South Dakota Municipalities – April 2024

Build Upon a Strong Foundation

South Dakota’s leading public financier.

Colliers Securities offers a robust foundation in serving the needs of non-profits, units of state and local government and other tax-exempt entities.

For over 40 years we have served South Dakota’s local and state governments, school districts, counties and cities, underwriting over $6 billion in bonds for South Dakota public entities since 1990.

We look forward to serving your public finance needs!

Tom Grimmond

Sioux Falls, South Dakota

Phone 605.339.9800 | 800.339.1111

tom.grimmond@colliers.com

colliers.com find us under services

Toby Morris

Pierre, South Dakota Phone 605.224.5557 | 877.224.5557 tobin.morris@colliers.com

AMY LEON | CITY MANAGER, CITY OF YANKTON

SDML Connects

One of the three pillars of the South Dakota Municipal League is to connect members, partners, and ideas to foster growth and innovation. That has rung true time after time during my tenure as a public servant in our state.

For me, early involvement in SDML opened the door to individuals throughout the state. These folks assisted me in understanding the statutes guiding our specifi c form of government and helped me navigate my role as a city manager. At that time, I was working for the City of Canton. Not only was this my first role as a city manager, but I was also Canton's first city manager. I relied on members in my affiliate organization (the South Dakota City Management Association) to assist me with facing the challenges of a big change for the community.

The commission I worked for also leaned into the knowledge of SDML staff and the resources they provide. I think in those early years, I had the number for the SDML office on speed dial! Having maintained connections with former commissioners in Canton, I know they also received a lot of support from SDML members who provided advice to them as newly elected officials. Being also new to the state, SDML was my resource and one-stop shop for getting to know who to reach out to at the state level and in what departments.

our communities forward. When I accepted the position as city manager in Yankton, I saw how this connection was not unique for small communities with few resources, but also very valuable for the first-class municipalities as well.

I was honored to be nominated and accepted to the South Dakota Municipal League Board of Trustees as a district chair in 2013. As a board member, I served with a dynamic group of elected and appointed officials who routinely blew me away with their commitment to their community and to our state.

Maybe you remember people like Jeanne Duchscher (City of Parker) who brought an energy to leadership that I try to channel on a regular basis. Karl Alberts (City of Aberdeen) who knew where every penny of the League was and that it should be shown in a matter clear and easily understood by our members. Meri Jo Anderson (City of New Underwood) whose contagious laugh and tenacity can't help but make you come back to your community ready to move mountains.

Fast forward a year or two and I raised my hand as having an interest in becoming involved in SDML leadership. I started out as the District Three Vice Chair and over time became the Chair. Through this experience I was able to get much more familiar with the southeast corner of the state and began to be more acquainted with the legislative process and how the South Dakota Municipal League initiates policy changes that help move

While these folks are off the board now, I am indebted to them, and my fellow current board members, for making me a more capable, confident, and humble leader.

Whether you stick to your affiliate group and attend the District Meeting and Annual Conference or if you are interested in serving in another capacity, participation in the South Dakota Municipal League will reap benefits for your community and will be a rewarding experience for you professionally and personally.

I hope you'll work with me to tell our story and invite new council members and staff to become a part of our family.

BOARD OF DIRECTORS

PRESIDENT

Harry Weller

Mayor, Kadoka

1st VICE PRESIDENT

Carolynn Anderson Finance Officer, Wall

2nd VICE PRESIDENT

Leland Treichel

Mayor, Roscoe

TRUSTEES

David Barranco Councilmember, Sioux Falls

Paullyn Carey Finance Director, Huron

Michelle DeNeui Finance Officer, Spearfish

Lance Lehmann Councilmember, Rapid City

Dawn Murphy Finance Officer, Tea

PAST PRESIDENT

Amy Leon City Manager, Yankton

DISTRICT CHAIRS

Dist. 1 | Mike Grosek

Mayor, Webster

Dist. 2 | Jameson Berreth

City Administrator, Madison

Dist. 3 | Derick Wenck

Mayor, Harrisburg

Dist. 4 | Chandra Phillips

Finance Officer, Winner

Dist. 5 | Renae Phinney

Board President, Ree Heights

Dist. 6 | Rick Boschee

Mayor, Bowdle

Dist. 7 | Gary Weismantel

Mayor, Herreid

Dist. 8 | Brittany Smith

City Administrator, Philip

Dist. 9 | Laurie Woodward

Finance Officer, Custer

Dist. 10 | Adam Hosch

Deputy Finance Officer, Sturgis

District chairs are elected at the district meetings held in late March/early April. They will be listed in the May issue.

LEAGUE STAFF

Sara Rankin Interim Executive Director and Director of Member Engagement

Emilie Miller Director of Marketing and Communications

Lisa Nold Director of Risk Sharing Services

Lori Butler Director of Finance

Jackie Lopour Accounting Assistant

Rob Peterson Director of Municipal Electric Services

Krista Kerns Administrative Services Coordinator

SD Public Assurance Alliance

Lynn Bren Executive Director

Kristina Peterson Deputy Director

Becky Brunsing Member Services Representative

Jerry Krambeck Member Services Representative

Paytra Nichols Underwriter

PRESIDENT’S REPORT

HARRY WELLER | SDML PRESIDENT

By the time this issue hits your mailboxes, the SDML staff and I will be halfway through this year’s district meeting tour. I have attended my local district 8 meeting for decades and have always enjoyed connecting with the other municipalities within the district, but visiting with others from across the state has been eye opening and enjoyable.

As a mayor, it gives me comfort knowing that Kadoka is not unique and every municipality is handling similar situations; whether it is infrastructure projects or budgets, we are all the same. It never ceases to amaze me the number of talented, hardworking, and dedicated individuals that are champions for their cities. South Dakota is extremely lucky!

Thank you Mobridge, Wessington Springs, Gregory, Belle Fourche, Hill City, and Kadoka for your hospitality! In the coming weeks we look forward to visiting Harrisburg, Madison, Sisseton, and Groton.

If you have never attended a district meeting, I highly encourage you to do so in 2025. They provide invaluable insight into the dos and don’ts of municipal government and create a network of individuals who are always willing to lend a hand (or ear) when needed. It is also a great opportunity for the League staff and sitting president to visit with employees and elected officials about their thoughts, concerns, and ideas. I am already looking forward to the district 8 meeting next year, however, I am going to have to request that it isn’t held on the Yankees opener like it was this year.

Switching real quickly to the legislative session; I want to thank our 2024 lobbying team for the hard work and dedication they gave to the League and its issues this legislative session.

THANK YOU, Larry Nelson, Sam Nelson, Erick Erickson, and Yvonne Taylor for another successful session! We recognize the countless hours spent at the Capitol and in meetings and we are grateful for your commitment. ■

HOW DIGITAL GOVERNMENT ENHANCES EFFICIENCY

NELET KOK | TOWN WEB

Digital governance is the process of incorporating technology and digital tools in a municipality. It’s fast becoming an essential aspect of modern-day local government management and plays a critical role in optimizing the time of municipal staff.

As technology advances and becomes increasingly integrated into local government operations, the need for effective digital governance practices has become more pressing.

Think of it as mayo to your chicken sandwich - without the mayo, the sandwich will still be pretty good but will go down slower. With mayo, however, the process is a lot easier.

THE BIGGER PICTURE

Let’s work our way towards the fine details of the daily running of a local municipality. The four legs or pillars of public administration describe four elements that are needed for a productive local municipality.

• Efficiency: How quickly and thoroughly we accomplish tasks while optimizing our resources: time, money, and human capital.

• Economy: How do we complete the work we need to do? Do we have enough resources (finances, time, humans, technology) to serve our community?

• Effectiveness: How good are we at what we’re doing? Are there areas or systems that can be improved? Do we need more training?

• Social Equity: Are we treating everyone in an equal, fair, and consistent manner, while considering their circumstances? Furthermore, are we including factors like socio-economic status, urban vs. suburban vs. rural, transportation accessibility, education, and being inclusive?

This, as you’ll know, is a tall order! But, also a worthwhile one: one that runs communities.

THE IMPORTANCE OF DIGITAL GOVERNANCE IN MUNICIPAL MANAGEMENT

Whether or not any of us want it, we have technology in our lives: an answering machine or an email address and credit card payments. Those are all examples of digital technology that we seamlessly incorporate into our daily lives.

And, Covid-19 pushed us all towards more integration of technology. The upside? It’s really not bad: it’s simply a new, more efficient way of doing.

Digital tools help optimize the time of municipal staff by reducing the time and resources required to complete tasks. By establishing clear needs for technology, staff members are able to work more efficiently, effectively, and economically with the support of technology, with less need for manual intervention and less risk of errors.

Additionally, digital governance helps ensure that local governments fulfill their tasks in a manner that is consistent with the goals of the

municipality, which can help to increase staff productivity and improve the quality of services provided to residents.

EVERYDAY FRUSTRATIONS

There are several ways that municipalities can use technology to enhance their ability to provide efficient and effective service to communities and their residents. Let’s chat through it:

1. Payments in local municipalities are synonymous with bank runs, call back to ensure the right information is filled out and dealing with application numbers, matching checks to the correct applications and boaters “sock-money.”

Although an integral part of the job, it can become tedious.

2. Sharing meeting minutes and packages - we all know this one can become quite a task! Automate it by making it available on your municipal website with social media integration. This means that tasks that involved copying, binding, sharing, and dropping off can now be done in two steps.

3. Licenses, forms, permits - the bread and butter of most municipalities. A manual task that needs an eye for detail to check the information is correctly filled out, the check or cash payment matches the required fee and pushes it through a paper-based system while keeping the applicant up to date.

4. Reservations for parks and recreation facilities are traditionally done using a binder system. It means a couple of calls between resident and staff member to check if a facility is available, fill out the paperwork and drop it off with the cash or a check, double check rules and regulations, pick up and drop off keys and finally, receive the deposit.

5. Data! With technology comes data, they go hand in hand like peanut butter and jelly: data means information, which in turn means the opportunity

to better understand, connect and deliver services to your residents and the community. But, who maintains an updated, easily searchable database of the residents of the community?

HOW DO I START?

This journey, fortunately for all of us, can be tailored around your local community and its needs. Start by reading widely: blogs, white papers, and recommendations. Also, be sure to go through your local “clerk list.” Then, compile a list of the daily tasks that take the most of your time. Below are a couple of suggestions:

1. Automating manual tasks can help optimize the time of municipal staff by reducing the need for manual intervention. For example, automating billing and payment processes can save staff members significant time and reduce the risk of errors.

2. Streamline services to residents, so that work can continue even after hours.

3. Broaden access for services residents have access to. For example: pay with a credit card whether online or in-person.

