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Cover: Severe thunderstorm clouds building on the horizon. Photo courtesy of National Weather Service.
MICHELLE DENEUI
Congratulations to the SDML on 90 years of helping communities across the great state of South Dakota! Connect…Educate… Advocate…absolutely! We are all in this together and can help each other be better.
I started my government career in 2001 as a 911 dispatcher for the Spearfish Police Department. Shortly after starting in the police department, I decided to take the local classes to be an EMT. I wasn’t planning on working on the ambulance service, I just wanted to have more information on what was happening at the scene of calls I was dispatching. Well, after a few classes, I was hooked and ended up being an EMT for nearly 16 years. I wasn’t a “trauma junkie;” I preferred calls for the elderly or ill patients. My patients often recognized my last name and would ask me if my dad was the local appliance repair guy or if my mom owned the local craft supply store. Many of my patient transports often had stories of how my parents helped them with a stove repair at Thanksgiving time or an emergency need for yarn to finish a Christmas gift. I guess that is where I inherited the desire to help others!
I believe that most local government employees share in this desire to help others. We are definitely not in our positions for fame or fortune and probably hate to even be quoted in our local newspapers. We truly care for the betterment of our community and the growth of our colleagues.
from the police department to the finance office. Since then, I have attended many SD Governmental Finance Officers’ Schools, Budget Training Workshops, Annual Report Workshops, Election Trainings, and SDML Annual Conferences. Beth Benning and Dave Dutton (Spearfish Finance Officers prior to me) knew that if there was an opportunity to attend a conference or training, I would be the first staff member to volunteer. Some years I had to cover the office, so I enjoyed hearing about all the interesting topics and hospitality room discussions that were held. The various events, trainings, and board meeting by SDML have brought about many opportunities to provide input and have an influence in the future of all communities in South Dakota.
One of the memories I have of making an impact was on the penny for infrastructure legislation that SDML championed in 2015. Even though the bill failed to pass, I saw the work of the SDML in bringing countless cities together to speak for local control and the ability to generate revenues for our communities. Communities large and small voiced their support for the bill and SDML staff and lobbyists were beside them every step of the way. Looking toward the upcoming issues, I know that I will take an active role with the SDML in supporting local control and maintaining our existing revenue sources.
with a hunting theme, we had shirts that said, “Spearfish won’t be hunting because it’s 5 o’clock somewhere.” The staff from Spearfish knew how to have a good time at conferences! Conferences were a highlight of the year and a chance to learn from experts and our colleagues.
Being involved with SDML is where we can all express this desire to help others. I am honored to be involved in the SDML and the affiliate groups since 2005, when I switched
My earliest memory of SDML was being involved in the planning of the 2006 conference held in Spearfish. I joined several other Spearfish staff to help plan the M*A*S*H themed event and it was a great success. The Spearfish crew had matching M*A*S*H shirts (I still have mine and still wear it).
Malcolm Chapman was the guest speaker. TRASH (Truly Rational And Sane Humans) provided a great comedy show and everyone danced the night away. Even after 18 years, I still remember the planning and execution of that first conference.
After my many years in local government I have found that SDML is where I can keep current on legislation, voice my community’s concerns with proposed legislation and administrative rules, get involved with many different organizations and affiliate groups, and be an active contributor to the finance officer listserv. If you check out the listserv for the Finance Officers group, you will see that I contribute frequently. I remember what it was like to be new in my position and luckily, I had great coworkers and made friends at trainings and conferences that I could reach out to. Something that I learned early on was, ‘don’t reinvent the wheel.’ SDML’s hosting of the listserv provides that opportunity for those in the same positions across the state to help one another. If you are not involved with a listserv group, ask the league about them!
Connect. Educate. Advocate. These are the services provided in the past 90 years by SDML and I know that with the leadership of the organization and the involvement of its members it will continue to provide these services for the next 90+ years!
Back then, each conference had a theme and a costume night. During one conference
PRESIDENT
Harry Weller
Mayor, Kadoka
1st VICE PRESIDENT
Carolynn Anderson
Finance Officer, Wall
2nd VICE PRESIDENT
Leland Treichel
President of the Board, 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
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 | Kristi Honeywell, City Administrator, Pierre
Dist. 6 | Rick Boschee
Mayor, Bowdle
Dist. 7 | Gary Weismantel Mayor, Herreid
Dist. 8 | Brittany Smith
City Administrator, Philip
Dist. 9 | Laurie Woodward
City Administrator/Finance Officer, Custer
Dist. 10 | Adam Hosch Deputy Finance Officer, Sturgis
Sara Rankin
Executive Director
Vacant 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
Kristina Peterson
Executive Director
Deputy Director
Becky Brunsing Member Services Representative
Jerry Krambeck Member Services Representative
Paytra Nichols Underwriter
Let's hope warm weather is on the way, since summer seems to be here.
