HomeMy WebLinkAbout2024_10_15 CC PKTCity Council
City of Brookings
Meeting Agenda - Draft
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 Chambers6:00 PMTuesday, October 15, 2024
Study Session
The City of Brookings is committed to providing a high quality of life for its citizens and fostering a diverse
economic base through innovative thinking, strategic planning, and proactive, fiscally responsible municipal
management.
6:00 PM STUDY SESSION
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.
Presentation and Update on “No Mow May” by the Brookings Sustainability
Council
ID 24-04815.
Memo
Presentation
Attachments:
Presentation: Economic Development PartnersID 24-04956.
Page 1 City of Brookings
October 15, 2024City Council Meeting Agenda - Draft
Memo
2025 Economic Development Funding Recommendation
Community Economic Development Master Plan
Implementation Plan
Attachments:
7. 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.
8. Adjourn.
Brookings City Council: Oepke G.Niemeyer, Mayor; Nick Wendell, Deputy Mayor
Council Members Wayne Avery, Holly Tilton Byrne, Bonny Specker, Brianna Doran, Andrew Rasmussen
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), or 2) participate remotely. 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 Rebroadcast Schedule: Wednesday 1:00 pm / Thursday 7:00 pm / Friday 9:00 pm / Saturday 1:00 pm
(Swiftel Channel 20 / MediaCom Channel 9)
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 2 City of Brookings
City of Brookings
Staff Report
Brookings City & County
Government Center, 520
Third Street
Brookings, SD 57006
(605) 692-6281 phone
(605) 692-6907 fax
File #:ID 24-0481,Version:1
Presentation and Update on “No Mow May” by the Brookings Sustainability Council
Summary and Recommended Action:
The Brookings Sustainability Council recommends discontinuing the “No Mow May” program, and
instead adopting the upcoming Bee City USA Resolution, which provides a framework for protecting
pollinators through a variety of municipal and community practices and educational programs.
Attachments:
Memo
Presentation
City of Brookings Printed on 10/9/2024Page 1 of 1
powered by Legistar™
City Council Agenda Item Memo
From: Robin Buterbaugh, Sustainability Council Member
Council Meeting: October 15, 2024
Subject: Update on Sustainability Council’s “No Mow May” program
Presenter: Robin Buterbaugh, Sustainability Council Member
Summary and Recommended Action:
The Brookings Sustainability Council recommends discontinuing the “No Mow May”
program and instead adopting the upcoming Bee City USA Resolution, which provides a
framework for protecting pollinators through a variety of municipal and community
practices and educational programs.
Item Details:
In 2023, the Brookings Sustainability Council recommended that City Council approve
Ordinance 23-004 to adopt “No Mow May,” allowing homeowners to voluntarily cease
mowing their lawns for the month of May without receiving a lawn height violation. The
Brookings Sustainability Council provided funding for yard signs which identified
participating homeowners.
“No Mow May” is a grassroots initiative encouraging homeowners to refrain from
mowing their lawns during the month of May to support pollinators and biodiversity. The
idea is that allowing grass and wildflowers to grow promotes habitats for bees,
butterflies, and other beneficial insects, which are vital for ecosystem health.
Currently, pollinators are in decline, and 40% of pollinator species are at risk of
extinction. The benefits of “No Mow May” include supporting pollinators, increasing
biodiversity, improving soil health, reducing maintenance, and increasing education and
awareness about the importance of pollinators. Some of the drawbacks include
aesthetic concerns, pests, weeds, and compliance with mowing requirements after May.
Brookings has participated in “No Mow May” for two years; however, concerns about
the drawbacks of “No Mow May” outweighing the benefits have continued to rise.
Specific concerns raised by community members include:
Sight line issues.
Noxious weeds growing in their yard and the neighbor’s yard.
Noxious weeds mean they're using more pesticides than in previous years .
Beautification aspect – community looks unkempt.
Mosquitos have become more prevalent.
Harder to cut the grass after participating due to the height.
City staff had to process additional code enforcement cases, and mow the code
violation properties on top of their current work load (year 2 only).
Current horticultural research indicates letting introduced turfgrass species grow only
provides minimal benefits when compared to increasing the number of native plants in
community and residential spaces. For this reason, the Brookings Sustainability
Council recommends discontinuing the “No Mow May” program. As an alternative, the
Sustainability Council recommends adopting the upcoming Bee City USA Resolution.