4. Integrate systems with each other to make the data transferable from one to the other.

5. Set up a system that automatically collects data about residents like their address, telephone number and whether they have pets or have recently filed a building permit. A searchable database can be fi ltered to provide different groups of residents, each with specific parameters and that can be used to send out automated reminders for things like utility bills, taxes, or renewals of an annual boat launch permit.

CONCLUSION

Local governments are part of each of the communities it is situated in. It is the glue that holds residents, businesses, and services together. The wheels of government are sometimes seen to turn slowly - rightfully so, because serving over 35,000 municipalities nationwide is no easy feat!

Digital engagement for local government is essential in today’s fast-paced world. Local governments are responsible for managing the day-to-day operations of communities, and it’s crucial to keep up with the ever-changing technological landscape. In this way, digital engagement is not just a trend or buzzword but a necessary tool to support municipal staff in their daily work.

Through digital engagement, local governments can provide services to residents and businesses quickly and efficiently. This can include anything from online payment options to digital permits and licensing. It also means that municipalities can communicate with their citizens in real time, keeping them up to date on important issues such as road closures, emergency alerts, or community events.

In addition, digital engagement can also help local governments save time and resources. By automating certain processes, such as applications and permit approvals, municipalities can reduce their workload and focus on providing better services to their citizens. However, it’s important to remember that digital engagement is not a replacement for human interaction.

Local governments are the glue that holds communities together, and it’s essential to maintain personal connections and build relationships with citizens. Digital engagement is simply a tool that can support municipal staff to ensure they keep serving their communities in an effective and efficient way.

In conclusion, the move toward incorporating digital engagement is critical for local government, as it’s more than just a trend. It’s a necessary tool to support municipal staff, provide efficient services to residents and businesses, and save time and resources. By taking small steps towards digital engagement, local governments can improve their operations and continue to be the glue that holds their communities together. ■

CITIES LEARN TO EMBRACE EMERGING TECHNOLOGIES

NATIONAL LEAGUE OF CITIES STAFF

Technological advancements continue to evolve rapidly, and many of these emerging technologies can be useful to governments addressing a myriad of needs. While local governments may have an interest in incorporating these technologies into their policies and practices, figuring out where to start can be difficult. However, there are opportunities to learn from peer cities and find guidance at the local, state, and national level. When learning from one another, governments can find new ways to use these technologies to benefit their residents, whether through improvements to government service delivery, local economic opportunities and more.

As emerging technologies become more prevalent, there will be opportunities for municipalities to work together and with state and national leaders to determine best practices and applications of these tools. To understand the landscape for current regulation of various emerging technologies, NLC researchers developed the Local Authority and Emerging Technology: A State-byState Analysis report (found at www. nlc.org/resources-training/resourcelibrary). This report examines how states are allowing or not allowing local governments to use technology like Artificial Intelligence (AI), personal ground delivery drones and facial recognition cameras.

Policy development has been especially strong around AI, as states develop task forces to investigate its use at the state level. Throughout the 2023 legislative session, at least 25 states and the District of Columbia have introduced an AI bill and 18 states adopted resolutions or enacted

legislation, according to the National Conference of State Legislatures. For example, the state of Louisiana enacted legislation asking their Joint Committee on Technology and Cybersecurity to study the impact of AI in government operations, procurement, and policy.

LOCAL HIGHLIGHT: LEBANON, NEW HAMPSHIRE’S AI PLAN

Lebanon, NH, a city of around 15,000, has proactively worked to address AI use within city government by releasing a Use of Artificial Intelligence Policy in December 2023. The city felt that it was important to release a policy, even if it was imperfect and subject to change, to serve as a starting place to explore AI use in government. For the City of Lebanon, developing a policy was an important first step to normalize the use of AI and open the door for residents to share concerns. In consultation with resources from the White House, and other cities’ AI guidelines, Lebanon’s Chief Innovation Officer, City Manager, and Cyber Services Director worked together to develop a policy on AI use for the city.

• Transparency and accountability requirements, like information disclosure and routine auditing

Just get started. If you wait to develop the perfect policy, then it’s never going to happen.

Melanie McDonough, Chief Innovation Officer,

Lebanon, NH

Additionally, the city mandates human oversight of AI processes and maintains a separate AI Registry listing the technologies being used or considered for use by the city. Current entries include a chatbot for assistance on the city website and an AI tool to expedite site plan reviews and permitting processes. In the future, the city looks forward to fleshing out more concrete procedures for enforcing the policy and ensuring it aligns with on-theground realities in city government. The next step in integrating AI into city government is employee-based training. The city has already begun to develop this training, which will show city staff how AI can support their work. They plan to begin the trainings as early as this spring.

GETTING STARTED WITH EMERGING TECHNOLOGIES

Lebanon’s policy introduces new requirements and guidelines for the use of AI by city employees. Specifically, the policy includes:

• Privacy and security guidelines for data protection and risk aversion

• Provisions to avoid bias and algorithmic discrimination

States and municipalities have the opportunity to work together to develop effective emerging technology regulations that protect residents and benefit communities. For localities seeking to develop an AI plan, communities like Lebanon can provide inspiration for a plan structure and rollout. Some considerations for plan improvements include:

• Developing practical guidelines

for technology use within local government departments

• Engaging residents and requesting feedback on the plan

• Referencing state and federal guidance, such as the Oct. 30, 2023, White House’s new standards for AI safety and security (found at www. whitehouse.gov/briefing-room)

To learn more about the current landscape of preemption around other emerging technology, read NLC’s report Local Authority and Emerging Technology: A State-by-State Analysis (found at www.nlc.org/resources-training/resource-library).

The report provides additional case studies on how localities have integrated these technologies into their operations with considerations for state legislation. Additional information is provided on understanding privacy and cybersecurity considerations for localities as they govern emerging technologies. ■

*National League of Cities staff authors include Julia Bauer, Program Manager at the Center of Research and Data Analysis; Kyle Funk, Senior Program Specialist on Infrastructure, Transportation and Solutions; Julia Glickman, Senior Program Specialist for Urban Innovation; and Patrick Rochford, research specialist in the Center for Research and Data Analytics.

APRIL

APRIL 5-7

USD WACIPI, Vermillion

APRIL 5-7

PBR: UNLEASH THE BEAST - FIRST PREMIER BANK, Sioux Falls

APRIL 12-13

JACKRABBIT STAMPEDE RODEO, Brookings

APRIL 12-13

FORKS, CORKS AND KEGS FOOD, WINE, AND BEER FESTIVAL, Deadwood

WINEFEST RENAISSANCE, Aberdeen

APRIL 19-20

JUNKIN' MARKET DAYS, Sioux Falls

PARTY FOR THE PLANET, Sioux Falls

RIVERRAT RUN, Yankton

Seeing success from a PERSPECTIVE

“Financial plans are more than just about money. They’re really about education and providing you with the knowledge you need to make the best decisions for your community.”

Miranda Kleven, PE, AE2S Special Projects Engineer

THE DIGITIZATION OF PUBLIC WORKS

CONOR RIFFLE | SENIOR VICE PRESIDENT OF SMART CITIES AT RUBICON

Reprinted from National League of Cities, www.nlc.org.

In recent years, cities have faced a myriad of challenges. From the Global Financial Crisis to the COVID19 pandemic, municipal services have struggled under budget cuts, labor shortages, supply chain disruptions, and inflation. This has hampered investment in essential city services, a situation poignantly summarized by the 2019 Bloomberg headline: “America’s cities are running on software from the ‘80s.”

We are living through an unprecedented opportunity for reinvestment in our cities, particularly in core municipal services. The pandemic underscored the vital nature of these services.

At the forefront of this evolution is the digitization of public works. Many cities across the United States are funneling investments into digitizing operations like waste and recycling management, snow plowing, and street sweeping. This strategic shift oftentimes bolsters financial performance while enhancing the efficiency of these core services.

By integrating technology, these municipalities are not only saving costs but also improving service delivery.

As we speed through 2024, it’s clear that digitization will be an even more critical factor in urban development and governance. The role of technology in public sector transformation is significant, especially given the increasing demands placed on cities and local authorities.

Key areas where technology is already making a significant impact for cities and counties include:

• Revolutionizing waste management: Digital solutions are transforming route planning for waste collection, resulting in cost savings.

• Enhancing operational transparency: The use of data analytics and real-time monitoring is increasing transparency and accountability in public works.

• Promoting sustainability: Digitization strategies are crucial in reducing landfill waste, cutting

carbon emissions, and fostering more sustainable practices.

• Ensuring service continuity: Digital solutions enable cities to dynamically respond to challenges, ensuring the uninterrupted provision of essential services.

• Tailoring community services: The digitization of services allows for customization to meet the unique needs of all communities, thereby improving residents’ quality of life.

By harnessing the potential of technology, cities are driving efficiency, sustainability, and resilience in their core functions.

Cities across the country are embracing the digital era. The potential to enhance service delivery, improve financial performance, and meet the evolving needs of urban populations is immense. The next few years will be crucial in determining how well cities can leverage this digital transformation even further to build more responsive, efficient, and sustainable environments.

■

SD COMMUNITIES AWARDED

HISTORIC PRESERVATION GRANTS

PIERRE, S.D. – The South Dakota State Historical Society announced last month that $124,000 was awarded among eight projects in 2023 through the Deadwood Fund grant program.

The program, which encourages restoration or rehabilitation of historic properties by individuals, organizations, or public agencies, announced awards to the following entities:

• Bon Homme County Courthouse, Tyndall, SD$16,000 for masonry repairs and limestone cleaning

• Vale School, Vale, SD - $20,000 for repainting and replacing windows on the school building

• Nichols Sanatorium, Hot

Springs, SD - $14,000 for roof rehabilitation

• St. Augustine Church, Dallas, SD - $10,00 for exterior masonry repairs

• Fort Sisseton Historic State Park, Lake City, SD - $16,000 for window replacement in three buildings

• Harrison Delong House, Sioux Falls, SD - $10,000 for the restoration of front porch

• St. Charles Borromeo Church, St. Francis, SD - $18,000 for steeple repairs

• Volin School, Volin, SD$20,000 for window restoration

Applications for the grant are due Feb. 1 and Oct. 1 annually. Grants

are awarded in amounts ranging from $1,000 to $25,000. The grant amount must be matched at least on a dollarfor-dollar basis from nonfederal and nonstate sources. Nonprofit organizations are allowed to use in-kind services for one-half of their match.

Funding for the program is from Deadwood gaming revenue earmarked by state law for historic preservation projects throughout the state and distributed by the State Historical Society. It is administered through the SD Historical Society’s Historic Preservation Office.

