-credit
programming to attract new talent to Brookings. These collective efforts can go a long way in removing
barriers to economic opportunities, and other cities have found much success this way. In New York,
private equity firm Blackstone partnered with Ideator, an innovation network, and New York University
to create Blackstone Launchpad, a campus-based program that supports budding entrepreneurs. And
in Philadelphia, the nonprofit organization Campus Philly hosts meetups between key industries and
higher education institutions.
The lead organization for this strategy is the Brookings Area Chamber of Commerce.
Partners include the City of Brookings, SDSU, and Visit Brookings.
Launch “Connect Brookings” to connect SDSU
students to internships, mentors, and volunteer
opportunities.
STRATEGY 4.6
6968
ACTIONS
• Advance the housing priorities outlined in the Brookings City/County Housing Study.
• Reflect updates and investments in economic and destination development communication and
marketing materials.
A healthy housing sector is critical to a city’s economy. With an adequate, well-functioning housing
market, an economy can support labor mobility and respond to unexpected circumstances. The
Brookings City Housing Study makes a number of recommendations, particularly with regard to rental
housing and housing affordability needs. The City must implement these recommendations if it is to
support its workforce.
The lead organization for this strategy is the City of Brookings. Partners include the BEDC
and Visit Brookings.
Implement strategies outlined in the Brookings
City Housing Study.
STRATEGY 4.7
7170
ACTIONS
• Assemble a diverse advisory committee, including City officials, residents, Human Rights
Commission, cultural representatives, business and community leaders, and philanthropic
representatives to help guide the City’s DEI and welcoming efforts.
• Catalog best practices across North America, focusing on inclusive economic development,
business support programs, and welcoming initiatives.
• Utilize the City of Brookings’ marketing and communication platforms to welcome new residents
and promote various citywide DEI initiatives, featuring participating companies, businesses, and
community leaders.
• Celebrate the cultural diversity of Brookings.
• Devise a citywide DEI Action Plan.
A citywide DEI and welcoming initiative can have an important impact on making the Brookings
economy more inclusive. Such a program can encourage business creation and the participation of
disadvantaged and under-represented groups. It is also a great way to bolster the local economy by
widening the pool of suppliers and creating competition, both of which have a positive impact on
quality and prices. Finally, it will provide businesses of color with new avenues for networking and
gaining new clients and will emphasize the City’s commitment to equitable economic growth.
The lead organizations for this strategy are the City of Brookings, the Human Rights
Commission, and the Brookings Area Chamber of Commerce. Partners include the BEDC,
Visit Brookings, and SDSU.
Promote a citywide diversity, equity, and inclusion
(DEI) and welcoming initiative.
STRATEGY 4.8
7372
We will promote and
celebrate Brookings as an
extraordinary destination
for families, professionals,
students, and visitors of
all walks.
Due to the pandemic and the rise of remote work,
it is more important than ever for communities
to take active steps to attract people—doing so
increases the tax base and talent pool, and thus
increases resilience. Placemaking draws people
to a city while establishing the culture of the area.
Many talented workers seek not only a place
that is unique and caters to their interests but
also a place that champions diversity and allows
new ideas to flow. With welcoming spaces that
reflect the diversity of the population, commu-
nities can create environments that enhance
well-being and innovation.
The open spirit of placemaking ensures that all
members of a community are included. Inten-
tional placemaking can increase well-being and
connectedness. Beyond that, placemaking can
include a reimagining of cities so that resources
and needs are easily reachable. With this,
all members of a community can thrive, and
economic growth and equity will be maximized.
GOAL 5
The Evidence
• Brookings has important strengths to promote
as they relate to its quality of place: a vibrant
downtown, a dynamic culinary scene,
and an abundance of outdoor recreational
opportunities.
The following metrics should be tracked to assess impact:
• Visitors—counting the number of visitors to Brookings
• New residents—tracking population growth
• New businesses—tracking business growth
Evaluation Metrics
7574
ACTIONS
• Catalog underutilized spaces throughout Brookings and other commercial corridors, understanding
ownership, potential uses, and limitations.
• Create a systematic placemaking program that includes selection criteria, funding plans, and marketing
approaches; ensure it is represented in the updated Downtown Master Plan.
• Pilot the placemaking program, evaluate impact, and scale.
Quality of life and location decisions are intricately connected. Talent can choose where they want to
live and work and increasingly seek out amenity-rich communities that are vibrant, attractive, safe, and
accessible. The continuous cycle further enriches the location: Businesses attract talented workers who
seek quality places, and quality places attract new businesses, jobs, and residents. Unsurprisingly, when
residents have a strong attachment to a place, the GDP growth of that place exceeds the national average.
The lead organization for this strategy is the City of Brookings. Partners include Downtown
Brookings and Visit Brookings.
Devise a citywide placemaking plan.
STRATEGY 5.1
76 77
ACTIONS
• Hire a firm to assist the City in developing a Downtown Master Plan (including funding models,
strategies, and programs).
Business improvement districts are geographic-based areas that hold business owners accountable
for funding activities and improvements that promote their community. By designating a BID within
the City, Brookings can potentially strengthen small business communities, revitalize older commercial
neighborhoods, attract new businesses, and create new jobs.
The lead organization for this strategy is the City of Brookings. Partners include Downtown Brookings.
Explore a business improvement district (BID)
designation and additional funding mechanisms
for downtown Brookings.
STRATEGY 5.2
7978
ACTIONS
• Convene a task force of business owners, City officials, residents, developers, and representatives
from the Brookings Planning Commission to systematically evaluate zoning throughout Brookings.
• Evaluate and address the challenges that prevent redevelopment and investment.
• Create user-friendly maps to explain zoning and update property availability for commercial
corridors in the City.
Zoning is a fundamental element in successfully creating jobs and attracting new economic investment.
It affects the location of manufacturing activity, commercial uses, residential areas, population density,
and polluting facilities. Evaluating zoning will help the City better understand market conditions, while
also helping business owners understand how zoning could encourage entrepreneurship in Brookings.
The lead organization for this strategy is the City of Brookings.
Evaluate the uses and zoning of downtown and
underserved corridors in Brookings.
STRATEGY 5.3
8180
ACTIONS
• Establish a working group to support the exploration of a tourism gap analysis and a destination
master plan.
• Evaluate findings from the recent hotel study to offer insights into Brookings’ visitor market and
missing accommodation assets.
• Compare and contrast Brookings’ destination assets to peer communities in the Upper Midwest.
• Determine if Brookings should pursue the creation of a new destination master plan. (If so, and
if funding is available, consult with an advisory services firm to support the gap analysis and
planning process.)
There are many moving pieces in a successful visitor economy. Managing them requires a clear, long-
term focus that summarizes the destination brand. Brooking must define the experiences it offers as a
destination and present these experiences in a way that influences perceptions and persuades people to
visit. Studying all of the components, including the gaps, of Brookings’ visitor economy will enable the
City to establish itself as a successful, economy-boosting destination.
The lead organization for this strategy is Visit Brookings. Partners include the City of Brookings.
Study additional needs and gaps in order to
support a robust visitor economy, including
seasonal visitation.
STRATEGY 5.4
8382
ACTIONS
• Coordinate with SDSU and accommodation partners to identify sports, group, and conference assets.
• Establish a working group to identify shared goals for Brookings’ sports, group, and conference efforts
and an action plan for attracting new sporting events and small conferences to the area.
• Coordinate with a lead generation firm, if necessary, to establish target prospects and associations and
to establish metrics.
• Develop improved marketing and rental information on community/SDSU facilities.
The City of Brookings and SDSU have a multitude of event spaces, including the Dana J. Dykhouse
Stadium. Putting these spaces to use for meetings, conferences, seminars, symposiums, and a variety
of workshops will both generate income for the City and University and attract visitors, especially on
weekdays. Attracting sports events and conferences will set in motion a virtuous cycle of increased visitors
generating funds for improved visitor experiences.
The lead organization for this strategy is Visit Brookings. Partners include SDSU, the Brookings Area
Chamber of Commerce, and the Brookings School District.
Develop a sports and small group
conference strategy.
STRATEGY 5.5
8584
ACTIONS
• Expand/update the inventory of Brookings’ destination assets: cultural and recreational
amenities, music, art, food, breweries, and more.
• Develop curated destination experiences for Brookings residents, SDSU students, and target
visitors; test ideas on social media.
The days of old-school tourism trade shows, glossy marketing brochures, and magazine advertisements are
gone. Instead of cookie-cutter offerings, today’s tourists want authentic, curated experiences. By developing
a strategy for building these “experiences,” Brookings can drive tourism, economic development, and
local investments in new restaurants, brew pubs, recreational activities, concerts, and more. City partners
will need to work directly with stakeholders in the cultural and recreational sectors to identify experiences
and local characters to highlight.
The lead organization for this strategy is Visit Brookings. Partners include the Brookings Area
Chamber of Commerce.
Curate and promote destination experiences.
STRATEGY 5.6
8786
ACTIONS
• Advance Brookings’ Economic Development Master Plan to generate additional resources/revenues
for community assets.
• Explore public-private partnerships (including those with SDSU) to support new recreational facilities.
• Ensure community and recreational facilities are a priority for future City and neighborhood
planning efforts.
• Develop accessible spaces for new seasonal recreational business ventures (e.g., snowshoeing, bike
rentals), especially for winter and indoor activities.
Recreation activities can bring new investment to local economies, encourage people to revitalize existing
downtowns, and conserve natural resources, ultimately leading to improved quality of life for residents
and visitors alike. Brookings has a lot to offer, and by increasing the amount and scope of investments,
it can create jobs, increase access to a good quality of life, and strengthen its community.
The lead organization for this strategy is the City of Brookings. Partners include Visit Brookings
and the BEDC.
Grow and support the City’s investments in
community and recreational facilities.
STRATEGY 5.7
8988
ACTIONS
• Identify and communicate the City’s community development goals for all City neighborhoods.
• Invest in and collaborate with partners on placemaking and community-building efforts in the
City’s underserved areas.
The benefits of a better education are two-fold. There is personal gain—higher wages, greater economic
mobility, a better quality of life—but there is also a public, collective benefit. The Brookings School District
has made large investments in neighborhood schools, and with a more skilled and productive working
population, the local economy will thrive.
The lead organization for this strategy is the City of Brookings. Partners include the Brookings School District.
Partner with the Brookings School District and
other organizations to leverage investments in
underserved neighborhoods.
STRATEGY 5.8
9190
We will promote
Brookings’ story.
City branding and promotion enable communities
to establish their value proposition: What makes
this city worth moving to or investing in? Story-
telling is one of the most effective ways to activate
and engage people’s emotions and imaginations.
In that vein, forming a narrative is effective at
attracting people and investments to the region.
With a strong brand, people become aware of and
are drawn to what makes a region unique. This
increases talent in the region and also increases
local attachment and retention through a strong
sense of place. Additionally, a brand identity can
articulate unique strategic positioning, giving a
competitive advantage over other nearby regions
in terms of business attraction. Promotion sets the
tone for what the City wants to be and what it
wants to accomplish, creating a vision that people
can invest in.
GOAL 6 The Evidence
• Branding helps communities, cities, and
destinations distill and articulate their unique
strategic positioning and differentiating
characteristics. A strong brand will help
Brookings compete in the global marketplace.
Promoting unique characteristics is important
to attracting investment, people, and capital
to Brookings.
• A well-articulated place-branding strategy
strengthens a community’s sense of place
because it aligns the language and messages
created for and by businesses, communities,
and visitors.
The following metrics should be tracked to assess impact:
• Unique Visitors—measuring interest in the Visit Brookings’ website
• Social Media Engagement—tracking interest in Brookings as a destination to live, work, and visit
Evaluation Metrics
9392
ACTIONS
• Refresh the BEDC website to include a vanity URL; updated research/data reflecting the City’s clusters,
demographics, and destination assets; and exploration tools for site selectors.
• Prepare industry investment marketing portfolios (brochures and videos) for clusters (ensure they are
available in print and digital).
• Develop a consistent “Why Brookings?” story and pitch to be used by all partners (updated annually).
• Make appropriate out-of-market investments (conference attendance, ad placements, and more) to
support target sector growth.
Brookings needs to have the appropriate materials in place to support its economic development and tourism
efforts, including websites, social media, and multimedia assets. Economic development and tourism is as
much about storytelling as it is about policy work. Professional, creative marketing materials are a prerequisite
for being taken seriously by visitors and businesses. It’s also critical for economic development staff to collect
data on the effectiveness of these materials and campaigns and respond accordingly.
The lead organization for this strategy is the BEDC. Partners include the Brookings Area Chamber
of Commerce, Research Park, and Visit Brookings.
Create economic development promotional
materials to support investment attraction.
STRATEGY 6.1
9594
ACTIONS
• Support the investments in marketing Brookings (especially those of Visit Brookings), including
coordination of marketing campaigns in targeted destination development and site selection
publications and social media efforts with an enhanced digital focus.
• Annually refresh Brookings’ marketing collateral, both digital and print, to reflect the changing
dynamics in the City.
The availability of airlines, travel websites, travel agents, and transport options has made getting around
easier than ever and given travelers a world of destination options. This means that cities, towns, and regions
are competing with one another to attract similar people with similar interests. Growing the branding efforts
of Visit Brookings will enable the City to spotlight the unique qualities and amenities that make it preferable
to other destinations. The increased activity around the City’s hotels, restaurants, and retail businesses will
help boost the local economy.
The lead organization for this strategy is Visit Brookings.
Grow the branding efforts of Visit Brookings.
STRATEGY 6.2
9796
ACTIONS
• Develop and execute quarterly email newsletters to Brookings’ business, economic development, and
community partners.
• Offer quarterly briefings and updates to elected officials about the City’s economic and destination
development efforts.
• Create a collaborative annual report that celebrates Brookings’ economic development successes.
Branding helps a city distinguish itself in order to attract visitors, residents, businesses, and resources. Global
cities and well-known tourist destinations have been doing it for years. But over the last decade, a growing
number of smaller cities have developed branding strategies to promote their uniqueness. Brookings’
policymakers and urban governments can use this branding approach to manage perceptions, promote
the City’s distinctiveness, and share its successes with the world.
The lead organization for this strategy is the BEDC. Partners include the Brookings Area Chamber of
Commerce, Research Park, Visit Brookings, and SDSU.
Develop a robust communication plan to
share successes and wins with policymakers,
stakeholders, and the community.
STRATEGY 6.3
9998
ACTIONS
• Activate plan to engage community members and champions to update destination review sites and
social media: TripAdvisor, Yelp, Instagram, and Facebook.
• Host a Brookings Champion “training” workshop for Brookings businesses and engaged community
members on tactics for promoting and supporting Brookings via social media and more.
In successful cities and business districts across the globe, communities are leveraging champion/
ambassador programs to attract and retain next-generation talent. By instituting such an initiative,
Brookings can inspire young professionals, business owners, and major corporations with a stronger
sense of civic pride and involvement.
The lead organization for this strategy is Visit Brookings. Partners include the Brookings Area
Chamber of Commerce.
Advance a community champion initiative.
STRATEGY 6.4
101100
We will build an economic
development ecosystem
that effectively supports
the implementation of this
strategy.
In order to effectively support the implementation
of the Economic Development Strategic Plan, the
City of Brookings needs an ecosystem structure
that will inform and drive culture, ways of working,
departmental focuses and priorities, and resource
allocation. It should also provide tools, processes,
and resources to operationalize and continuously
monitor and measure progress. An organizational
ecosystem should set the direction of the City in
a way that is consistent with the economic devel-
opment goals and accessible and practical to the
various City partners.
GOAL 7
The Evidence
• A robust economic development ecosystem will
enable the City of Brookings to deliver on its
strategic priorities by aligning staffing levels
with priorities, establishing efficient reporting
relationships, and structuring work between
partners in a way that facilitates communication
and collaboration.
• The new economic development strategy for the
City of Brookings calls for stronger partnerships
with educational institutions and closer
relationships with Brookings’ entrepreneurial
community and key industries. As such, the roles
and responsibilities of staff and partners must be
reviewed to position the City to optimally deliver
on its new mandate.
103102
ACTIONS
• Conduct a gap analysis in Brookings’ economic development staffing and resources.
• Compare the Brookings model to other peer cities for lessons learned.
The ideal economic development ecosystem can most likely differ for each community. Best practices suggest
that finding the ideal ecosystem entails a careful and thoughtful analysis of the community’s own goals,
assets, and needs. Armed with that analysis, each community will have a better shot at making effective
economic development structures.
The lead organization for this strategy is the City of Brookings. Partners include the Brookings Area
Chamber of Commerce, Research Park, Visit Brookings, and the BEDC.
Engage Brookings area organizations
to evaluate our economic development
ecosystem and resourcing.
STRATEGY 7.1
105104
ACTIONS
• Build an efficient organizational structure, staffing, resources, and partner plan that aligns with
Brookings’ Economic Development Master Plan.
An organizational structure is a set of rules, roles, relationships, and responsibilities that determine
how an organization’s activities should be directed to achieve its goals. The organizational structure
for the City of Brookings’ economic development efforts should provide a smooth flow for all economic
development activities, enabling the City to progress the Community Economic Development Master
Plan and achieve its goals.
The lead organization for this strategy is the City of Brookings. Partners include the Brookings Area
Chamber of Commerce, Research Park, Visit Brookings, the BEDC, and Downtown Brookings.
Adopt a structure to effectively manage the
process and resources necessary to leverage
our limited resources to accomplish the goals
of this study and all of the City’s economic
development activities.
STRATEGY 7.2
107106
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:RES 23-007,Version:1
Action on Resolution 23-007, a Resolution Approving an Agreement with the Brookings Regional
Humane Society for the Care and Disposition of Impounded Animals.
Summary:
This resolution will approve the renewal agreement between the City of Brookings and the Brookings
Regional Humane Society for the care and disposition of impounded animals.
Recommendation:
Staff recommends approval.
Supporting Documentation:
Memo
Resolution
2023 Agreement
City of Brookings Printed on 1/19/2023Page 1 of 1
powered by Legistar™
City Council Agenda Memo
From: Michael Drake, Chief of Police
Council Meeting: January 24, 2023
Subject: Resolution 23-007: Brookings Regional Humane Society
Contract
Presenter: Michael Drake, Chief of Police
Summary:
This resolution will approve the renewal agreement between the City of Brookings and
the Brookings Regional Humane Society for the care and disposition of impounded
animals.
Background:
The City of Brookings and the Brookings Regional Humane Society have agreed to the
terms stated in the attached 2023 Agreement.
Item Details:
The City and the Brookings Regional Humane Society have experienced occasions
when domesticated animals other than cats and dogs have required impound and care.
Examples include rabbits, birds, hamsters etc.
Legal Consideration:
City Attorney Steve Britzman has reviewed and approved the agreement.
Strategic Plan Consideration:
Fiscal Responsibility: The agreement provides funding to the Brookings Regional
Humane Society but also provides a service to the City of Brookings.
Financial Consideration:
The funding to the Brookings Regional Humane Society through this agreement has
been budgeted up to a maximum of $40,000 per year.
Options and Recommendation:
The City Council has the following options:
1. Approve as presented
2. Amend
3. Deny
4. Move the item to a study session
5. Discuss / Take no action / Table
Staff recommends approval of the resolution as presented.
Supporting Documentation:
Memo
Resolution
2023 Agreement
Resolution 23-007
A Resolution Approving an Agreement with the Brookings Regional Humane
Society for the Care and Disposition of Impounded Animals
Whereas, the City of Brookings has entered into an Agreement with the Brookings
Regional Humane Society for the care and disposition of Impounded Animals; and
Whereas, the Agreement would be effective for the calendar year 2023; and
Whereas, this Resolution is intended to authorize the City to enter into the Agreement
as described herein with the Brookings Regional Humane Society for the year 2023.
Now, Therefore, It Is Hereby Resolved by the City Council of the City of Brookings,
South Dakota that the Agreement for 2023 with the Brookings Regional Humane
Society is hereby approved and the City Manager and City Clerk are authorized to
execute these Agreements.
Passed and approved on the 24th day of January, 2023.
CITY OF BROOKINGS, SD
Oepke G. Niemeyer, Mayor
ATTEST:
Bonnie Foster, City Clerk
1
Agreement for Care and Disposition of Impounded Animals (2023)
_____________________
This Agreement is entered into by and between the City of Brookings, a South Dakota
municipal corporation, Brookings, South Dakota 57006 (the "City"), and the Brookings Regional
Humane Society (the "Contractor'').
In consideration of the mutual covenants and promises of the parties hereto, the City and
the Contractor covenant and agree as follows:
Section 1
Contractor Services
A. Shelter services. The Contractor agrees to provide the following animal shelter services:
1.Act as the municipal animal shelter by furnishing and maintaining shelter facilities for
the handling of cats, dogs, and other domestic animals received from the City,
whether stray, impounded or otherwise, which are turned over to the Contractor by
the City Animal Control Officer (also referred to herein as Community Service
Officer) and/or by City Law Enforcement Officers.
2.Provide sufficient kennel space to meet animal control needs. It is understood that
feral cats will not be transferred to the shelter facility unless they show signs of
domestication and safe handling at the Animal Control Shelter. Additionally, any
animal that requires extended holds for legal or other reasons will be held at the
Animal Control Shelter unless a mutual agreement between Animal Control and
Contractor is made.
3.Provide the Community Service Officer and/or City Law Enforcement Officer with
24-hour access to Contractor’s shelter facilities.
4.Provide proper food, water, housing and humane care for all animals under its control
pursuant to this Agreement.
5.If the Animal Control Officer deems it necessary, the Contractor will shelter animals
with extended holds for quarantine, viciously declared animals and court holds.
Other animals, such as aggressive or non-domesticated animals, shall be placed in the
City’s shelter facility.
6.Provide sufficient, competent and trained personnel to perform the obligations set
forth in this agreement during regular business hours.
7.Answer phone calls from the public concerning impounded animals and give
instructions pertaining to the animal's release.
8.Be available for consultation concerning animal health or endangerment issues.
9.Verify payment of impound fees and fines to City annually to receive contractual
payment.
10.Provide quarterly financial reports to the City regarding shelter activities.
11.Provide quarterly reports of the specific disposition of animals impounded at the
Brookings Humane Society shelter through an automated process.
2
12.Comply with all applicable federal, state and local laws, rules and regulations
pertaining to animal shelters and animals.
B. Shelter Procedures. The Contractor agrees to adhere to the following shelter procedures:
1.Stray and Licensed Cats. If the owner of the animal is known or can be reasonably
ascertained by an expired or current city license or rabies tag, the Contractor shall
notify the owner, if possible, and preferably by telephone, informing the owner that
the animal will be held at the Brookings Humane Society shelter for a minimum of
five (5) full business days following impoundment. After the expiration of this period,
the disposition of these animals is as per Section 14-185 of the City of Brookings
Code of Ordinances, and at the discretion of the Community Service Officer in
consultation with the Contractor’s manager. Should an animal not be received by the
Contractor, it shall be the City's responsibility to dispose of (euthanize) the animal in
accordance with Section 1.B.7 of this Agreement.
2.Stray and Unlicensed Cats. If the owner cannot be reasonably identified, the animal
shall be held a minimum of five (5) full business days following impoundment. After
the expiration of this period, the disposition of an animal is at the discretion of the
Community Service Officer in consultation with the Contractor’s shelter manager.
Should an animal not be received by the Contractor it shall be the City’s
responsibility to dispose of (euthanize) the animal in accordance with Section 1.B.7
of this Agreement.
3.Injured and/or Diseased Animals. Injured and/or diseased animals will be addressed
per Section 14-46 of the City of Brookings Code of Ordinances.
4.Other Domesticated Animals. These animals do not have a specific holding period,
but may be impounded for minimum of five (5) full business days or disposed of at
any time at the discretion of the Contractor and/or Community Service Officer except
as provided by applicable federal, state and local laws and regulations. Wild animals
will not be sheltered by the Contractor.
5.Animal Redemption. Impounded animals shall be released to owners or custodians
only upon satisfactory proof of ownership and payment of all applicable fees. Proof
of ownership includes, but is not limited to, any government-issued license/tag or
evidence of rabies vaccination. Current licenses and vaccinations will be required for
impounded animals to be released.
a.The city will make available a Community Service or other officer during the
redemption process if it is perceived that a potential or actual confrontation may
occur with the owner who is or will be redeeming the animal. In this case, the
Contractor will place a call to have the officer come to the shelter.
6.Animal Quarantine. Extended holds for quarantine or court holds will be placed with
the understanding that the City’s shelter may be used for a temporary or short term
hold until such time as arrangements can be made for a long-term hold if a long-term
hold is deemed necessary.
7.Animal Destruction and Disposal. The destruction and disposal of animals shall be
performed in a manner approved by the American Veterinary Medical Association
3
Guidelines which will not subject the animal to any unnecessary pain and/or
suffering.
C. Shelter Hours of Operation. The Contractor agrees to keep the shelter facilities open to
the public during the following regular working hours (except major holidays) and
publish/advertise such times as follows:
12:00 p.m. – 6:00 p.m. Tuesday through Friday
11:00 a.m. – 4:00 p.m. Saturday
Closed Sunday
Contractor reserves the right to close the shelter due to weather, special circumstances
and major fund-raising events (e.g., Paws for Wine Event). Contractor shall provide
public notification of closure as appropriate.
Contractor will provide City Animal Control personnel with a key to the shelter. This will
allow Animal Control to deliver animals to the shelter during hours the shelter is closed.
Should Animal Control wish to allow retrieval of impounded animals outside normal
hours, they will have access to the shelter to provide this service. Should Animal Control
request Contractor’s staff to come to the shelter and release an impounded animal during
hours the shelter is not open, a $50 convenience fee will be payable to cover these
additional costs for staff.
The Contractor agrees to be available by telephone appointment to arrange pick up of
Animal Control impounded animals during the following hours (except major holidays);
The City’s Animal Control Officer will be available to assist when necessary.
7:00 a.m. - 12:00 p.m. Monday - Friday (telephone appointment only)
7:00 a.m. - 11:00 a.m. Saturday (telephone appointment only)
Major holidays include New Year's Day, Memorial Day, Independence Day, Labor Day,
Veterans Day, Thanksgiving Thursday and Friday, Christmas Eve and Christmas. The
Contractor agrees to make available, at all times and on all days of the year, a specific
area in the shelter for the purpose of immediately depositing animals brought in by the
City Animal Control Officer or City Law Enforcement Officers. Bowls and water will be
available for the animal being deposited.