The Bee City USA Resolution provides a framework for communities to support
pollinators in a variety of ways which are more beneficial than current no mow practices.
The Brookings Sustainability Council and the Brookings Parks and Recreation
Department will work together to fulfill the commitments required to maintain Bee City
USA status. These commitments include:
Creating and enhancing pollinator habitat on public and private land by
increasing the abundance of native plants and providing nesting sites for native
bees.
Reducing the use of pesticides.
Incorporating pollinator-conscious practices into city policies and plans.
Hosting pollinator awareness events.
Publicly acknowledging Bee City USA affiliation with signs and online presence.
Paying the initial application fee and annual renewal fee ($200).
Reporting on previous year’s activities.
Brookings has already implemented practices and programs which support pollinators,
including adding areas of pollinator habitat in city parks, increasing the number of No -
Mow Zones, reducing pesticide use by using ladybugs for pest control, and incentivizing
native plant purchases for homeowners as part of the Stormwater Incentive Program.
In addition, SDSU has been a Bee Campus USA since 2018.
The costs and responsibilities associated with applying for and maintaining Bee City
USA status would be shared by the Brookings Sustainability Council and the Brookings
Parks and Recreation Department. The Brookings Sustainability Council will submit a
formal request to adopt the Bee City Resolution prior to May 2025 so the City can begin
the application process and implement pollinator friendly practices for the next growing
season.
Legal Consideration:
None.
Strategic Plan Consideration:
Sustainability – The City of Brookings will meet environmental, community and
economic desires and needs without compromising future generations’ quality of life by
strategically planning, implementing and maintaining infrastructure and facilities.
Pollinators play a critical role in our food system and our environment. Supporting
programs which protect pollinators by promoting native plants in our community will
increase biodiversity, improve soil and water quality, reduce inputs and maintenance,
and provide benefits to human health and well-being.
Financial Consideration:
The application fee and annual renewal fee is based on population. The cost for
Brookings would be $200-$300 annually. This fee would be paid for by the Brookings
Sustainability Council and/or the Parks, Recreation & Forestry Department.
Supporting Documentation:
Presentation
No Mow MayAlternatives
Background
●National campaign advocated by Bee City
USA
●Greatest impact was increased awareness
about pollinators
●Brookings implemented the ordinance 2
years ago
●Drawbacks include:
●Public disapproval (some)
●Limited benefits for pollinators when
lawns are turfgrass
●Potential for more weeds
Brookings Sustainability Council’s
current recommendation is to
discontinue No Mow May.
Sustainability Council Recommendation
Alternative: Support the upcoming resolution to become a Bee City, USA
●Collaboration between Parks, Rec & Forestry Department and the Sustainability Council
Commitments:
•Establish a committee to advocate for
pollinators
•Create and enhance pollinator habitat by
increasing native plants and providing nesting
sites
•Reduce the use of pesticides
•Host pollinator awareness events
•Publicly acknowledge Bee City USA affiliation
with signs and online presence
•Pay an initial application fee and annual renewal
fee.
Sustainability Council Recommendation
Current Practices:
●City Now Mow areas
●Pollinator plantings—Sexauer Park,
Dakota Nature Park, McClemans Park,
Pioneer Park, Brookings Prairie, fire
station
●Stormwater Incentive Program for native
plants
●Ladybugs for pest control
Potential Practices:
●Tabling at Farmers Market, Insect Festival
●Programs to support or incentivize native
plants in landscaping-residential and
commercial
●Permit for native/pollinator plants in
yards
●Bioblitz—community science
activity
Questions?
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 24-0495,Version:1
Presentation: Economic Development Partners
Summary and Recommended Action:
The Economic Development Partners will provide a presentation to City Council on advancing
assigned areas within the Community Economic Development Master Plan, projects / programs /
initiatives, and answer any questions on 2025 funding applications.