Learn more online at https:// history.sd.gov/preservation/ fundingopportunities.aspx. ■

SDPAA NEWS

LYNN BREN | SDPAA EXECUTIVE DIRECTOR

Are you totally prepared for the total eclipse?

In South Dakota, we won’t have the same experience with the total solar eclipse, set to occur on April 8, as our friends down in Texas will, but we will experience the effects of the moon moving to completely block out the sun for a brief time on that day. It is curious that solar eclipses happen fairly regularly, but TOTAL solar eclipses may only occur about once every 100 years for some places on Earth. In places where total solar eclipses are rare, you can be assured that there will be a gathering of people there to experience the event firsthand.

Earlier this year we talked about spring preparedness. If you’ve read that article and feel like you’ve checked all those boxes, then your community is most likely ahead of the game when it comes to being totally prepared for the influx of people that you will likely experience this coming summer travel season.

South Dakota’s economy is based largely on tourism, especially in the spring, summer, and fall months. Coupled with tourism, nearly every community in South Dakota has at least one major event that brings their community together to celebrate. Whether we’re celebrating pickles, corned beef hash, hot dogs, or potatoes, there’s something for everyone, somewhere, in South Dakota. But this begs the question, is your community prepared for the event, or events, that will be sponsored in your community?

Some of the matters of concern are typical. Nearly daily we are sent a contract, or facilities use agreement to review. As we come into celebration season, this is a suitable time to review those agreements, both facility use and vendor agreements. Do you have the hold harmless language in them? Do they contain the insurance requirements that your community is comfortable with? Have you had any recent changes

in your local ordinances regarding liquor use or sale on public property that needs to be addressed, or changes in how payments are made or where keys are to be returned? All of this “paperwork” review done ahead of time will save you time when it comes time to gather these documents ahead of your event.

Along with the updates to your documents, does your team know where documents are and why it’s important to use them? Training and familiarizing your team with the what, where, and why of the documents will foster the buy-in and execution of the documents, once again potentially saving time and effort later if there is a loss.

During your spring preparedness review, you’ve certainly already checked over all the facilities to make sure that Mother Nature didn’t spring a surprise on you with a leaky roof, a damaged campsite pedestal, or a damaged boat ramp that didn’t get pulled ahead of the freeze. While we are almost confident that winter is over, we all understand that there’s always the chance that we could get that one last snow. So, rallying the troops to take one more thorough review of the public spaces, checking and double checking to make sure we are presenting a safe place for our future

guests, is always a great idea.

As early as Mid-April, we have seen major storms come through South Dakota. What safety retreats does your community have in place for those visitors, guests, and residents? Are your storm shelters sufficient to accommodate those anticipated to come to any one of your events? Do you have a plan in place to communicate where these shelters are, and how you will give advance notice of a potential weather event? Are you responsible for ensuring that the emergency sirens in your community are up and working? If not, have you reached out to ensure that those who are responsible have checked and double checked that the alarms can be heard throughout the service area intended? It doesn’t happen often, but have you reviewed your community’s evacuation plan? Does your plan effectively consider not only the potential increase in people due to an event, but also the increase of your residents? Communities in South Dakota are growing, let’s make sure that our emergency response plans have grown with them!

Now that we’ve got our documents set, our property double checked and our people mover plan confirmed, let’s take a closer look at the events that

Tourism season is nearly here. Don't let excitement eclipse the mundane - but importantplanning and preparation steps. Brookings Summer Arts Festival, photo by SD Tourism.

your community will be hosting. When considering what specific events your entity will sponsor, it’s important to understand what activities may or may not be covered by your liability coverage. Activities such as rodeos, amusement park rides, bounce houses, and other higher risk activities may come with the need for a special endorsement to ensure that you’re properly protected. Enlisting a vendor to provide these opportunities helps to transfer the risk away from your entity. A quick call to your agent or member service representative will help you to double check that coverage is appropriate for your upcoming celebration.

Special events such as parades and run/ walk events come with some extra special exposures. Many communities have created no candy policies as it relates to parades. Some may think that this is a no fun, no fair situation, but to keep people safe, we agree and recommend that there is no candy throwing, especially from moving vehicles during a parade. Consider having a candy toss ahead of or after the parade event in a park or other

area where children can safely race for the tootsie rolls and suckers, having only to worry about other children and not cars, trucks, tractors, or ponies becoming obstacles for their candy harvesting activities. Some communities have a slightly less restrictive parade candy policy, wherein candy may be handed out by pedestrians walking in the parade, but no candy tossed from moving vehicles. This may be a great solution to children running into the street to get candy, and candy being tossed at the crowd potentially striking someone causing an injury.

Any event that would take over a public street or highway for an amount of time should be properly marked and notices given. Signage to redirect traffic, and to alert participants to where they need to be is key to keeping people safe during your event. Consider how your parade and race routes will be published, along with any detours that you may want to invoke during your event. Ensuring signage to guide your participants is appropriate is key, but also be sure to use signage for detours that meets standards

for road closure and temporary detours.

Just like you clean house for company to come over, more than just the usual tidying up, your team should also prepare for the many visitors and guests that will be arriving in your community. This article highlights only a few of the areas where being prepared is going to help make your community events a fun and safe opportunity for an enjoyable experience to be had by all. While you can’t protect everyone from everything, being prepared for the big things will also help you navigate many small risks that you hadn’t previously recognized.

The loss control and risk management resources offered by the SDPAA to its Members are invaluable and included in your Membership. Please take advantage of them! If you have questions about what resources may be available, specific questions about an event or document, or just want to chat about the many resources and services available, please do not hesitate to give us a call! We’d love to hear from you! www.sdpaaonline. org 800-658-3633 Option 2. ■

SD DEPT. OF REVENUE OUTLINES LIMITS ON PROPERTY TAXES FOR LOCAL GOVERNMENTS

SD DEPT. OF REVENUE

State law limits the amount of property taxes that local governments (counties, cities, townships, fire districts, etc.) can collect from their property owners. Local governments are limited to the amount of property taxes they collected last year, plus an increase for inflation based upon the consumer price index (but not more than 3%), and for new construction within the taxing jurisdiction.

Last Year’s Taxes × (CPI + Growth %) = Increase of Tax Call

The State Economist from the South Dakota Bureau of Finance and Management calculates the consumer price index (CPI) annually using federal statistics from the US Department of Labor. It is reported to the Department of Revenue, who forwards it to the counties by February of each year. CPI is available to all taxing entities and is the same for all taxing entities.

Pay 2025 CPI = 3.0%

State statutes allow for counties, fire districts, and cities to store any unused CPI factors from the previous three years. The Department of Revenue keeps track of the CPI usage and provides that information upon request.

Market increases in the value of the property within the taxing district automatically decrease the property tax rates to ensure that the caps are not exceeded. An example to illustrate how the property tax limitation works:

• Last year, the total property valuation within a city was $100 million and the city property tax budget was

$300,000. To collect that amount, a levy of $3.00/$1,000 of value was calculated by the county auditor.

• This year, the CPI was set at 3%. The city saw a valuation increase of 1% due to new construction in a new subdivision. Also, the county assessor increased values based upon market indications. The new value of the city is $110 million.

• Under the property tax limitation, the city can increase the $300,000 it received from property taxes last year by 4% (3% for CPI + 1% for growth) for a total of $312,000.

• To prevent the city from going over the cap, the tax rate calculated based on the $110 million of value within the district automatically lowers to $2.84/$1,000 of value.

Prior to the property tax limitations being implemented, property taxes had increased at a rate of about 6% annually. The property tax caps used today have significantly slowed this increase. If the historical rate of property tax growth had continued unchecked, property owners would be paying over $2.8 billion in property taxes. Instead, property owners are paying just over $1.6 billion in property taxes. ■

Last month, the South Dakota Municipal League announced that Sara Rankin will serve as Interim Executive Director of the League until a new director is hired.

The League is committed to its mission of improving municipal government across our state and have confidence that our members and the public will continue to be well served by the SDML staff.

Rankin will also continue her current duties as Director of Member Engagement.

The board is currently taking applications for the executive director position. First review is April 15.

STREET MAINTENANCE ASSOCIATION OFFERS SCHOLARSHIPS TO ATTEND NATIONAL CONFERENCE

The South Dakota Municipal Street Maintenance Association (SDMSMA) is now taking scholarship applications from members who wish to attend the annual American Public Works Association's Public Works Expo (PWX).

“PWX provides a first-class multi-modal learning experience for professionals across the entire spectrum of public works,” said SDMSMA President Rick Bush of Sturgis. “The Municipal Street Maintenance Association is proud to be able to assist towns who might not have the resources to attend so they can bring their new knowledge back and apply it in our South Dakota communities.”

This year’s PWX conference will be held Sept. 8-11 in Atlanta, Georgia. Expo organizers say participants should come prepared to see, hear, touch, and discuss in a variety of traditional and interactive sessions, seminars, workshops, and networking opportunities.

Attendees can also spend time on North America's largest exhibit floor for public works equipment and services where they can kick tires, talk about technology, or get the scoop on new products. PWX draws more than 5,000 public works professionals from North America and beyond each year.

SDMSMA will award up to three scholarships. The association will

reimburse expenses related to conference registration, lodging, transportation, and meals not included in a conference package. The scholarship winner must keep all receipts and submit them for reimbursement.

Applicants must be a current member of the South Dakota Municipal Street Maintenance Association and willing to share their experience with SDMSMA membership at the annual spring meeting.

Apply online at www.sdmunicipalleague. org/streetmaintenance. Applications are due June 1. Learn more about the PWX at https://www.apwa.org/events. ■

DEFINING A CONFLICT OF INTEREST

AND HOW A PUBLIC BOARD MEMBER CAN RESPOND

JACK HIEB | RICHARDSON, WYLY, WISE, SAUCK, & HIEB, LLP

WHAT IS A CONFLICT OF INTEREST?

A conflict of interest is defined as a real or seeming incompatibility between one’s private interests and one’s public duty. While the specter of “conflict of interest” has always hung around public board proceedings, the issue came to the forefront in 2005 when the South Dakota Supreme Court issued its decision in Hanig v. City of Winner. Hanig involved a decision by the City of Winner which declined to renew a liquor license on a unanimous vote.

On appeal, the court decided that one council member had an “indirect pecuniary interest” in the decision because she was a part-time waitress at a different Winner restaurant and her boss sent her a letter voicing opposition to the license request in advance of the hearing. Because having another bar in town might affect her tip-based income, the court determined she had an “indirect pecuniary interest” that should have disqualified her from participating in the decision to deny the permit. The court then went on to invalidate the vote and require a new hearing on the application.