Dandelions are all over the place. City parks are getting the summer grooming, swimming pools are opening. Parents will be taking kids to summer camps, ball games and the like. It's also construction season all across this great state.
Many of our affiliate organizations and League staff are busy with the regular business at hand. Plus, we have all the new laws that take effect on July 1. Affiliate groups are a great resource - both for new employees in your cities to learn the ropes, and for veterans to continue their professional development in their respective fields. I highly encourage all our cities to take advantage of this opportunity.
By the time you read this the spring/summer meeting in Kadoka will be history. I hope the president showed them a good time.
We now have a new executive director, Sara Rankin. She will do us proud. I have the greatest respect for her, and all the league staff that do so much for our cities. I can't forget all the various pools that also work for us.
Don' forget that primary elections are just around the corner. Let your voice be heard! Also, many of our cities have elections, and you may have new elected officials. Some of these may have not been in public service before. They have the opportunity to attend training later in the summer. Plus, they should have access to the elected officials' handbook provided by the League.
For those on the policy committees, put August 14 and 15 on your calendar. Before we know it, we will reviewing policies.
Best regards, the New York Yankees are winning.
President Harry
FORT PIERRE, SD - The South Dakota Municipal League (SDML) has named Sara Rankin, Pierre, the association’s new executive director.
“Sara is very passionate about the League and supporting our cities, and we’re thrilled to have her step fully into this important role,” said SDML President Harry Weller. “She has a people-centric, value-forward way of looking at the world that is very aligned with the League’s way of working. Her experience with League concerns and her established relationships with members will make for a very smooth transition and a bright future.”
Rankin has been serving as both the League’s interim executive director and the director of member engagement for the past three months. Prior to those roles, she was the League’s director of marketing and communications and
served as the president and CEO of the Pierre Area Chamber of Commerce Rankin holds a degree in Business Management and Marketing from Western Dakota Tech.
“I couldn’t be more excited to take on this new role at the South Dakota Municipal League, an organization with a mission I care deeply about,” said Rankin. “I look forward to working with the dedicated board, staff, and cities across the state to grow our services and guide the League into the future.”
The SDML executive director is responsible for all aspects of the operations of the League, and works with member municipalities to answer questions, develops the League budget and action plans for Board approval, works with other members of the staff in presenting workshops and training, serves as the principal lobbyist for the
Municipal League, and oversees the production of League publications. The executive director also serves as the point of contact and secretary/treasurer for each of the 10 affiliate associations of the League. ■
Nominations are now open for the prestigious Excellence in Municipal Government Award, which recognizes a public servant who has made significant contributions to their municipality and community.
“Thousands of dedicated municipal employees across South Dakota work daily to improve the quality of life for their communities,” said Harry Weller,
South Dakota Municipal League (SDML) President. “This award allows us to celebrate their valuable contributions, both on a professional and personal level. For most, public service is more than just their job – it’s who they are.”
This year the award will recognize a municipal employee. Recipient eligibility alternates between municipal employees (even years) and elected officials (odd years).
Nominations must be submitted online at www.sdmunicipalleague.org/ About-ExcellenceAward by Aug. 15. Recipients are selected by the SDML's Past Presidents Committee from submitted nominations.
The award will be presented Oct. 10 at the SDML annual conference in Sioux Falls during the Excellence in South Dakota Municipal Government Award Luncheon.
The excellence award has been presented since 1993. Last year’s recipient was Ken Fideler, long-time city council member and current mayor of the City of Volga. ■
In an ever-changing world fraught with uncertainties, the ability to anticipate, prepare for, and effectively respond to disasters is paramount. Whether natural or man-made, disasters can strike suddenly, leaving communities and businesses reeling from their devastating effects. Recognizing the crucial need for proactive measures, the South Dakota Department of Public Safety presents this guide to disaster preparedness.
This article delves into essential strategies and frameworks tailored to equip cities and businesses with the necessary tools to mitigate risks and manage crises effectively. From understanding the five phases of emergency management for cities to outlining practical steps for businesses to fortify their resilience, this guide provides a starting point of knowledge for individuals and organizations alike.