Attachments:
Memo
Presentation
2025 Economic Development Funding Recommendation
Community Economic Development Master Plan
Implementation Plan
City of Brookings Printed on 10/9/2024Page 1 of 1
powered by Legistar™
City Council Agenda Item Memo
From: Samantha Beckman, Assistant to the City Manager
Council Meeting: October 15, 2024
Subject: Presentation: Economic Development Partners
Presenter: Tim Reed, Brookings Economic Development Corporation
Dwaine Chapel, Research Park at SDSU
Kelsey Doom, Brookings Area Chamber of Commerce
Laura Schoen Carbonneau, Visit Brookings
Kirsten Gjesdal, Downtown Brookings
Summary and Recommended Action:
The Economic Development Partners will provide a presentation to City Council on
advancing assigned areas within the Community Economic Development Master Plan,
projects / programs / initiatives, and answer any questions on 202 5 funding applications.
Item Details:
The City of Brookings partners with the Brookings Economic Development Corporation,
Research Park at SDSU, Brookings Area Chamber of Commerce, Visit Brookings, and
Downtown Brookings for wide-ranging economic development efforts to include
business recruitment/retention/expansion/development, entrepreneurship, innovation,
travel and tourism, placemaking and events.
After a 10-month collaborative process, a five-year Community Economic Development
Master Plan was adopted in 2023. The Community Economic Development Master Plan
outlines goals, strategies, and actions for the City and Economic Development Partners
to achieve priority economic development outcomes. Each month the Economic
Development Partners along with the City of Brookings meet to discuss current
programs and projects as outlined in the Community Economic Development Master
Plan.
The City makes funding available to the Economic Development Partners through the
annual outside agency funding / subsidy application process. Providing funding offers a
means of partnership for the City to promote economic development activities and allow
the Economic Development Partners to accomplish key outcomes. In 2024, the
Economic Development Partners began updating the Community Economic
Development Master Plan public dashboard which showcases how far entity is in their
assigned goals. The dashboard can be located on the City ’s website, or
https://performance.envisio.com/dashboard/cityofbrookings2874 .
The Economic Development Partners will provide a presentation to City Council on
advancing their assigned areas within the Community Economic Development Master
Plan including projects / programs / initiatives, and answer any questions on 2025
funding applications.
The proposed 2025 Budget recommends nearly $1.54 million in economic development
funding, which is an increase of $90,103 or 6% from the 2024 Adopted Budget.
Legal Consideration:
None.
Strategic Plan Consideration:
• Fiscal Responsibility – The Economic Development Partners’ presentation will
provide City Council and the public with insight into the utilization and outcomes
of funding provided.
• Safe, Inclusive, Connected Community –Many of the Economic Development
Partners provide programs that community members can utilize and events that
residents and visitors can attend.
• Economic Growth – Economic development initiatives grow the City’s revenue
sources.
Financial Consideration:
The Majority of the funding for the Economic Development Partners comes from the
Bed, Booze, and Board (BBB) Tax. Over half of Visit Brookings’ funding comes from the
Business Improvement District (BID)/Pillow Tax. BID/Pillow Tax is charged at $2/night
on hotel stays.
No late submission penalties were applied to any of the Economic Development
Partners this year.
Supporting Documentation:
Presentation
2025 Economic Development Funding Recommendation
Community Economic Development Master Plan
Implementation Plan
Description 2021 Funded 2022 Funded 2023 Funded 2024 Funded 2025 Req 2025 Rec
Visit Brookings 354,511$ 456,432$ 470,125$ 508,000$ 533,122$ 483,000$
Brookings Economic Development Corporation 178,700$ 215,000$ 215,000$ 206,750$ 215,000$ 205,000$
Research Park at SDSU 117,000$ 150,000$ 154,500$ 154,000$ 155,000$ 145,000$
Brookings Area Chamber of Commerce 66,460$ 87,500$ 30,000$ 40,000$ 50,000$ 30,000$
Downtown Brookings --30,000$ 30,000$ 160,000$ 120,000$
Downtown Brookings Implementation ---100,000$ --
Downtown Music Event (DT@SD)--25,000$ 25,000$ 25,000$ 20,000$
SDSU Student Visitor Promotion 20,039$ 25,000$ 25,000$ 25,000$ 50,000$ 45,000$
Dacotah Bank Center 405,290$ 384,052$ 394,990$ 259,147$ 435,730$ 390,000$
Local Scholarship Fund* (601)-100,000$ 100,000$ 100,000$ 100,000$ 100,000$
Total Economic Development 1,142,000$ 1,417,984$ 1,444,615$ 1,447,897$ 1,723,852$ 1,538,000$
* Proposed to be funded through the use of reserves
Outside Agency
Economic Development Funding
Funding Comparison
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 21% from 2010 to 2020, which
outpaced the State of South Dakota (17%) and the nation (18%). Since 2010, median
household income within Brookings has increased by 15% which surpassed the State of
South Dakota (9%) and the nation (5%).