D. Shelter Facilities. The Contractor agrees to maintain the shelter facilities on a daily basis
in a neat, clean and sanitary condition and in compliance with the standards set by the
nationally recognized humane organizations and with all applicable laws, rules and
regulations. The City shall have the right (through properly authorized representatives) to
enter upon and inspect the facilities at any time during regular working hours without
prior notice.
E. Disposition Records. The Contractor agrees to keep accurate and complete records of all
animals received by it pursuant to this Agreement showing the date, place, reason and
manner in which the animals were delivered to the shelter together with the disposition of
the animals (including animals returned to owners). A summary of the above information
shall be provided to the City on a monthly basis.
4
F. Insurance. The Contractor shall indemnify and hold the City harmless in all respects from
any and all claims arising out of the performance of this Agreement.
Section 2
Public Service/Length of Agreement
A. Public Service. The City expressly recognizes the control, housing and sheltering of
animals within the City are necessary for the immediate and long-term preservation of the
public health, safety and welfare of the City. The City and the Contractor recognize,
therefore, that the services which the Contractor provides under the terms of this
Agreement constitute and fulfill a public service.
B. Term. This Agreement shall be for a period of twelve (12) months, commencing on
January 1, 2023 and shall be in effect through December 31, 2023. It shall automatically
renew each year unless amended or terminated earlier by either party pursuant to Section
5, Paragraph B. The Contractor will make an annual financial request by June 1, not as an
outside agency, but as a public service provider, with budgeting to be within the Animal
Control budget.
Section 3
Compensation
A. Per Animal per Service Payments. In consideration for the performance of services by the
Contractor, the City agrees to pay the Contractor on a per-animal, per-service basis. The
following fee schedule shall be followed:
$15 payment for each animal impounded by the City and sheltered with
Contractor. Costs shall include administration, paperwork, and precautionary
medical.
$50 lump sum payment for up to five (5) days of boarding for each animal
impounded by the City and boarded overnight by the Contractor. Costs are based
on up to five (5) nights of sheltering prior to surrender or euthanization.
Owners reclaiming animals must pay Shelter Fees upon redemption and upon the
Owner doing so, the City will not be obligated to pay the Shelter Fee to
Contractor.
$50 payment for each animal surrendered by the City or surrendered by an owner
to Contractor. These animals become property of Contractor at time of surrender.
75% of all City fees collected, including At Large Fines, Shelter Fees, City
Licenses Sold, and Tickets Paid, to the Contractor.
An itemized financial report of the services provided and the fee calculations shall
be calculated and agreed upon at least quarterly by the Contractor and Chief of
Police or his/her designee.
The City will pay the Contractor a maximum of $40,000 for the year 2023.
The Contractor and the City’s Community Service Officer shall determine the number of
animals impounded, nights boarded, animals euthanized and surrendered at least twice
5
each year and the City will pay Contractor twice per year on or by July 31st and by
December 31st.
B. Veterinary and Related Medical Care. The Contractor agrees to provide low maintenance
level veterinary and related medical care to those sick or injured animals brought to the
shelter facilities and to those which become sick during impoundment. If an animal is
redeemed by its owner, such owner shall be responsible for all veterinary and related
medical costs. If no owner can be identified, the City agrees to be responsible for the
costs of the low maintenance level veterinary and related medical care for animals
under City impound with the prior approval of the Animal Control supervisor or the
Chief of Police or designee.
Section 4
Additional Obligations
A. Liaison Officer. The Brookings Regional Humane Society Board President or designee
shall act as the Contractor's liaison officer with the City. The City Manager of the City of
Brookings or designee shall act as liaison officer of the City with the Contractor and shall
be responsible for the administration and enforcement of this agreement. All reports,
recommendations and all other correspondence shall be directed to the appropriate
person(s) responsible under this Agreement whose duty it is to assure compliance with
this Agreement.
B. Confidentiality. The Contractor agrees, to the extent permitted by law, to keep all
information it receives concerning the names, addresses and telephone numbers of
complainants, witnesses and license holders confidential. The Contractor shall, to the
greatest extent possible, protect an individual's right to privacy and shall neither circulate
nor permit to be circulated this information for any purpose(s) unrelated to the scope of
this agreement. The Contractor shall have the right, however, to release that information
which may be necessary for the location of the animal's owner or for the acquisition of
consent for veterinary and related medical treatment.
C. Mutual Cooperation. The City agrees to provide all reasonable cooperation and assistance
to the Contractor, its officers, agents and employees in order to facilitate and accomplish
the mutual objectives of this Agreement. All animal control/shelter forms shall be issued
in the name of the City and supplied by the City to the Contractor at the City's expense.
The City shall use such items only in strict confidence with the instructions and
limitations set by the Contractor. The City agrees to comply with all of the Contractor's
reasonable and necessary official written procedures such as the provision of the cage
number, the identification of a rabies tag number, the breed, description and sex of the
impounded animals. The City and the Contractor acknowledge that these procedures
may, from time to time, be amended. The City shall provide the proper training of their
employees performing these duties.
D. Conflict of Interest. No officer or employee of the City having the power, authority or
duty to perform an official act or action related to this Agreement shall acquire any
interest in this Agreement, and no officer or employee of the City shall solicit, accept or
grant a present or future gift, favor, service or other thing of value from or to any person
involved in this Agreement.
6
Section 5
Default, Termination, and Remedies
A. Default.
1.Procedure for Default. In the event that either party fails to perform its obligations
under this agreement, the aggrieved party shall provide (in order to declare
default) a written notice to the other party specifying the default. Notice shall be
given in the manner provided in Section 6, Paragraph D. This Paragraph shall not,
however, apply to default by nonpayment on the part of the City, the procedures
and remedies for which are outlined in Section 5, Paragraph B2. The party in
default shall have fifteen (15) days from the date of receipt of the notice to
remedy the default. If the default has not been cured within this period, the
aggrieved party shall have the right to terminate this Agreement by providing a
written Notice of Termination to the other party. Termination of this Agreement
shall be accomplished by and effective upon the receipt of a Notice of
Termination. This Notice shall be provided in the manner specified in Section 6,
Paragraph D.
2.Waiver or Extension. The aggrieved party, however, shall have the right to either
waive the default or to extend the time within which to cure the default. The
waiver or extension must be in writing and signed by an authorized representative
of the aggrieved party in order to be binding upon the aggrieved party. A waiver
or extension for one default shall not act as a waiver or extension for subsequent
defaults.
B. Termination.
1.General. This Agreement may be terminated due to the default of one of the
parties or may be terminated by the mutual consent of the parties. Consent must
be in writing and signed by an authorized representative of each party in order to
be valid. This Agreement may also be terminated without cause by either party
upon sixty (60) days written notice to the other party. Notice shall be provided in
the manner specified in Section 6, Paragraph D.
2.Termination-Default-Remedies. In the event of termination due to the default of
one of the parties, the aggrieved party shall also have the right, in addition to the
right of termination, to assert and maintain any and all claims and/or actions for
damages or other appropriate remedies. The aggrieved party may also elect not to
terminate this Agreement or may elect to maintain an action for damages or other
appropriate remedies for default. Either party may, at any time, maintain an
action either to construe or enforce this Agreement.
Section 6
Miscellaneous Provisions
A. Entire Agreement/Modification. This Agreement constitutes the entire agreement of the
parties concerning the subject matter described herein. All prior contemporaneous
negotiations and understandings between the parties are embodied in this Agreement, and
it supersedes all prior agreements and understandings between the parties hereto relating
7
to the subject of this Agreement. No alteration or other modification of this Agreement
shall be effective unless such modification shall be in writing and signed by the parties.
B. Severability. In the event any portion of this Agreement should become invalid, the
remainder of the Agreement shall remain in full force and effect.
C. Binding Effect. This Agreement shall be governed by and construed in accordance with
the laws of the State of South Dakota. This Agreement shall be binding upon the
successors in interest of the respective parties. This Agreement may be assigned only
with the express written consent of the non-assigning party.
D. Notice. Any notice required under the terms of this Agreement shall be deemed delivered
and received when delivered in person or when mailed by certified mail to the parties at
the addresses set forth in this Agreement.
IN WITNESS WHEREOF, the City and the Contractor herein acknowledge that they
have read, understand and do freely and voluntarily execute this Agreement on the day
and year written below.
Dated this ____ day of January, 2023.
_____________________
Paul Briseno
City Manager
ATTEST:
____________________
Bonnie Foster
City Clerk
520 3rd Street, Suite 230
Brookings, SD 57006
Dated this ____ day of January, 2023.
____________________
Brianna Braun
Board President
120 W. Second Street
South Brookings, SD 57006
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:ORD 23-002,Version:1
Introduction and First Reading on Ordinance 23-002, an Ordinance Authorizing Budget Amendment
No. 1 to the 2023 Budget. Second Reading: February 14, 2023.
Summary:
City of Brookings Staff continually monitors departmental budgets and brings amendments to the City
Council as necessary to account for circumstances not anticipated in the originally adopted
appropriation ordinance. This ensures compliance with state and local laws, and maintains
transparency regarding the City’s operational needs. This budget amendment increases budget
authority by $2.2 million for the community allocation of American Rescue Plan Act funds.
Agreements were made with community stakeholders following the City Council Work Session held
July 19, 2022.
Recommendation:
Staff recommends approval.
Attachments:
Memo
Ordinance
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City Council Agenda Memo
From: Erick Rangel, Chief Financial Officer
Council Meeting: January 24, 2023
Subject: Ordinance 23-002: Budget Amendment No. 1 to the 2023
Budget
Presenter: Ashley Rentsch, Senior Finance Manager
Summary:
City of Brookings Staff continually monitors departmental budgets and brings
amendments to the City Council as necessary to account for circumstances not
anticipated in the originally adopted appropriation ordinance. This ensures compliance
with state and local laws and maintains transparency regarding the City’s operational
needs. This budget amendment increases budget authority by $2.2 million for the
community allocation of American Rescue Plan Act funds. Agreements were made with
community stakeholders following the City Council Study Session held July 19, 2022.
Background:
The City of Brookings received just over $4.4 million in American Rescue Plan Act
funding. Approximately half of this total, $2.2 million, was allocated to community
stakeholders based on recommendations resulting from a City Council Work Session
held on July 19, 2022. Priorities identified included behavioral health, childcare, and
workforce housing, as well as other affordable housing programs.
Item Details:
Brookings Behavioral Health & Wellness: The Ivy Center - $1,200,000
o Design and construction for building renovation and expansion
Brookings Economic Development Corporation - $580,000
o $500,000 – Childcare facility plan, business plan, and construction
o $80,000 – Work with area childcare providers and increase number of
registered and licensed providers.
Clark Drew Construction - $200,000
o 7 buildings with a total of 20 units for workforce housing
Brookings Area Habitat for Humanity - $110,000
o Construction of one new single-family home
Interlakes Community Action Partnership (ICAP) - $110,000
o $52,500 – Subsidize cost of lots for 7 households
o $25,000 – Rental assistance/security deposits for 50 households
o $25,000 – Weatherization deferrals for 12 households
o $7,500 – Client database management
Legal Consideration:
None.
Strategic Plan Consideration:
This action supports fiscal responsibility by increasing budget authority for anticipated
expenditures and increasing transparency regarding grant funding and transfers of
authority.
The initiatives supported by these funding allocations also promote a safe, inclusive,
and connected community, as well as economic growth.
Financial Consideration:
The $2.2 million increase in budget authority was allocated in July 2022 based on a total
of just over $4.4 million in funds awarded to the City through the American Rescue Plan
Act. The total amount of federal funds claimed for government services payroll in 2022,
and the grants to the community stakeholders, bear no federal reporting requirements.
Options and Recommendation:
The City Council has the following options:
1. Approve as presented
2. Amend
3. Deny
4. Move the item to a Study Session
5. Discuss / take no action / table
Staff recommends approval of the ordinance as presented.
Supporting Documentation:
Memo
Ordinance
Ordinance 23-002
An Ordinance Authorizing Budget Amendment No. 1 to the 2023
Budget
Be It Ordained by the City of Brookings, South Dakota:
Whereas State Law (SDCL 9-21-7) and the City Charter (4.06 (a)) permit supplemental
appropriations provided there are sufficient funds and revenues available to pay the
appropriation when it becomes due.
Now, Therefore, Be It Resolved by the City Council that the City Manager be authorized
to make the following budget adjustments to the 2023 budget:
Dept. / Fund
Budgetary
Account
Account
Name
Increase/(Decrease)
Amount Description
Appropriations
/ Subsidies
101-495-5-856-68 other $2,200,000 ARPA Funds Community Allocation
All ordinances or parts of Ordinances in conflict herewith are hereby repealed.
First Reading: January 24, 2023
Second Reading: February 14, 2023
Published: February 17, 2023
CITY OF BROOKINGS, SD
Oepke G. Niemeyer, Mayor
ATTEST:
Bonnie Foster, City Clerk
Funding
Source Account
Account
Name
Increase/(Decrease)
Amount Description
Restricted
Reserves
101-000-0-210-00 Restricted
Cash
$ (2,200,000) ARPA Funds Community Allocation
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:ORD 23-001,Version:2
Second Reading and Action on Ordinance 23-001, an Ordinance amending the Term of Office and
the Organization of the Planning Commission.
Summary:
An ordinance amending the length of terms of Planning Commission members from five (5) years to
three (3) years and changing the secretary of the Planning Commission from the planning, zoning
and housing administrator to the Community Development Director or designee.
Recommendation:
Staff recommends approval.
Attachments:
Memo
Ordinance - clean
Ordinance - marked
Notice
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City Council Agenda Memo
From: Mike Struck, Community Development Director
Council Meeting: January 10, 2023 / January 24, 2023
Subject: Ordinance 23-001: Ordinance Amendment – Planning
Commission Terms and Organization
Presenter: Mike Struck, Community Development Director
Summary:
An ordinance amending the length of terms of Planning Commission members to three
(3) years and changing the secretary of the Planning Commission to the Community
Development Director or designee.
Background:
The terms of the Planning Commission are currently set as five (5) year terms per
ordinance. Over the years, it has become more difficult to find volunteers to serve on
the Planning Commission. Recent discussions with current and expiring Planning
Commission members has identified the five (5) year term length as one of the factors
in considering re-appointment to the Planning Commission.
The second part of the ordinance amendment is to clean up language in the
Organization section of Chapter 66 pertaining to the organization of the Planning
Commission. Section 66-9 references the planning, zoning and housing administrator
shall act as secretary of the Planning Commission. The planning, zoning and housing
administrator is no longer a position recognized within the City of Brookings
organizational structure.
Item Details:
The proposed ordinance would shorten the length of terms of the Planning Commission
from five (5) years to three (3) years. This proposed change would align with many of
the terms of other volunteer boards in the City of Brookings.
The second part of the ordinance amendment is clerical to recognize updates within the
organization and referencing the secretary of the Planning Commission as the
Community Development Director or designee.
Legal Consideration:
The City Attorney drafted the ordinance amendment.
Strategic Plan Consideration:
The proposed ordinance amendment is consistent with City Council Strategic Plan Area
of Service and Innovation Excellence by continually evaluating and updating policies to
reflect the changing needs of our community. Reducing the length of terms for Planning
Commission members may expand the pool of volunteers which provide an important
service to the community.
Financial Consideration:
None.
Options and Recommendation:
The City Council has the following options:
1. Approve as presented
2. Amend
3. Deny
4. Move the item to a Study Session
5. Discuss / take no action / table
Staff recommends approval of the ordinance as presented.
Supporting Documentation:
Ordinance - clean
Ordinance - marked
Notice
Ordinance 23-001
An Ordinance Amending the Term of Office of Members of the
Planning Commission of the City of Brookings, South Dakota, and
Amending the Title of the Secretary of the Planning Commission.
Be It Ordained by the Governing Body of the City of Brookings, South Dakota, as
follows:
That Sections 66-5 and 66-9 of Chapter 66 of the Code of Ordinances of the City of
Brookings, pertaining to Term of Office and the Organization of the Planning
Commission, are hereby amended to read as follows:
I.
Sec. 66-5. Terms .
The term of each member of the planning commission shall be three years, except that
appointment of each member shall be made in such a manner that results in an
overlapping of terms.
Sec. 66-9. Organization.
Upon appointment, the Planning Commission shall convene and shall organize by
electing a chairperson from among its members for a term of one year. The
chairperson shall be eligible for re-election. The Planning Commission may fill such
other of its offices as it may create. The Community Development Director or designee
shall act as secretary of the Planning Commission, but shall not be a member thereof.
II.
Any or all other ordinances in conflict herewith are hereby repealed.
First Reading: January 10, 2023
Second Reading: January 24, 2023
Published:
CITY OF BROOKINGS, SD
Oepke G. Niemeyer, Mayor
ATTEST:
Bonnie Foster, City Clerk
Ordinance 23-001
An Ordinance Amending the Term of Office of Members of the
Planning Commission of the City of Brookings, South Dakota, and
Amending the Title of the Secretary of the Planning Commission.
Be It Ordained by the Governing Body of the City of Brookings, South Dakota, as
follows:
That Sections 66-5 and 66-9 of Chapter 66 of the Code of Ordinances of the City of
Brookings, pertaining to Term of Office and the Organization of the Planning
Commission, are hereby amended to read as follows:
I.
Sec. 66-5. Terms.
The term of each member of the planning commission shall be five three years, except
that appointment of each member shall be made in such a manner that results in an
overlapping of terms.
Sec. 66-9. Organization.
Upon appointment, the Planning Commission shall convene and shall organize by
electing a chairperson from among its members for a term of one year. The
chairperson shall be eligible for re-election. The Planning Commission may fill such
other of its offices as it may create. The planning, zoning and housing administrator
Community Development Director or designee shall act as secretary of the Planning
Commission, but shall not be a member thereof.
II.
Any or all other ordinances in conflict herewith are hereby repealed.
First Reading: January 10, 2023
Second Reading: January 24, 2023
Published:
CITY OF BROOKINGS, SD
Oepke G. Niemeyer, Mayor
ATTEST:
Bonnie Foster, City Clerk
NOTICE OF PUBLIC HEARING
Ordinance 23-001
NOTICE IS HEREBY GIVEN that the Brookings City Council, Brookings, South Dakota,
will hold a public hearing at 6:00 p.m., CST, Tuesday, January 24, 2023, in the
Brookings City & County Government Center Chambers, 520 Third Street, to consider
adoption of a revision to the City Code of Ordinances, entitled Ordinance 23-001, an
Ordinance to amending Section 66-5 and 66-9 of Chapter 66 of the Code of Ordinances
pertaining to Term of Office and the Organization of the Planning Commission. At
which time and place all persons interested will be given a full, fair and complete
hearing thereon. Dated in Brookings, South Dakota, this 13th day of January, 2023.
CITY OF BROOKINGS
Bonnie Foster, City Clerk
Published one time at an approximate cost: $ .
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:RES 23-005,Version:1
Public Hearing and Action on Resolution 23-005, a Resolution authorizing the City Manager to sign
an On-Off Sale Wine Operating Agreement for Commonwealth Gaming & Holdings, Co., dba Deuces
Casino, Bryant Soberg and Kirby Muilenburg, owners, 223 6th Street, Suite 105E, Brookings, South
Dakota, legal description: South 114’ of the West 69.3’ of Lot 20, and the South 114’ of Lot 21, Block
21, Block 3, Henry’s Addition, Suite 105E.
Summary:
Bryant Soberg and Kirby Muilenburg, owners, Commonwealth Gaming & Holdings, Co., dba Deuces
Casino, 223 6th Street, Suite 105E, have applied for an On-Off Sale Wine Alcohol license. A public
hearing and action by the local governing body is required for all new alcohol licenses. Additionally,
an Operating Agreement is required for Wine Licenses. This Resolution allows the City Manager to
enter into the first five years of the 10-year agreement effective through 2028. This license would be
effective immediately and subject to an annual renewal. If approved, the application would be
forwarded to the State Department of Revenue for final action and issuance of the license.
Recommendation:
Staff recommends approval.
Attachments:
Memo
Resolution
Hearing Notice
Operating Agreement
Map
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City Council Agenda Memo
From: Bonnie Foster, City Clerk
Council Meeting: January 24, 2023
Subject: Resolution 23-005: Wine License - Deuces Casino
Person(s) Responsible: Bonnie Foster, City Clerk
Summary:
The City of Brookings has received an application for an On-Off Sale Wine License from
Commonwealth Gaming & Holdings, Co., dba Deuces Casino, Bryant Solberg and Kirby
Muilenburg, owners, 223 6th Street, Suite 105E. Pending occupancy permit issuance
and final inspection per the Community Development Dept.
Background:
A public hearing and action by the local governing body is required to approve all alcohol
licenses. Additionally, an Operating Agreement is required for Wine Licenses. This
Resolution allows the City Manager to enter into the first five years of the 10-year
agreement effective through 2028. This license would be effective immediately and
subject to an annual renewal. If approved, the application would be forwarded to the
State Department of Revenue for final action and issuance of the license.
Commonwealth Gaming & Holdings Corp. currently has the following alcohol and video
lottery licenses at the 223 6th Street location:
Suite 105A – On-Off Sale Malt License, On-Off Sale Wine License, 10 Video
Lottery Machines
Suite 105B – On-Off Sale Malt License, On-Off Sale Wine License, 10 Video
Lottery Machines
Suite 105C – On-Off Sale Malt License, On-Off Sale Wine License, 10 Video
Lottery Machines
Suite 105D – On-Off Sale Malt License, 10 Video Lottery Machines
Application applied for: Suite 105E – On-Off Sale Malt License, On-Off Sale Wine
License, 10 Video Lottery Machines
Item Details:
Commonwealth Gaming & Holdings Corp has applied for an On -Off Malt License, with
video lottery, and an On-Off Wine License, for Suite 105E located at 223 6th St.
This location will be remodeled to add an additional suite (Suite 105E) for video lottery,
holding up to 10 video lottery machines. In order to satisfy State Video Lottery
Regulations, there must be separate and distinct physical facilities maintained and
utilized for the sale and consumption of alcoholic beverages for each separately
described premises.
Their plan indicates the separate spaces have been designated, and sales and
consumption of alcoholic beverages are intended to occur at these 5 locations within the
building.
Chapter 6, Article 2, Section 6-42 of the City Code of Ordinances pertains to the
Application Review Procedure. The city council shall review all applications submitted
to the city for available on-sale alcoholic beverage agreements and for all alcoholic
beverage licenses in accordance with SDCL Chapter 35 -2 (SDCL 35-2-1 et seq.) and in
accordance with the following factors:
1) Type of business which applicant proposes to operate: on -sale alcoholic
beverage operating agreements and on-sale alcoholic beverage licenses may
not be issued to convenience grocery stores, gas station s, or other stores where
groceries or gasoline are sold unless it can be established that minors do not
regularly frequent the establishment.
2) The manner in which the business is operated: on-sale alcoholic beverage
operating agreements and alcoholic beverage licenses may not be issued to
establishments which are operated in a manner which results in minors regularly
frequenting the establishment.
3) The extent to which minors are employed in such a place of business: on -sale
alcoholic beverage operating agreements and on-sale alcoholic beverage
licenses may not be issued to convenience grocery stores, gas stations, or other
stores where groceries or gasoline are sold and which regularly employ minors.
4) Adequacy of the police facilities to properly police the proposed location: The city
council shall inquire of the city manager whether the police department can
adequately police the proposed location.
5) Other factors: The hours that business is conducted shall be considered by the
city council in its review of applications for on-sale alcoholic beverage operating
agreements and on-sale alcoholic beverage licenses.
(Code 1996, § 5-20)
State Law reference - Local license approval, SDCL 35-2-1.2.
SDCL 35-2-1.2. Applications submitted to local governing body--Fee--Approval or
disapproval. Any applicant for a new retail license, except as set forth in § 35-2-1.1, or
the transfer of an existing license shall submit an application to the governing body of
the municipality in which the applicant intends to operate, or if outside the corporate
limits of a municipality, to the governing body of the county in which the applicant
intends to operate. The applicant shall submit the required fee with the application. The
governing body may approve the application for a new retail license or the transfer of an
existing license if the governing body considers the applicant suitable to hold the license
and the proposed location is suitable.
The governing body may disapprove an application for a new retail license or the
transfer of an existing license issued under subdivision 35 -4-2(4), (6), or (13) if:
1) The approval of the application permits a person, corporation, or business entity
to possess more than one-third of the licenses available to be issued in the
jurisdiction; and
2) The governing body determines that possession of more than one -third of
licenses available is not in the public interest.
Any application for the reissuance of a retail license may be approved by the municipal
or county governing body without a hearing unless in the past year the licensee or one
or more of the licensee's employees have been subjected to a criminal penalty for
violation of the alcoholic beverage control law or the license has been suspended.
Source: SDC 1939, §§ 5.0206, 5.0305; SL 1945, ch 21, § 1; SL 1951, ch 11; SDC Supp
1960, § 5.0204 (14); SL 1961, ch 14; SL 1964, ch 9; SL 1965, ch 12; SDCL §§ 35-4-32,
35-4-33, 35-6-15; SL 1971, ch 211, § 13; SL 2008, ch 37, § 140; SL 2011, ch 171, § 1;
SL 2017, ch 164, § 1; SL 2018, ch 213, § 12.
Legal Consideration:
None.
Strategic Plan Consideration:
Economic Growth - Adding an additional Suite E allows for business improvement and
expansion opportunity.
Financial Consideration:
This license would be effective following state review and approval, and subject to
annual renewal.
Options and Recommendation:
The City Council has the following options:
1. Approve as presented
2. Amend
3. Deny
4. Move the item to a Study Session
5. Discuss / take no action / table
Staff recommends approval.
Supporting Documentation:
Resolution
Legal Notice
Operating Agreement
Map
Resolution 23-005
Commonwealth Gaming & Holding, Co., dba Deuces Casino (Suite 105E)
– Wine Operating Agreement
Be It Resolved by the City of Brookings, South Dakota, that the City Council hereby
approves a Lease Agreement for the Operating Liquor Management Agreement for
Wine between the City of Brookings and Bryant Soberg and Kirby Muilenburg, owners,
Commonwealth Gaming & Holdings Co., dba Deuces Casino, for the purpose of a liquor
manager to operate the On-Sale Establishment or business for and on behalf of the City
of Brookings at 223 6th Street, Suite 105E.
Be It Further Resolved that the City Manager be authorized to execute the Agreement
on behalf of the City, which shall be for a period of five (5) years, with a renewal for
another five (5) years.