Apparently feeling the need to provide a framework for these types of situations, the legislature acted quickly in response to that decision and adopted legislation. Shortly after the Hanig decision was handed down, the legislature passed SDCL 6-1-17 which states:

No county, municipal, or school official may participate in discussing or vote on any issue in which the official has a

conflict of interest. Each official shall decide if any potential conflict of interest requires such official to be disqualified from participating in discussion or voting. However, no such official may participate in discussing or vote on an issue if the following circumstances apply:

(1) The official has a direct pecuniary interest in the matter before the governing body; or

(2) At least two-thirds of the governing body votes that an official has an identifiable conflict of interest that should prohibit such official from voting on a specific matter. If an official with a direct pecuniary interest participates in discussion or votes on a matter before the governing body, the legal sole remedy is to invalidate that official’s vote.

TWO MANDATORY GROUNDS FOR DISQUALIFICATION

Since the passage of this statute, the Supreme Court has interpreted the statute to provide for two “mandatory grounds for disqualification.” See Holborn v. Deuel Cty. Bd. Of Adjustment, 2021 SD 6, π 31. They are:

1. Situations where an official has a direct pecuniary interest;

2. Situations where at least two-thirds of the governing body votes that an official has an identifiable conflict of interest that prohibits them from voting on a matter.

If either applies, the official has no choice. They are disqualified from participating in discussion or voting on the matter. However, if neither exists, the issue isn’t settled but the decision of whether an official can be fair and unbiased is left to the “conscience and anticipated good judgment of each official in carrying out his or her duties.” This interpretation of the statute was recently reaffirmed by the court in Love’s Travel Stops & Country Stores, Inc. v. City of Wall, 2023 SD 68.

istock.com/gorodenkoff

A FRAMEWORK FOR HOW A PUBLIC BOARD MEMBER SHOULD ANALYZE POTENTIAL CONFLICTS

Based on the statute’s language and these two decisions, a framework has developed for identifying and responding to potential conflicts of interest:

STEP 1. Each member of the body should personally determine whether their property will be benefitted or if they will receive a direct financial gain from the decision on the matter. These are the two definitions of “direct pecuniary interest” recognized by the court. Disqualification is mandatory if the answer to either of these questions is “yes.”

STEP 2. Each member should consider whether they have any indirect pecuniary interest or other conflict of interest and recuse themselves if the indirect pecuniary interest or conflict will keep them from being an impartial decision maker. They should then indicate they are recusing themselves from discussion or voting.

STEP 3. Each member should disclose any indirect pecuniary interest or other conflict of interest they have identified if they do not recuse. This is the last step in the process. It occurs when a member has identified a potential conflict but, upon reflection, believes they can be a fair and impartial decision-maker despite the existence of the potential conflict. The remainder of the board can decide whether the indirect pecuniary interest or conflict should prohibit that member from participating in discussion of or voting on the matter. If two thirds of the remaining board members vote in favor of disqualification, then disqualification is mandatory.

At the end of the day, each member conducting their own review of potential conflicts of interest is key to preventing them. If a member believes there is something that might be viewed as a “conflict,” they should consider using the framework above. If the issue is raised before any discussion or action is taken, it gives the member, the parties involved, and the remainder of the body, the opportunity to ensure the proceeding is fair and lessens the likelihood or appeals of costly litigation challenging the decision of the board. ■

HR & FO SCHOOLS ANNOUNCE KEYNOTE

Motivational speaker Michael Oster has been announced as the keynote speaker for the South Dakota Human Resource and Finance Officer Schools in June.

Oster has been a speaker, trainer, leader, mentor, and consultant providing quality “edutainment” (education in an entertaining way) for over 25 years.

His background includes working for a Fortune 500 corporation, owning and operating his own business, a large amount of public service serving as an elected official, community leader, and volunteer, and over 30 years of military service.

Oster’s military service in the South Dakota Army National Guard includes commanding at multiple levels, a variety of staff positions and combat deployments to both Iraq and

Afghanistan. He continues to serve to this day and currently holds the rank of colonel.

Oster said he believes that he is called to service in the area of providing people with a message of success, personal and professional growth, and an attitude of excellence that will allow others to become better at who they are so they can become better in all they do and live in a place where excellence becomes their average.

Oster will present several sessions during the week of trainings, including:

• Attitude and Personal Growth - The power of the positive; you can be who and what you want to be if you will simply believe and live like you are already there.

• Leadership - You don’t have to be in charge to be a leader. Find the “leader” in every person in

your organization, define their role, and sit back and watch the organizational efficiency grow.

• Communications and Relationship Building - Providing and understanding of how we communicate, and more importantly, how to understand how others want to be communicated with, to maximize our communications effectiveness.

Human Resource School will take place June 11 through the morning of June12. Finance Officer School follows on the afternoon of June 12 to June 14. Both trainings will take place at the Holiday Inn Convention Center in Spearfish. The consecutive events allow municipal employees who serve in both roles to easily attend both.

Learn more and register for the trainings at www.sdmunicipalleague.org. ■

RISK-SHARING NEWS

BRAD WILSON | SDML WORKERS' COMPENSATION FUND

UPDATE - Bulletin to Member Volunteer Firet Departments and Entities with Fire Departments Regarding "Out of State" Wildland Fires

It’s that time of year when wildland fires are common throughout the western United States. This is an update of a bulletin that we issue each year to educate fire departments on changes relating to workers’ compensation coverage for South Dakota fire departments that are dispatched due to a Federal or Interstate Compact request for assistance with “Out of State” wildland fires. Because we have several new fire departments that have joined the SDML Workers’ Compensation Fund since this bulletin was first issued, we want to take this opportunity to help your fire department understand how workers’ compensation coverage is handled for these “Out of State” wildland fire suppression requests.

Workers’ Compensation coverage is not provided to South Dakota firefighters by the State of South Dakota, Federal Agencies, or member agencies of the Great Plains Interstate Forest Fire Compact when they are dispatched to an “Out of State” wildland fire. In addition, the fire suppression agreement requires a Certificate of Work Comp Coverage that includes coverage outside of the State of South Dakota.

The SDML Workers’ Compensation Fund will provide workers’ compensation coverage to your firefighters that are certified to work these “Out of State” wildland fires should you and your fire department choose to be available for dispatch to an Interstate Compact or Federal request. We will also provide the required Work Comp Certificate of Coverage.

If you decide to respond to an Interstate Compact or Federal request, you must notify the SDML Workers’ Compensation Fund Administrator when the fire department is dispatched.

Please include how many firefighters are dispatched, the number of days expected to be dispatched, and the location of the out-of-state fire. The amount paid to the firefighters by the fire department for their labor is compensation (payroll) as a paid wildland firefighter. The amount of compensation will be included on your payroll audit at the end of the year as Class Code 7705: Wildland Fires – Out of State. The 2024 rate for “Out of State” wildland firefighters is $16.46 per $100 of payroll (compensation). In January, we will contact the fire departments that have been dispatched to collect the payroll amount. The additional contribution for the “Out of State” wildland fire work comp coverage will be calculated and charged at the completion of the 2024 payroll audit. For example, if you pay your firefighters $10,000 for responding to “Out of State” wildland fires during 2024, the additional cost for workers’ compensation coverage will be $1,646 and an invoice for this additional contribution will be mailed during the first quarter of 2024. Remember, this only applies to “Out of State” wildland fire requests.

“In State” wildland fires remain the same as always. The State of South Dakota provides the workers’ compensation coverage for South Dakota firefighters who are dispatched to an “In State” wildland fire pursuant to SDCL 62-1-5.2.

We suggest that if you and your fire department will be participating with the Federal or Interstate Compact request, that it be authorized within your Council/Commission/District meeting minutes. If you have any questions, please don’t hesitate to contact our office. ■

FUNDING AVAILABLE TO ENHANCE PUBLIC OUTDOOR RECREATION OPPORTUNITIES

PIERRE, S.D. - South Dakota Game, Fish and Parks (GFP) has announced that the Land and Water Conservation Fund (LWCF) 2024 grant application is now open.

Public outdoor recreation projects sponsored by city, county, township, and tribal governments are eligible to receive the grant money.

The Land and Water Conservation Fund provides up to 50 percent reimbursement for approved outdoor recreation projects that seek at least $10,000 in grant assistance. Grants will be awarded for development or renovation of public outdoor recreation facilities. Emphasis will

be given to project applications that address the priority needs identified in the 2023 South Dakota Statewide Comprehensive Outdoor Recreation Plan (SCORP). Priorities identified by the public include, but are not limited to, unpaved trails, swim beaches, fishing areas, canoe and kayak water trails, nature areas/open spaces, playgrounds, dog parks, and picnic areas.

The application deadline is April 26, 2024.

LWCF funds are federal dollars that are apportioned to states by Congress to fund public outdoor recreation projects. Application packets are available on the Game, Fish, and Parks website. For more information contact Grants Coordinator Randy Kittle at 605.773.5490 or by email at randy.kittle@state.sd.us. ■

HEALTH POOL OF SD LAUNCHES NEW WEBSITE

The Health Pool of South Dakota is excited to announce the launch of its newly designed website, https:// healthpoolsd.org. The website features a modern design, intuitive navigation, and informative content to help visitors understand the role and benefits of belonging to the risk sharing pool.

Key features of the new website include:

• Enhanced user interface for seamless browsing

• Current member resources including important news and notices

• New employee section to help get the most of out their health coverage

• Wellness tips and advice

• Easy to find contact information for questions or new quotes

“We are thrilled to unveil our new website and provide an enhanced online experience for our members,” said Lisa Nold, Director of Risk Sharing services. “This new online platform aligns with our commitment to providing top quality and affordable health coverage for local governments in South Dakota.”

The Health Pool of South Dakota is a self-insured risk sharing pool that offers a variety of health coverage plans to employees of large and small public entities. Its mission is to assist local governments in their efforts to provide top quality care to employees while controlling health care costs and keeping rates stable for the employer. The Pool currently serves over 80 public entities and provides health coverage to over 1,200 lives.

The Health Pool of South Dakota is created, sponsored, and endorsed by the South Dakota Municipal League. ■

HOMETOWN POWER

ROB

PETERSON | SDML DIRECTOR OF MUNICIPAL ELECTRIC SERVICES

A Successful Legislative Session

After 40 long days, the 2024 South Dakota Legislative Session has officially come to an end. The SD Municipal Electric Association went into the session with a good gameplan, executed it well, and had a very successful session overall.

Our goals and objectives were:

Much of the credit belongs to our fantastic lobbyists, Larry and Sam Nelson, as well as my colleagues at Missouri River Energy Services and Heartland Energy. Thank you for allowing me to lean on your expertise.