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.
Brookings has strong economic output and income growth.
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 por tfolio. 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.
• Ser ve 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
DECEMBER 2022
City of Brookings
Community Economic
Development Master Plan
- Implementation Plan
2023-2027
Goal/Strategy/Action Y1 Y2 Y3 Y4 Y5 Lead Organization Partners Metrics/Outcomes
GOAL 1: INVESTMENT FOR PROSPERITY
We will attract investment to grow Brookings’ economy and create
generational prosperity.
New Businesses (Total and by
Cluster); Jobs (Total and by Cluster)
Strategy 1.1: Build a business retention and expansion initiative for both emerging
and legacy employers.
Brookings Economic
Development Corporation
Brookings Area Chamber of
Commerce; Research Park;
City of Brookings
Cluster Working Groups Meetings;
Businesses Visited; CEOs Engaged
Host bi-annual cluster working groups—Advanced Manufacturing, Ag Innovation and Services,
and Food Manufacturing—to identify specific cluster needs and supply chain opportunities.X X X X X
Conduct a formal business visitation plan for Brookings businesses, interviewing at least 24
major employers annually.X X X X X
Convene CEO networking sessions.X X X X X
Use engagement to identify opportunities and needs and report key findings systematically. X X X X
Strategy 1.2: Develop a cluster-focused business attraction and site-selection
initiative.
Brookings Economic
Development Corporation
Brookings Area Chamber of
Commerce; Research Park;
City of Brookings; Visit
Brookings
RFPs Responded; Site-Selectors Reached
Strengthen partner and cluster strategy (staffing, information flow, RFPs, and marketing).X X X X X
Identify annual goals by cluster and markets.X X X X X
Conduct a bi-annual paid qualified lead generation campaign to generate meetings in key
attraction markets and industry sectors. X X X
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.
X X X
Build a target site-selection list and develop bi-annual community outreach.X X X X X
Host appropriate inbound City visits, tours, and trade missions with target companies,
investment representatives, and site selectors.X X X X
Develop a retail and restaurant attraction plan.X X X X
Strategy 1.3: Utilize public-owned land to attract quality jobs and investment.City of Brookings Brookings Economic
Development Corporation Economic Impact (City-Invested) Projects
Coordinate a strategy to evaluate the highest and best use (i.e., quality job creation and
impactful development/redevelopment) of the City-owned land.X X X
Develop a strategy for evaluating, measuring, and reporting impact over time.X X X
Goal/Strategy/Action Y1 Y2 Y3 Y4 Y5 Lead Organization Partners Metrics/Outcomes
Strategy 1.4: Plan for the future of the City’s infrastructure needs including
commercial sites, roadways, utilities, and more. City of Brookings
Brookings Economic
Development Corporation;
Brookings Municipal Utilities;
Visit Brookings ; SDSU
Policies Advised; Real
Estate/Development Transactions
Assisted
Partner with various City departments and commissions, Brookings Municipal Utilities, and
development stakeholders to maintain and evaluate development assets and needs: land,
infrastructure, and utilities.
X X X X X
Advise City Council on development policies to support economic growth and align with
cluster needs.X X X X X
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.X X X X X
Partner with SDSU to use artificial intelligence and machine learning to solve challenges (e.g.
urban site planning and transportation modeling).X X X X X
GOAL 2: SOUTH DAKOTA-GROWN AND SCALED:
We will build Brookings into the premier entrepreneurial community in
America’s Heartland.
Business Count (by distribution)
Strategy 2.1: Provide Brookings’ small businesses with technical training,
networking opportunities, and mentorship.