Passed and approved this 24th day of January, 2023.
CITY OF BROOKINGS, SD
Oepke G. Niemeyer, Mayor
ATTEST:
Bonnie Foster, Acting City Clerk
NOTICE OF PUBLIC HEARING
On-Off Sale Malt License with Video Lottery, and On-Off Sale Wine License
Commonwealth Gaming & Holdings Corp, dba Deuces Casino, Suite “105E”
NOTICE IS HEREBY GIVEN that the Brookings City Council in and for the City of
Brookings, South Dakota, on January 24, 2023, at 6:00 p.m. in the Brookings
City & County Government Center Chambers, 520 Third Street, will meet in
regular session to consider an application for the issuance of an On-Off Sale Malt
License, with Video Lottery, and an On-Off Sale Wine License, for
Commonwealth Gaming & Holdings Corp, dba Deuces Casino, Bryant Soberg
and Kirby Muilenburg, owners, 223 6th Street, Suite 105E, Brookings, South
Dakota, legal description: S114’ of W69.3’ of Lot 20 and S114’ of Lot 21, Block
3, Henry Addition, Suite 105E. At which time and place all persons interested will
be given a full, fair and complete hearing thereon.
Dated at Brookings, South Dakota, this 13th day of January, 2023.
Bonnie Foster, City Clerk
Published time(s) at an approximate cost $
On-Off Sale Wine Operating Agreement
Commonwealth Gaming & Holdings Co., dba Deuces Casino (Suite 105E)
THIS AGREEMENT made and entered into by and between the City of Brookings, a
municipal corporation of the State of South Dakota, hereinafter referred to as the “City”
and Commonwealth Gaming & Holdings Co., dba Deuces Casino (Suite 105E), (Bryant
Soberg and Kirby Muilenburg, owners) hereinafter referred to as “Manager.”
WITNESSETH;
WHEREAS, the City has been issued an on-sale alcoholic beverage license and is
engaged in the sale of alcoholic beverages, and
WHEREAS, the City desires to enter into an Operating Agreement on a limited basis
with the Manager for the purpose of operating an on-off sale establishment or business
for and on behalf of the City pursuant to law, and
WHEREAS, the Manager has offered to have facilities in which to operate said on -off
sale establishment solely upon the premises hereinafter described.
NOW, THEREFORE IT IS MUTUALLY AGREED AS FOLLOWS:
I.
This Agreement is made and entered into on a limited basis between the parties hereto
allow the Manager to operate a retail on-off sale premises, pursuant to and in
accordance with all of the terms and conditions of this Agreement in accordance with all
State laws and City Ordinances now in effect and as may be enacted in the future.
II.
The Manager shall be individually responsible for all operating expenses of said on -off
sale establishment, including but not limited to utilities, taxes, insurance, and license
fees, if any.
The Manager shall furnish all equipment and fixtures necessary to operate the
establishment.
III.
The on-off sale establishment shall be located upon real estate in the City of Brookings,
South Dakota, described as:
South 114’ of the West 69.3’ of Lot 20, and the South 114’
of Lot 21, Block 21, Block 3, Henry’s Addition (Suite 105E)
IV.
The Manager shall dispense only alcoholic beverages supplied by the Municipal Off-
Sale Establishment.
V.
This Agreement shall be in full force and effect for a period of five (5) years with the
Manager having the option and privilege of a five (5) year extension, subject to the
approval of the governing body of the City of Brookings.
VI.
Either the Manager or the City may terminate this Agreement without cause upon ninety
(90) days written notice served by either party upon the other. The City reserves the
right to immediately suspend or revoke this Agreement without ninety (90) days written
notice for alcohol related violations in accordance with the provisions of Resolution No.
25-88 or any amendments thereto or for any late payments for alcoholic beverages
supplied by the Municipal Off-Sale Establishment to be sold on the premises of
Manager.
VII.
The Manager shall receive as full compensation for its services rendered, the net profit
from the on-off sale establishment under its management, and the sole profit to be
derived by the City shall be the markup hereinafter set forth on alcoholic beverages
furnished by the municipality to the Manager for the purposes of resale on t he premises
as above described.
VIII.
The Manager shall pay to the City for all alcoholic beverages sold by the City to the
Manager for resale on the above-described premises, the actual cost of distilled spirits
and wine supplied by the City, plus eleven percent (11%) in excess of such cost; the
Manager shall pay to the City for all malt beverages sold by the City to the Manager for
resale on the above-described premises, the actual cost of malt beverages, plus ten
percent (10%) in excess of such cost. The actual cost shall include cost price and
transportation charges. The markup percentages provided in this Agreement are
subject to change by the City of Brookings. In the event markup percentages are
changed by Ordinance, then the markup percentages provided by City Ordinance shall
supercede the markup percentages provided herein. The Manager further agrees that if
either of the markup percentages shall be increased at any time by the City, the
Manager shall pay the markup as so increased.
IX.
A complete and detailed record shall be maintained by the City of all alcoholic
beverages supplied to the on-sale Manager and such alcoholic beverages so supplied
shall be evidenced by prenumbered invoices prepared in triplicate showing the date,
quality, brand, size, and actual cost of such item, and such invoice shall bear the
signature of the authorized representative of the on -sale Manager or its authorized
representative. One copy thereof shall be retained by the Municipal off -sale
establishment, one copy shall be retained by the on-sale establishment, and one copy
shall be filed with the City Clerk. All copies shall be kept as permanent records and
made available for reference and audit purposes. The Manager also agrees to maintain
a complete record of all alcoholic beverages received from the City.
X.
In consideration of the covenants herein contained, the Manager agrees to pay the
CITY OF BROOKINGS, Five Hundred, and no/100 Dollars ($500.00), constituting the
Annual License Fee on or by 1st day of November of each year thereafter as long as this
agreement shall remain in force and effect. The payment of the Annual Renewal
License Fee will not extend the term of this Operating Agreement beyond the term
provided therein. The Manager further agrees that if the annual fee shall be increased
at any time by the legislature, the Manager shall pay the amount of any such increase.
XI.
The Manager agrees to keep the premises in a neat, clean and attractive appearance,
and Manager further agrees to operate said on-sale establishment only on such days
and at such hours as permitted by state law and city ordinances.
XII.
The Manager shall have the right to return, at any time, alcoholic beverages received
from the City and to receive in return any deposit made for such alcoholic beverages; in
the event of termination of the business, all unused alcoholic beverages, which may be
resold without discount may be returned to the City and the Manager shall be
reimbursed for such alcoholic beverages.
XIII.
The Manager agrees to abide by the credit policies of the City and acknowledges, by
execution of this Agreement, receipt of a copy of the credit policies of the City. The City
reserves the right to change or terminate its credit policies at any time, but shall be
required to provide written notice to Manager prior to the effective date of the change or
termination date of the credit policies.
XIV.
The Manager agrees to furnish the City upon demand, evidence of payment of the
following:
A. All salaries of on-off sale employees;
B. Social Security and withholding taxes on said employees;
C. Worker’s Compensation insurance premiums covering said employees;
D. Unemployment taxes on the payrolls of said employees;
E. General liability insurance protecting both the City and the Manager agains t
claims for injury or damages to persons or property, said policy to have general
liability limits of at least Five Hundred Thousand Dollars ($500,000.00) single
limit, and One Million Dollars ($1,000,000.00) aggregate, and a limitation of Fifty
Thousand Dollars ($50,000.00) for damage to property. The general liability
insurance limits are subject to change and Manager agrees to change limits of
insurance if required by the City;
F. Rent and utility bills;
G. Any and all miscellaneous expenses, including taxes.
XV.
The Manager agrees to observe all Federal and State laws and ordinances of the City
of Brookings.
XVI.
The City covenants and agrees to furnish the on -sale license to Manager pursuant to
the terms and conditions of this Operating Agreement and the terms and conditions of
the on-off sale license.
XVII.
The City shall have the right to make inspections and investigations of the premises
during the hours of operation, and make audits and examinations of the records of the
Manager relating to the on-off sale establishment.
XVIII.
It is further specifically understood and agreed that the waiver of the rights of the City
under this Agreement shall not constitute a continuous waiver, and any violation or
breach of the terms of this Agreement by the Manager shall constitute a separate and
distinct offense and grounds for immediate termination and revocation of this
Agreement.
XIX.
This agreement shall not be assignable to another person or location without the written
consent of the City.
IN WITNESS WHEREOF, the parties hereto have executed this Agreement this 24th
day of January, 2023.
CITY OF BROOKINGS, South Dakota
A Municipal Corporation
By:
ATTEST: Paul Briseno, City Manager
Bonnie Foster, City Clerk
MANAGER
By:
By:
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:ID 23-0036,Version:1
Public Hearing and Action on a request for an On-Off Sale Malt License, with Video Lottery, for
Commonwealth Gaming & Holding Corp, dba Deuces Casino, Suite 105E, Bryant Soberg and Kirby
Muilenburg, owners, 223 6th Street, Suite 105E, legal description: S114’ of W 69.3’ of Lot 20 and
S114’ of Lot 21, Block 3, Henry Addition, Suite 105E. Pending occupancy permit issuance and final
inspection per the Community Development Dept.
Summary:
The City of Brookings has received a request for an On-Off Sale Malt License, with Video Lottery, for
Commonwealth Gaming & Holding Corp, dba Deuces Casino, Suite 105E, Bryant Soberg and Kirby
Muilenburg, owners. All required documents have been submitted.
Recommendation:
Staff recommends approval.
Attachments:
Memo
Legal Notice
Proposed Building Plans
Location Map
Current Video Lottery List
City Attorney Memo on Video Lottery - 2018.05.02
City Attorney Opinion on AR 48:02:11:02
Video Lottery: SDCL and Administrative Rule
City of Brookings Printed on 1/19/2023Page 1 of 1
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City Council Agenda Memo
From: Bonnie Foster, City Clerk
Council Meeting: January 24, 2023
Subject: On-Off Sale Malt License, with Video Lottery:
Commonwealth Gaming & Holdings Corp, dba Deuces
Casino, Suite 105E
Person(s) Responsible: Bonnie Foster, City Clerk
Summary:
The City of Brookings has received a request for an On-Off Sale Malt License, with
Video Lottery, for Commonwealth Gaming & Holdings Corp, dba Deuces Casino, Suite
105E, Bryant Solberg and Kirby Muilenburg, owners. All required documents have
been submitted. Pending occupancy permit issuance and final inspection per the
Community Development Dept.
Separate action will held for the Video Lottery request.
Background:
A public hearing and action by the local governing body is required. If approved, the
applications would be forwarded to the State Lottery Office for final action and issuance
of the license, and would be subject to annual renewal processes.
This business is located at 223 6th Street, is proposed to hold 5 Suites, each with an
On-Off Malt License, with 10 video lottery machines in each suite.
Commonwealth Gaming & Holdings Corp. currently has the following alcohol and video
lottery licenses at the 223 6th Street location:
Suite 105A – On-Off Sale Malt License, On-Off Sale Wine License, 10 Video
Lottery Machines
Suite 105B – On-Off Sale Malt License, On-Off Sale Wine License, 10 Video
Lottery Machines
Suite 105C – On-Off Sale Malt License, On-Off Sale Wine License, 10 Video
Lottery Machines
Suite 105D – On-Off Sale Malt License, 10 Video Lottery Machines
Application applied for: Suite 105E – On-Off Sale Malt License, On-Off Sale Wine
License, 10 Video Lottery Machines
Item Details:
Commonwealth Gaming & Holdings Corp has applied for an On-Off Malt License, with
video lottery, and an On-Off Wine License, for Suite 105D located at 223 6th St.
This location will be remodeled to add an additional Suite “105E” for video lottery,
holding up to 10 video lottery machines. In order to satisfy State Video Lottery
Regulations, there must be separate and distinct physical facilities maintained and
utilized for the sale and consumption of alcoholic beverages for each separately
described premises.
Their plan indicates the separate spaces have been designated, and sales and
consumption of alcoholic beverages are intended to occur at these 5 locations within the
building. This would comply with the video lottery requirements if the City Council
approves the additional On-Off Sale Malt Licenses and if the City Council also approves
Video Lottery for these locations within the building.
SDCL 42-7A-64. Additional criteria for on-sale alcoholic beverage licensees in
video lottery licensed establishments. A municipality or county may consider, in
addition to the criteria for the issuance of an on -sale alcoholic beverage license, the
following criteria for authorizing video lottery machine placement in establishments
issued an on-sale alcoholic beverage license pursuant to subdivisions 35-4-2(12) and
(16):
1. The number of establishments currently licensed for video lottery;
2. The proximity of the business to other establishments licensed for video lottery;
3. The type of business and manner in which the applicant proposes to operate it;
4. The location of the business in relation to other businesses, residential areas, or
activities within the same general area;
5. The extent to which minors frequent a business connected to the one proposed;
and
6. The effect the proposed business has on economic development.
The governing board shall certify on each application filed with the Department of
Revenue for a license granted under subdivisions 35 -4-2(12) and (16) whether the
business premises is authorized for video lottery machine placement. An existing video
lottery license may not be denied renewal or transfer based upon the criteria set forth in
this section. The lottery may issue a video lottery license t o those establishments
certified pursuant to this section. Notwithstanding the above provisions, a county or
municipality may not restrict the number of alcoholic beverage licenses issued under
subdivisions 35-4-2(12) and (16) and certified for video lottery to a number less than
those licensed as video lottery establishments on March 1, 1994.
Source: SL 1994, ch 329, § 1; SL 2003, ch 272 (Ex. Ord. 03-1), § 82; SL 2011, ch 1 (Ex.
Ord. 11-1), § 161, eff. Apr. 12, 2011.
Legal Consideration:
None.
Strategic Plan Consideration:
Economic Growth - Adding an additional Suite E allows for business improvement and
expansion opportunity.
Financial Consideration:
This license would be effective following state review and approval, and subject to
annual renewal.
Options and Recommendation:
The City Council has the following options:
1. Approve as presented
2. Amend
3. Deny
4. Move the item to a Study Session
5. Discuss / take no action / table
Staff recommends approval.
Supporting Documentation:
Legal Notice
Location Map
Proposed Building Plan
Current Video Lottery List
City Attorney Memo on Video Lottery – 2018.05.02
City Attorney Opinion on AR 48:02:11:02
Video Lottery: SDCL and Administrative Rule
NOTICE OF PUBLIC HEARING
On-Off Sale Malt License with Video Lottery, and On-Off Sale Wine License
Commonwealth Gaming & Holdings Corp, dba Deuces Casino, Suite “105E”
NOTICE IS HEREBY GIVEN that the Brookings City Council in and for the City of
Brookings, South Dakota, on January 24, 2023, at 6:00 p.m. in the Brookings
City & County Government Center Chambers, 520 Third Street, will meet in
regular session to consider an application for the issuance of an On-Off Sale Malt
License, with Video Lottery, and an On-Off Sale Wine License, for
Commonwealth Gaming & Holdings Corp, dba Deuces Casino, Bryant Soberg
and Kirby Muilenburg, owners, 223 6th Street, Suite 105E, Brookings, South
Dakota, legal description: S114’ of W69.3’ of Lot 20 and S114’ of Lot 21, Block
3, Henry Addition, Suite 105E. At which time and place all persons interested will
be given a full, fair and complete hearing thereon.
Dated at Brookings, South Dakota, this 13th day of January, 2023.
Bonnie Foster, City Clerk
Published time(s) at an approximate cost $
223 6th Street - Deuces Casino
2022 Alcohol Licensees with Video Lottery Current # Video
Business Lottery Machines Location Tied to
1 9 Bar Nightclub (Nine Inc.)5 303 Main Ave.liquor
2 BP of Brookings, Inc. - Suite A 10 2420 6th St.malt
3 BP of Brookings, Inc. - Suite B 10 2420 6th St.malt
4 Buffalo Wild Wings Bar & Grill 2 1801 6th St.liquor
5 Carpy's Pub 10 714 22nd Ave. So.malt
6 Casino 2000 - Suite A 10 622 25th Ave.malt
7 Casino 2000 - Suite B 10 622 25th Ave.malt
8 Cubby's Sports Bar & Grill (GDT Inc.)7 307 Main Ave.liquor
9 Danny's 10 703 Main Ave. So.liquor
10 Corner Pantry #24 - Suite A 10 600 6th St.malt
11 Corner Pantry #24 - Suite B 10 600 6th St.malt
12 Corner Pantry #19 10 921 20th St. So.wine
13 Deuces Casino, Suite 105A (Commonwealth Gaming & Holdings, Co.)10 223 6th St.malt
14 Deuces Casino, Suite 105B (Commonwealth Gaming & Holdings, Co.)10 223 6th St.malt
15 Deuces Casino, Suite 105C (Commonwealth Gaming & Holdings, Co.)10 223 6th St.malt
16 Deuces Casino, Suite 105D (Commonwealth Gaming & Holdings, Co.)10 223 6th St.malt
17 4 Aces Casino, Suite A 10 141 Main Ave.malt
18 4 Aces Casino, Suite B 10 141 Main Ave.malt
19 4 Aces Casino, Suite C 10 141 Main Ave.malt
20 Jim's Tap 3 309 Main Ave.liquor
21 Main Street Pub 6 408 Main Ave.malt
22 Park Hospitality Inc.0 2500 6th St.liquor
23 Pints & Quarts 0 313 Main Ave.liquor
24 PNP Pub (Schoon's Pub Inc.)10 318 2nd St. So.malt
25 Ray's Corner (Fergen Enterprises Inc.)10 401 Main Ave.liquor
26 Ray's Corner (Fergen Enterprises Inc.) - Suite B 10 401 Main Ave.malt
27 Schoon's Pump N' Pak South (Schoon's Properties Inc.)10 1205 Main Ave. So.malt
28 Skinner's Pub, Inc.9 300 Main Ave.liquor
29 South Main Casino & Pub (SVK Properties, LLC)10 615 Main Ave. So.malt
30 Sully's Irish Pub (3 Guys LLC)8 421 Main Ave.liquor
31 Tee'd Off Golf 5 2508 Wilbert Court, Ste B malt
32 The Clothes Line Lounge - INACTIVE 0 727 Wilson Ave.malt
33 The Depot (MG Oil Company)10 921 20th St. So.malt
34 The Lanes (MG Oil Company)10 722 Western Ave.liquor
35 The Lanes (MG Oil Company) - Suite B 10 722 Western Ave.malt
36 The Lanes (MG Oil Company) - Suite C 10 722 Western Ave.malt
37 The Lodge (Den Wil Hospitality Group, Inc.)5 2515 6th St.liquor
38 The Ram (Jack's Entertainment, LLC)0 327 Main Ave.
39 The Wild Hare (Wonder, Inc.)10 303 3rd St.liquor
40 VFW Geo Dokken Post 2118 0 520 Main Ave.liquor
TOTAL MACHINES 310
S:\Cityhall\City Clerk - Internal\Alcohol\Video Lottery\Video Lottery List - 2022 Last updated: 1/9/2023
Steve Britzman, City Attorney, opinion on AR 48:02:11:02
April 24, 2020
AR 48:02:11:02. Restrictions on multiple alcoholic beverage licenses. Persons
who hold more than one license for the on-sale consumption of alcoholic beverages
may have machines placed for each license issued provided the following requirements
are met:
1) Separate application, qualification, and fees are submitted and approved for each
premises licensed for the on-sale consumption of alcoholic beverages;
2) Separate establishment licenses are issued by the lottery for each premises
licensed for the on-sale consumption of alcoholic beverages;
3) Separate and distinct physical facilities are maintained and utilized for the
sale and consumption of alcoholic beverages for each establishment
license approved by the lottery;
4) No more than one establishment license is issued to any person for the
same legally described premises contained in the alcoholic beverage
license.
Source: 16 SDR 27, effective August 18, 1989.
General Authority: SDCL 42-7A-21(16).
Law Implemented: SDCL 42-7A-41.
City Attorney Opinion
Subsections 3 and 4 require separate and distinct physical facilities to be maintained
and used for the sale and consumption for each establishment license approved by the
lottery. This would mean each establishment must be able to serve alcoholic beverages
on its own premises from its own equipment, even if they are housed in the same
building with another establishment.
Section 4 requires a separate establishment for each legally described premises. A
legally described premises, in my opinion, means a separate legal description must
pertain to each establishment licensed. A legal description can be created by a
“recorded deed” which has been filed in the office of the Register of Deeds, or a plat
which identifies each establishment with a separate description, such as Lot or Parcel A
or Parcel B. A plat must also be recorded in the office of the Register of Deeds to
create a legal description. Until a legal description is recorded, it cannot create a
subdivision of an existing legal description.
Steven J. Britzman
Brookings City Attorney
521 Sixth Street, Suite 104 Telephone (605) 697-9058
Brookings, South Dakota 57006 Facsimile (605) 697-9060
Email: britzmanlaw@brookings.net
_____________________________________________________________
Memorandum
To: Mayor Keith Corbett and Council Members, Jeff Weldon, City Manager, and Shari
Thornes, City Clerk
From: Steven J. Britzman, City Attorney
Date: May 2, 2018
Re: Municipal Regulation of Video Lottery location Pre-empted by State Law
Conclusion: State law does allow a municipality to consider the following criteria for authorizing
video lottery machine placement when issuing an on-sale wine or malt beverage license (no other
type of alcoholic beverage license). The criteria, as fully set forth below, include the number of
establishments currently licensed for video lottery, the proximity of the business to other
establishments licensed for video lottery, the type of business and manner in which the applicant
proposes to operate it, the location of the business in relation to other businesses, residential
areas, or activities within the same general area, the extent to which minors frequent a business
connected to the one proposed, and the effect the proposed business has on economic
development. I believe the final determination is made by the South Dakota lottery, but at least
with respect to two alcoholic beverage license types—on-sale wine and malt beverages—the city
can consider these State law criteria with respect to the decision whether to authorize video
lottery machine placement in the proposed establishment. No other City ordinance or Home
Rule Charter provision is applicable to the decision making. Please let me know if you have any
comments or questions concerning this opinion.
Discussion: The South Dakota Supreme Court case of Law v. City of Sioux Falls (2011),
resolved a number of questions concerning the ability of a municipality to regulate video lottery
and in particular the location of video lottery. The Supreme Court ruled:
It specifically gave only the executive director [of the State Lottery
Commission] the power to approve or disapprove any application for a license.
SDCL 42 -7A-57. In doing so, it provided that the director consider the
application’s proposed location…. In only one statute is a municipality given any
power with regard to video lottery. SDCL 42-7A-64 allows a municipality to
consider, when issuing two types of on-sale alcoholic beverage licenses, certain
factors relevant to the placement of video lottery machines. Municipalities,
however, are not given any power to license video lottery establishments, or
otherwise control the location of such establishments. See SDCL 42-7A-64.
[¶14] Based on t he character of the obligations imposed by the Legislature,
we see no delegation of power or responsibilities to municipalities and no
entrusting to municipalities the control video lottery. Rather, the statutes place all
burdens upon the State. Thus, we conclude that South Dakota’s legislative video
lottery scheme is sufficiently comprehensive to make reasonable the inference
– 2 – JANUARY 23, 2023
that the Legislature left no room for supplementary regulation of video lottery by
municipalities. It is immaterial that the City is governed by a home-rule charter or
empowered to enact zoning regulations.
SDCL 42 -7A-64 is restricted in its application to applicants for a wine retailer alcoholic
beverage license and to applicants for malt beverage licenses. In these two limited
circumstances, a municipality may consider, in addition to the criteria for the issuance of an on-
sale wine or malt beverage license, “the following criteria for authorizing video lottery machine
placement issued an on-sale wine or malt beverage license”:
(1) The number of establishments currently licensed for video lottery;
(2) The proximity of the business to other establishments licensed for video lottery;
(3) The type of business and manner in which the applicant proposes to operate it;
(4) The location of the business in relation to other businesses, residential areas,
or activities within the same general area;
(5) The extent to which minors frequent a business connected to the one proposed; and
(6) The effect the proposed business has on economic development.
The Full Text of the Statute is set forth below:
42-7A-64 Additional criteria for on-sale alcoholic beverage licensees in video lottery licensed
establishments.
42-7A-64. Additional crit eria for on-sale alcoholic beverage licensees in video lottery
licensed establishments. A municipality or county may consider, in addition to the criteria for the
issuance of an on-sale alcoholic beverage license, the following criteria for authorizing video
lottery machine placement in establishments issued an on-sale alcoholic beverage license
pursuant to subdivisions 35-4-2(12) and (16):
(1) The number of establishments currently licensed for video lottery;
(2) The proximity of the business to other establishments licensed for video lottery;
(3) The type of business and manner in which the applicant proposes to operate it;
(4) The location of the business in relation to other businesses, residential areas,
or activities within the same general area;
(5) The extent to which minors frequent a business connected to the one proposed; and
(6) The effect the proposed business has on economic development.
The governing board shall certify on each application filed with the Department of
Revenue for a license granted under subdivisions 35-4-2(12) and (16) whether the business
premises is authorized for video lottery machine placement. An existing video lottery license
may not be denied renewal or transfer based upon the criteria set forth in this section. The lottery
may issue a video lottery license to those establishments certified pursuant to this section.
Notwithstanding the above provisions, a county or municipality may not restrict the number of
alcoholic beverage licenses issued under subdivisions 35-4-2(12) and (16) and certified for video
lottery to a number less than those licensed as video lottery establishments on March 1, 1994.
Video Lottery State Statues and Administrative Rule
SDCL 42-7A-1. Definitions. Terms used in this chapter mean:
(6) "Licensed establishment," a bar or lounge owned or managed by an individual,
partnership, corporation, or association licensed to sell alcoholic beverages for
consumption upon the premises where sold;
SDCL 42-7A-37.1. Restrictions on licensed establishment. A business licensed
pursuant to subdivisions 35-4-2(12) and (16) may not be a licensed establishment for
video lottery placement pursuant to subdivision 42-7A-1(6) unless it is a bar or lounge.