1. Establish a constant presence at the Capitol by building new and strengthening existing working relationships.

2. Avoid negative outcomes from any changes in eminent domain law.

3. Support cybersecurity funding for local governments. I’m happy to report that we achieved all three of our main objectives this year. First, by establishing a constant presence at the Capitol. Based on feedback from legislators and colleagues, we took a significant step forward in this regard. However, there is no true way to measure this, and it is not a one-year process. That’s why this will continue to be an objective moving forward.

Eminent domain was the theme of the session this year, and understandably so. While municipal utilities rarely need to exercise eminent domain, it is a necessary “tool in the toolbelt.”

We knew that changes were going to be made, and our objective was to ensure that any changes would not affect our members’ ability to operate. To this end, we were successful. The legislature eventually passed three bills regarding eminent domain. Those bills represent a compromise that protects the rights of landowners, while also providing the certainty that is needed for economic development projects. We are grateful to the legislature for their hard work and inclusive approach.

Finally, the legislature approved $7 million in funding for cybersecurity infrastructure for local governments. This funding is vital for our communities to upgrade their cybersecurity infrastructure and protect consumer data.

As we move forward, I am excited to continue the work that I began before legislative session. I will be resuming community visits following our annual Electric Conference and Technology Expo. I look forward to seeing you then! ■

BRIDGE IMPROVEMENT GRANTS AWARDED

PIERRE, S.D. – The South Dakota Transportation Commission awarded 24 preservation, rehabilitation, and replacement Bridge Improvement Grants (BIG) totaling approximately $20 million at their February commission meeting in Pierre.

The goal of the grant process is to enhance the overall condition of critical assets that South Dakotans are dependent upon every day. These structures provide the link that drives the interconnectedness of the state’s overall transportation system, while enhancing statewide economic development overall.

“Today the South Dakota Transportation Commission reinforced their commitment to improving the efficiency, safety, and access of the transportation system throughout our state,” said Joel Jundt, Secretary of Transportation. “The BIG program continues to be vital for the necessary preservation, rehabilitation, and replacement of local government structures, and the SDDOT commends the Transportation Commission for their

continued commitment to provide state funding for this vital local government program.”

BIG recipients include:

• City recipients: Dell Rapids (1)

• County recipients: Buffalo (1), Clay (1), Davison (1), Deuel (2), Grant (1), Lincoln (3), Marshall (1), Minnehaha (3), Pennington (3), Perkins (1), Union (4), and Walworth (2).

Sixty-six applications, totaling $82 million in total project costs, were received by the South Dakota Department of Transportation (SDDOT). In total, four cities submitted three applications and 30 counties submitted 63 applications. In order to be eligible for a BIG grant, a county must impose a wheel tax. In addition, a county must have a County Highway and Bridge Improvement Plan to detail proposed county highway and bridge improvement projects within the county over the next five years.

Each year, $7 million is dedicated from the license plate fees and from

non-commercial vehicle fees. In addition, SDDOT annually sets aside $8 million per year of state highway funds, to make a total of $15 million available for BIG. This grant cycle, the Transportation Commission reallocated approximately $6.8 million from closed projects and awarded approximately $1.5 million in preliminary engineering (PE) grants last August, approximately $7.9 million in preservation (PR) grants, and approximately $11.9 million in replacement/rehabilitation (RE) grants for a total investment of $21.3 million.

To date, the BIG program has awarded $163 million in grants to local governments, including the allocations made this year.

Local governments are required to pay a minimum of 20 percent matching funds; and have four years to expend the grant award.

Applications for the next round of the BIG program are due Aug. 1, 2024, for the Preliminary Engineering (PE) category. Learn more at https://dot.sd.gov. ■

May 22-23, 2024

Hot Springs, SD

Early registration $95

before April 1

Register early for a chance to win a soak pass from Moccasin Springs Natural Mineral Springs/Spa

After April 1 price increases to $115

Registration Deadline: Tuesday, May 14, 2024

Register at: extension.sdstate.edu/event/energize-2024

SDSU

KEYNOTE SPEAKER

Michael Perry

Courtesy: Lee Butterworth Photography

Michael Perry, an accidental New York Times bestselling author, humorist, singer/songwriter, amateur snow plow driver, and playwright from New Auburn, Wisconsin. He also produces the popular audio newsletter “Michael Perry’s Voice Mail.”

BREAK OUT SESSION TRACKS

» Arts & Culture in Your Community

» Funding for Community Projects

» Meeting Community Needs

» Attracting & Retaining Residents

» Voices of the Next Generation: Young Entrepreneurs in South Dakota

SDSU ENERGIZE CONFERENCE TO EXPLORE INNOVATIVE SD RURAL COMMUNITIES

BROOKINGS, S.D. – Registration is open for the sixth annual South Dakota State University Extension Community Vitality Energize Conference on May 22 and 23, 2024, in Hot Springs.

Energize is a two-day event exploring innovative rural communities and includes speakers, breakout groups and social events highlighting the host community’s resources and rural community success stories. Participants can choose from sessions led by South Dakota’s leaders with success stories from rural areas and a nationally known keynote speaker.

This year’s keynote is author, humorist, and singer/songwriter Michael Perry, who grew up on a dairy farm in rural Wisconsin. He describes himself as an “accidental New York Times bestselling author” with works like “Population: 485,” a memoir that describes his hometown from his perspective as a volunteer firefighter.

Tickets range from $60 to $115. Registration at the door is $150, if space is available. Group discounts are available, allowing three or more people from the same community who register at the same time to receive a discounted rate. To register, visit https://extension.sdstate.edu/events and search “energize.”

The annual conference works to energize South Dakota’s rural communities to develop new ideas and take action to improve their own communities. Previous community hosts have been Lemmon, Wessington Springs, DeSmet, Milbank and Fort Pierre.

For more information, contact Peggy Schlechter, SDSU Extension community vitality field specialist at 605-394-1722 or peggy.schlecter@sdstate.edu; Kara Harders, SDSU Extension community vitality field specialist at 605-882-5140 or kara.harders@sdstate.edu; or Kellie Kolb, SDSU Extension community vitality field specialist at 605-626-2870 or kellie.kolb@sdstate.edu. ■

BELLE FOURCHE

KRISTI THIELEN | TRI-STATE MUSEUM AND VISITOR CENTER DIRECTOR

With a history of cattle companies and a street of saloons, plus a famous western movie mention – Belle Fourche is the quintessential cowboy community, located at the very center of the nation.

Though 121 years old, this town of 6,700 people is now reinventing itself, as new citizens move here for the fresh air, freedom from urban congestion and a chance to be part of the old – and new – west.

Belle Fourche means “beautiful fork.” The name came from French fur trappers who admired the confluence of the Belle Fourche River, Hay Creek, and the Redwater River that graces an area of lush grasslands. In the 1870s, those grasslands drew herds of cattle from Texas and Kansas. Savvy businessman Seth Bullock realized that cattle needed to get to the packing plants of the east, and that meant a railroad. He began buying up land – and planning for the future.

When a railroad company eventually showed interest in the area, Bullock offered it free right of way to build a terminal if the railroad placed it on his land, near the Belle Fourche River. A deal was struck. The town of Belle Fourche was founded. By 1895, it became the world’s largest livestock shipping point with 2,500 carloads of cattle moving down the track per month.

Ranches and farms in the area prospered, making Belle Fourche a hub – not just for cattle, but for wool, and later, the bentonite industry. It became such a destination for cowboys that a street entirely of saloons was born, and decades later, Hollywood made it famous with a 1972 John Wayne movie, “The Cowboys,” about a herd being trailed to Belle by young boys.

In recent years, the city has increased its amenities with a downtown gazebo, a dog park, expanded and refurbished rodeo grounds, a colorful splash pad for kids, upgrades to the water system and numerous street projects, a downtown “pocket park,” and an addition to the Tri-State Museum –located above the rose granite monument that marks the

town’s distinction as the Center of the Nation. Up next? An expanded River Walk, a new playground at the Roundup grounds, and a fishing pond for kids.

Economic development brought the Albany Farms noodle factory to Belle and new or expanded businesses and entrepreneurial enterprises sprout up monthly.

Good schools, pretty parks, access to recreation and cultural opportunities – Belle is truly a “beautiful” place in the northern Hills! ■

Pssss! Did you know Belle was the site of the wackiest robbery in the west?

One summer day in 1897, the “Wild Bunch” rode in to rob the Butte County Bank. They stormed the bank but got only a customer’s $97. A shopkeeper across the street raised the alarm.

The drunken lookout, Tom O’Day, fired off a shot – and spooked his horse, which took off running. O’Day would later be found in an outhouse.

The robbers skedaddled but were later caught. None of them were ever punished.

THE CENTER OF THE NATION MONUMENT recognizes Belle Fourche's distinction as the geographic center of the 50 states. The compass roseshaped monument is ringed with flags from each state.

Cowboys conduct a massive CATTLE DRIVE, a common sight in Belle Fourche's early history.

TOM O'DAY, unsuccessful bank robbery lookout.

Photos courtesy Tri-State Museum Collections

DISTRICT

Drifters Event Center, Fort Pierre, SD May 8-9, 2024

Featured Sessions

Solving the Puzzle: Identifying and Understanding Hoarding Disorder

Encountering a hoarding situation in a housing unit can be like solving a puzzle. Finding the right pieces to match, knowing where to place them, and seeing a bigger picture through all of it can be a daunting task for any code official. Greg Smith has over 14 years of experience dealing with hoarding situations on a professional and personal level. By sharing his experiences as municipal inspector and personal relationship with a person who has hoarding tendencies, Greg will help code officials deal with the ever-changing puzzle that is hoarding.

Preparing Your Case: Documentation, Report Writing and Evidence

This session will go over procedures, processes, and best practices for maintaining professional documentation, writing reports, and documenting evidence for housing inspections and code enforcement cases, as well as building permit and plan submittals and reviews with the assumption that someday the information will be needed at a hearing, appeal, or court proceeding.

Legal Aspects of Code Administration

Let’s start at the beginning. Marcus Kellum, nationally certified code administrator with 30 years of leadership and training experience, will present insights on the legal foundation upon which code enforcement rests.

RESOURCE ROUNDUP

Awards

Finance Officer of the Year

Due: May 1

Recognizes a member of the SD Governmental Finance Officers' Association who has made significant contributions to their municipality as a finance officer and to their community as citizen. Award presented at the association’s annual Finance Officers’ School.