Brookings Area Chamber of
Commerce; Brookings
Economic Development
Corporation; Research Park
Downtown Brookings Participating Businesses/Entrepreneurs
Develop a calendar of small-business coaching (business plans, marketing plans, and
succession plans) and networking opportunities for Brookings businesses.X X X X X
Coordinate and offer resources for existing and prospective entrepreneurs, including “How to
Start a Business” webinars, calendar of resources, and more.X X X X X
Support and promote small-business resources and training offered by the Brookings
Chamber, BEDC, and Research Park.X X X X
Continue to provide ribbon-cutting events and other promotional awareness for new
businesses.X X X X X
Conduct a biannual business owner survey to track business perceptions and indicators in
Brookings.X X X X
Host a series of “pop-up” shops to feature the products/services of home-based businesses in
Brookings.X X X X
Strategy 2.2: Identify capital to grow new and existing businesses in Brookings.Brookings Economic
Development Corporation Research Park Dollars Raised and Distributed
Convene a working group to advise on the creation of the revolving loan program: goals,
guidelines, and value proposition X X X
Evaluate best practices from other midwestern cities similar to Brookings.X X
Raise capital for funds by 2025, begin to distribute funds, and evaluate for impact. X X X
Goal/Strategy/Action Y1 Y2 Y3 Y4 Y5 Lead Organization Partners Metrics/Outcomes
Strategy 2.3: Create and sustain a “Buy Local” initiative, connecting small
businesses to residents, students, and university purchasing.
Brookings Area Chamber of
Commerce
City of Brookings; SDSU; Visit
Brookings; Downtown
Brookings
Buy Local Plan Created; Participating
Businesses
Convene a task force of Brookings businesses, residents, students, and SDSU procurement
officials to evaluate the promotional efforts for buying locally.X X
Evaluate “buy local” campaigns from other communities, taking lessons learned and applying
them to Brookings (focusing on those with a university procurement presence).X
Develop a systematic, measurable approach/plan that can be sustained over time and
measured.X X X
Strategy 2.4: Establish a plan to create and offer adaptable commercial facilities and
public spaces in Brookings Downtown.
City of Brookings; Downtown
Brookings
Brookings Area Chamber of
Commerce Pop-Up Spaces Created/Plan Developed
Cultivate leads for downtown spaces to support pop-up retail.X X X X X
Explore the feasibility of shared spaces downtown, including best practices in other cities,
business models, and needed resources.X X X X
Advance the City's Downtown Redevelopment/Infill Program efforts, including developing a
Downtown Master Plan that outlines opportunities for adaptable and shared spaces.X X
Strategy 2.5: Host an annual CO.STARTER (or like program) cohort.Brookings Economic
Development Corporation
Research Park; Brookings
Area Chamber of Commerce CO.STARTER Participants
Become a partner in the Community Navigator rural spoke . X X X X X
Host an annual CO.STARTER cohort to introduce participants to Brookings and its
destination assets.X X X X
GOAL 3: PRAIRIE INNOVATION
We will bring passionate innovators, academics, and investors together to
create a sustainably-focused innovation hub.
Start-up Count/Profiles; Venture
Capital; Spin-Outs of SDSU
Strategy 3.1: Support the Brookings Research Park (and Innovation Center) to
incubate and scale tech-focused enterprises.Research Park
SDSU; Brookings Economic
Development Corporation;
City of Brookings
Participating Entrepreneurs and Startups
Expand the support of the startup and entrepreneurial events and support initiatives hosted by
the Brookings Research Park (as outlined in its strategic plan).X X X X X
Align Brookings' cluster initiatives to support high-growth startups and scaleups.X X X X X
Strategy 3.2: Increase technology transfer and commercialization from SDSU faculty
and students.Research Park SDSU; Brookings Economic
Development Corporation
SDSU Startups and Spin Offs
Locating/Staying in Brookings
Goal/Strategy/Action Y1 Y2 Y3 Y4 Y5 Lead Organization Partners Metrics/Outcomes
Convene an advisory committee to help guide Brookings' university-led economic
development and SDSU engagement.X X X X X
Build sustained relationships with SDSU commercialization and tech-transfer officials to
identify scalable enterprises and connect them with resources in Brookings and South Dakota.X X X X X
Host pitch sessions for SDSU student entrepreneurs.X X X X X
Champion the successes of university-founded enterprises in Brookings.X X X X X
Strategy 3.3: Develop and fund a “Proof of Concept” fund ($500K) to support early
stage ideas.