For the purposes of this section, a bar or lounge is an enterprise primarily maintained
and operated for the selling, dispensing, and consumption of alcoholic beverages on the
premises and may also include the sale and service of food. A bar or lounge may be
physically connected to another enterprise within the same building, which enterprise
may be owned or operated by the same person. There may be interior access between
a bar or lounge and a connected enterprise. However, there shall be a floor to ceiling
opaque wall separation between the two enterprises. A separation wall may be
constructed to provide visual and physical access for employees from areas in the
building not open to the public. The bar or lounge shall have a separate entrance and
exit. A separate entrance and exit is not required if entrance to the bar may only be
obtained from the other distinct enterprise and the public may not enter the other
enterprise by first passing through the bar or lounge. All video lottery machines shall be
adequately monitored during business hours. Adequate monitoring shall be
accomplished by the personal presence of an employee or by an employee using video
cameras or mirrors and periodic inspections of the bar or lounge. No new license may
be issued to any establishment after July 1, 1992, unless such establishment complies
with this section. No license may be renewed to any establishment after July 1, 1993,
unless such establishment complies with this section.
SDCL 42-7A-44. Rules for placement of video lottery machines--Number limited--
Placement in bar or lounge with on-sale license. The placement of video lottery
machines in licensed establishments shall be subject to the rules of the commission
promulgated pursuant to chapter 1-26. No more than ten video lottery machines may be
placed in any licensed establishment. The bar or lounge with an on-sale license issued
pursuant to subdivision 35-4-2(12) or (16) shall be restricted to persons twenty-one
years of age or older. The entrance to the area where video lottery machines are
located shall display a sign that the premises are restricted to persons twenty-one years
or older. Notwithstanding the restrictions in § 35-4-79, persons under the age of twenty-
one may only enter the premises where video lottery machines are located provided
they are accompanied by a parent, guardian, or spouse of twenty-one years or older.
42-7A-64. Additional criteria for on-sale alcoholic beverage licensees in video
lottery licensed establishments. A municipality or county may consider, in addition to
the criteria for the issuance of an on-sale alcoholic beverage license, the following
criteria for authorizing video lottery machine placement in establishments issued an on-
sale alcoholic beverage license pursuant to subdivisions 35-4-2(12) and (16):
1) The number of establishments currently licensed for video lottery;
2) The proximity of the business to other establishments licensed for video lottery;
3) The type of business and manner in which the applicant proposes to operate it;
4) The location of the business in relation to other businesses, residential areas, or
activities within the same general area;
5) The extent to which minors frequent a business connected to the one proposed;
and
6) The effect the proposed business has on economic development.
The governing board shall certify on each application filed with the Department of
Revenue for a license granted under subdivisions 35-4-2(12) and (16) whether the
business premises is authorized for video lottery machine placement. An existing video
lottery license may not be denied renewal or transfer based upon the criteria set forth in
this section. The lottery may issue a video lottery license to those establishments
certified pursuant to this section. Notwithstanding the above provisions, a county or
municipality may not restrict the number of alcoholic beverage licenses issued under
subdivisions 35-4-2(12) and (16) and certified for video lottery to a number less than
those licensed as video lottery establishments on March 1, 1994.
Administrative Rules:
48:02:11:01. Location of machines in establishment. All video lottery machines in
licensed establishments must be physically located as follows:
1) In the sight and control of the owner, manager, or an employee of the licensed
establishment from the location at which alcoholic beverages are dispensed;
2) In an area where alcoholic beverages are regularly dispensed and consumed in
the ordinary and usual course of business;
3) In an area that ensures public access to the machines is restricted to persons
legally entitled by age to be on the premises;
4) In an area which is at all times monitored by the owner, manager, or employee of
the licensed establishment to prevent access or play of video lottery machines by
persons under the age of 21.
48:02:11:02. Restrictions on multiple alcoholic beverage licenses. Persons who
hold more than one license for the on-sale consumption of alcoholic beverages may
have machines placed for each license issued provided the following requirements are
met:
1) Separate application, qualification, and fees are submitted and approved for each
premises licensed for the on-sale consumption of alcoholic beverages;
2) Separate establishment licenses are issued by the lottery for each premises
licensed for the on-sale consumption of alcoholic beverages;
3) Separate and distinct physical facilities are maintained and utilized for the sale
and consumption of alcoholic beverages for each establishment license
approved by the lottery;
4) No more than one establishment license is issued to any person for the same
legally described premises contained in the alcoholic beverage license.
48:02:05:05. Duties of licensed establishments. Specific duties of owners,
managers, and designated employees of licensed establishments are as follows:
1) Provide a secure premise for the placement, operation, and play of video lottery
machines;
2) Permit no one to tamper with or interfere with the approved operation of any
video lottery machine;
3) Ensure that communication lines to the video lottery machines are at all times
connected and prevent any person from tampering or interfering with the
approved, continuing operation of the lines;
4) Contract only with persons authorized under this title to directly share in
revenues generated from net machine income;
5) Ensure that video lottery machines are placed and remain as placed within the
sight and control of the owner, manager, or designated employee while engaging
in the actual dispensing of alcoholic beverages from the location where alcoholic
beverages are dispensed;
6) Ensure that video lottery machines are placed and remain as placed in the
specific area of the licensed establishment where alcoholic beverages are
regularly dispensed and consumed in the ordinary and usual course of business;
7) Monitor video lottery machines to prevent access to or play by persons who are
under the age of 21 years or who are visibly intoxicated;
8) Commit no violations of the laws of this state concerning the sale, dispensing,
and consumption on premises of alcoholic beverages that results in suspension
or revocation of its license;
9) Maintain at all times change and cash in the denominations accepted by the
video lottery machines located in the establishment;
10) Extend no credit for video lottery machine play;
11) Pay all credits upon presentment of a valid winning ticket in accordance with
SDCL 42-7A-37 and chapter 48:02:12;
12) Exercise caution and good judgment in providing cash for checks presented for
video lottery machine play;
13) Report promptly all malfunctions of video lottery machines to the operator and
notify the lottery of an operator's failure to provide service and repair of machines
and associated equipment as required under this title;
14) Conduct advertising and promotional activities of the video lottery in accordance
with decency, dignity, honesty, and good taste so that it does not reflect
adversely on the lottery or the state of South Dakota;
15) Install, post, and display prominently at locations within or about the premises
signs, redemption information, and other promotional material as required by the
lottery. Use of the trademarked video lottery logo must be approved by the
lottery;
16) Immediately notify operators of all out-of-service machines; and
17) Immediately notify the lottery of an operator's failure to respond within 24 hours
after notice to the operator of an out-of-service machine.
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:ID 23-0035,Version:1
Public Hearing and Action on a request for Video Lottery for Commonwealth Gaming & Holding Corp,
dba Deuces Casino, Bryant Soberg and Kirby Muilenburg, owners, 223 6th Street, Suite 105E, legal
description: S114’ of W 69.3’ of Lot 20 and S114’ of Lot 21, Block 3, Henry Addition, Suite 105E.
Pending occupancy permit issuance and final inspection per the Community Development Dept.
Summary:
The City of Brookings has received a request for Video Lottery for Commonwealth Gaming & Holding
Corp, dba Deuces Casino, Suite 105E, Bryant Soberg and Kirby Muilenburg, owners. All required
documents have been submitted.
Recommendation:
Staff recommends approval.
Attachments:
Memo
City Attorney Memo on Video Lottery - 2018.05.02
City Attorney Opinion on AR 48:02:11:02
Video Lottery: SDCL and Administrative Rule
Legal Notice
Proposed Building Plans
Location Map
Current Video Lottery List
City of Brookings Printed on 1/19/2023Page 1 of 1
powered by Legistar™
City Council Agenda Memo
From: Bonnie Foster, City Clerk
Council Meeting: January 24, 2023
Subject: Video Lottery: Commonwealth Gaming & Holdings Corp,
dba Deuces Casino, Suite 105E
Person(s) Responsible: Bonnie Foster, City Clerk
Summary:
The City of Brookings has received a request for Video Lottery for Commonwealth
Gaming & Holdings Corp, dba Deuces Casino, Suite 105E, Bryant Soberg and Kirby
Muilenburg, owners. All required documents have been submitted. Pending occupancy
permit issuance and final inspection per the Community Development Dept.
Background:
A public hearing and action by the local governing body is required. If approved, the
application would be forwarded to the State Lottery Office for final action and issuance
of the license, and would be subject to annual renewal processes.
This business is located at 223 6th Street, and is proposed to hold 5 Suites, each with
an On-Off Malt License, with 10 video lottery machines in each suite.
Commonwealth Gaming & Holdings Corp. currently has the following alcohol and video
lottery licenses at the 223 6th Street location:
Suite 105A – On-Off Sale Malt License, On-Off Sale Wine License, 10 Video
Lottery Machines
Suite 105B – On-Off Sale Malt License, On-Off Sale Wine License, 10 Video
Lottery Machines
Suite 105C – On-Off Sale Malt License, On-Off Sale Wine License, 10 Video
Lottery Machines
Suite 105D – On-Off Sale Malt License, 10 Video Lottery Machines
Application applied for: Suite 105E – On-Off Sale Malt License, On-Off Sale Wine
License, 10 Video Lottery Machines
Item Details:
Commonwealth Gaming & Holdings Corp has applied for an On -Off Malt License, with
video lottery, and an On-Off Wine License, for Suite 105E located at 223 6th St. This
would allow 50 video lottery machines at this location.
This location will be remodeled to add an additional suite (Suite 105E) for video lottery,
holding up to 10 video lottery machines. In order to satisfy State Video Lottery
Regulations, there must be separate and distinct physical facilities maintained and
utilized for the sale and consumption of alcoholic beverages for each separately
described premises.
Their plan indicates the separate spaces have been designated, and sales and
consumption of alcoholic beverages are intended to occur at these 5 locations within the
building. This would comply with the video lottery requirements if the City Council
approves the additional On-Off Sale Malt Licenses and if the City Council also approves
Video Lottery for these locations within the building.
SDCL 42-7A-64. Additional criteria for on-sale alcoholic beverage licensees in
video lottery licensed establishments. A municipality or county may consider, in
addition to the criteria for the issuance of an on -sale alcoholic beverage license, the
following criteria for authorizing video lottery machine placement in establishments
issued an on-sale alcoholic beverage license pursuant to subdivisions 35-4-2(12) and
(16):
1. The number of establishments currently licensed for video lottery;
2. The proximity of the business to other establishments licensed for video lottery;
3. The type of business and manner in which the applicant proposes to operate it;
4. The location of the business in relation to other businesses, residential areas, or
activities within the same general area;
5. The extent to which minors frequent a business connected to the one propo sed;
and
6. The effect the proposed business has on economic development.
The governing board shall certify on each application filed with the Department of
Revenue for a license granted under subdivisions 35 -4-2(12) and (16) whether the
business premises is authorized for video lottery machine placement. An existing video
lottery license may not be denied renewal or transfer based upon the criteria set forth in
this section. The lottery may issue a video lottery license to those establishments
certified pursuant to this section. Notwithstanding the above provisions, a county or
municipality may not restrict the number of alcoholic beverage licenses issued under
subdivisions 35-4-2(12) and (16) and certified for video lottery to a number less than
those licensed as video lottery establishments on March 1, 1994.
Source: SL 1994, ch 329, § 1; SL 2003, ch 272 (Ex. Ord. 03-1), § 82; SL 2011, ch 1 (Ex.
Ord. 11-1), § 161, eff. Apr. 12, 2011.
Legal Consideration:
None.
Strategic Plan Consideration:
Economic Growth – allowing an existing business to provide video lottery options for
members of the public.
Financial Consideration:
Video Lottery fees: $50 per machine per year.
Options and Recommendation:
The City Council has the following options:
1. Approve as presented
2. Amend
3. Deny
4. Move the item to a Study Session
5. Discuss / take no action / table
Staff recommends approval.
Supporting Documentation:
City Attorney Memo on Video Lottery – 2018.05.02
City Attorney Opinion on AR 48:02:11:02
Video Lottery: SDCL and Administrative Rule
Legal Notice
Location Map
Proposed Building Plan
Current Video Lottery List
Steven J. Britzman
Brookings City Attorney
521 Sixth Street, Suite 104 Telephone (605) 697-9058
Brookings, South Dakota 57006 Facsimile (605) 697-9060
Email: britzmanlaw@brookings.net
_____________________________________________________________
Memorandum
To: Mayor Keith Corbett and Council Members, Jeff Weldon, City Manager, and Shari
Thornes, City Clerk
From: Steven J. Britzman, City Attorney
Date: May 2, 2018
Re: Municipal Regulation of Video Lottery location Pre-empted by State Law
Conclusion: State law does allow a municipality to consider the following criteria for authorizing
video lottery machine placement when issuing an on-sale wine or malt beverage license (no other
type of alcoholic beverage license). The criteria, as fully set forth below, include the number of
establishments currently licensed for video lottery, the proximity of the business to other
establishments licensed for video lottery, the type of business and manner in which the applicant
proposes to operate it, the location of the business in relation to other businesses, residential
areas, or activities within the same general area, the extent to which minors frequent a business
connected to the one proposed, and the effect the proposed business has on economic
development. I believe the final determination is made by the South Dakota lottery, but at least
with respect to two alcoholic beverage license types—on-sale wine and malt beverages—the city
can consider these State law criteria with respect to the decision whether to authorize video
lottery machine placement in the proposed establishment. No other City ordinance or Home
Rule Charter provision is applicable to the decision making. Please let me know if you have any
comments or questions concerning this opinion.
Discussion: The South Dakota Supreme Court case of Law v. City of Sioux Falls (2011),
resolved a number of questions concerning the ability of a municipality to regulate video lottery
and in particular the location of video lottery. The Supreme Court ruled:
It specifically gave only the executive director [of the State Lottery
Commission] the power to approve or disapprove any application for a license.
SDCL 42 -7A-57. In doing so, it provided that the director consider the
application’s proposed location…. In only one statute is a municipality given any
power with regard to video lottery. SDCL 42-7A-64 allows a municipality to
consider, when issuing two types of on-sale alcoholic beverage licenses, certain
factors relevant to the placement of video lottery machines. Municipalities,
however, are not given any power to license video lottery establishments, or
otherwise control the location of such establishments. See SDCL 42-7A-64.
[¶14] Based on t he character of the obligations imposed by the Legislature,
we see no delegation of power or responsibilities to municipalities and no
entrusting to municipalities the control video lottery. Rather, the statutes place all
burdens upon the State. Thus, we conclude that South Dakota’s legislative video
lottery scheme is sufficiently comprehensive to make reasonable the inference
– 2 – JANUARY 23, 2023
that the Legislature left no room for supplementary regulation of video lottery by
municipalities. It is immaterial that the City is governed by a home-rule charter or
empowered to enact zoning regulations.
SDCL 42 -7A-64 is restricted in its application to applicants for a wine retailer alcoholic
beverage license and to applicants for malt beverage licenses. In these two limited
circumstances, a municipality may consider, in addition to the criteria for the issuance of an on-
sale wine or malt beverage license, “the following criteria for authorizing video lottery machine
placement issued an on-sale wine or malt beverage license”:
(1) The number of establishments currently licensed for video lottery;
(2) The proximity of the business to other establishments licensed for video lottery;
(3) The type of business and manner in which the applicant proposes to operate it;
(4) The location of the business in relation to other businesses, residential areas,
or activities within the same general area;
(5) The extent to which minors frequent a business connected to the one proposed; and
(6) The effect the proposed business has on economic development.
The Full Text of the Statute is set forth below:
42-7A-64 Additional criteria for on-sale alcoholic beverage licensees in video lottery licensed
establishments.
42-7A-64. Additional crit eria for on-sale alcoholic beverage licensees in video lottery
licensed establishments. A municipality or county may consider, in addition to the criteria for the
issuance of an on-sale alcoholic beverage license, the following criteria for authorizing video
lottery machine placement in establishments issued an on-sale alcoholic beverage license
pursuant to subdivisions 35-4-2(12) and (16):
(1) The number of establishments currently licensed for video lottery;
(2) The proximity of the business to other establishments licensed for video lottery;
(3) The type of business and manner in which the applicant proposes to operate it;
(4) The location of the business in relation to other businesses, residential areas,
or activities within the same general area;
(5) The extent to which minors frequent a business connected to the one proposed; and
(6) The effect the proposed business has on economic development.
The governing board shall certify on each application filed with the Department of
Revenue for a license granted under subdivisions 35-4-2(12) and (16) whether the business
premises is authorized for video lottery machine placement. An existing video lottery license
may not be denied renewal or transfer based upon the criteria set forth in this section. The lottery
may issue a video lottery license to those establishments certified pursuant to this section.
Notwithstanding the above provisions, a county or municipality may not restrict the number of
alcoholic beverage licenses issued under subdivisions 35-4-2(12) and (16) and certified for video
lottery to a number less than those licensed as video lottery establishments on March 1, 1994.
Steve Britzman, City Attorney, opinion on AR 48:02:11:02
April 24, 2020
AR 48:02:11:02. Restrictions on multiple alcoholic beverage licenses. Persons
who hold more than one license for the on-sale consumption of alcoholic beverages
may have machines placed for each license issued provided the following requirements
are met:
1) Separate application, qualification, and fees are submitted and approved for each
premises licensed for the on-sale consumption of alcoholic beverages;
2) Separate establishment licenses are issued by the lottery for each premises
licensed for the on-sale consumption of alcoholic beverages;
3) Separate and distinct physical facilities are maintained and utilized for the
sale and consumption of alcoholic beverages for each establishment
license approved by the lottery;
4) No more than one establishment license is issued to any person for the
same legally described premises contained in the alcoholic beverage
license.
Source: 16 SDR 27, effective August 18, 1989.
General Authority: SDCL 42-7A-21(16).
Law Implemented: SDCL 42-7A-41.
City Attorney Opinion
Subsections 3 and 4 require separate and distinct physical facilities to be maintained
and used for the sale and consumption for each establishment license approved by the
lottery. This would mean each establishment must be able to serve alcoholic beverages
on its own premises from its own equipment, even if they are housed in the same
building with another establishment.
Section 4 requires a separate establishment for each legally described premises. A
legally described premises, in my opinion, means a separate legal description must
pertain to each establishment licensed. A legal description can be created by a
“recorded deed” which has been filed in the office of the Register of Deeds, or a plat
which identifies each establishment with a separate description, such as Lot or Parcel A
or Parcel B. A plat must also be recorded in the office of the Register of Deeds to
create a legal description. Until a legal description is recorded, it cannot create a
subdivision of an existing legal description.
Video Lottery State Statues and Administrative Rule
SDCL 42-7A-1. Definitions. Terms used in this chapter mean:
(6) "Licensed establishment," a bar or lounge owned or managed by an individual,
partnership, corporation, or association licensed to sell alcoholic beverages for
consumption upon the premises where sold;
SDCL 42-7A-37.1. Restrictions on licensed establishment. A business licensed
pursuant to subdivisions 35-4-2(12) and (16) may not be a licensed establishment for
video lottery placement pursuant to subdivision 42-7A-1(6) unless it is a bar or lounge.
For the purposes of this section, a bar or lounge is an enterprise primarily maintained
and operated for the selling, dispensing, and consumption of alcoholic beverages on the
premises and may also include the sale and service of food. A bar or lounge may be
physically connected to another enterprise within the same building, which enterprise
may be owned or operated by the same person. There may be interior access between
a bar or lounge and a connected enterprise. However, there shall be a floor to ceiling
opaque wall separation between the two enterprises. A separation wall may be
constructed to provide visual and physical access for employees from areas in the
building not open to the public. The bar or lounge shall have a separate entrance and
exit. A separate entrance and exit is not required if entrance to the bar may only be
obtained from the other distinct enterprise and the public may not enter the other
enterprise by first passing through the bar or lounge. All video lottery machines shall be
adequately monitored during business hours. Adequate monitoring shall be
accomplished by the personal presence of an employee or by an employee using video
cameras or mirrors and periodic inspections of the bar or lounge. No new license may
be issued to any establishment after July 1, 1992, unless such establishment complies
with this section. No license may be renewed to any establishment after July 1, 1993,
unless such establishment complies with this section.
SDCL 42-7A-44. Rules for placement of video lottery machines--Number limited--
Placement in bar or lounge with on-sale license. The placement of video lottery
machines in licensed establishments shall be subject to the rules of the commission
promulgated pursuant to chapter 1-26. No more than ten video lottery machines may be
placed in any licensed establishment. The bar or lounge with an on-sale license issued
pursuant to subdivision 35-4-2(12) or (16) shall be restricted to persons twenty-one
years of age or older. The entrance to the area where video lottery machines are
located shall display a sign that the premises are restricted to persons twenty-one years
or older. Notwithstanding the restrictions in § 35-4-79, persons under the age of twenty-
one may only enter the premises where video lottery machines are located provided
they are accompanied by a parent, guardian, or spouse of twenty-one years or older.
42-7A-64. Additional criteria for on-sale alcoholic beverage licensees in video
lottery licensed establishments. A municipality or county may consider, in addition to
the criteria for the issuance of an on-sale alcoholic beverage license, the following
criteria for authorizing video lottery machine placement in establishments issued an on-
sale alcoholic beverage license pursuant to subdivisions 35-4-2(12) and (16):
1) The number of establishments currently licensed for video lottery;
2) The proximity of the business to other establishments licensed for video lottery;
3) The type of business and manner in which the applicant proposes to operate it;
4) The location of the business in relation to other businesses, residential areas, or
activities within the same general area;
5) The extent to which minors frequent a business connected to the one proposed;
and
6) The effect the proposed business has on economic development.
The governing board shall certify on each application filed with the Department of
Revenue for a license granted under subdivisions 35-4-2(12) and (16) whether the
business premises is authorized for video lottery machine placement. An existing video
lottery license may not be denied renewal or transfer based upon the criteria set forth in
this section. The lottery may issue a video lottery license to those establishments
certified pursuant to this section. Notwithstanding the above provisions, a county or
municipality may not restrict the number of alcoholic beverage licenses issued under
subdivisions 35-4-2(12) and (16) and certified for video lottery to a number less than
those licensed as video lottery establishments on March 1, 1994.
Administrative Rules:
48:02:11:01. Location of machines in establishment. All video lottery machines in
licensed establishments must be physically located as follows:
1) In the sight and control of the owner, manager, or an employee of the licensed
establishment from the location at which alcoholic beverages are dispensed;
2) In an area where alcoholic beverages are regularly dispensed and consumed in
the ordinary and usual course of business;
3) In an area that ensures public access to the machines is restricted to persons
legally entitled by age to be on the premises;
4) In an area which is at all times monitored by the owner, manager, or employee of
the licensed establishment to prevent access or play of video lottery machines by
persons under the age of 21.
48:02:11:02. Restrictions on multiple alcoholic beverage licenses. Persons who
hold more than one license for the on-sale consumption of alcoholic beverages may
have machines placed for each license issued provided the following requirements are
met:
1) Separate application, qualification, and fees are submitted and approved for each
premises licensed for the on-sale consumption of alcoholic beverages;
2) Separate establishment licenses are issued by the lottery for each premises
licensed for the on-sale consumption of alcoholic beverages;
3) Separate and distinct physical facilities are maintained and utilized for the sale
and consumption of alcoholic beverages for each establishment license
approved by the lottery;
4) No more than one establishment license is issued to any person for the same
legally described premises contained in the alcoholic beverage license.
48:02:05:05. Duties of licensed establishments. Specific duties of owners,
managers, and designated employees of licensed establishments are as follows:
1) Provide a secure premise for the placement, operation, and play of video lottery
machines;
2) Permit no one to tamper with or interfere with the approved operation of any
video lottery machine;
3) Ensure that communication lines to the video lottery machines are at all times
connected and prevent any person from tampering or interfering with the
approved, continuing operation of the lines;
4) Contract only with persons authorized under this title to directly share in
revenues generated from net machine income;
5) Ensure that video lottery machines are placed and remain as placed within the
sight and control of the owner, manager, or designated employee while engaging
in the actual dispensing of alcoholic beverages from the location where alcoholic
beverages are dispensed;
6) Ensure that video lottery machines are placed and remain as placed in the
specific area of the licensed establishment where alcoholic beverages are
regularly dispensed and consumed in the ordinary and usual course of business;
7) Monitor video lottery machines to prevent access to or play by persons who are
under the age of 21 years or who are visibly intoxicated;
8) Commit no violations of the laws of this state concerning the sale, dispensing,
and consumption on premises of alcoholic beverages that results in suspension
or revocation of its license;
9) Maintain at all times change and cash in the denominations accepted by the
video lottery machines located in the establishment;
10) Extend no credit for video lottery machine play;
11) Pay all credits upon presentment of a valid winning ticket in accordance with
SDCL 42-7A-37 and chapter 48:02:12;
12) Exercise caution and good judgment in providing cash for checks presented for
video lottery machine play;
13) Report promptly all malfunctions of video lottery machines to the operator and
notify the lottery of an operator's failure to provide service and repair of machines
and associated equipment as required under this title;
14) Conduct advertising and promotional activities of the video lottery in accordance
with decency, dignity, honesty, and good taste so that it does not reflect
adversely on the lottery or the state of South Dakota;
15) Install, post, and display prominently at locations within or about the premises
signs, redemption information, and other promotional material as required by the
lottery. Use of the trademarked video lottery logo must be approved by the
lottery;
16) Immediately notify operators of all out-of-service machines; and
17) Immediately notify the lottery of an operator's failure to respond within 24 hours
after notice to the operator of an out-of-service machine.
NOTICE OF PUBLIC HEARING
On-Off Sale Malt License with Video Lottery, and On-Off Sale Wine License
Commonwealth Gaming & Holdings Corp, dba Deuces Casino, Suite “105E”
NOTICE IS HEREBY GIVEN that the Brookings City Council in and for the City of
Brookings, South Dakota, on January 24, 2023, at 6:00 p.m. in the Brookings
City & County Government Center Chambers, 520 Third Street, will meet in
regular session to consider an application for the issuance of an On-Off Sale Malt
License, with Video Lottery, and an On-Off Sale Wine License, for
Commonwealth Gaming & Holdings Corp, dba Deuces Casino, Bryant Soberg
and Kirby Muilenburg, owners, 223 6th Street, Suite 105E, Brookings, South
Dakota, legal description: S114’ of W69.3’ of Lot 20 and S114’ of Lot 21, Block
3, Henry Addition, Suite 105E. At which time and place all persons interested will
be given a full, fair and complete hearing thereon.
Dated at Brookings, South Dakota, this 13th day of January, 2023.