Learn more/apply: www.sdmunicipalleague.org/ FinanceOfficers

Grants

Recreational Trails Program Grant, SD Game, Fish and Parks

Due: April 5

Provides partial reimbursement for approved trail projects including the construction of new public trails, rehabilitation of existing public trails, development of trail-related facilities, and educational programs that relate to recreational trails.

Learn more/apply: www.gfp.sd.gov/partnerships; Grants Coordinator Randy Kittle at 605.773.5490 or randy.kittle@state.sd.us

Agri-Business Grant, SD Dept. of Transportation

Due: April 15, July 15, and Oct. 15

Open to any local unit of government for the development of new or expanded agri-business industries. Provides for 80% of the construction costs. Grant size is limited to $600,000.

Learn more/apply: https://dot.sd.gov

Industrial Park Grant, SD Dept. of Transportation

Due: April 15, July 15, and Oct. 15

Open to any local unit of government for the development of new or expanded access for new industry located within industrial parks. Provides for 80% of the construction costs. Grant size is limited to $500,000.

Learn more/apply: https://dot.sd.gov

Land and Water Conservation Fund (LWCF) Grant, Game, Fish and Parks

Due: April 26

Provides up to 50 percent reimbursement for approved outdoor recreation projects that seek at least $10,000 in grant assistance. Grants are awarded for development or renovation of public outdoor recreation facilities, including unpaved trails, swim beaches, fishing areas, canoe and kayak water trails, nature areas/open spaces, playgrounds, dog parks, and picnic areas.

Learn more/apply: www.gfp.sd.gov/partnerships; Grants Coordinator Randy Kittle at 605.773.5490 or randy.kittle@state.sd.us

Hazard Mitigation Grant, SD Office of Emergency Management

Due: May 1

Funding is available for local governments and certain private-non-profit organizations to apply for hazard mitigation projects that will reduce the loss of life and property by lessening the impacts of future disasters.

Learn more/apply: https://dps.sd.gov/ emergency-services

Scholarships

City Management Training Scholarship

Due: May 1

Provides funds for an association member to attend a professional development training of their choice.

Learn more/apply: www.sdmunicipalleague.org/ CityManagement

Building Officials ICC Code Hearings Scholarship

Due: June 1

Provides funds for two association members to attend an in- or out-of-state ICC Code Hearing of their choice.

Learn more/register: www.sdmunicipalleague.org/ BuildingOfficials

Street Maintenance PWX Scholarship

Due: June 1

Provides funds for three association members to attend the American Public Works Association's Public Works Expo (PWX) in San Diego, CA, in August.

Learn more/apply: www.sdmunicipalleague.org/

StreetMaintenance

Trainings

Police Chiefs’/Sheriffs Association Spring Conference

April 16-18, Deadwood

Registration: $115 - full conference

Annual joint meeting of the SD Sheriffs' Association and the SD Police Chiefs' Association where members gather to learn about and discuss recent topics in law enforcement. Includes training tracts for law enforcement, corrections, and administrative personnel.

Learn more/register: www.sdmunicipalleague.org/ events

Street Maintenance Spring Training

April 24-25, Oacoma

Registration: Free - SDMSMA member; $65 non-member

Topics include work zone safety, signage, project management, contractor selection, and communicating with the public.

Learn more/register: www.sdmunicipalleague.org/ events

GOSCMA (Great Open Spaces City Management Association) Conference

May 1-3, Spearfish

Registration: $175+

The annual conference of local government managers in Montana, North Dakota, South Dakota, and Wyoming.

Learn more/register: https://www.goscma.org

Code Enforcement Information and Training Conference

May 8-9, Fort Pierre

Registration: $50 - SoDACE member; $90 Non-member

Due: May 1

Annual spring meeting where members learn about and discuss current topics in code enforcement. Includes announcement of Code Enforcement Officer of the Year recipient.

Learn more/register: www.sdmunicipalleague.org/ events

Energize Conference, South Dakota State University Extension Community Vitality

May 22-23, Hot Springs

Registration: $60-$115; $150 at the door

Works to energize South Dakota’s rural communities to develop new ideas and take action to improve their own communities.

Learn more/register: https://extension.sdstate.edu/ events

Human Resource School

June 11-12, Spearfish

Registration: $50 - SDGHRA member; $100 Non-member

Learn more/register: www.sdmunicipalleague.org/ events

Finance Officers' School

June 12-14, Spearfish

Registration: $75 - SDGFOA member; $100 Non-member

Learn more/register: www.sdmunicipalleague.org/ events

HEALTHY COMMUNICATION: I CAN'T READ YOUR MIND!

COURTNEY VANDER POL | PSYCHIATRIC SOCIAL WORKER, SD HUMAN SERVICES CENTER

Polish your communication skills for your daily and more challenging conversations

We’re all doing it – all day, every day, whether we want to or not, everyone is constantly communicating with each other. It helps each of us meet our needs as individuals. Although communication is a common yet important skill, healthy communication requires additional effort, time, and motivation. Here are tips to polish your communication skills for your daily and more challenging conversations.

Pay attention to your current emotions and mood. Are you happy, sad, angry, confused? Identifying your own emotions will assist your explanation of your feelings. If this similar feeling returns in the future, there is an increased chance you will know how to respond and approach the challenge.

Be aware of both your verbal and nonverbal communication. Your facial expressions and body language are as important as the words coming out of your mouth.

Hold a confident posture whether you are standing or sitting. Poor posture shows what you are trying to say does not mean much to you.

Keep a calm tone of voice. No one wants to be yelled at. Your calm tone will encourage the person you are talking with to remain calm.

Think before you speak. Once you say something, it has been said. There is no going back to remove what was said.

Using “I feel” statements will communicate your needs. Simple statements such as “I feel upset” will tell the person you’re talking to how Human Services Center

you currently feel. If this person is supportive in your life, they will take your information and start problemsolving with you. Supportive people in your life care about you and do not want to see you suffer emotionally or mentally.

Actively listen to the person you are communicating with. This includes making appropriate eye contact (research cultural practices on the importance of eye contact/no eye contact), not interrupting the person speaking, and allowing them to clearly state their point before asking questions.

Stay away from blaming others. “You always do this. You make me so angry.” These statements are usually taken as an emotional attack and will make the person you are talking to become defensive and shut down in the conversation. Once someone has shut down and refuses to communicate, a solution is less likely to be found.

Clearly express your need to move forward from the conversation. For example, “I need help with chores to keep the house clean” clearly states what this person wants out of the conversation. Unfortunately, people cannot read other’s minds. If the need is not clearly stated, the other person may not know how to respond.

Be open to compromise. If you are trying to work through challenges with others, there will be times when you need to compromise to settle disagreements. Stay open-minded about what needs you are working to fulfill. Identifying how you may benefit healthily will

strengthen your compromise.

It is important to note that verbal and electronic communication have similarities and differences. When communicating via text or email, there is a risk of misunderstanding the information and the individual receiving the message may interpret the tone differently than what was intended. If there are concerns that the information may be misunderstood or miscommunicated, or if communicating about a sensitive topic, it may be best to relay the information verbally or to follow up with the individual you are communicating with verbally to ensure they understand your message. This will also provide an opportunity for the receiving person to ask any clarifying questions.

Learn to accept the things you cannot change. Change is hard, but it will continue to happen. There are simply parts of life no one can change as much as they would like to. Good changes will come.

Although we as humans are in constant communication with one another, let us be mindful that there is always room to improve how we communicate with one another. It is important to note that practice makes perfect. Some of the hardest discussions people have are deeply connected to their emotions, making it difficult to communicate. Find supportive people in your life that you can trust. Turn to a mental health professional if you need assistance because life presents tough challenges. Practice these healthy communication skills to feel heard and solve tough challenges. ■

OPERATE THE WAY YOU WANT

Get a new Cat ® motor grader with either joystick controls or steering wheel and lever controls. Both options will give you the comfort, efficiency, dependability and technology you’ve come to expect from Cat.

CAT 150 AWD

MOTOR GRADER

JOYSTICK CONTROLS

CAT 140

MOTOR GRADER

STEERING WHEEL / LEVERS

JOB OPPORTUNITIES

Administrative Office Assistant – City of Flandreau, SD. Position splits time between the Flandreau Police Department and the City of Flandreau Finance Office, performing administrative tasks. Preferred applicants will have experience working in an office environment or educational equivalent. Position includes a competitive benefits package. Hiring range $17.18 - $23.03. A completed application and resume should be sent to cohlturnquist@ cityofflandreau.com. Please call the City Office with any questions at 605-997-2492. Open until filled. EOE.

Assistant Finance Officer – City of Box Elder, SD. Collaborates closely with the Chief Finance Officer to implement financial policies and procedures, oversee major projects like our upcoming technology platform migration, and lead a team of finance professionals. We're looking for someone with solid accounting skills, strong analytical abilities, excellent communication, and a detail-oriented approach. This position will start at $102,105.71 annually depending on experience and qualifications, plus benefits. Learn more and apply on the Human Resources page at https:// boxelder.applicantpro.com/jobs/3240740. Open until filled.

Assistant Public Works Director – City of Spearfish, SD. Assists in directing the operations of the Public Works Department and provides engineering and project management support for Department operations. This is a full-time position with a response

time requirement. Knowledge and level of competency commonly associated with the completion of a baccalaureate degree in engineering. Experience sufficient to thoroughly understand the diverse objectives and functions of the subunits in the Department to direct and coordinate work within the Department, usually interpreted to require three to five years of related experience. Salary range: $97,760.00 - $119,100.80 annually DOQ. Learn more and apply at www.cityofspearfish.com. Open until filled. EOE.

Chief of Police - City of Scotland, SD. Chief of Police: Responsibilities include management of the police department personnel and policies, enforce city ordinances, police patrol and other law enforcement duties. SD Law Enforcement Certified Required. Salary is dependent on qualifications and experience. Applications and job descriptions can be picked up at the City Finance Office located at 530 Juniper Street, Scotland, SD or call 605-583-2320. Completed applications can be sent to City of Scotland PO Box 316, Scotland, SD 57059. Open until filled. EOE.

Communications Officer - City of Spearfish, SD. Responsible for performing emergency and non-emergency communications functions. Requirements: Knowledge and level of competency commonly associated with completion of specialized training in the field of work, in addition to basic skills typically associated with a high school education. Sufficient experience to understand the basic principles relevant to the major duties of the position, usually associated with the completion of an apprenticeship/internship or having had a similar position for one to two years. Starting wage

$21.33 plus an additional $2.00 per hour rotating shift stipend ($23.33). Comprehensive benefits. ~Sign-On Bonus $4,000~ Learn more and apply www.cityofspearfish.com. Open until filled. EOE.