Research Park; Brookings
Economic Development
Corporation
SDSU Dollars Raised and Distributed
Convene a working group to advise on the creation of the Proof of Concept fund: goals,
guidelines, capital strategy, and value proposition.X
Evaluate best practices from other Proof of Concept funds in small and mid-sized cities.X
Raise capital for $500K, begin to distribute funds, and evaluate for impact.X X X
Strategy 3.4: Partner with the South Dakota Enterprise Institute and other
organizations to increase angel funding.Research Park
Brookings Economic
Development Corporation;
South Dakota Enterprise
Institute
Angel Capital Dollars Raised
Build and expand relationships with venture capital organizations and investors (by target city
and industry).X X X X X
Develop an outreach plan to target high-wealth individuals and previously successful
entrepreneurs to support promising Brookings enterprises.X X X X X
Strategy 3.5: Celebrate and promote Brookings’ entrepreneurial success stories.Brookings Area Chamber of
Commerce
Brookings Economic
Development Corporation;
Research Park; Downtown
Brookings; Visit Brookings
Entrepreneurs Promoted
Develop a systematic approach to identify diverse small businesses and innovative startups in
Brookings.X X X X X
Promote Brookings’ successes across multiple communication platforms: website, blogs,
social media, and direct emails.X X X X X
GOAL 4: TALENT FOR TOMORROW
We will invest in the diverse talent that will fuel future of our community.
Increase in Share of 25 to 34
Residents; Increase in Educational
Attainment Levels; Housing Units
Strategy 4.1: Grow the offerings and impact of young professionals' engagement.Brookings Area Chamber of
Commerce
Brookings Economic
Development Corporation;
City of Brookings
Number of Young Professionals Engaged
Goal/Strategy/Action Y1 Y2 Y3 Y4 Y5 Lead Organization Partners Metrics/Outcomes
Expand the reach and offerings of Connect Brookings for young professionals.X X X X
Continue to provide access to young professionals to Leadership Brookings.X X X X X
Develop an initiative to highlight the efforts and contributions of young professionals.X X X
Strategy 4.2: Increase participation and support for accessible public transportation.City of Brookings
Brookings Area Transit
Authority; Brookings
Economic Development
Corporation
Public Transit Ridership
Partner with the Brookings Area Transit Authority staff and board to grow support and funding
among major employers and area hotels for increased transit offerings and use.X X X X X
Strategy 4.3: Expand childcare support within the city.Brookings Economic
Development Corporation
City of Brookings; Brookings
School District; SDSU Childcare Slots
Evaluate Brookings' childcare ecosystem to better understand gaps and needs.X X X X X
Support the growth and expansion of childcare enterprises in Brookings by offering capacity-
building and technical services.X X X X X
Complete a childcare facility (creating 80 childcare slots).X X X X X
Strategy 4.4: Grow career pathways within the City’s growth sectors via the City of
Brookings Scholarship Program.City of Brookings
Brookings Economic
Development Corporation;
SDSU Foundation; Build
Dakota/Tech Schools
Scholarships Awarded
Continue to invest dollars to support the City of Brookings Scholarship Program, aligning
awards with growing sectors in the City.X X X X X
Market the program to eligible students.X X X X X
Promote and evaluate the scholarship program’s success and impact.X X X X X
Strategy 4.5: Grow CTE programs and training initiatives aimed at supporting career
pathways in trades, manufacturing, agriculture, and construction.
Brookings Economic
Development Corporation
Brookings Area Chamber of
Commerce; City of Brookings;
Brookings School District
Students Participating in CTE and
Apprenticeships Initiatives
Engage Brooking's workforce development partners, the Brookings School District, and
private-sector employers quarterly to discuss needed training programs. X X X
Administer a survey to uncover training gaps in Brookings.X X
Develop partnerships between educational providers and employers to increase CTE and
apprenticeship initiatives.X X X
Strategy 4.6: Launch “Connect Brookings,” connecting SDSU students to
internships, mentors and volunteer opportunities.