Bonnie Foster, City Clerk
Published time(s) at an approximate cost $
223 6th Street - Deuces Casino
2022 Alcohol Licensees with Video Lottery Current # Video
Business Lottery Machines Location Tied to
1 9 Bar Nightclub (Nine Inc.)5 303 Main Ave.liquor
2 BP of Brookings, Inc. - Suite A 10 2420 6th St.malt
3 BP of Brookings, Inc. - Suite B 10 2420 6th St.malt
4 Buffalo Wild Wings Bar & Grill 2 1801 6th St.liquor
5 Carpy's Pub 10 714 22nd Ave. So.malt
6 Casino 2000 - Suite A 10 622 25th Ave.malt
7 Casino 2000 - Suite B 10 622 25th Ave.malt
8 Cubby's Sports Bar & Grill (GDT Inc.)7 307 Main Ave.liquor
9 Danny's 10 703 Main Ave. So.liquor
10 Corner Pantry #24 - Suite A 10 600 6th St.malt
11 Corner Pantry #24 - Suite B 10 600 6th St.malt
12 Corner Pantry #19 10 921 20th St. So.wine
13 Deuces Casino, Suite 105A (Commonwealth Gaming & Holdings, Co.)10 223 6th St.malt
14 Deuces Casino, Suite 105B (Commonwealth Gaming & Holdings, Co.)10 223 6th St.malt
15 Deuces Casino, Suite 105C (Commonwealth Gaming & Holdings, Co.)10 223 6th St.malt
16 Deuces Casino, Suite 105D (Commonwealth Gaming & Holdings, Co.)10 223 6th St.malt
17 4 Aces Casino, Suite A 10 141 Main Ave.malt
18 4 Aces Casino, Suite B 10 141 Main Ave.malt
19 4 Aces Casino, Suite C 10 141 Main Ave.malt
20 Jim's Tap 3 309 Main Ave.liquor
21 Main Street Pub 6 408 Main Ave.malt
22 Park Hospitality Inc.0 2500 6th St.liquor
23 Pints & Quarts 0 313 Main Ave.liquor
24 PNP Pub (Schoon's Pub Inc.)10 318 2nd St. So.malt
25 Ray's Corner (Fergen Enterprises Inc.)10 401 Main Ave.liquor
26 Ray's Corner (Fergen Enterprises Inc.) - Suite B 10 401 Main Ave.malt
27 Schoon's Pump N' Pak South (Schoon's Properties Inc.)10 1205 Main Ave. So.malt
28 Skinner's Pub, Inc.9 300 Main Ave.liquor
29 South Main Casino & Pub (SVK Properties, LLC)10 615 Main Ave. So.malt
30 Sully's Irish Pub (3 Guys LLC)8 421 Main Ave.liquor
31 Tee'd Off Golf 5 2508 Wilbert Court, Ste B malt
32 The Clothes Line Lounge - INACTIVE 0 727 Wilson Ave.malt
33 The Depot (MG Oil Company)10 921 20th St. So.malt
34 The Lanes (MG Oil Company)10 722 Western Ave.liquor
35 The Lanes (MG Oil Company) - Suite B 10 722 Western Ave.malt
36 The Lanes (MG Oil Company) - Suite C 10 722 Western Ave.malt
37 The Lodge (Den Wil Hospitality Group, Inc.)5 2515 6th St.liquor
38 The Ram (Jack's Entertainment, LLC)0 327 Main Ave.
39 The Wild Hare (Wonder, Inc.)10 303 3rd St.liquor
40 VFW Geo Dokken Post 2118 0 520 Main Ave.liquor
TOTAL MACHINES 310
S:\Cityhall\City Clerk - Internal\Alcohol\Video Lottery\Video Lottery List - 2022 Last updated: 1/9/2023
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:RES 23-008,Version:1
Action on Resolution 23-008, a Resolution Amending the Consolidated Fee Schedule.
Summary:
Upon review of the Consolidated Fee Schedule, several necessary updates were identified, including
an increase in late fees at the airport, addition of commercial building permit fees for valuations less
than $100,000, and various formula and language corrections in the fines schedule to ensure clarity
and accuracy.
Recommendation:
Staff recommends approval.
Attachments:
Memo
Resolution
Fee Schedule - clean
Fee Schedule - marked
City of Brookings Printed on 1/19/2023Page 1 of 1
powered by Legistar™
City Council Agenda Memo
From: Erick Rangel, Chief Financial Officer
Council Meeting: January 24, 2023
Subject: Resolution 23-008: amending the Consolidated Fee
Schedule
Presenter: Ashley Rentsch, Senior Finance Manager
Summary:
Upon review of the Consolidated Fee Schedule, several necessary updates were
identified, including an increase in late fees at the airport, addition of commercial
building permit fees for valuations less than $100,000, and various formula and
language corrections in the fines schedule to ensure clarity and accuracy.
Background:
The Brookings Regional Airport leases private and commercial hangar space and also
charges fuel flowage fees per gallon. To ensure timely collection and administrative
cost recovery in dealing with late payments, an increase in late fees is proposed. Fees
for commercial building permits for valuations under $100,000 were not clearly defined
in the previous fee schedule, and several sections of the fines schedule were identified
to need formula corrections and updated language.
Item Details:
Airport:
o Late fees for hangar lease and fuel flowage payments increased from 3%
to 10% to ensure timely collection and administrative cost recovery.
o Gate Card updated in fee schedule to $20.
Commercial Building Permits
o Fees for valuations less than $100,000 are as follows:
Total Valuation Fees
$1.00 to 2,000.00 $45.00
$2,000.01 to 25,000.00 $45.00 for the first $2,000 plus $9.00 for each additional $1,000 or
fraction thereof, to and including $25,000.
$25,000.01 to 50,000.00 $252.00 for the first $25,000 plus $6.50 for each additional $1,000
or fraction thereof, to and including $50,000.
$50,000.01 to 100,000.00 $414.50 for the first $50,000 plus $4.50 for each additional $1,000
or fraction thereof, to and including $100,000.
Fines Schedule:
o No fee changes. Various formula and language updates were made to
ensure accuracy and clarity of fines and violations. See marked fee
schedule for details.
Legal Consideration:
None.
Strategic Plan Consideration:
This action supports fiscal responsibility by ensuring that fees support cost recovery and
the fee schedule is accurate, clear, and enforceable.
Financial Consideration:
This resolution promotes timely collection of amounts owed to the City, as well as
recovery of administrative and other costs associated with providing services.
Options and Recommendation:
The City Council has the following options:
1. Approve as presented
2. Amend
3. Deny
4. Move the item to a Study Session
5. Discuss / take no action / table
Staff recommends approval of the resolution as presented.
Supporting Documentation:
Memo
Resolution
Fee Schedule – clean
Fee Schedule – marked
Resolution 23-008
Resolution Amending the Consolidated Fee Schedule
W hereas, the adopted Municipal Code and City Policies make references to fees
charged; and
W hereas, it is prudent that the fees be reviewed for cost effectiveness .
Now, Therefore, Be It Resolved, that the City of Brookings hereby adopts the following
amendments to the Consolidated Fee Schedule
General Government Fee Schedule Amendments:
Airport
Land Lease Per Square Foot (Base rate subject to annual increases per lease terms.)
Late Fee Payment (after 30 Days) 10% of lease payment
Fuel Flowage
Late Payment (after the 12th day of the month) 10% of net gallons
Gate Card $20.00
Community Development
Commercial Building Permit Fees
Total Valuation
$1.00 to 2,000.00
45.00
$2,000.01 to 25,000
$45.00 for the first
$2,000 plus $9.00 for
each additional $1,000 or
fraction thereof, to and
including $25,000.
$25,000.01 to 50,000.00
$252.00 for the first
$25,000 plus $6.50 for
each additional $1,000 or
fraction thereof, to and
including $50,000.
$50,000.01 to 100,000.00
$414.50 for the first
$50,000 plus $4.50 for
each additional $1,000 or
fraction thereof, to and
including $100,000.
Fines & Violations Amendments:
Animal Control
14-154 City License Fee (Altered) 5.00 72.50
77.50
14-154 City License Fee (Unaltered) 25.00 72.50
97.50
Traffic Driving Offenses
82-305 Speed Zones
1-5 MPH Over Speed Limit 19.00 72.50 91.50
6-10 MPH Over Speed Limit 39.00 72.50 111.50
11-15 MPH Over Speed Limit 59.00 72.50 131.50
16-20 MPH Over Speed Limit 79.00 72.50 151.50
21-25 MPH Over Speed Limit 99.00 72.50 171.50
Over 25 MPH Over Speed Limit (Court Appearance) 154.00 72.50 226.50
82-306 Speeding in School Zones
1-5 MPH Over Speed Limit 34.00 72.50 106.50
6-10 MPH Over Speed Limit 74.00 72.50 146.50
11-15 MPH Over Speed Limit 114.00 72.50 186.50
16-20 MPH Over Speed Limit 154.00 72.50 226.50
21-25 MPH Over Speed Limit 194.00 72.50 266.50
Over 25 MPH Over Speed Limit (Court Appearance) 200.00 72.50 272.50
82-309 Reckless Driving 70.00 72.50 142.50
82-310 Careless Driving 60.00 72.50 132.50
82-312 Texting While Driving 100.00 72.50 172.50
82-682
Operation of Snowmobiles on Public Parks, Streets, Roads,
Alleys, Sidewalks, Boulevards, and Rights -of-Way 60.00 72.50 132.50
82-684 Operation of Snowmobiles on Public Property 60.00 72.50 132.50
82-721 Clinging to Moving Vehicles 60.00 72.50 132.50
82-751 Bicycle Offense 25.00 72.50 97.50
82-842 Driving Through Processions 60.00 72.50 132.50
Housing and Zoning Offenses
Housing
22-405 Payment of License Fees 60.00 72.50 132.50
22-432 Failure to Comply with Smoke Detector Requirement
First Offense
155.00
72.50
w/100.00
(suspended
on
condition of
no
similar
violations
Second Offense 155.00 72.50 227.50
Third Offense 200.00 72.50 272.50
22-433 Failure to Comply with Exit Requirement
First Offense
155.00
72.50
w/100.00
(suspended
on
condition of
no
similar
violations
for 1 year).
Second Offense 155.00 72.50 227.50
Third Offense 200.00 72.50 272.50
22-434 Failure to Comply with Parking Requirement
First Offense
155.00
72.50
w/100.00
(suspended
on
condition of
no
similar
violations
for 1 year).
Second Offense 155.00 72.50 227.50
Third Offense 200.00 72.50 272.50
Zoning
94-123(c)
First Offense 200.00 72.50 w/150.00
94-124(c)
(suspended
on
94-125(c)
Permitted Uses (Unlawful Use)
condition of
no
94-126(c)
similar
violations
for 1 year).
94-127(c)
Second Offense 200.00
72.50 272.50
94-128(c)
94-129(c)
94-130(c)
All Other Zoning Ordinance Violations
Dated at Brookings, SD, this 24th day of January, 2023.
CITY OF BROOKINGS, SD
________________________________
Oepke G. Niemeyer, Mayor
ATTEST:
______________________________________
Bonnie Foster, City Clerk
Consolidated Fee Schedule
General Government
Fee Description Resolution City Code Fee
Airport
Land Lease Per Square Foot (Base rate subject to annual increases per lease terms.)
For Private/Collegiate Hangars 22-087 Sec. 18-42 $0.14
For Commercial Hangars 22-087 Sec. 18-42 $0.18
Late Fee Payment (After 30 Days)23-008 Sec. 18-42 10% of lease payment
Fuel Flowage
Per Gallon FBO 22-087 Sec. 18-42 $0.06
Per Gallon Others 22-087 Sec. 18-42 $0.06
Late Payment (after the 12th day of the month)23-008 10% of net gallons
Crop Land Lease 22-087 Sec. 18-42 Based on Bid
Tie Down Fee
Per Day for Tie Down 3 Days or Longer (Collected by FBO with a 10% Collection Fee)Sec. 18-42 $25.00
Hangar Application Fee 22-087 Sec. 18-42 $50.00
Callout/After Hour Fee (Per Hour/1 Hour Minimum)22-087 Sec. 18-42 $50.00
ARFF Fee 22-087 Sec. 18-42 $100.00
Landing Fees by Pounds (Based on Aircraft Size, collected by FBO with a 0% Collection Fee)
Light/Mid Jet (max takeoff weight above 12,500 lbs.)22-087 Sec. 18-42 $20.00
Supermid/Heavy Jet 22-087 Sec. 18-42 $40.00
Commercial Use and Operating Permit (Airport Manager Waiver)22-087 Sec. 18-42 $250.00
Labor Rates (Per Hour/1 Hour Minimum)
With Equipment 22-087 Sec. 18-42 $75.00
Without Equipment 22-087 Sec. 18-42 $50.00
Escort Fee 22-087 Sec. 18-42 $20.00
Self Fueling Permit Sec. 18-42 $100.00
Gate Card 22-087 Sec. 18-42 $20.00
Late Fee Payment (After 30 Days)Sec. 18-42 3% of amount due
Security/Safety Violation Fees (Improper Gate Operations, Parking, and Movement Area)22-087 Sec. 18-42 $45.00
City Clerk
Circuses/Carnivals
Each Circus Per Day 22-087 Sec. 26-35 $75.00
Each Carnival or similar exhibition, per day 22-087 Sec. 26-35 $25.00
Commercial Garbage Haulers
License 22-087 Sec. 26-35 $50.00
Each annual renewal 22-087 Sec. 26-35 $25.00
House Movers (Per Year)22-087 Sec. 26-35 $50.00
Pawnbrokers (Per Year)22-087 Sec. 26-35 $50.00
Vehicles for Hire
First vehicle for hire per year 22-087 Sec. 26-35 $25.00
Each additional vehicle operated by the same person per year 22-087 Sec. 26-35 $10.00
Technology Equipment Use / per hour 22-087 $65.00
Transient Merchants (Per Month)22-087 Sec. 26-345 $100.00
DVD or CD (Per Disk)22-087 Sec. 3-03 $5.00
Transportation Network Company
License 22-087 Sec. 26-282 $250.00
License - New Drivers 22-087 Sec. 26-282 $25.00
Per Year 22-087 Sec. 26-282 $15.00
Food Truck (Per Year)22-087 Sec. 26-424 $75.00
Temporary Merchant - General (Per Year)22-087 Sec. 26-384 $50.00
Temporary Merchant - Food Cart (Per Year)22-087 Sec. 26-384 $75.00
Public Records Request - Staff Time (Per Hour, billed at quarter-hour increments)22-087 Sec. 3-03 $60.00
Cost for Copies
Letter or Legal Size (Per Page)22-087 Sec. 3-03 $0.25
11" x 17" (Per Page)22-087 Sec. 3-03 $0.50
Medical Cannabis
Application Fee for Medical Cannabis Establishment License 22-087 $5,000.00
Initial Medical Cannabis Establishment License Fee 22-087 $5,000.00
Renewal Fee for Medical Cannabis Establishment License 22-087 $5,000.00
Late Renewal Fee for Medical Cannabis Establishment License 22-087 $1,000.00
Code Enforcement
Code Enforcement Investigation (Per Hour/1 Hour Minimum)22-087 Sec. 22-405 $50.00
Rental Dwelling License Inspection Fees (Per Structure)
First and Second Inspection 22-087 Sec. 22-405 $-
Third and Subsequent Inspections 22-087 Sec. 22-405 $50.00
Collection/Landfill
Consolidated Fee Schedule
General Government
Fee Description Resolution City Code Fee
Residential Rate (Monthly Plus Sales Tax)22-087 Sec. 70-73 $18.00
Additional Carts (Monthly Plus Sales Tax)22-087 Sec. 70-73 $4.00
Non-commercial clean wood/lumber, trees/branches, compost, and recycled compost
generated within service area 22-087 Waived
240 Pound Material Minimum (Plus Sales Tax and $1 Per Ton State Fee)22-087 Sec. 70-203 $6.00
Commercial (Plus Sales Tax and $1 Per Ton State Fee)22-087 Sec. 70-203 $45.00
Compost/Leaves/Grass (Plus Sales Tax and $1 Per Ton State Fee)22-087 Sec. 70-203 $45.00
Demolition (Plus Sales Tax and $1 Per Ton State Fee)22-087 Sec. 70-203 $45.00
Domestic (Plus Sales Tax and $1 Per Ton State Fee)22-087 Sec. 70-203 $45.00
Industrial (Plus Sales Tax and $1 Per Ton State Fee)22-087 Sec. 70-203 $45.00
Metal (Plus Sales Tax and $1 Per Ton State Fee)22-087 Sec. 70-203 $45.00
Asbestos (Region Only) (Plus Sales Tax and $1 Per Ton State Fee)22-087 Sec. 70-203 $45.00
Service Area Fee 22-087 Sec. 70-203 $9.50
Uncovered Load Fee 22-087 Sec. 70-203 $10.00
500 Pound Material Minimum (Plus Sales Tax)22-087 Sec. 70-203 $6.00
Fill (Per Ton Plus Sales Tax)22-087 Sec. 70-203 $22.00
Lumber (Per Ton Plus Sales Tax)22-087 Sec. 70-203 $22.00
Roofing and Siding (Per Ton Plus Sales Tax)22-087 Sec. 70-203 $22.00
Concrete (Per Ton Plus Sales Tax)22-087 Sec. 70-203 $22.00
Trees (Per Ton Plus Sales Tax)22-087 Sec. 70-203 $22.00
Contaminated Soil (Per Ton Plus Sales Tax)22-087 Sec. 70-203 $22.00
Asbestos (Accepted in Region Only) (Per Bag Plus Sales Tax)22-087 Sec. 70-203 $7.50
Refrigerators/Air Conditioners (Plus Sales Tax)22-087 Sec. 70-203 $15.00
Mobile Homes (Plus Sales Tax)22-087 Sec. 70-203 $250.00
Tires (Plus Sales Tax)
ATV 22-087 Sec. 70-203 $2.00
Car 22-087 Sec. 70-203 $4.00
Pickup 22-087 Sec. 70-203 $6.00
Tire on Rim 22-087 Sec. 70-203 $8.00
Truck 22-087 Sec. 70-203 $13.00
Tractor 22-087 Sec. 70-203 $35.00
Electric Vehicle Charging Station Rates
Hourly Rate for First Three (3) Hours 22-087 $1.00
Hourly Rate for Over Three (3) Hours 22-087 $2.00
City of Brookings and Brookings County Use 22-087 Exempt
Community Development
Building Permits - Residential Valuations
Dwellings - Single-family dwellings, duplexes, townhouses
Finished Habitable Space Per Square Foot 22-087 Sec. 22-35 $90.00
Finished Basements Per Square Foot 22-087 Sec. 22-35 $45.00
Unfinished Space (Basement and Upper Levels) Per Square Foot 22-087 Sec. 22-35 $30.00
Attached Garages Per Square Foot 22-087 Sec. 22-35 $30.00
Detached Garages Per Square Foot 22-087 Sec. 22-35 $25.00
Decks Per Square Foot 22-087 Sec. 22-35 $25.00
The base valuation to determine permit fees for residential buildings and additions are based
on a dollar per square foot schedule per the following. The bid price must be quoted for
renovations or remodels.
Building Permit Fee Schedule Group R-3 and U Occupancies Only
Total Valuation
$1.00 to 1,200.00 22-087 Sec. 22-35 $30.00
$1,200.01 to 2,000.00 22-087 Sec. 22-35
$20 for the first $500.00
plus $1.50 for each
additional $100.00 or
fraction thereof, to and
including $2,000
$2,000.01 to $25,000.00 22-087 Sec. 22-35
$42.50 for the first
$2,000.00 plus $6.00 for
each additional $1,000.00
or fraction thereof, to and
including $25,000.00.
Consolidated Fee Schedule
General Government
Fee Description Resolution City Code Fee
$25,000.01 to 50,000.00 22-087 Sec. 22-35
$180.50 for the first
$25,000.00 plus $4.50 for
each additional $1,000.00
or fraction thereof, to and
including $50,000.00.
$50,000.01 to 100,000.00 22-087 Sec. 22-35
$293.00 for the first
$50,000.00 plus $3.00 for
each additional $1,000.00
or fraction thereof, to and
including $100,000.00.
$100,000.01 and Up 22-087 Sec. 22-35
$433.00 for the first
$100,000.00 plus $2.50 for
each additional $1,000.00
or fraction thereof
Commercial Building Permit Fees
The value to be used in computing the building permit fee for all commercial construction,
remodeling, renovation, and repairs shall be the total value of all construction work for which
the permit is issued as well as all finish work, painting, roofing, electrical, plumbing, heating, air-
conditioning, elevators, fire extinguishing system, and other permanent equipment exclusive of
site improvements and parking lot costs.22-087 Sec. 22-35
Total Valuation 22-087 Sec. 22-35
$1.00 to 2,000.00 23-008 Sec. 22-35 45.00
$2,000.01 to 25,000 23-008 Sec. 22-35
$45.00 for the first $2,000
plus $9.00 for each
additional $1,000 or fraction
thereof, to and including
$25,000.
$25,000.01 to 50,000.00 23-008 Sec. 22-35
$252.00 for the first $25,000
plus $6.50 for each
additional $1,000 or fraction
thereof, to and including
$50,000.
$50,000.01 to 100,000.00 23-008 Sec. 22-35
$414.50 for the first $50,000
plus $4.50 for each
additional $1,000 or fraction
thereof, to and including
$100,000.
$100,000.01 to 500,000.00 22-087 Sec. 22-35
$639.50 for the first
$100,000 plus $3.50 for
each additional $1,000 or
fraction thereof, to and
including $500,000.00
$500,000.01 to 1,000,000.00 22-087 Sec. 22-35
$2,039.50 for the first
$500,000 plus $3.00 for
each additional $1,000 or
fraction thereof, to and
including $1,000,000.00
$1,000,000.00 and Up 22-087 Sec. 22-35
$3,539.50 for the first
$1,000,000 plus $2.00 for
each additional $1,000 or
fraction thereof.