Community Center Director – Madison, SD. Responsible for directing the Community Center operations and programs as well as developing strategic plans and overseeing a budget. Works closely with the City of Madison and Dakota State University about programs and memberships. Provides tours, education of memberships, and oversee corporate sponsorships. Manages rentals and schedule facility usage, forecast revenue, develop, and manage budget, present financial reports and capital improvement plans. Works with city departments, DSU, boards, committees, and elected officials. Annual salary range starts at $74,630.40 and is based on experience. Learn more and apply at www. CityofMadisonSD.com/Jobs. Open until filled. EOE.

County Administrator - Mahnomen County, Mahnomen, MN. Responsible for overseeing and managing the operations, functions, and personnel of the County and involves administering the County's mission and programs, including planning, organizing, developing, implementing, budgeting, coordinating, and directing. Serves as the agent of the Board and carries the primary responsibility for employee relations. Minimum Qualifications: Bachelor's degree in Human Resources, Public Administration, Personnel Management, or related field, and at least five (5) years of experience, or any equivalent combination of education, training, and experience which provides the requisite knowledge and abilities for this position. Direct questions to Bart Fischer at bart@daviddrown.com or 612-920-3320 x119. Learn more and apply at https://www.ddahumanresources.com/active-searches. Closes April 10.

County Administrator - Steele County, MN. Under the direction of the County Board, the County Administrator serves as the chief executive officer of the County. Duties of the job involve researching, planning, and advising the County Board regarding County-wide policies and objectives and recommendations for action, implementing Board actions and resolutions, overseeing labor negotiations, County budget development and capital improvement plans, and providing direction and administrative oversight and evaluation of County non-elected Division Directors/

Department Heads. View the full position profile at https://www. ddahumanresources.com/active-searches. Closes April 8.

Development & Marketing Coordinator - City of Freeman, SD. Responsible for managing social media and websites, develop and implement marketing strategies to promote Freeman, and actively participate in and collaborate with local and state organizations to support economic development efforts to draw visitors to our community. The ideal candidate will be self-motivated, detailoriented and able to work independently. If you are passionate about promoting economic growth, have a creative mindset and excel in digital marketing, this role is perfect for you. Pay is dependent on qualifications and experience. Interested candidates are invited to submit their resume to lisa@cityoffreeman.org or apply online at cityoffreeman.org/employment. Open until filled. EOE.

Director of Public Works – City of New Underwood, SD. Performs skilled work in all phases of water treatment and supply, wastewater collection and treatment, maintenance and repair of streets and related public works, and maintenance of the swimming pool, Community Center, all city owned buildings and city park, under the direction of the mayor. Maintains files and records necessary for the operation of these departments. Supervises personnel and performs related work as required. Starting salary range is $20 to $23 an hour BOQ. Learn more at www.newunderwood.com or call 605-754-6777. Open until filled. EOE.

Executive Director – South Dakota Municipal League, Fort Pierre, SD. Full time position, SDRS and other benefits, competitive salary. Full job description available at sdmunicipalleague.org. Duties include directing all functions of the League while carrying out its mission and in accordance with the bylaws, including government relations, research, publications, conferences, training programs, financial management, affiliate services and member services. Serves as chief lobbyist for the Municipal League, and as the main spokesperson and representative of the Municipal League. Salary range starts at $110,000 DOE. Send letter of application and resume to execsearch@sdmunicipalleague.org or to SDML Exec Search, 208 Island Drive, Ft. Pierre, SD 57532. First review of applications April 15. EOE.

Finance Officer - City of Hecla, SD. Responsible for all the city’s finance operations, including payroll, budgets, accounts payable and receivable, financial reporting, preparing, and filing all necessary state and federal reports and other day to day operations of the city. Prepares, directs, and reviews resolutions, ordinances, municipal elections as well as preparing for monthly council meetings. Coordinates and collaborates with boards, outside organizations, state, and federal agencies and abide by all South Dakota Codified Laws. Experience in customer service and computer knowledge required. Full-time position. Wage DOE with a benefit package. Apply at the city office 206 Main Street, Hecla, SD. Questions may be directed to 605-994-2333. Open until filled. EOE.

Finance Officer – City of Delmont, SD. Responsible for maintaining financial, accounting, administrative and personnel services for all departments, in order to meet legislative requirements and support municipal operations. Reports to the Mayor and Council and is responsible for preparing financial statements, maintaining cash controls, preparing the payroll and personnel administration, purchasing, maintaining accounts payable and managing office operations. The Finance Officer is the official responsible for keeping all papers and records of the municipality. Must work

within the Town of Delmont’s policies/procedures/ordinances and in compliance with South Dakota Codified Law. Questions: Barb Dozark, 605-779-2621, delmontfinance@midstatesd.net. Application and resume may be sent to: Delmont Finance Office, PO Box 202, Delmont, SD 57330. Open until filled.

Finance Officer – City of Pickstown, SD. Pickstown is a hidden gem, located on the Missouri River. (pop 230). Duties include but are not limited to payroll, budgets, receipts and expenses, ordinance and resolution preparation and municipal elections. A full description for the position and application are available online at pickstownsd.net or by contacting the City Office at 605-487-7553 or email pickstown@hcinet.net. Salary DOE. Open until filled. EOE.

Finance Officer – City of Webster, SD. Responsible for accounting and finance administration for the City. This department head role performs data analysis, assists other departments, develops plans for long term financial goals. Should have excellent management skills and a multi-tasker. Prepares, directs, and reviews resolutions, ordinances, municipal elections, and council meetings. Wage DOE plus benefits. Applications and job description available at the City Finance Office, PO Box 539, 800 Main Street, Webster, SD 57274, 605-345-3241. Open until filled. EOE.

Flower and Garden Assistant (seasonal) – City of Madison, SD. Responsible for caring and maintaining flower beds, outdoor green spaces and seasonal decor within the community for the parks department. Operates equipment, trims shrubs and hedges, performs raking, weeding, planting, and watering of flowers as needed. Assists in preparation holiday and seasonal decor needs as well. The wage starts at $13.50 and is based on experience. Learn more and apply at www.CityofMadisonSD.com/Jobs. Open until filled. EOE.

Maintenance – City of Chancellor, SD (pop. 300). Job duties are those commonly associated with municipal maintenance and other duties as assigned by the Board of Trustees. Wage DOE. Interested individuals are encouraged to contact Shelly at: 605351-3043. Open until filled. EOE.

Park Maintenance I (seasonal) - City of Madison, SD. Responsible for performing various labor tasks associated with the parks department to include all park areas, public properties, and recreation trails. This position would operate equipment, trim trees and hedges, perform raking, weeding, planting and watering of flowers as needed. This position would assist in preparation of ball diamonds, collecting solid waste and perform cleaning of restrooms as needed. The wage starts at $14.50 and is based on experience. Learn more and apply at www.CityofMadisonSD.com/ Jobs. Open until filled. EOE.

Park Maintenance II (seasonal) - City of Madison, SD. Responsible for the safe and efficient operation of automotive and mechanical equipment, performing preventative maintenance on equipment, and performing various manual labor tasks associated with the parks department. Operates equipment and machinery such as mowing and trimming while performing simple preventative maintenance and repairing equipment. Assists with general maintenance of buildings in the parks department and assists Park Technicians as needed. Wage starts at $15.50 and is based on experience. Learn more and apply at www.CityofMadisonSD.com/Jobs. Open until filled. EOE.

Patrol Officer - City of Pierre, SD. Performs law enforcement & public safety duties as necessary to maintain law & order in the

City of Pierre. Must be at least 21 years of age, have a high school diploma or GED, & pass the police entry level examinations including a background investigation. Prior experience in law enforcement is desirable. Certified officer preferred. Comprehensive benefit package. Up to $3,000 hiring bonus. Apply: Human Resources Office, City of Pierre, Box 1253, Pierre, SD 57501, (605)773-7429, www.cityofpierre.org. Open until filled. EOE.

Planning Director - City of Spearfish, SD. Responsible for directing and administering planning and development activities for the City of Spearfish and for the administration of the city’s zoning ordinance, subdivision regulations, and comprehensive plan. Requirements: Bachelor’s degree in urban planning, regional planning, community planning, land-use planning, urban affairs, or a closely related field. Three to five years of progressively responsible planning experience, including at least two years in an urban environment, with some portion of the experience in a government-related position. American Institute of Certified Planner (AICP) certification is desired. Salary range: $97,760.00 - $119,100.80 annually, DOQ. Competitive benefit package. Learn more and apply online at www.cityofspearfish.com. Open until filled. EOE.

Police 911 Telecommunicator – City of Huron, SD. Receives telephone calls to the Emergency 911 Center, and other messages requiring primarily emergency type of assistance promptly and courteously, determines priority, and transmits clearly such requests for service to the appropriate personnel. Uses standard operating procedures in the transmitting, receiving, and making a record of all radio, computer, and telephone messages; performs dispatch services for emergency services in law enforcement, ambulance, fire, and other emergency calls. Closely monitors all dispatched calls to ensure the security and safety of responding personnel; maintains location and status information of all mobile units. Full description and apply at https://huronsd.gov/Jobs. Open until closed.

Police Officer – City of Box Elder, SD. Join our team at the City of Box Elder, where we're seeking dedicated individuals to uphold our commitment to excellence, teamwork, and respect. As a member of our highly trained and professional force, you'll play a crucial role in enforcing federal, state, and local laws while safeguarding the lives and property of our community members. This position will start at $27.14 hourly depending on experience and qualifications, plus benefits. Become part of a culture where camaraderie and professionalism thrive. Join us in protecting and serving the vibrant community of Box Elder. Learn more and apply on the Human Resources page at www.boxelder.us. Open until filled.

Police Officer – City of Huron, SD. Under the general, and occasional, direct supervision of the Patrol Sergeant, or Captain, is

responsible for protecting the law-abiding citizen and enforcing the law through ongoing police work in the city. Work varies, exercising judgment within well established procedures and standards. See full description and apply at https://huronsd.gov/Jobs. Open until closed.

Police Officer - City of Milbank, SD. Enforce local, state, and federal laws, prevent and suppress crime and accidents, and promote public safety through community policing principles. Responsible for the investigation of criminal cases as assigned. Full-time position. Salary: Grade 14 Non-certified, $20.35; Grade 15 Certified, $21.78 - $25.94/ hourly DOE. Competitive benefits package. Full description and apply at https://www.milbanksd. com/city-of-milbank/employment. Open until filled.