Brookings Area Chamber of
Commerce
City of Brookings; SDSU; Visit
Brookings SDSU Students Engaged /Participating
Develop a plan for a university-focused talent initiative that connects SDSU students to
Brookings via networking, classes, mentoring, volunteering, and other avenues.X X X X X
Goal/Strategy/Action Y1 Y2 Y3 Y4 Y5 Lead Organization Partners Metrics/Outcomes
Strategy 4.7: Implement strategies outlined in the Brookings City Housing Study.City of Brookings
Brookings Economic
Development Corporation;
Visit Brookings
New Housing Units
Advance the housing priorities outlined in the Brookings City/County Housing Study.X X X X X
Reflect updates and investments in economic and destination development communication
and marketing materials.X X X X X
Strategy 4.8: Promote a city-wide diversity, equity, and inclusion (DEI) and
welcoming initiative.
City of Brookings; Human
Rights Commission
Brookings Economic
Development Corporation;
Brookings Area Chamber of
Commerce; Visit Brookings;
SDSU
DEI Events; Participants in DEI Events
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.
X X X X X
Catalog best practices across North America, focusing on inclusive economic development,
business support programs, and welcoming initiatives.X
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.
X X X X X
Celebrate the cultural diversity of Brookings.X X X X X
Devise a Citywide DEI Action Plan.X
GOAL 5: "ANYTHING BUT ORDINARY"
We will promote and celebrate Brookings as an extraordinary destination for
families, professionals, students, and visitors of all walks.
New Residents, Businesses and
Visitors
Strategy 5.1: Devise a city-wide placemaking plan.City of Brookings Downtown Brookings and Visit
Brookings Placemaking Initiatives
Catalog underutilized spaces throughout Brookings and other commercial corridors,
understanding ownership, potential uses, and limitations.X X
Create a systematic placemaking program that includes selection criteria, funding plans, and
marketing approaches; ensure it is represented in the updated Downtown Master Plan.X X
Pilot the placemaking program, evaluate impact, and scale. X X X
Strategy 5.2: Explore a BID (business improvement district) designation and
additional funding mechanisms for Downtown Brookings.City of Brookings Downtown Brookings Downtown Master Plan Created
Hire a firm to assist the City in developing a Downtown Master Plan (including funding models,
strategies, and programs).X X
Goal/Strategy/Action Y1 Y2 Y3 Y4 Y5 Lead Organization Partners Metrics/Outcomes
Strategy 5.3: Evaluate the uses and zoning of Downtown and underserved corridors
in Brookings.City of Brookings Evaluation of Zoning Completed by Year 5
Convene a task force of business owners, City officials, residents, developers, and
representatives from the Brookings Planning Commission to systematically evaluate zoning
throughout Brookings.
X X X
Evaluate and address the overlay challenges that prevent redevelopment and investment.X X X
Create user-friendly maps to explain zoning and update property availability for commercial
corridors in the City.X X
Strategy 5.4: Study the additional needs and gaps to support a robust visitor
economy (including seasonal visitation).Visit Brookings City of Brookings Destination Master Plan Completed by
Year 5
Establish a working group to support the exploration of a tourism gap analysis and a
destination master plan.X X X
Evaluate findings from recent hotel study to offer insights into Brookings’ visitor market and
missing accommodation assets.X
Compare and contrast Brookings’ destination assets to peer communities in the Upper
Midwest.X
Determine if Brookings should pursue the creation of a new destination master plan. (If so,
and funding is available, consult with an advisory services firm to support the gap analysis and
planning process.)
X X
Strategy 5.5: Develop a sports and small group conference strategy.Visit Brookings
SDSU; Brookings Area
Chamber of Commerce;
Brookings School District
Sports Tournament and Conference
Bookings
Coordinate with SDSU and accommodation partners to identify sports, group, and conference
assets.X X X
Establish a working group to identify shared goals for Brookings’ sports, group, and
conference efforts and action plan for attracting new sporting events and small conferences
to the area.