Other Inspection Fees
Inspection: sidewalks & curb ramps Sec. 22-35 $25.00
Inspections outside normal business hours per hour (minimum charge of one hour)22-087 Sec. 22-35 $50.00
Inspection for which no fee is specifically indicated per hour (minimum charge of 1/2 hour)22-087 Sec. 22-35 $50.00
Re-inspection fees assessed under provisions of Section R108 IRC and 108 IBC per hour 22-087 Sec. 22-35 $50.00
One-story detached accessory structure with floor area less than or equal to 200 Sq. Ft.22-087 Sec. 22-35 $30.00
Driveway, demolition, and other minor construction per permit 22-087 Sec. 22-35 $30.00
Consolidated Fee Schedule
General Government
Fee Description Resolution City Code Fee
Roofing, Siding and Windows: Group R-2 and R-3 Uses and Group U Uses accessory to R-2
and R-3 Uses 22-087 Sec. 22-35 $30.00
Moving Fee: Dwelling originally constructed on-site and previously occupied 22-087 Sec. 22-35 $200.00
Moving Fee: Dwelling originally constructed on-site to be moved out of City Limits 22-087 Sec. 22-35 $50.00
Moving Fee: Accessory building, mobile home, modular home, manufactured home 22-087 Sec. 22-35 $50.00
Residential Contractor's License Annual Fee 22-087 Sec. 22-35 $75.00
Work commencing before permit issuance: The minimum investigation fee shall be equal to
the amount of the permit fee required by code.22-087 Sec. 22-35
Plumbing Contractor
License 22-087 Sec. 26-35 $50.00
Each Annual Renewal 22-087 Sec. 26-35 $25.00
Fire
Fire Protection System Fees
Fire Sprinkler Systems 22-087 Sec. 34-81
$52.00 plus $2.00 per
sprinkler head
Retrofitted Fire Sprinkler Systems 22-087 Sec. 34-81
$52.00 plus $2.00 per
sprinkler head
Kitchen Hood Extinguishing Systems 22-087 Sec. 34-81 $100.00
Kitchen Hood Extinguishing Systems Modification 22-087 Sec. 34-81 $50.00
Clean Agent or Other Total Flooding System (Per Square Foot)22-087 Sec. 34-81 $100.00
Fire Alarm Systems 22-087 Sec. 34-81
$128.00 plus $2.00 per
each initiation and signaling
device
Fire Alarm System Modifications 22-087 Sec. 34-81
$64.00 plus $2.00 per each
initiation and signaling
device
False Alarm Fire Calls When Trucks Roll
First Call 22-087 $-
Second Call 22-087 $50.00
Third Call 22-087 $100.00
Flammable and Combustible Liquid Fees
Flammable and Combustible Liquids 22-087 Sec. 34-81 $90.00
Flammable and Combustible Liquid Modifications 22-087 Sec. 34-81 $45.00
Site Plan Review
Site Plan Review Per Hour (1 HR Minimum)22-087 Sec. 34-81 $45.00
Inspections Outside of Normal Business Hours Per Hour (2 HR Minimum 22-087 Sec. 34-81 $45.00
Re-Inspection Per Hour (1 HR Minimum)22-087 Sec. 34-81 $45.00
Fire Incident Reports 22-087 Sec. 3-03 $10.00
Industrial Land
Crop Land Lease 22-087
Library
Out of County Library Card
Per Individual 22-087 Sec. 54-32 $35.00
Per Family 22-087 Sec. 54-32 $45.00
Fax (Sent or Received Per Page)22-087 Sec. 54-32 $2.25
Fines (Per Day Books)22-087 Sec. 54-32 $0.10
Fines (Per Day DVDs/VHS)22-087 Sec. 54-32 $1.00
Process Fee (Lost Material Per Item)22-087 Sec. 54-32 $5.00
Parks, Recreation, and Forestry
Weed Control (Plus Contractor Cost)22-087 Sec. 62-89 $65.00
Mowing (First Hour)22-087 Sec. 62-89 $150.00
Each Additional Hour or Fraction 22-087 Sec. 62-89 $85.00
Each Additional Hour Large Area 22-087 Sec. 62-89 $125.00
Minimum 22-087 Sec. 74-213 $125.00
Sidewalk Snow Removal (Second Offense) Per Hour Per Piece of Equipment/1 Hour
Minimum 22-087 Sec. 74-213 $175.00
DED Removal/BMU Line Clearance 22-087 Sec. 62-170
Aerial Bucket Plus Employee Wage 22-087 Sec. 62-170 $160.00
Loader Plus Employee Wage 22-087 Sec. 62-170 $130.00
Trucks Plus Employee Wage 22-087 Sec. 62-170 $90.00
Chipper Plus Employee Wage 22-087 Sec. 62-170 $90.00
Chainsaw/Miscellaneous Equipment Plus Employee Wage 22-087 Sec. 62-170 $70.00
Equipment Rental Rates
Picnic Table Rental (Per Day)22-087 Sec. 62-45 $25.00
Three (3) Row Bleacher Rental (Per Day)22-087 Sec. 62-45 $50.00
Consolidated Fee Schedule
General Government
Fee Description Resolution City Code Fee
Ball Field Rental Rates
Type I - No Setup (e.g. Chalking, Lining, etc.)22-087 Sec. 62-45 $25.00
Type II - With One (1) Setup (e.g. Chalking, Lining, etc.)22-087 Sec. 62-45 $75.00
Type II - Per Additional Day Time Setup (e.g. Chalking, Lining, etc.)22-087 Sec. 62-45 $35.00
Type II - Per Additional Night Time Setup (e.g. Chalking, Lining, etc.)22-087 Sec. 62-45 $65.00
Bob Shelden Field Rental - Per Game - College Baseball - Outside Teams 22-087 Sec. 62-45 $325.00
Bob Shelden Field Rental - Per Game - SDSU College Baseball 22-087 Sec. 62-45 $250.00
Bob Shelden Field Rental - Per Game - Adult Baseball 22-087 Sec. 62-45 $100.00
Bob Shelden Field Rental - Per Game - Practice/Special Events 22-087 Sec. 62-45 $25.00
Bob Shelden Field Rental - Per Game - Penalty/Deposit - Tobacco, Seeds, Gum 22-087 Sec. 62-45 $250.00
Fishback Soccer Park Rental Rates
Type I - No Lining (Per Hour)22-087 Sec. 62-45 $25.00
Type II - One Lining Per Field (First Hour)22-087 Sec. 62-45 $100.00
Type II - Each Additional Field Hour 22-087 Sec. 62-45 $25.00
Type II - Additional Field Lining 22-087 Sec. 62-45 $120.00
Hillcrest Aquatics Center Season Pass
Individual 22-087 Sec. 62-45 $70.00
Family of Three (3)22-087 Sec. 62-45 $160.00
Additional Family 22-087 Sec. 62-45 $25.00
Daily Admission 22-087 Sec. 62-45 $7.00
Discount Cards 22-087 Sec. 62-45 $54.00
Larson Ice Center
Non-Profit Rental Rate (Per Hour)22-087 Sec. 62-45 $140.00
Rental Rate (Per Hour)22-087 Sec. 62-45 $140.00
Non groomed ice 22-087 Sec. 62-45 $100.00
Dryland training 22-087 Sec. 62-45 $60.00
Daily Admission 22-087 Sec. 62-45 $5.00
Punch Card 22-087 Sec. 62-45 $45.00
Skate/Helmet Rental 22-087 Sec. 62-45 $5.00
Adult Hockey 22-087 Sec. 62-45 $10.00
Adult Leagues
Sand Volleyball League 22-087 Sec. 62-45 $60.00
Adult Kickball League 22-087 Sec. 62-45 $60.00
Fall Women's Volleyball 22-087 Sec. 62-45 $165.00
Winter Women's Volleyball 22-087 Sec. 62-45 $165.00
Both Volleyball Sessions 22-087 Sec. 62-45 $305.00
Coed Volleyball 22-087 Sec. 62-45 $205.00
Basketball 22-087 Sec. 62-45 $205.00
Reservations
Community Gardens (Per Season)22-087 Sec. 62-45 $35.00
5th Street Court Rentals (Per 1.5 Hours)22-087 Sec. 62-45 $25.00
Picnic Shelter Reservations
Small Day (Hillcrest, B, C, Pioneer)22-087 Sec. 62-45 $30.00
Large Day (Hillcrest A, D, E)22-087 Sec. 62-45 $40.00
Band Shell 22-087 Sec. 62-45 $40.00
Larson Nature Center
Nature Center Grounds (Per Day)* with building rental only 22-087 Sec. 62-45 $200.00
Classroom (Per Hour)22-087 Sec. 62-45 $50.00
Atrium (Per Hour)22-089 Sec. 62-45 $75.00
Sunroom/Porch (Per Hour)22-087 Sec. 62-45 $50.00
Building (Per Hour)22-087 Sec. 62-45 $100.00
Equipment Rental (Per Hour) - Kayaks, Bikes, Paddleboards)22-087 Sec. 62-45 $7.00
Special Event Package 22-089 Sec. 62-45 $500.00
Deluxe Event Package 22-089 Sec. 62-45 $800.00
Activity Center
Community Room Per Hour 22-089 Sec. 62-45 $30.00
Set Up Fee (Night Before) - Flat Fee 22-089 Sec. 62-45 $25.00
Kitchen Fee - Flat Fee 22-089 Sec. 62-45 $50.00
Camping
Camp Site with Electricity 22-087 Sec. 62-45 $30.00
Tent Camping Area - No Electricity 22-087 Sec. 62-45 $15.00
Recreation Programs
Red Cross Lessons - Early Bird 22-087 Sec. 62-45 $35.00
Wee Waders - Early Bird 22-087 Sec. 62-45 $35.00
Consolidated Fee Schedule
General Government
Fee Description Resolution City Code Fee
Junior Lifeguarding - Early Bird 22-087 Sec. 62-45 $40.00
Aqua Aerobics - Early Bird 22-087 Sec. 62-45 $25.00
Junior Tennis Academy - Early Bird 22-087 Sec. 62-45 $33.00
Adult Tennis Lessons - Early Bird 22-087 Sec. 62-45 $45.00
Tee Ball - Early Bird 22-087 Sec. 62-45 $35.00
Kickstart Soccer - Early Bird 22-087 Sec. 62-45 $27.00
Fishin' Fridays - Early Bird 22-087 Sec. 62-45 $19.00
Kayaking Class - Early Bird 22-087 Sec. 62-45 $24.00
Learn to Skate
30 minutes - Early Bird 22-087 Sec. 62-45 $30.00
45 Minutes - Early Bird 22-087 Sec. 62-45 $40.00
60 Minutes - Early Bird 22-087 Sec. 62-45 $50.00
Red Cross Lessons 22-087 Sec. 62-45 $41.00
Wee Waders 22-087 Sec. 62-45 $41.00
Junior Lifeguarding 22-087 Sec. 62-45 $46.00
Aqua Aerobics 22-087 Sec. 62-45 $31.00
First Tee Golf Program 22-087 Sec. 62-45 $95.00
Little Duffers 22-087 Sec. 62-45 $40.00
Adult Golf Lessons 22-087 Sec. 62-45 $40.00
Junior Tennis Academy 22-087 Sec. 62-45 $40.00
Adult Tennis Lessons 22-087 Sec. 62-45 $60.00
Tee Ball 22-087 Sec. 62-45 $50.00
Kickstart Soccer 22-087 Sec. 62-45 $35.00
Fishin' Fridays 22-087 Sec. 62-45 $24.00
Kayaking Class 22-087 Sec. 62-45 $30.00
Learn to Skate
30 minutes 22-087 Sec. 62-45 $40.00
45 Minutes 22-087 Sec. 62-45 $50.00
60 Minutes 22-087 Sec. 62-45 $60.00
Planning and Zoning
Change of Zone 22-087 Sec. 66-29 $250.00
Planned Development District 22-087 Sec. 66-29 $250.00
Final Development Plan 22-087 Sec. 66-29 $100.00
Initial Development Plan Amendment 22-087 Sec. 66-29 $250.00
Final Development Plan Amendment 22-087 Sec. 66-29 $100.00
Board of Adjustment 22-087 Sec. 94-42 $150.00
Preliminary Plats 22-087 Sec. 66-29
$225 + $1.00 per lot over 20
lots or $1.00 per acre over 1
acre
Final Plats 22-087 Sec. 66-29 $175.00
Vacation 22-087 Sec. 66-29 $150.00
I-1R Site Plan 22-087 Sec. 66-29 $150.00
Conditional Use 22-087 Sec. 66-29 $250.00
Annexation 22-087 $150.00
Zoning & Use Registration Permit 22-087 Sec. 66-29 $75.00
Rental License 22-087 Sec. 22-405
$25.00 per structure plus
$2.00 for each dwelling unit
Zoning Verification Letters (Per Request) 22-087 $50.00
Tax Increment Financing Application 22-087 $1,000.00
Permanent Signs
Square Feet
From 0 to less than 30 22-087 Sec. 94-467 $30.00
From 30 to less than 60 22-087 Sec. 94-467 $35.00
From 60 to less than 90 22-087 Sec. 94-467 $40.00
From 90 to less than 120 22-087 Sec. 94-467 $45.00
From 120 to less than 150 22-087 Sec. 94-467 $50.00
From 150 to less than 180 22-087 Sec. 94-467 $55.00
From 180 to less than 210 22-087 Sec. 94-467 $60.00
From 210 to less than 240 22-087 Sec. 94-467 $65.00
From 240 to less than 270 22-087 Sec. 94-467 $70.00
From 270 to less than 300 22-087 Sec. 94-467 $75.00
From 300 to less than 330 22-087 Sec. 94-467 $80.00
From 330 to less than 360 22-087 Sec. 94-467 $85.00
From 360 to less than 390 22-087 Sec. 94-467 $90.00
Consolidated Fee Schedule
General Government
Fee Description Resolution City Code Fee
From 390 to less than 420 22-087 Sec. 94-467 $95.00
From 420 to less than 450 22-087 Sec. 94-467 $100.00
From 450 to less than 480 22-087 Sec. 94-467 $105.00
From 480 to less than 510 22-087 Sec. 94-467 $110.00
From 510 to less than 540 22-087 Sec. 94-467 $115.00
From 540 or more 22-087 Sec. 94-467 $120.00
Non- Permanent Signs 22-087 Sec. 94-467 $20.00
Portable Signs Per Week 22-087 Sec. 94-467 $20.00
Portable Signs Per Month (Maximum Permit Period Shall Not Carry Over from One
Permit Period to the Next)22-087 Sec. 94-467 $50.00
Banner Signs 22-087 Sec. 94-467
Street Light Flag and Banner Program
Application Fee 22-087 $20.00
Fee if staff are required to remove banners (e.g. beyond term expiration, damage, etc.) Per Hour 22-087 $100.00
Fee if staff are required to remove flags (e.g. beyond term expiration, damage, etc.) Per Hour 22-087 $40.00
Parking in Municipal Lots
Permitted Parking in Municipal Parking Lots
Six-Month Permit 22-087 Sec. 82-525 $100.00
Annual Permit 22-087 Sec. 82-525 $100.00
Police Department
Moving of Structure
Per Unit (Officer and Patrol Car) - 2 HR Minimum Per Unit 22-087 Sec. 22-223 $60.00
Contract Police Officer Security
Per Officer, Per Hour 22-087 $60.00
Per Reserve Officer, Per Hour 22-087 $35.00
False Security Alarm
First Call 22-087 No Charge
Second Call 22-087 $50.00
Third Call 22-087 $100.00
Accident Reports
Per Report 22-087 Sec. 3-03 $5.00
Pictures (Each)22-087 Sec. 3-03 $4.00
Animal Control - Live Trap Deposit 22-087 $150.00
Storm Drainage
Unit Financial Charge 22-087 Sec. 72-20 0.000625
Street Department
Sign Repairs (Traffic Accidents and Vandalism)22-087
Replacement Cost, Labor,
Sales Tax, and Excise Tax
Street Repairs 22-087 Material Replacement Cost
The base valuation to determine permit fees for residential buildings and additions are based
on a dollar per square foot schedule per the following. The bid price must be quoted for
renovations or remodels.22-087
Resolution City Code Center Offense Fine Costs Total
Article 1 In General
22-087 14-2 Unwanted animals (per head acceptance fee)20.00 72.50 92.50
22-087 14-3 Disturbance of Peace 30.00 72.50 102.50
22-087 14-4 Animals on school grounds, property or recreation areas 30.00 72.50 102.50
22-087 14-6 Number of pets limited 25.00 72.50 97.50
22-087 14-7 Unattended animals in standing vehicles 60.00 72.50 132.50
22-087 14-8 Stray, abandoned or unkempt animals 30.00 72.50 102.50
22-087 14-9 Public nuisance 30.00 72.50 102.50
Article 2 Cruelty to Animals and Related Charges
22-087 14-41 Cruelty to animals - generally 125.00 72.50 197.50
22-087 14-42 Teasing, baiting, or harassing animals 30.00 72.50 102.50
22-087 14-43 Humane care of animals 30.00 72.50 102.50
22-087 14-44 Poisoning of animals 125.00 72.50 197.50
22-087 14-45 Instigating or allowing fights between animals 250.00 72.50 322.50
22-087 14-47 Restraint of animal in vehicle 30.00 72.50 102.50
Article 3 Domestic Animals (Dogs and Cats Excepted)
22-087 14-81 Proximity of livestock to dwellings 30.00 72.50 102.50
22-087 14-82 Proximity of fowl to dwellings 30.00 72.50 102.50
22-087 14-83 Swine (per head)30.00 72.50 102.50
22-087 14-84 Sanitary condition required 30.00 72.50 102.50
22-087 14-85 Keeping of Bees - prohibited 60.00 72.50 132.50
22-087 14-86 Pigeons 30.00 72.50 102.50
22-087 14-87 Livestock running at large (per head)30.00 72.50 102.50
22-087 14-88 Fowl at large (per head)30.00 72.50 102.50
22-087 14-89 Picketing 30.00 72.50 102.50
22-087 14-90 Keeping of game birds prohibited 30.00 72.50 102.50
Article 4 Division 1 Dogs and Cats - Generally
22-087 14-121 Dogs running at large
22-087 1st unlicensed 30.00 72.50 102.50
22-087 1st licensed 15.00 72.50 87.50
22-087 2nd offense 40.00 72.50 112.50
22-087 3rd and subsequent offenses 60.00 72.50 132.50
22-087 14-122 Impoundment of dogs (per impoundment)25.00 72.50 97.50
22-087 14-123 Disturbing of the peace 30.00 72.50 102.50
22-087 14-125 Defecation disposal 30.00 72.50 102.50
22-087 14-126 Vicious or biting dog
22-087 1st offense 125.00 72.50 197.50
22-087 2nd offense 250.00 72.50 322.50
22-087 3rd offense (fine and animal forfeited)250.00 72.50 322.50
22-087 14-127 Guard dogs (failure to post warning)60.00 72.50 132.50
14-128 Sanitary conditions required 30.00 72.50 102.50
Article 4 - Division 2 Dogs and Cats - Licensing Requirements
22-087 14-151 License required 30.00 72.50 102.50
22-087 14-153 Rabies vaccination required 60.00 72.50 132.50
23-008 14-154 City License Fee (Altered)5.00 72.50 77.50
23-008 14-154 City License Fee (Unaltered)25.00 72.50 97.50
22-087 14-157 Dog or cat to wear tag 15.00 72.50 87.50
Article 4 - Division 3 Dogs and Cats - Impoundment and Redemption
22-087 14-182 Impoundment fees (per head)25.00 72.50 97.50
Per day feed/care 20.00 72.50 92.50
22-087 14-186 Alternate Procedure 30.00 72.50 102.50
22-087 14-187 Pickup and transportation fee 30.00 72.50 102.50
22-087 Article 5 Wild or Dangerous Animals
22-087 14-221 Registration required 60.00 72.50 132.50
22-087 14-223 Running at large
22-087 1st offense 125.00 72.50 197.50
22-087 2nd offense 250.00 72.50 322.50
22-087 3rd offense (fine and animal forfeited)250.00 72.50 322.50
22-087 14-154 Euthanasia Fee 60.00 72.50 132.50
Fines and Violations
Animal Control
Resolution City Code Center Offense Fine Costs Total
Fines and Violations
22-087 14-154 Testing Fee 65.00 72.50 137.50
22-087 14-224 Wild, hybrid or dangerous animals prohibited (fine & Seizure)125.00 72.50 197.50
22-087 14-227
Owner to report escape of dangerous animals or animals not
indigenous to State 125.00 72.50 197.50
22-087 14-229
Public nuisance (possession of wild, hybrid or dangerous animals
prohibited)125.00 72.50 197.50
22-087 14-230 Animals declared as a biting, dangerous or vicious animal prohibited 125.00 72.50 197.50
22-087 Article 6 - Division 1 Pet Shelters - Generally
22-087 14-263 Commercial pet shelter prohibited 30.00 72.50 102.50
22-087 14-264 Number of pets 60.00 72.50 132.50
22-087 14-265 Adequate facilities required 30.00 72.50 102.50
22-087 Article 6 - Division 2 Pet Shelters - License
22-087 14-291 License required 30.00 72.50 102.50
22-087 44,350
Open Container (Alcoholic Beverage)
(Beer, Wine, Liquor in Vehicle or on Street 60.00 72.50 132.50
22-087 6-142 Attempt to Purchase 60.00 72.50 132.50
22-087 6-143 Misrepresentation of Age 60.00 72.50 132.50
22-087 6-73 Possession of Keg Restricted 60.00 72.50 132.50
22-087 70-35 Littering 60.00 72.50 132.50
22-087 58-33 Resisting an Officer 60.00 72.50 132.50
22-087 58-36 Fleeing from a Police Officer 60.00 72.50 132.50
22-087 58-161 Public Urination 60.00 72.50 132.50
22-087 58-162 Disturbing the Peace - House Parties
22-087 58-162 First Offense 60.00 72.50 132.50
22-087 58-162 Second Offense (Within One (1) Year Period)100.00 72.50 172.50
22-087 58-162 Third Offense (Within One (1) Year Period)200.00 72.50 272.50
22-087 62-180 Hours Parks Open to the Public 60.00 72.50 132.50
22-087 70-37 Littering 60.00 72.50 132.50
22-087 70-107 Location of Collection Containers 30.00 72.50 102.50
22-087 74-141 - 74-149 Excavation Offenses 100.00 72.50 172.50
22-087 74-211 Failure to Remove Snow from Sidewalk 60.00 72.50 132.50
22-087 82-312 Texting While Driving 60.00 72.50 132.50
22-087 20-010 Coronavirus COVID 19 Violations
First Offense 50.00 72.50 122.50
Second Offense 75.00 72.50 147.50
Third Offense 100.00 72.50 172.50
22-087 82-421 Position of Parking on Two-Way Road 35.00 72.50 107.50
22-087 82-427 Places Where Standing and Parking is Prohibited 35.00 72.50 107.50
22-087 82-428 Places Where Stopping is Prohibited 35.00 72.50 107.50
22-087 82-432 Parking in Excess of 72 Hours 35.00 72.50 107.50
22-087 82-433 Parking in Alleys 35.00 72.50 107.50
22-087 82-461 Designation of Prohibited Parking 35.00 72.50 107.50
22-087 82-462 Designation of Limited Parking 35.00 72.50 107.50
22-087 82-463 Illegal Parking (2 Hour Downtown or Medary)35.00 72.50 107.50
22-087 82-464 Parking at Night in Business Section 35.00 72.50 107.50
22-087 82-465 Parking Prohibited During Snow Removal 50.00 72.50 122.50
22-087 82-468 Parking in Disabled Space Without Permit 100.00 72.50 172.50
22-087 82-521 Maximum Duration of Parking 35.00 72.50 107.50
22-087 82-522 Size of Vehicles 60.00 72.50 132.50
22-087 82-523 Prohibited Activities 60.00 72.50 132.50
22-087 82-524 Removal of Vehicles 60.00 72.50 132.50
22-087 82-525 Permit Parking 60.00 72.50 132.50
22-087 94-431(2)Front Yard Parking Prohibited 35.00 72.50 107.50
22-087 82-463 Non-EV Parking in EV Only Parking Stalls 35.00 72.50 107.50
22-087 82-421 Position of Parking on Two-Way Road 30.00 -30.00
22-087 82-427 Places Where Standing and Parking is Prohibited 30.00 -30.00
22-087 82-428 Places Where Stopping is Prohibited 30.00 -30.00
22-087 82-432 Parking in Excess of 72 Hours 30.00 -30.00
Miscellaneous Offenses
Parking Offenses with Court Appearance
Parking Offenses If Paid Within 72 Hours/Without Court Appearance
Resolution City Code Center Offense Fine Costs Total
Fines and Violations
22-087 82-433 Parking in Alleys 30.00 -30.00
22-087 82-462 Designation of Limited Parking 30.00 -30.00
22-087 82-463 Illegal Parking (2 Hour Downtown or Medary)30.00 -30.00
22-087 82-464 Parking at Night in Business Section 30.00 -30.00
22-087 82-465 Parking Prohibited During Snow Removal 40.00 -40.00
22-087 82-468 Parking in Disabled Space Without Permit 100.00 -100.00
22-087 82-521 Maximum Duration of Parking 30.00 -30.00
22-087 82-522 Size of Vehicles 60.00 -60.00
22-087 82-523 Prohibited Activities 60.00 -60.00
22-087 82-524 Removal of Vehicles 60.00 -60.00
22-087 82-525 Permit Parking 60.00 -60.00
22-087 94-431(2)Front Yard Parking Prohibited 20.00 -20.00
22-087 82-463 Non-EV Parking in EV Only Parking Stalls 30.00 -30.00
22-087 82-127 Failure to Comply with Warning Ticket 60.00 72.50 132.50
22-087 82-167 Traffic Signals 60.00 72.50 132.50
22-087 82-203 Duty to Provide Information 60.00 72.50 132.50
22-087 82-206 Unattended Vehicle 60.00 72.50 132.50
22-087 82-207 Property Damage 60.00 72.50 132.50
22-087 82-208 Immediate Notice 60.00 72.50 132.50
22-087 82-241 Driver's License Violation 60.00 72.50 132.50
22-087 82-242 Age of Driver 60.00 72.50 132.50
22-087 82-243 License Plate Violation 60.00 72.50 132.50
22-087 82-244 Maximum Passengers 60.00 72.50 132.50
22-087 82-246 Driving on Sidewalk 60.00 72.50 132.50
22-087 82-247 Exhibition Driving 60.00 72.50 132.50
22-087 82-248 Following Too Closely 60.00 72.50 132.50
22-087 82-249 Following Fire Apparatus 60.00 72.50 132.50
22-087 82-251 Unsafe Backing 60.00 72.50 132.50
22-087 82-252 Driving Over Fire Hose 60.00 72.50 132.50
22-087 82-271 Driving on Left Side of Street 60.00 72.50 132.50
22-087 82-276 Driving on Divided Highway 60.00 72.50 132.50
22-087 82-277 Overtaking Vehicles/Pass to Left Required; Cutting in Front 60.00 72.50 132.50
22-087 82-279 Passing in No Passing Zone 60.00 72.50 132.50
22-087 82-280 Duty of Driver of Overtaken Vehicle; Increasing Speed 60.00 72.50 132.50
22-087 82-303 Exceeding Limits
22-087 82-304 Maximum Speed
23-008 82-305 Speed Zones
1-5 MPH Over Speed Limit 19.00 72.50 91.50
6-10 MPH Over Speed Limit 39.00 72.50 111.50
11-15 MPH Over Speed Limit 59.00 72.50 131.50
16-20 MPH Over Speed Limit 79.00 72.50 151.50
21-25 MPH Over Speed Limit 99.00 72.50 171.50
Over 25 MPH Over Speed Limit (Court Appearance)154.00 72.50 226.50
23-008 82-306 Speeding in School Zones
1-5 MPH Over Speed Limit 34.00 72.50 106.50
6-10 MPH Over Speed Limit 74.00 72.50 146.50
11-15 MPH Over Speed Limit 114.00 72.50 186.50
16-20 MPH Over Speed Limit 154.00 72.50 226.50
21-25 MPH Over Speed Limit 194.00 72.50 266.50
Traffic Driving Offenses
Resolution City Code Center Offense Fine Costs Total
Fines and Violations
Over 25 MPH Over Speed Limit (Court Appearance)200.00 72.50 272.50
23-008 82-309 Reckless Driving 70.00 72.50 142.50
23-008 82-310 Careless Driving 60.00 72.50 132.50
23-008 82-312 Texting While Driving 100.00 72.50 172.50
22-087 82-332 Right Turn 60.00 72.50 132.50
22-087 82-333 Left Turn 60.00 72.50 132.50
22-087 82-334 U-Turn Restricted 60.00 72.50 132.50
22-087 82-337 Cutting Corner 60.00 72.50 132.50
22-087 82-362
Yielding Right-of-Way to Emergency Vehicles; Duty of Driver of
Emergency Vehicle not to Exercise Right-of-Way Arbitrarily 60.00 72.50 132.50
22-087 82-365 Vehicle Entering Stop Intersection 60.00 72.50 132.50
22-087 82-366
Stop Required Before Entering from Alley, Building or Private Road;
Place of Stopping 60.00 72.50 132.50
22-087 82-367 Obedience to Stop and Yield 60.00 72.50 132.50
22-087 82-369 Stop at Railroad Crossing Signal 60.00 72.50 132.50
22-087 82-392 Obedience (One Way Streets and Alleys)60.00 72.50 132.50
22-087 82-424 Manner of Use of Diagonal Parking Spaces 60.00 72.50 132.50
22-087 82-561 Lights on Vehicle 60.00 72.50 132.50
22-087 82-563 Obstruction of Vision 60.00 72.50 132.50
22-087 82-565 Exhaust System 60.00 72.50 132.50
22-087 82-571 Use of Dynamic Braking Devices (Jacobs Brakes)60.00 72.50 132.50
22-087 82-603 Pedestrian Right-of-Way 60.00 72.50 132.50
22-087 82-605 Jaywalking 60.00 72.50 132.50
23-008 82-682
Operation of Snowmobiles on Public Parks, Streets, Roads, Alleys,
Sidewalks, Boulevards, and Rights-of-Way 60.00 72.50 132.50
23-008 82-684 Operation of Snowmobiles on Public Property 60.00 72.50 132.50
23-008 82-721 Clinging to Moving Vehicles 60.00 72.50 132.50
23-008 82-751 Bicycle Offense 25.00 72.50 97.50
23-008 82-842 Driving Through Processions 60.00 72.50 132.50
Housing
22-087 22-374 Agent Required 60.00 72.50 132.50
22-087 22-401 Licensing of Leased Dwelling Units 60.00 72.50 132.50
22-087 22-402 Filing of Application Forms 60.00 72.50 132.50
23-008 22-405 Payment of License Fees 60.00 72.50 132.50
23-008 22-432 Failure to Comply with Smoke Detector Requirement
First Offense 155.00 72.50 w/100.00
(suspended on
condition of no
similar violations
Second Offense 155.00 72.50 227.50
Third Offense 200.00 72.50 272.50
23-008 22-433 Failure to Comply with Exit Requirement
First Offense 155.00 72.50 w/100.00
(suspended on
condition of no
similar violations
for 1 year).