Police Officer - City of Spearfish, SD. Enforce local, state, and federal laws, prevent, and suppress crime and accidents, and promote public safety through community policing principles. Responsible for the investigation of criminal cases as assigned. Requirements: Knowledge and level of competency commonly associated with completion of specialized training in the field of work, in addition to basic skills typically associated with a high school education; possession of or ability to readily obtain South Dakota Law Enforcement Certification. Full-time position. Starting wage: $30.13 per hour. Competitive benefit package. $6,000 signon bonus. Housing allowance. Full description and apply at www. cityofspearfish.com. Open until filled. EOE.

Police Officer (Entry Level/Lateral Entry) - City of Vermillion, SD. Duties include performing varied assignments in motorized patrol, traffic control and enforcement, accident investigation, preliminary and follow-up investigation at crime scenes, and assisting in public

safety education programs. To learn more about the police officer position and to complete an application, please visit the City of Vermillion's job page: https://www.vermillion.us/Jobs.aspx or if you have questions about the position please call/email Jack Baustian at 605-677-7050 or jackb@cityofvermillion.com. Open until filled.

Project Inspector, Engineering – City of Spearfish, SD. Responsible for providing project management for city projects, including construction inspection, quality control, and surveying/staking as necessary. Wage range: $28.68 - $34.95 per hour; Competitive benefits package. Learn more and apply at www.cityofspearfish. com. Open until filled. EOE.

Public Works Director (part-time) – City of Delmont, SD. Performs work in maintenance of all phases of water distribution and supply, wastewater collection system and lagoon, maintenance and repair of streets and alleys, maintenance of parks, dump ground, any and all city property. Questions: Barb Dozark, 605-779-2621, delmontfinance@midstatesd.net. Application and resume may be sent to: Delmont Finance Office, PO Box 202, Delmont, SD 57330. Open until filled.

Public Works Maintenance - City of Hoven, SD. Maintaining city streets, being the head water supervisor, wastewater supervisor, and airport manager. Assists with the maintenance of all City buildings and spaces including the airport, pool, landfill, and ball field. Knowledge and experience with all types of equipment are desired. The person must have a valid SD driver's license. State water and wastewater certifications as well as a pesticide certification will be required to be obtained in the first two years of employment. Full-time position, salary to be set by the Hoven City Council. Insurance stipend, vacation, sick leave, and SD Retirement

System. Contact Wendy Rausch at the City of Hoven, PO Box 157 Hoven SD 57450, or at 605-948-2257. Open until filled.

Public Works Maintenance – City of Philip, SD. Assist in all phases of maintaining the city streets, water distribution and wastewater system. Assist with the maintenance of public buildings and open spaces including the airport, rubble site and swimming pool. Knowledge and experience with all types of equipment is desired. Must hold a valid SD driver’s license. State water and wastewater certifications, and pesticide license must be obtained within two years of employment. Full time position. Wage DOE with an excellent benefit package. For more information, contact City Administrator Brittany Smith at 605-859-2175 or cityadmin@ philipsd.us Job description and applications at https://www. philipsd.us. Open until filled. EOE.

Staff Engineer - City of Spearfish, SD. Responsible for performing Computer Aided Drafting (CAD) activities, providing engineering support activities involving both office and field work and administering the city’s floodplain ordinance. Full-time position. Salary range: FE $72,696.00 - $82,243.20 annually, DOQ or PE $80,225.60 - $88,566.40 annually DOQ. Competitive benefit package. Apply on the “Career Opportunities” page on the city’s website www.cityofspearfish.com. Open until filled. EOE.

Traveling Code Enforcement Officer - Code Enforcement Specialists. Code Enforcement Specialists, a rapidly growing independent company specializing in code enforcement for small and medium sized communities, is looking for an individual willing to do some travel and perform code enforcement services. Excellent pay and hours are flexible. Experience is not necessary,

The SDML office will be closed

OUT OFFICE OF THE

APRIL 1

Easter Holiday

Some SDML staff may have limited office availability April 2-5 as they travel to and attend district meetings.

but a background in law enforcement would be helpful. On-the-job training is provided. Please inquire at (605) 208-0786 for details.

Water Plant/System Specialist – City of Pierre, SD. Responsible for the operation and maintenance of the City’s new state of the art Water Treatment Facility and distribution systems. Qualified applicants must have the ability to learn water treatment techniques and be able to perform a multitude of hands-on maintenance activities that pertain to drinking water systems. Comprehensive benefit package. UP TO A $3000 HIRING BONUS! Wage offer will be based upon actual education and experience. Apply to: City of Pierre Human Resources Director, PO Box 1253, Pierre SD 57501, (605)773-7429, www.cityofpierre.org. Open until filled.

Water & Wastewater Plant Supervisor – Brookings Municipal Utilities, Brookings, SD. Under the supervision of the Water/ Wastewater & Engineer Manager, this position is responsible for planning, directing, and managing the personnel responsible for the operation, maintenance, and repair of the water and wastewater treatment facilities. Oversee and monitor the operation of the water and wastewater treatment facilities. Responsible for ensuring compliance with local, State and Federal regulations. Provides administrative support and assistance to the Water/Wastewater & Engineering Manager. Support the mission statement of Brookings Municipal Utilities. Learn more at www.brookingsutilities.com. Open until filled.

Water Works Superintendent – City of Aberdeen, SD. Responsible for managing the city's water works operations to deliver high quality potable water to customers. Ensures compliance with all relevant federal and state regulations; gathers data and prepares reports for compliance. Oversees daily processes, maintenance activities, watershed operations, and special projects. Supervises and provides training and direction to plant personnel. Develops annual budgets and administers approved funds. Resolves questions and concerns from the general public. Authorizes and monitors construction and repair projects relevant to potable water. Salary: $90,188.80 annually (23B) DOE. Learn more and apply at www.aberdeen.sd.us/jobs. Open until filled. EOE. ■

MORE ONLINE

SDMUNICIPALLEAGUE.ORG/NETWORKING

CLASSIFIEDS POLICY: $50 per submission. SDML members receive classified ads for free as part of their membership. Includes a listing on the SDML classifieds webpage and in the next issue of the SD Municipalities magazine if received by the 10th of the month preceding the publication date. Submissions may be subject to editing. ■

APRIL

April 2024

At least one day before the election – The Finance Officer must deliver the precinct registration lists to the local election officials. (SDCL 12-4-24; See Hdbk., sec. 7.170)

Second Tuesday of April – Annual elections for the officers of a municipality are required to be held. (SDCL 9-13-1; See Hdbk., sec. 7.050) A municipality may combine its election with a school district election and hold

this election on the school election date (third Tuesday in June) or on the first Tuesday in June, or in conjunction with the June primary. (SDCL 9-13-1.1; 9-1337; 9-13-6)

Second Tuesday in April – The consolidated board of equalization meets and completes equalization in no more than three weeks. (SDCL 10-1166 through 10-11-76; See Hdbk., sec. 12.120)

Within two days after the election is declared – The finance officer must notify all persons elected to office. The officials elected to office then have ten days after the first meeting of the month next succeeding the election to qualify for the office by filing an oath or affirmation of office. (SDCL 9-13-28) If the governing body chooses an election day other than the second Tuesday of April, as provided in SDCL 9-13, that Election Day must be established by

January 14 of the election year. (SDCL 9-13-1)

Within seven days following the election – Election returns are to be canvassed. (SDCL 9-13-24; See Hdbk., sec. 7.600)

Three weeks from Election Day – If a municipality has passed an ordinance requiring a secondary election and no candidate in a race involving three or more candidates receives a majority of the votes cast, a secondary election shall be held three weeks from the date of the first election. Provisions for tie votes in the first election are also provided for. The person receiving the highest number of votes at the secondary election is elected. (SDCL 9-13-26.1; See Hdbk., sec. 7.600)

June elections – Follow the Municipal Election Calendar for all election deadlines. ■

MAY

First meeting in May – The financial officer is required to make an annual report to the governing body no later than the first regular meeting of May each year. The report must include the receipts, expenses, and financial condition of the municipality, including the amount of funds in the treasury at the time of making the report and where and in what amounts such funds are deposited or invested. The report shall be published in the official newspaper within thirty days after the report is made to the governing body or on completion of the annual audit.

May 2024

By the last day of May each year, the finance officer shall file a copy of the report with the Department of Legislative Audit. (SDCL 9-22-21; See Hdbk., sec. 12.080)

No later than May 1 – The liquor tax reversion must be made. (SDCL 35-5-22; See Hdbk., sec. 11.600)

May 1 – Special assessment installments which are payable under either the Plan One or Plan Two options become delinquent. (SDCL 9-43-109; See Hdbk., sec. 12.160)

First meeting following election – Except as otherwise provided, every offi cer of the municipality will begin to discharge the duties of the office as soon as the officer has qualified by filing an oath or affirmation of office. The oath must be filed within ten days after the first meeting of the month following the election or appointment. (SDCL 9-14-5; See Hdbk., sec. 5.115)

First meeting following election – Appointed municipal officials are usually appointed. The appointment may be annual, or for an interval determined by the governing body. (SDCL 9-14-3)

First meeting following election – In municipalities having the mayor and common council form of government, the council must elect a president and vice-president for the ensuing year. (SDCL 9-8-7; See Hdbk., sec. 2.520)

First meeting following election – In municipalities governed by a mayor and four commissioners, the board must designate by a majority vote, the following commissioners: Public Safety, Public Works, Utilities, and Finance and Revenue. Commissioners are assigned areas of responsibility under the law. (SDCL 9-9-18 to 9-9-24; See Hdbk., sec. 2.590)

First meeting following election – In municipalities governed by a mayor and two commissioners, the board shall by a resolution adopted by a majority, assign and apportion between the members, all duties that are not assigned to the mayor. (SDCL 9-9-27; See Hdbk., sec. 2.595)

First meeting following election – In those municipalities employing a city manager and under the commissioner form of government, at the first regular meeting in the month following the annual election, the commissioners must elect one of their members to serve as mayor for a term of one year. (SDCL 9-10-6; See Hdbk., sec. 2.615)

By May 15 – The secretary of revenue shall apportion the money in the local government highway and bridge fund. (SDCL 32-11-35; See Hdbk., sec. 12.255(6))

Tax levy – The governing body of the municipality may impose an excess tax levy with an affirmative two-thirds vote of the governing body on or before July fifteenth of the year prior to the year the taxes are payable. The decision to increase taxes must be published within 10 days of the decision (certain publication size restrictions apply) and may be referred upon a petition signed by at least five percent of the registered voters in the municipality and filed within twenty days of publication of the decision. The referendum election shall be held on or before October first preceding the year the taxes are payable. (SDCL 10-13-36; See Hdbk., sec. 12.170)

Last Monday of May – Memorial Day – State holiday (SDCL 1-5-1)

June elections – Follow the Municipal Election Calendar for all election deadlines. ■