X X X
Coordinate with a lead generation firm, if necessary, to establish target prospects and
associations and to establish metrics.X X
Develop improved marketing and rental information on community/SDSU facilities.X X X
Strategy 5.6: Curate and promote destination experiences.Visit Brookings Brookings Area Chamber of
Commerce Curated Destination Experiences
Expand /update the inventory of Brookings’ destination assets: cultural and recreational
amenities, music, art, food, breweries, and more.X X X X X
Goal/Strategy/Action Y1 Y2 Y3 Y4 Y5 Lead Organization Partners Metrics/Outcomes
Develop curated destination experiences for Brookings residents, SDSU students and target
visitors; test ideas on social media.X X X X X
Strategy 5.7: Grow and support the City’s investments in community and
recreational facilities.City of Brookings
Visit Brookings; Brookings
Economic Development
Corporation
Funding Committed
Advance Brookings’ Economic Development Master Plan to generate additional
resources/revenues for community assets.X X X X X
Explore public-private partnerships (including those with SDSU) to support new recreational
facilities.X X X X X
Ensure community and recreational facilities are a priority for future city and neighborhood
planning efforts.X X X X X
Develop accessible spaces for new seasonal recreational business ventures (e.g.
snowshoeing, bike rentals, etc.), especially for winter and indoor activities.X X X
Strategy 5.8: Partner with Brookings School District and other organizations to
leverage investments in underserved neighborhoods City of Brookings Brookings School District Funding Committed
Identify and communicate the City’s community development goals for all city neighborhoods.X X X X X
Invest, and collaborate with partners, in placemaking and community-building efforts in the
city’s underserved areas.X X X X X
GOAL 6: INTENTIONAL, AUTHENTIC STORYTELLING:
We will promote Brookings story.
Unique Website Visitors (BEDC and
Visit Brooking)
Strategy 6.1: Create economic development promotional materials to support
investment attraction.
Brookings Economic
Development Corporation
Brookings Area Chamber of
Commerce; Research Park;
Visit Brookings
Unique BEDC and Visit Brookings Website
Visitors
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.X X X X
Prepare industry investment marketing portfolios (brochures and videos) for clusters (ensure
they are available in print and digital).X X X X
Develop a consistent “Why Brookings?” story and pitch to be used by all partners (updated
annually).X X X X
Make appropriate out-of-market investments (conference attendance, ad placements, and
more) to support target sector growth.X X X X
Strategy 6.2: Grow the branding efforts of Visit Brookings.Visit Brookings Unique Visit Brookings Website Visitors
Goal/Strategy/Action Y1 Y2 Y3 Y4 Y5 Lead Organization Partners Metrics/Outcomes
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.
X X X X X
Annually refresh Brookings' marketing collateral, both digital and print, to reflect the changing
dynamics in the City.X X X X X
Strategy 6.3: Develop a robust communication plan to share success and wins with
policymakers, stakeholders, and the community.
Brookings Economic
Development Corporation
Brookings Area Chamber of
Commerce; Research Park;
Visit Brookings; SDSU
Newsletter Open Rate; Briefings
Completed
Develop and execute quarterly email newsletters to Brooking's business, economic
development, and community partners.X X X X X
Offer quarterly briefings and updates to elected officials about the City’s economic and
destination development efforts.X X X X X
Create a collaborative annual report that celebrates Brookings' economic development
successes.X X X X X
Strategy 6.4: Advance a community champion initiative.Visit Brookings Brookings Area Chamber of
Commerce
New Destination Reviews; Community
Ambassadors; Social Media Engagement:
Facebook Check-Ins, Instagram Hashtags,
TripAdvisor Reviews
Activate plan to engage community members and champions to update destination review
sites and social media: TripAdvisor, Yelp, Instagram, and Facebook.X X X X X
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.
X X X X X
GOAL 7: EFFECTIVE IMPLEMENTATION
We will build an economic development ecosystem that effectively supports
the implementation of this strategy.
Strategy 7.1: Engage Brookings area organizations to evaluate our economic
development ecosystem and resourcing.City of Brookings
Brookings Area Chamber of
Commerce; Research Park;
Visit Brookings; Brookings
Economic Development
Corporation
Assessment Completed
Conduct a gap analysis in Brookings' economic development staffing and resources.X
Compare the Brookings model to other peer cities for lessons learned.X
Strategy 7.2: 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.
City of Brookings
Brookings Area Chamber of
Commerce; Research Park;
Visit Brookings; Brookings
Economic Development
Corporation; Downtown
Brookings
Update Organizational Plan Implemented
Goal/Strategy/Action Y1 Y2 Y3 Y4 Y5 Lead Organization Partners Metrics/Outcomes
Build an efficient organizational structure, staffing, resources, and partner plan that aligns with
Brookings' Economic Development Master Plan.X X
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