Second Offense 155.00 72.50 227.50
Third Offense 200.00 72.50 272.50
23-008 22-434 Failure to Comply with Parking Requirement
First Offense 155.00 72.50 w/100.00
(suspended on
condition of no
similar violations
for 1 year).
Second Offense 155.00 72.50 227.50
Third Offense 200.00 72.50 272.50
Zoning
94-123(c) First Offense 200.00 72.50 w/150.00
94-124(c)(suspended on
Housing and Zoning Offenses
Resolution City Code Center Offense Fine Costs Total
Fines and Violations
94-125(c)Permitted Uses (Unlawful Use)condition of no
94-126(c)similar violations
for 1 year).
94-127(c) Second Offense 200.00 72.50 272.50
94-128(c)
94-129(c)
94-130(c)
22-087 All Other Zoning Ordinance Violations
Fee Description Early Bird Regular
Youth (ages 13 and under)95.00 105.00
Senior (age 62+)/Military Veteran 520.00 580.00
Senior Couple (age 62+)600.00 670.00
Individual 585.00 650.00
Couples 700.00 790.00
Military Vet Couple 655.00 732.50
Family 800.00 875.00
Student/Young Adult (ages 14-23)290.00 320.00
Cart Membership (Half-Cart - Individual)335.00 375.00
Cart Membership (Full-Cart - Couples/Family)425.00 475.00
Trail Fee - Private Carts 250.00 275.00
Green Fee - 9 Hole Rounds 170.00
Green Fee - 18 Hole Rounds 250.00
Cart Fee - 9 Hole Rounds 110.00
Cart Fee - 18 Hole Rounds 165.00
Green Fees
9 Holes 19.00
18 Holes 28.00
9 Holes (Senior/Veterans)16.00
18 Holes (Senior/Veterans)25.00
9 Holes (per rider)12.00
18 Holes (per rider)18.00
Bucket of range balls 5.00
Add on to membership - Individual 160.00
Add on to membership - Family/Couple 215.00
Driving Range
Edgebrook Golf Course Rates
Unlimited Golf
Cart Membership
Punch Cards - 10 punches
Cart Fees
Consolidated Fee Schedule
General Government
Fee Description Resolution City Code Fee
Previous
fee
Airport
Land Lease Per Square Foot (Base rate subject to annual increases per lease terms.)
For Private/Collegiate Hangars 22-087 Sec. 18-42 $0.14
For Commercial Hangars 22-087 Sec. 18-42 $0.18
Late Fee Payment (After 30 Days)23-008 Sec. 18-42 10% of lease payment 3% of lease
Fuel Flowage
Per Gallon FBO 22-087 Sec. 18-42 $0.06
Per Gallon Others 22-087 Sec. 18-42 $0.06
Late Payment (after the 12th day of the month)23-008 10% of net gallons
3% of net
gallons
Crop Land Lease 22-087 Sec. 18-42 Based on Bid
Tie Down Fee
Per Day for Tie Down 3 Days or Longer (Collected by FBO with a 10% Collection Fee)Sec. 18-42 $25.00
Hangar Application Fee 22-087 Sec. 18-42 $50.00
Callout/After Hour Fee (Per Hour/1 Hour Minimum)22-087 Sec. 18-42 $50.00
ARFF Fee 22-087 Sec. 18-42 $100.00
Landing Fees by Pounds (Based on Aircraft Size, collected by FBO with a 0% Collection Fee)
Light/Mid Jet (max takeoff weight above 12,500 lbs.)22-087 Sec. 18-42 $20.00
Supermid/Heavy Jet 22-087 Sec. 18-42 $40.00
Commercial Use and Operating Permit (Airport Manager Waiver)22-087 Sec. 18-42 $250.00
Labor Rates (Per Hour/1 Hour Minimum)
With Equipment 22-087 Sec. 18-42 $75.00
Without Equipment 22-087 Sec. 18-42 $50.00
Escort Fee 22-087 Sec. 18-42 $20.00
Self Fueling Permit Sec. 18-42 $100.00
Gate Card 23-008 Sec. 18-42 $20.00 $10.00
Late Fee Payment (After 30 Days)Sec. 18-42 3% of amount due
Security/Safety Violation Fees (Improper Gate Operations, Parking, and Movement Area)22-087 Sec. 18-42 $45.00
City Clerk
Circuses/Carnivals
Each Circus Per Day 22-087 Sec. 26-35 $75.00
Each Carnival or similar exhibition, per day 22-087 Sec. 26-35 $25.00
Commercial Garbage Haulers
License 22-087 Sec. 26-35 $50.00
Each annual renewal 22-087 Sec. 26-35 $25.00
House Movers (Per Year)22-087 Sec. 26-35 $50.00
Pawnbrokers (Per Year)22-087 Sec. 26-35 $50.00
Vehicles for Hire
First vehicle for hire per year 22-087 Sec. 26-35 $25.00
Each additional vehicle operated by the same person per year 22-087 Sec. 26-35 $10.00
Technology Equipment Use / per hour 22-087 $65.00
Transient Merchants (Per Month)22-087 Sec. 26-345 $100.00
DVD or CD (Per Disk)22-087 Sec. 3-03 $5.00
Transportation Network Company
License 22-087 Sec. 26-282 $250.00
License - New Drivers 22-087 Sec. 26-282 $25.00
Per Year 22-087 Sec. 26-282 $15.00
Food Truck (Per Year)22-087 Sec. 26-424 $75.00
Temporary Merchant - General (Per Year)22-087 Sec. 26-384 $50.00
Temporary Merchant - Food Cart (Per Year)22-087 Sec. 26-384 $75.00
Public Records Request - Staff Time (Per Hour, billed at quarter-hour increments)22-087 Sec. 3-03 $60.00
Cost for Copies
Letter or Legal Size (Per Page)22-087 Sec. 3-03 $0.25
11" x 17" (Per Page)22-087 Sec. 3-03 $0.50
Medical Cannabis
Application Fee for Medical Cannabis Establishment License 22-087 $5,000.00
Initial Medical Cannabis Establishment License Fee 22-087 $5,000.00
Renewal Fee for Medical Cannabis Establishment License 22-087 $5,000.00
Late Renewal Fee for Medical Cannabis Establishment License 22-087 $1,000.00
Code Enforcement
Code Enforcement Investigation (Per Hour/1 Hour Minimum)22-087 Sec. 22-405 $50.00
Rental Dwelling License Inspection Fees (Per Structure)
First and Second Inspection 22-087 Sec. 22-405 $-
Third and Subsequent Inspections 22-087 Sec. 22-405 $50.00
Collection/Landfill
Residential Rate (Monthly Plus Sales Tax)22-087 Sec. 70-73 $18.00
Additional Carts (Monthly Plus Sales Tax)22-087 Sec. 70-73 $4.00
Non-commercial clean wood/lumber, trees/branches, compost, and recycled compost
generated within service area 22-087 Waived
240 Pound Material Minimum (Plus Sales Tax and $1 Per Ton State Fee)22-087 Sec. 70-203 $6.00
Consolidated Fee Schedule
General Government
Fee Description Resolution City Code Fee
Previous
fee
Commercial (Plus Sales Tax and $1 Per Ton State Fee)22-087 Sec. 70-203 $45.00
Compost/Leaves/Grass (Plus Sales Tax and $1 Per Ton State Fee)22-087 Sec. 70-203 $45.00
Demolition (Plus Sales Tax and $1 Per Ton State Fee)22-087 Sec. 70-203 $45.00
Domestic (Plus Sales Tax and $1 Per Ton State Fee)22-087 Sec. 70-203 $45.00
Industrial (Plus Sales Tax and $1 Per Ton State Fee)22-087 Sec. 70-203 $45.00
Metal (Plus Sales Tax and $1 Per Ton State Fee)22-087 Sec. 70-203 $45.00
Asbestos (Region Only) (Plus Sales Tax and $1 Per Ton State Fee)22-087 Sec. 70-203 $45.00
Service Area Fee 22-087 Sec. 70-203 $9.50
Uncovered Load Fee 22-087 Sec. 70-203 $10.00
500 Pound Material Minimum (Plus Sales Tax)22-087 Sec. 70-203 $6.00
Fill (Per Ton Plus Sales Tax)22-087 Sec. 70-203 $22.00
Lumber (Per Ton Plus Sales Tax)22-087 Sec. 70-203 $22.00
Roofing and Siding (Per Ton Plus Sales Tax)22-087 Sec. 70-203 $22.00
Concrete (Per Ton Plus Sales Tax)22-087 Sec. 70-203 $22.00
Trees (Per Ton Plus Sales Tax)22-087 Sec. 70-203 $22.00
Contaminated Soil (Per Ton Plus Sales Tax)22-087 Sec. 70-203 $22.00
Asbestos (Accepted in Region Only) (Per Bag Plus Sales Tax)22-087 Sec. 70-203 $7.50
Refrigerators/Air Conditioners (Plus Sales Tax)22-087 Sec. 70-203 $15.00
Mobile Homes (Plus Sales Tax)22-087 Sec. 70-203 $250.00
Tires (Plus Sales Tax)
ATV 22-087 Sec. 70-203 $2.00
Car 22-087 Sec. 70-203 $4.00
Pickup 22-087 Sec. 70-203 $6.00
Tire on Rim 22-087 Sec. 70-203 $8.00
Truck 22-087 Sec. 70-203 $13.00
Tractor 22-087 Sec. 70-203 $35.00
Electric Vehicle Charging Station Rates
Hourly Rate for First Three (3) Hours 22-087 $1.00
Hourly Rate for Over Three (3) Hours 22-087 $2.00
City of Brookings and Brookings County Use 22-087 Exempt
Community Development
Building Permits - Residential Valuations
Dwellings - Single-family dwellings, duplexes, townhouses
Finished Habitable Space Per Square Foot 22-087 Sec. 22-35 $90.00
Finished Basements Per Square Foot 22-087 Sec. 22-35 $45.00
Unfinished Space (Basement and Upper Levels) Per Square Foot 22-087 Sec. 22-35 $30.00
Attached Garages Per Square Foot 22-087 Sec. 22-35 $30.00
Detached Garages Per Square Foot 22-087 Sec. 22-35 $25.00
Decks Per Square Foot 22-087 Sec. 22-35 $25.00
The base valuation to determine permit fees for residential buildings and additions are based
on a dollar per square foot schedule per the following. The bid price must be quoted for
renovations or remodels.
Building Permit Fee Schedule Group R-3 and U Occupancies Only
Total Valuation
$1.00 to 1,200.00 22-087 Sec. 22-35 $30.00
$1,200.01 to 2,000.00 22-087 Sec. 22-35
$20 for the first $500.00
plus $1.50 for each
additional $100.00 or
fraction thereof, to and
including $2,000
$2,000.01 to $25,000.00 22-087 Sec. 22-35
$42.50 for the first
$2,000.00 plus $6.00 for
each additional $1,000.00
or fraction thereof, to and
including $25,000.00.
$25,000.01 to 50,000.00 22-087 Sec. 22-35
$180.50 for the first
$25,000.00 plus $4.50 for
each additional $1,000.00
or fraction thereof, to and
including $50,000.00.
$50,000.01 to 100,000.00 22-087 Sec. 22-35
$293.00 for the first
$50,000.00 plus $3.00 for
each additional $1,000.00
or fraction thereof, to and
including $100,000.00.
Consolidated Fee Schedule
General Government
Fee Description Resolution City Code Fee
Previous
fee
$100,000.01 and Up 22-087 Sec. 22-35
$433.00 for the first
$100,000.00 plus $2.50 for
each additional $1,000.00
or fraction thereof
Commercial Building Permit Fees
The value to be used in computing the building permit fee for all commercial construction,
remodeling, renovation, and repairs shall be the total value of all construction work for which
the permit is issued as well as all finish work, painting, roofing, electrical, plumbing, heating, air-
conditioning, elevators, fire extinguishing system, and other permanent equipment exclusive of
site improvements and parking lot costs.22-087 Sec. 22-35
Total Valuation 22-087 Sec. 22-35
$1.00 to 2,000.00 23-008 Sec. 22-35 45.00 Addition
$2,000.01 to 25,000 23-008 Sec. 22-35
$45.00 for the first $2,000
plus $9.00 for each
additional $1,000 or fraction
thereof, to and including
$25,000.
Addition
$25,000.01 to 50,000.00 23-008 Sec. 22-35
$252.00 for the first
$25,000 plus $6.50 for each
additional $1,000 or fraction
thereof, to and including
$50,000.
Addition
$50,000.01 to 100,000.00 23-008 Sec. 22-35
$414.50 for the first
$50,000 plus $4.50 for each
additional $1,000 or fraction
thereof, to and including
$100,000.
Addition
$100,000.01 to 500,000.00 22-087 Sec. 22-35
$639.50 for the first
$100,000 plus $3.50 for
each additional $1,000 or
fraction thereof, to and
including $500,000.00
$500,000.01 to 1,000,000.00 22-087 Sec. 22-35
$2,039.50 for the first
$500,000 plus $3.00 for
each additional $1,000 or
fraction thereof, to and
including $1,000,000.00
$1,000,000.00 and Up 22-087 Sec. 22-35
$3,539.50 for the first
$1,000,000 plus $2.00 for
each additional $1,000 or
fraction thereof.
Other Inspection Fees
Inspection: sidewalks & curb ramps Sec. 22-35 $25.00
Inspections outside normal business hours per hour (minimum charge of one hour)22-087 Sec. 22-35 $50.00
Inspection for which no fee is specifically indicated per hour (minimum charge of 1/2 hour)22-087 Sec. 22-35 $50.00
Re-inspection fees assessed under provisions of Section R108 IRC and 108 IBC per hour 22-087 Sec. 22-35 $50.00
One-story detached accessory structure with floor area less than or equal to 200 Sq. Ft.22-087 Sec. 22-35 $30.00
Driveway, demolition, and other minor construction per permit 22-087 Sec. 22-35 $30.00
Roofing, Siding and Windows: Group R-2 and R-3 Uses and Group U Uses accessory to R-2
and R-3 Uses 22-087 Sec. 22-35 $30.00
Moving Fee: Dwelling originally constructed on-site and previously occupied 22-087 Sec. 22-35 $200.00
Moving Fee: Dwelling originally constructed on-site to be moved out of City Limits 22-087 Sec. 22-35 $50.00
Moving Fee: Accessory building, mobile home, modular home, manufactured home 22-087 Sec. 22-35 $50.00
Residential Contractor's License Annual Fee 22-087 Sec. 22-35 $75.00
Work commencing before permit issuance: The minimum investigation fee shall be equal to
the amount of the permit fee required by code.22-087 Sec. 22-35
Plumbing Contractor
License 22-087 Sec. 26-35 $50.00
Each Annual Renewal 22-087 Sec. 26-35 $25.00
Fire
Fire Protection System Fees
Fire Sprinkler Systems 22-087 Sec. 34-81
$52.00 plus $2.00 per
sprinkler head
Retrofitted Fire Sprinkler Systems 22-087 Sec. 34-81
$52.00 plus $2.00 per
sprinkler head
Kitchen Hood Extinguishing Systems 22-087 Sec. 34-81 $100.00
Consolidated Fee Schedule
General Government
Fee Description Resolution City Code Fee
Previous
fee
Kitchen Hood Extinguishing Systems Modification 22-087 Sec. 34-81 $50.00
Clean Agent or Other Total Flooding System (Per Square Foot)22-087 Sec. 34-81 $100.00
Fire Alarm Systems 22-087 Sec. 34-81
$128.00 plus $2.00 per
each initiation and signaling
device
Fire Alarm System Modifications 22-087 Sec. 34-81
$64.00 plus $2.00 per each
initiation and signaling
device
False Alarm Fire Calls When Trucks Roll
First Call 22-087 $-
Second Call 22-087 $50.00
Third Call 22-087 $100.00
Flammable and Combustible Liquid Fees
Flammable and Combustible Liquids 22-087 Sec. 34-81 $90.00
Flammable and Combustible Liquid Modifications 22-087 Sec. 34-81 $45.00
Site Plan Review
Site Plan Review Per Hour (1 HR Minimum)22-087 Sec. 34-81 $45.00
Inspections Outside of Normal Business Hours Per Hour (2 HR Minimum 22-087 Sec. 34-81 $45.00
Re-Inspection Per Hour (1 HR Minimum)22-087 Sec. 34-81 $45.00
Fire Incident Reports 22-087 Sec. 3-03 $10.00
Industrial Land
Crop Land Lease 22-087
Library
Out of County Library Card
Per Individual 22-087 Sec. 54-32 $35.00
Per Family 22-087 Sec. 54-32 $45.00
Fax (Sent or Received Per Page)22-087 Sec. 54-32 $2.25
Fines (Per Day Books)22-087 Sec. 54-32 $0.10
Fines (Per Day DVDs/VHS)22-087 Sec. 54-32 $1.00
Process Fee (Lost Material Per Item)22-087 Sec. 54-32 $5.00
Parks, Recreation, and Forestry
Weed Control (Plus Contractor Cost)22-087 Sec. 62-89 $65.00
Mowing (First Hour)22-087 Sec. 62-89 $150.00
Each Additional Hour or Fraction 22-087 Sec. 62-89 $85.00
Each Additional Hour Large Area 22-087 Sec. 62-89 $125.00
Minimum 22-087 Sec. 74-213 $125.00
Sidewalk Snow Removal (Second Offense) Per Hour Per Piece of Equipment/1 Hour
Minimum 22-087 Sec. 74-213 $175.00
DED Removal/BMU Line Clearance 22-087 Sec. 62-170
Aerial Bucket Plus Employee Wage 22-087 Sec. 62-170 $160.00
Loader Plus Employee Wage 22-087 Sec. 62-170 $130.00
Trucks Plus Employee Wage 22-087 Sec. 62-170 $90.00
Chipper Plus Employee Wage 22-087 Sec. 62-170 $90.00
Chainsaw/Miscellaneous Equipment Plus Employee Wage 22-087 Sec. 62-170 $70.00
Equipment Rental Rates
Picnic Table Rental (Per Day)22-087 Sec. 62-45 $25.00
Three (3) Row Bleacher Rental (Per Day)22-087 Sec. 62-45 $50.00
Ball Field Rental Rates
Type I - No Setup (e.g. Chalking, Lining, etc.)22-087 Sec. 62-45 $25.00
Type II - With One (1) Setup (e.g. Chalking, Lining, etc.)22-087 Sec. 62-45 $75.00
Type II - Per Additional Day Time Setup (e.g. Chalking, Lining, etc.)22-087 Sec. 62-45 $35.00
Type II - Per Additional Night Time Setup (e.g. Chalking, Lining, etc.)22-087 Sec. 62-45 $65.00
Bob Shelden Field Rental - Per Game - College Baseball - Outside Teams 22-087 Sec. 62-45 $325.00
Bob Shelden Field Rental - Per Game - SDSU College Baseball 22-087 Sec. 62-45 $250.00
Bob Shelden Field Rental - Per Game - Adult Baseball 22-087 Sec. 62-45 $100.00
Bob Shelden Field Rental - Per Game - Practice/Special Events 22-087 Sec. 62-45 $25.00
Bob Shelden Field Rental - Per Game - Penalty/Deposit - Tobacco, Seeds, Gum 22-087 Sec. 62-45 $250.00
Fishback Soccer Park Rental Rates
Type I - No Lining (Per Hour)22-087 Sec. 62-45 $25.00
Type II - One Lining Per Field (First Hour)22-087 Sec. 62-45 $100.00
Type II - Each Additional Field Hour 22-087 Sec. 62-45 $25.00
Type II - Additional Field Lining 22-087 Sec. 62-45 $120.00
Hillcrest Aquatics Center Season Pass
Individual 22-087 Sec. 62-45 $70.00
Family of Three (3)22-087 Sec. 62-45 $160.00
Additional Family 22-087 Sec. 62-45 $25.00
Daily Admission 22-087 Sec. 62-45 $7.00
Discount Cards 22-087 Sec. 62-45 $54.00
Larson Ice Center
Non-Profit Rental Rate (Per Hour)22-087 Sec. 62-45 $140.00
Consolidated Fee Schedule
General Government
Fee Description Resolution City Code Fee
Previous
fee
Rental Rate (Per Hour)22-087 Sec. 62-45 $140.00
Non groomed ice 22-087 Sec. 62-45 $100.00
Dryland training 22-087 Sec. 62-45 $60.00
Daily Admission 22-087 Sec. 62-45 $5.00
Punch Card 22-087 Sec. 62-45 $45.00
Skate/Helmet Rental 22-087 Sec. 62-45 $5.00
Adult Hockey 22-087 Sec. 62-45 $10.00
Adult Leagues
Sand Volleyball League 22-087 Sec. 62-45 $60.00
Adult Kickball League 22-087 Sec. 62-45 $60.00
Fall Women's Volleyball 22-087 Sec. 62-45 $165.00
Winter Women's Volleyball 22-087 Sec. 62-45 $165.00
Both Volleyball Sessions 22-087 Sec. 62-45 $305.00
Coed Volleyball 22-087 Sec. 62-45 $205.00
Basketball 22-087 Sec. 62-45 $205.00
Reservations
Community Gardens (Per Season)22-087 Sec. 62-45 $35.00
5th Street Court Rentals (Per 1.5 Hours)22-087 Sec. 62-45 $25.00
Picnic Shelter Reservations
Small Day (Hillcrest, B, C, Pioneer)22-087 Sec. 62-45 $30.00
Large Day (Hillcrest A, D, E)22-087 Sec. 62-45 $40.00
Band Shell 22-087 Sec. 62-45 $40.00
Larson Nature Center
Nature Center Grounds (Per Day)* with building rental only 22-087 Sec. 62-45 $200.00
Classroom (Per Hour)22-087 Sec. 62-45 $50.00
Atrium (Per Hour)22-089 Sec. 62-45 $75.00
Sunroom/Porch (Per Hour)22-087 Sec. 62-45 $50.00
Building (Per Hour)22-087 Sec. 62-45 $100.00
Equipment Rental (Per Hour) - Kayaks, Bikes, Paddleboards)22-087 Sec. 62-45 $7.00
Special Event Package 22-089 Sec. 62-45 $500.00
Deluxe Event Package 22-089 Sec. 62-45 $800.00
Activity Center
Community Room Per Hour 22-089 Sec. 62-45 $30.00
Set Up Fee (Night Before) - Flat Fee 22-089 Sec. 62-45 $25.00
Kitchen Fee - Flat Fee 22-089 Sec. 62-45 $50.00
Camping
Camp Site with Electricity 22-087 Sec. 62-45 $30.00
Tent Camping Area - No Electricity 22-087 Sec. 62-45 $15.00
Recreation Programs
Red Cross Lessons - Early Bird 22-087 Sec. 62-45 $35.00
Wee Waders - Early Bird 22-087 Sec. 62-45 $35.00
Junior Lifeguarding - Early Bird 22-087 Sec. 62-45 $40.00
Aqua Aerobics - Early Bird 22-087 Sec. 62-45 $25.00
Junior Tennis Academy - Early Bird 22-087 Sec. 62-45 $33.00
Adult Tennis Lessons - Early Bird 22-087 Sec. 62-45 $45.00
Tee Ball - Early Bird 22-087 Sec. 62-45 $35.00
Kickstart Soccer - Early Bird 22-087 Sec. 62-45 $27.00
Fishin' Fridays - Early Bird 22-087 Sec. 62-45 $19.00
Kayaking Class - Early Bird 22-087 Sec. 62-45 $24.00
Learn to Skate
30 minutes - Early Bird 22-087 Sec. 62-45 $30.00
45 Minutes - Early Bird 22-087 Sec. 62-45 $40.00
60 Minutes - Early Bird 22-087 Sec. 62-45 $50.00
Red Cross Lessons 22-087 Sec. 62-45 $41.00
Wee Waders 22-087 Sec. 62-45 $41.00
Junior Lifeguarding 22-087 Sec. 62-45 $46.00
Aqua Aerobics 22-087 Sec. 62-45 $31.00
First Tee Golf Program 22-087 Sec. 62-45 $95.00
Little Duffers 22-087 Sec. 62-45 $40.00
Adult Golf Lessons 22-087 Sec. 62-45 $40.00
Junior Tennis Academy 22-087 Sec. 62-45 $40.00
Adult Tennis Lessons 22-087 Sec. 62-45 $60.00
Tee Ball 22-087 Sec. 62-45 $50.00
Kickstart Soccer 22-087 Sec. 62-45 $35.00
Fishin' Fridays 22-087 Sec. 62-45 $24.00
Kayaking Class 22-087 Sec. 62-45 $30.00
Learn to Skate
30 minutes 22-087 Sec. 62-45 $40.00
45 Minutes 22-087 Sec. 62-45 $50.00
60 Minutes 22-087 Sec. 62-45 $60.00
Consolidated Fee Schedule
General Government
Fee Description Resolution City Code Fee
Previous
fee
Planning and Zoning
Change of Zone 22-087 Sec. 66-29 $250.00
Planned Development District 22-087 Sec. 66-29 $250.00
Final Development Plan 22-087 Sec. 66-29 $100.00
Initial Development Plan Amendment 22-087 Sec. 66-29 $250.00
Final Development Plan Amendment 22-087 Sec. 66-29 $100.00
Board of Adjustment 22-087 Sec. 94-42 $150.00
Preliminary Plats 22-087 Sec. 66-29
$225 + $1.00 per lot over
20 lots or $1.00 per acre
over 1 acre
Final Plats 22-087 Sec. 66-29 $175.00
Vacation 22-087 Sec. 66-29 $150.00
I-1R Site Plan 22-087 Sec. 66-29 $150.00
Conditional Use 22-087 Sec. 66-29 $250.00
Annexation 22-087 $150.00
Zoning & Use Registration Permit 22-087 Sec. 66-29 $75.00
Rental License 22-087 Sec. 22-405
$25.00 per structure plus
$2.00 for each dwelling unit
Zoning Verification Letters (Per Request) 22-087 $50.00
Tax Increment Financing Application 22-087 $1,000.00
Permanent Signs
Square Feet
From 0 to less than 30 22-087 Sec. 94-467 $30.00
From 30 to less than 60 22-087 Sec. 94-467 $35.00
From 60 to less than 90 22-087 Sec. 94-467 $40.00
From 90 to less than 120 22-087 Sec. 94-467 $45.00
From 120 to less than 150 22-087 Sec. 94-467 $50.00
From 150 to less than 180 22-087 Sec. 94-467 $55.00
From 180 to less than 210 22-087 Sec. 94-467 $60.00
From 210 to less than 240 22-087 Sec. 94-467 $65.00
From 240 to less than 270 22-087 Sec. 94-467 $70.00
From 270 to less than 300 22-087 Sec. 94-467 $75.00
From 300 to less than 330 22-087 Sec. 94-467 $80.00
From 330 to less than 360 22-087 Sec. 94-467 $85.00
From 360 to less than 390 22-087 Sec. 94-467 $90.00
From 390 to less than 420 22-087 Sec. 94-467 $95.00
From 420 to less than 450 22-087 Sec. 94-467 $100.00
From 450 to less than 480 22-087 Sec. 94-467 $105.00
From 480 to less than 510 22-087 Sec. 94-467 $110.00
From 510 to less than 540 22-087 Sec. 94-467 $115.00
From 540 or more 22-087 Sec. 94-467 $120.00
Non- Permanent Signs 22-087 Sec. 94-467 $20.00
Portable Signs Per Week 22-087 Sec. 94-467 $20.00
Portable Signs Per Month (Maximum Permit Period Shall Not Carry Over from One
Permit Period to the Next)22-087 Sec. 94-467 $50.00
Banner Signs 22-087 Sec. 94-467
Street Light Flag and Banner Program
Application Fee 22-087 $20.00
Fee if staff are required to remove banners (e.g. beyond term expiration, damage, etc.) Per Hour 22-087 $100.00
Fee if staff are required to remove flags (e.g. beyond term expiration, damage, etc.) Per Hour 22-087 $40.00
Parking in Municipal Lots
Permitted Parking in Municipal Parking Lots
Six-Month Permit 22-087 Sec. 82-525 $100.00
Annual Permit 22-087 Sec. 82-525 $100.00
Police Department
Moving of Structure
Per Unit (Officer and Patrol Car) - 2 HR Minimum Per Unit 22-087 Sec. 22-223 $60.00
Contract Police Officer Security
Per Officer, Per Hour 22-087 $60.00
Per Reserve Officer, Per Hour 22-087 $35.00
False Security Alarm
First Call 22-087 No Charge
Second Call 22-087 $50.00
Third Call 22-087 $100.00
Accident Reports
Per Report 22-087 Sec. 3-03 $5.00
Pictures (Each)22-087 Sec. 3-03 $4.00
Animal Control - Live Trap Deposit 22-087 $150.00
Storm Drainage
Unit Financial Charge 22-087 Sec. 72-20 0.000625
Consolidated Fee Schedule
General Government
Fee Description Resolution City Code Fee
Previous
fee
Street Department
Sign Repairs (Traffic Accidents and Vandalism)22-087
Replacement Cost, Labor,
Sales Tax, and Excise Tax
Street Repairs 22-087 Material Replacement Cost
The base valuation to determine permit fees for residential buildings and additions are based
on a dollar per square foot schedule per the following. The bid price must be quoted for
renovations or remodels.22-087
Resolution City Code Center Offense Fine Costs Total Comments
Article 1 In General
22-087 14-2 Unwanted animals (per head acceptance fee)20.00 72.50 92.50
22-087 14-3 Disturbance of Peace 30.00 72.50 102.50
22-087 14-4 Animals on school grounds, property or recreation areas 30.00 72.50 102.50
22-087 14-6 Number of pets limited 25.00 72.50 97.50
22-087 14-7 Unattended animals in standing vehicles 60.00 72.50 132.50
22-087 14-8 Stray, abandoned or unkempt animals 30.00 72.50 102.50
22-087 14-9 Public nuisance 30.00 72.50 102.50
Article 2 Cruelty to Animals and Related Charges
22-087 14-41 Cruelty to animals - generally 125.00 72.50 197.50
22-087 14-42 Teasing, baiting, or harassing animals 30.00 72.50 102.50
22-087 14-43 Humane care of animals 30.00 72.50 102.50
22-087 14-44 Poisoning of animals 125.00 72.50 197.50
22-087 14-45 Instigating or allowing fights between animals 250.00 72.50 322.50
22-087 14-47 Restraint of animal in vehicle 30.00 72.50 102.50
Article 3 Domestic Animals (Dogs and Cats Excepted)
22-087 14-81 Proximity of livestock to dwellings 30.00 72.50 102.50
22-087 14-82 Proximity of fowl to dwellings 30.00 72.50 102.50
22-087 14-83 Swine (per head)30.00 72.50 102.50
22-087 14-84 Sanitary condition required 30.00 72.50 102.50
22-087 14-85 Keeping of Bees - prohibited 60.00 72.50 132.50
22-087 14-86 Pigeons 30.00 72.50 102.50
22-087 14-87 Livestock running at large (per head)30.00 72.50 102.50
22-087 14-88 Fowl at large (per head)30.00 72.50 102.50
22-087 14-89 Picketing 30.00 72.50 102.50
22-087 14-90 Keeping of game birds prohibited 30.00 72.50 102.50
Article 4 Division 1 Dogs and Cats - Generally
22-087 14-121 Dogs running at large
22-087 1st unlicensed 30.00 72.50 102.50
22-087 1st licensed 15.00 72.50 87.50
22-087 2nd offense 40.00 72.50 112.50
22-087 3rd and subsequent offenses 60.00 72.50 132.50
22-087 14-122 Impoundment of dogs (per impoundment)25.00 72.50 97.50
22-087 14-123 Disturbing of the peace 30.00 72.50 102.50
22-087 14-125 Defecation disposal 30.00 72.50 102.50
22-087 14-126 Vicious or biting dog
22-087 1st offense 125.00 72.50 197.50
22-087 2nd offense 250.00 72.50 322.50
22-087 3rd offense (fine and animal forfeited)250.00 72.50 322.50
22-087 14-127 Guard dogs (failure to post warning)60.00 72.50 132.50
14-128 Sanitary conditions required 30.00 72.50 102.50
Article 4 - Division 2 Dogs and Cats - Licensing Requirements
22-087 14-151 License required 30.00 72.50 102.50
22-087 14-153 Rabies vaccination required 60.00 72.50 132.50
23-008 14-154 City License Fee (Altered)5.00 72.50 77.50 Formula Correction
23-008 14-154 City License Fee (Unaltered)25.00 72.50 97.50 Formula Correction
22-087 14-157 Dog or cat to wear tag 15.00 72.50 87.50
Article 4 - Division 3 Dogs and Cats - Impoundment and Redemption
22-087 14-182 Impoundment fees (per head)25.00 72.50 97.50
Per day feed/care 20.00 72.50 92.50
22-087 14-186 Alternate Procedure 30.00 72.50 102.50
22-087 14-187 Pickup and transportation fee 30.00 72.50 102.50
22-087 Article 5 Wild or Dangerous Animals
22-087 14-221 Registration required 60.00 72.50 132.50
22-087 14-223 Running at large
22-087 1st offense 125.00 72.50 197.50
22-087 2nd offense 250.00 72.50 322.50
22-087 3rd offense (fine and animal forfeited)250.00 72.50 322.50
22-087 14-154 Euthanasia Fee 60.00 72.50 132.50
22-087 14-154 Testing Fee 65.00 72.50 137.50
22-087 14-224 Wild, hybrid or dangerous animals prohibited (fine & Seizure)125.00 72.50 197.50
22-087 14-227
Owner to report escape of dangerous animals or animals not
indigenous to State 125.00 72.50 197.50
22-087 14-229
Public nuisance (possession of wild, hybrid or dangerous animals
prohibited)125.00 72.50 197.50
22-087 14-230 Animals declared as a biting, dangerous or vicious animal prohibited 125.00 72.50 197.50
22-087 Article 6 - Division 1 Pet Shelters - Generally
22-087 14-263 Commercial pet shelter prohibited 30.00 72.50 102.50
22-087 14-264 Number of pets 60.00 72.50 132.50
Fines and Violations
Animal Control
Resolution City Code Center Offense Fine Costs Total Comments
Fines and Violations
22-087 14-265 Adequate facilities required 30.00 72.50 102.50
22-087 Article 6 - Division 2 Pet Shelters - License
22-087 14-291 License required 30.00 72.50 102.50
22-087 44,350
Open Container (Alcoholic Beverage)
(Beer, Wine, Liquor in Vehicle or on Street 60.00 72.50 132.50
22-087 6-142 Attempt to Purchase 60.00 72.50 132.50
22-087 6-143 Misrepresentation of Age 60.00 72.50 132.50
22-087 6-73 Possession of Keg Restricted 60.00 72.50 132.50
22-087 70-35 Littering 60.00 72.50 132.50
22-087 58-33 Resisting an Officer 60.00 72.50 132.50
22-087 58-36 Fleeing from a Police Officer 60.00 72.50 132.50
22-087 58-161 Public Urination 60.00 72.50 132.50
22-087 58-162 Disturbing the Peace - House Parties
22-087 58-162 First Offense 60.00 72.50 132.50
22-087 58-162 Second Offense (Within One (1) Year Period)100.00 72.50 172.50
22-087 58-162 Third Offense (Within One (1) Year Period)200.00 72.50 272.50
22-087 62-180 Hours Parks Open to the Public 60.00 72.50 132.50
22-087 70-37 Littering 60.00 72.50 132.50
22-087 70-107 Location of Collection Containers 30.00 72.50 102.50
22-087 74-141 - 74-149 Excavation Offenses 100.00 72.50 172.50
22-087 74-211 Failure to Remove Snow from Sidewalk 60.00 72.50 132.50
22-087 82-312 Texting While Driving 60.00 72.50 132.50
22-087 20-010 Coronavirus COVID 19 Violations
First Offense 50.00 72.50 122.50
Second Offense 75.00 72.50 147.50
Third Offense 100.00 72.50 172.50
22-087 82-421 Position of Parking on Two-Way Road 35.00 72.50 107.50
22-087 82-427 Places Where Standing and Parking is Prohibited 35.00 72.50 107.50
22-087 82-428 Places Where Stopping is Prohibited 35.00 72.50 107.50
22-087 82-432 Parking in Excess of 72 Hours 35.00 72.50 107.50
22-087 82-433 Parking in Alleys 35.00 72.50 107.50
22-087 82-461 Designation of Prohibited Parking 35.00 72.50 107.50
22-087 82-462 Designation of Limited Parking 35.00 72.50 107.50
22-087 82-463 Illegal Parking (2 Hour Downtown or Medary)35.00 72.50 107.50
22-087 82-464 Parking at Night in Business Section 35.00 72.50 107.50
22-087 82-465 Parking Prohibited During Snow Removal 50.00 72.50 122.50
22-087 82-468 Parking in Disabled Space Without Permit 100.00 72.50 172.50
22-087 82-521 Maximum Duration of Parking 35.00 72.50 107.50
22-087 82-522 Size of Vehicles 60.00 72.50 132.50
22-087 82-523 Prohibited Activities 60.00 72.50 132.50
22-087 82-524 Removal of Vehicles 60.00 72.50 132.50
22-087 82-525 Permit Parking 60.00 72.50 132.50
22-087 94-431(2)Front Yard Parking Prohibited 35.00 72.50 107.50
22-087 82-463 Non-EV Parking in EV Only Parking Stalls 35.00 72.50 107.50
22-087 82-421 Position of Parking on Two-Way Road 30.00 -30.00
22-087 82-427 Places Where Standing and Parking is Prohibited 30.00 -30.00
22-087 82-428 Places Where Stopping is Prohibited 30.00 -30.00
22-087 82-432 Parking in Excess of 72 Hours 30.00 -30.00
22-087 82-433 Parking in Alleys 30.00 -30.00
22-087 82-462 Designation of Limited Parking 30.00 -30.00
22-087 82-463 Illegal Parking (2 Hour Downtown or Medary)30.00 -30.00
22-087 82-464 Parking at Night in Business Section 30.00 -30.00
22-087 82-465 Parking Prohibited During Snow Removal 40.00 -40.00
22-087 82-468 Parking in Disabled Space Without Permit 100.00 -100.00
22-087 82-521 Maximum Duration of Parking 30.00 -30.00
22-087 82-522 Size of Vehicles 60.00 -60.00
22-087 82-523 Prohibited Activities 60.00 -60.00
22-087 82-524 Removal of Vehicles 60.00 -60.00
22-087 82-525 Permit Parking 60.00 -60.00
22-087 94-431(2)Front Yard Parking Prohibited 20.00 -20.00
22-087 82-463 Non-EV Parking in EV Only Parking Stalls 30.00 -30.00
22-087 82-127 Failure to Comply with Warning Ticket 60.00 72.50 132.50
22-087 82-167 Traffic Signals 60.00 72.50 132.50
22-087 82-203 Duty to Provide Information 60.00 72.50 132.50
22-087 82-206 Unattended Vehicle 60.00 72.50 132.50
Miscellaneous Offenses
Parking Offenses with Court Appearance
Parking Offenses If Paid Within 72 Hours/Without Court Appearance
Traffic Driving Offenses
Resolution City Code Center Offense Fine Costs Total Comments
Fines and Violations
22-087 82-207 Property Damage 60.00 72.50 132.50
22-087 82-208 Immediate Notice 60.00 72.50 132.50
22-087 82-241 Driver's License Violation 60.00 72.50 132.50
22-087 82-242 Age of Driver 60.00 72.50 132.50
22-087 82-243 License Plate Violation 60.00 72.50 132.50
22-087 82-244 Maximum Passengers 60.00 72.50 132.50
22-087 82-246 Driving on Sidewalk 60.00 72.50 132.50
22-087 82-247 Exhibition Driving 60.00 72.50 132.50
22-087 82-248 Following Too Closely 60.00 72.50 132.50
22-087 82-249 Following Fire Apparatus 60.00 72.50 132.50
22-087 82-251 Unsafe Backing 60.00 72.50 132.50
22-087 82-252 Driving Over Fire Hose 60.00 72.50 132.50
22-087 82-271 Driving on Left Side of Street 60.00 72.50 132.50
22-087 82-276 Driving on Divided Highway 60.00 72.50 132.50
22-087 82-277 Overtaking Vehicles/Pass to Left Required; Cutting in Front 60.00 72.50 132.50
22-087 82-279 Passing in No Passing Zone 60.00 72.50 132.50
22-087 82-280 Duty of Driver of Overtaken Vehicle; Increasing Speed 60.00 72.50 132.50
22-087 82-303 Exceeding Limits
22-087 82-304 Maximum Speed
23-008 82-305 Speed Zones
1-5 MPH Over Speed Limit 19.00 72.50 91.50 Formula Correction
6-10 MPH Over Speed Limit 39.00 72.50 111.50 Formula Correction
11-15 MPH Over Speed Limit 59.00 72.50 131.50 Formula Correction
16-20 MPH Over Speed Limit 79.00 72.50 151.50 Formula Correction
21-25 MPH Over Speed Limit 99.00 72.50 171.50 Formula Correction
Over 25 MPH Over Speed Limit (Court Appearance)154.00 72.50 226.50 Formula Correction
23-008 82-306 Speeding in School Zones
1-5 MPH Over Speed Limit 34.00 72.50 106.50 Formula Correction
6-10 MPH Over Speed Limit 74.00 72.50 146.50 Formula Correction
11-15 MPH Over Speed Limit 114.00 72.50 186.50 Formula Correction
16-20 MPH Over Speed Limit 154.00 72.50 226.50 Formula Correction
21-25 MPH Over Speed Limit 194.00 72.50 266.50 Formula Correction
Resolution City Code Center Offense Fine Costs Total Comments
Fines and Violations
Over 25 MPH Over Speed Limit (Court Appearance)200.00 72.50 272.50 Formula Correction
23-008 82-309 Reckless Driving 70.00 72.50 142.50 Formula Correction
23-008 82-310 Careless Driving 60.00 72.50 132.50 Formula Correction
23-008 82-312 Texting While Driving 100.00 72.50 172.50 Formula Correction
22-087 82-332 Right Turn 60.00 72.50 132.50
22-087 82-333 Left Turn 60.00 72.50 132.50
22-087 82-334 U-Turn Restricted 60.00 72.50 132.50
22-087 82-337 Cutting Corner 60.00 72.50 132.50
22-087 82-362
Yielding Right-of-Way to Emergency Vehicles; Duty of Driver of
Emergency Vehicle not to Exercise Right-of-Way Arbitrarily 60.00 72.50 132.50
22-087 82-365 Vehicle Entering Stop Intersection 60.00 72.50 132.50
22-087 82-366
Stop Required Before Entering from Alley, Building or Private Road;
Place of Stopping 60.00 72.50 132.50
22-087 82-367 Obedience to Stop and Yield 60.00 72.50 132.50
22-087 82-369 Stop at Railroad Crossing Signal 60.00 72.50 132.50
22-087 82-392 Obedience (One Way Streets and Alleys)60.00 72.50 132.50
22-087 82-424 Manner of Use of Diagonal Parking Spaces 60.00 72.50 132.50
22-087 82-561 Lights on Vehicle 60.00 72.50 132.50
22-087 82-563 Obstruction of Vision 60.00 72.50 132.50
22-087 82-565 Exhaust System 60.00 72.50 132.50
22-087 82-571 Use of Dynamic Braking Devices (Jacobs Brakes)60.00 72.50 132.50
22-087 82-603 Pedestrian Right-of-Way 60.00 72.50 132.50
22-087 82-605 Jaywalking 60.00 72.50 132.50
23-008 82-682
Operation of Snowmobiles on Public Parks, Streets, Roads, Alleys,
Sidewalks, Boulevards, and Rights-of-Way 60.00 72.50 132.50 Formula Correction
23-008 82-684 Operation of Snowmobiles on Public Property 60.00 72.50 132.50 Formula Correction
23-008 82-721 Clinging to Moving Vehicles 60.00 72.50 132.50 Formula Correction
23-008 82-751 Bicycle Offense 25.00 72.50 97.50 Formula Correction
23-008 82-842 Driving Through Processions 60.00 72.50 132.50 Formula Correction
Housing
22-087 22-374 Agent Required 60.00 72.50 132.50
22-087 22-401 Licensing of Leased Dwelling Units 60.00 72.50 132.50
22-087 22-402 Filing of Application Forms 60.00 72.50 132.50
23-008 22-405 Payment of License Fees 60.00 72.50 132.50 Formula Correction
23-008 22-432 Failure to Comply with Smoke Detector Requirement
First Offense 155.00 72.50 w/100.00 Formula and
(suspended on language correction
condition of no
similar violations
Second Offense 155.00 72.50 227.50 Formula Correction
Third Offense 200.00 72.50 272.50 Formula Correction
23-008 22-433 Failure to Comply with Exit Requirement
First Offense 155.00 72.50 w/100.00
(suspended on
condition of no
similar violations
for 1 year).
Second Offense 155.00 72.50 227.50 Formula Correction
Third Offense 200.00 72.50 272.50 Formula Correction
23-008 22-434 Failure to Comply with Parking Requirement
First Offense 155.00 72.50 w/100.00 Formula and
(suspended on language correction
condition of no
similar violations
for 1 year).
Second Offense 155.00 72.50 227.50 Formula Correction
Third Offense 200.00 72.50 272.50 Formula Correction
Zoning
94-123(c) First Offense 200.00 72.50 w/150.00 Formula and
94-124(c)(suspended on language correction
94-125(c)Permitted Uses (Unlawful Use)condition of no
94-126(c)similar violations
for 1 year).
94-127(c) Second Offense 200.00 72.50 272.50 Formula correction
94-128(c)
94-129(c)
94-130(c)
22-087
Housing and Zoning Offenses
All Other Zoning Ordinance Violations
Fee Description Early Bird Regular
Youth (ages 13 and under)95.00 105.00
Senior (age 62+)/Military Veteran 520.00 580.00
Senior Couple (age 62+)600.00 670.00
Individual 585.00 650.00
Couples 700.00 790.00
Military Vet Couple 655.00 732.50
Family 800.00 875.00
Student/Young Adult (ages 14-23)290.00 320.00
Cart Membership (Half-Cart - Individual)335.00 375.00
Cart Membership (Full-Cart - Couples/Family)425.00 475.00
Trail Fee - Private Carts 250.00 275.00
Green Fee - 9 Hole Rounds 170.00
Green Fee - 18 Hole Rounds 250.00
Cart Fee - 9 Hole Rounds 110.00
Cart Fee - 18 Hole Rounds 165.00
Green Fees
9 Holes 19.00
18 Holes 28.00
9 Holes (Senior/Veterans)16.00
18 Holes (Senior/Veterans)25.00
9 Holes (per rider)12.00
18 Holes (per rider)18.00
Bucket of range balls 5.00
Add on to membership - Individual 160.00
Add on to membership - Family/Couple 215.00
Driving Range
Edgebrook Golf Course Rates
Unlimited Golf
Cart Membership
Punch Cards - 10 punches
Cart Fees
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:ID 23-0034,Version:1
City of Brookings Progress Report.
Summary:
Jacob Meshke, Deputy City Manager, will provide a progress report highlighting the City’s
activities/projects.
Attachments:
Presentation
City of Brookings Printed on 1/19/2023Page 1 of 1
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Progress ReportJanuary 2023
•Wednesday, January 18
•Activities
•Engage with Board of Regents
•Grocery Tax Discussion
•Senate/House Gallery Viewing
•Lobbyist Panel
•Networking
Brookings Day at the Capitol
Municipal Election
•Two (2) 3-Year City Council
Member Positions
•Key Dates
•January 23 –Candidate Petition
Packets Available
•January 27 –First Date to File
Candidate Petitions
•February 24 –Last Date to File
Candidate Petitions
•April 11 –Election Day
Mayor’s Awards & Holiday Party
•300 Attendees
•Nine (9) Awards Presented
•Disability Awareness
•Historic Preservation
•Parks and Recreation
•Human Rights
•Mayor’s Awards
Public Works
Airport Division
•Reviewing updates to the
Airport Rules and Regulations
Policy guide for 2023
•Final hiring steps for Airport
Maintenance Technician
•Pre-application of FAA grant
submitted for taxiway
improvements and pavement
maintenance
Public Works
Engineering Division
•2023 Construction Projects
•22nd Ave
•University Boulevard
•Overlays/Chip Seals
•Sidewalk Repairs
•I29 Interchange (DOT)
•20th St Water Line (BMU)
•Revisions to Strategic
Communications Plan with
public on Capital Projects
Public Works
Engineering Division
•2023 Studies/Reports
•Stormwater Master Plan
•Six Mile Creek Study
•Floodplain Development
•Master Transportation Plan
•Street Design Standards
Public Works
Solid Waste Division
•2023 Construction Projects
•Leachate Vault Reconstruction
•Leachate Force main to sanitary sewer
(2024/2025)
•2023 Studies/Reports
•Solid Waste Master Plan
•Master Fill Plan
•Vehicles/Equipment
•2 New Collection Trucks (2023/2024)
Public Works
Streets Division
•2023 Maintenance Projects
•Thermoplastic replacement of
painted crosswalks, stop bars and
accessible parking stalls (including
GIS data on all thermoplastic)
•2023 Studies/Reports
•Winter Operations Plan
•Vehicles/Equipment Replacement
•John Deere Front loader
•John Deere Motor Grader
•Tracked UTV
Library
•Exemplary Accreditation from the State
•Three (3) Year Accreditation
•Voluntary Program
•Awards Ceremony Coming
•Escape Room Popularity
•Expanded from adults-only
•Teens –December 28
•Youth –January 9
Swiftel Center
•December –18 event days
•Eastern South Dakota Shootout
Pool Tournament
•First Time Event
•2,963 Attendees
•Dakota Territory Gun Show
•1,940 Attendees
•New Arena Sound System Installed
Message from the City Manager
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:ID 23-0044,Version:1
Executive Session, pursuant to SDCL 1-25-2.1 for purpose of discussing the qualifications,
competence, performance, character or fitness of any public officer or employee or prospective public
officer or employee. The term, employee, does not include any independent contractor; SDCL 1-25-
2.3, for the purpose of consulting with legal counsel or reviewing communications from legal counsel
about proposed or pending litigation or contractual matters; and SDCL 1-25-2.5, for the purpose of
discussing marketing or pricing strategies by a board or commission of a business owned by the
state or any of its political subdivisions, when public discussion may be harmful to the competitive
position of the business.
SDCL 1-25-2. Executive or closed meetings--Purposes--Authorization--Violation as misdemeanor. Executive
or closed meetings may be held for the sole purposes of:
1)Discussing the qualifications, competence, performance, character or fitness of any public
officer or employee or prospective public officer or employee. The term, employee, does not
include any independent contractor;
2)Discussing the expulsion, suspension, discipline, assignment of or the educational program of
a student or the eligibility of a student to participate in interscholastic activities provided by the
South Dakota High School Activities Association;
3)Consulting with legal counsel or reviewing communications from legal counsel about proposed
or pending litigation or contractual matters;
4)Preparing for contract negotiations or negotiating with employees or employee
representatives;
5)Discussing marketing or pricing strategies by a board or commission of a business owned by
the state or any of its political subdivisions, when public discussion may be harmful to the
competitive position of the business; or
6)Discussing information pertaining to the protection of public or private property and any person
on or within public or private property specific to:
a.Any vulnerability assessment or response plan intended to prevent or mitigate criminal
acts;
b.Emergency management or response;
c.Public safety information that would create a substantial likelihood of endangering
public safety or property, if disclosed;
d.Cyber security plans, computer, communications network schema, passwords, or user
identification names;
e.Guard schedules;
f.Lock combinations;
g.Any blueprint, building plan, or infrastructure record regarding any building or facility
that would expose or create vulnerability through disclosure of the location,
configuration, or security of critical systems of the building or facility; and
h.Any emergency or disaster response plans or protocols, safety or security audits or
reviews, or lists of emergency or disaster response personnel or material; any location
or listing of weapons or ammunition; nuclear, chemical, or biological agents; or other
City of Brookings Printed on 1/23/2023Page 1 of 2
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File #:ID 23-0044,Version:1
military or law enforcement equipment or personnel.
However, any official action concerning the matters pursuant to this section shall be made at an open
official meeting. An executive or closed meeting must be held only upon a majority vote of the
members of the public body present and voting, and discussion during the closed meeting is
restricted to the purpose specified in the closure motion. Nothing in § 1-25-1 or this section prevents
an executive or closed meeting if the federal or state Constitution or the federal or state statutes
require or permit it. A violation of this section is a Class 2 misdemeanor.
Source: SL 1965, ch 269; SL 1980, ch 24, § 10; SL 1987, ch 22, § 1; SL 2014, ch 90, § 2; SL 2019,
ch 2, § 1; SL 2022, ch 4, § 2.
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