Drawing on expert insights and proven methodologies, we explore the intricacies of disaster preparedness, from pre-disaster planning to postevent recovery. Furthermore, we delve
into the critical concept of continuity of operations, shedding light on how businesses can ensure seamless functionality even in the face of adversity.
The Federal Emergency Management Agency (FEMA) has introduced a National Preparedness Goal which states a community should be prepared for all types of disasters and emergencies. Five phases of Emergency Management have been identified including: Prevention, Preparedness, Response, Recovery and Mitigation.
It would be impossible to ‘prevent’ many natural disasters but there are several ways to prevent the ensuing chaos that immediately follows with a well laid-out plan in place. Cities and municipalities should routinely convene with their county Emergency Manager to address potential 'what if' scenarios specific to their community.
Damage to homes in Castlewood, SD, following a severe storm in 2022. SD Dept. of Public Safety.Preparing your community by establishing and exercising a comprehensive plan is essential, encompassing readily accessible contacts for emergency services, power and gas utilities, heavy equipment operators, as well as local fire, police, and sheriff offices. Crafting basic plans tailored to diverse disaster scenarios facilitates swift access to the necessary personnel and resources when time is of the essence.
Knowing who to call and when, with an action plan in place, makes it easier to work together when times get tough, fostering effi cient collaboration and coordinated response efforts.
These steps are pivotal in orchestrating an efficient response to disasters, emphasizing the significance of life safety, resource coordination, and
effective communication with the public:
Prioritize Life and Safety: Immediately post-disaster, emergency responders focus on saving lives, safeguarding property, and preserving the environment. Within the crucial fi rst 12-24 hours, their primary aim is ensuring the safety of individuals impacted by the event, underscoring the urgency of swift and decisive action.
for Residents and Missing Persons: In the aftermath of significant damage, accounting for residents and locating missing individuals becomes imperative. This may entail implementing evacuation measures for unsafe areas, restricting access, and potentially implementing curfews to maintain order and safety. These tasks, among many other details, are accomplished through an established
process called the Incident Command System (ICS) where a structure is set up with local first responders to provide organization and leadership to disaster response. The County Emergency Manager is a key component to this success.
Coordinate and Support: County emergency management steps in to coordinate and bolster the efforts of responders on the ground. They facilitate planning for subsequent actions and guide decision-making processes for elected offi cials, such as the Mayor or City Council. This coordination is essential for ensuring a cohesive and effective response.
Access Additional Resources and Mutual Aid: Mayors collaborate with their councils or boards to manage emergencies efficiently. Declaring an emergency can streamline access
to additional resources and funding, granting special authorities to make necessary purchases and decisions. Mutual aid agreements further enable jurisdictions to request assistance from neighboring agencies or jurisdictions during crises.
Engage the Public through Effective Communication: Communicating the situation to the public is paramount. Transparent and timely communication fosters trust, empowers individuals to take appropriate actions, and reduces uncertainty and panic. Providing clear instructions, updates, and safety information through various channels helps ensure that affected communities are well-informed and prepared to respond effectively.
Leverage State Resources: The State Office of Emergency Management plays a pivotal role in the response effort, providing regional coordinators stationed across South Dakota. These coordinators deploy to incidents, gather information, coordinate state resources, and support local response efforts by working side by side with the county emergency manager. Together, their involvement while working with local officials, ensures a coordinated and comprehensive response.
By adhering to these steps and emphasizing effective communication with the public, communities can enhance their readiness and resilience in the face of disasters. Clear and transparent communication not only
mitigates panic but also empowers individuals to make informed decisions, ultimately saving lives and minimizing the impact on property and the environment.
Voluntary Organizations Active in Disaster (VOAD) such as the Red Cross, Feeding South Dakota, Helpline Center, the Salvation Army, plus many more, play a crucial role in disaster recovery by addressing unmet needs and providing essential support to affected communities. These agencies often step in to offer temporary shelters, distribute food, water, clothing, blankets, and provide labor for various tasks. However, it's essential to be prepared to effectively utilize their assistance and ensure the safety of both volunteers and those they aim
to help. More information on these organizations can be found at https:// www.southdakotavoad.org/.
Preparing for Donations: Establishing a plan for accepting donations, emphasizing that a cash donation is the best way to help after a disaster, is essential. Clearly outline where and how cash and other donations can be made, ensuring transparency and accountability in handling funds. Having designated collection points and procedures in place streamlines the donation process and enables prompt distribution to those in need. It also ensures entities do not become overwhelmed with unnecessary or unusable donations which later must be disposed of.
Utilizing Volunteers: Volunteers are a valuable resource in disaster recovery efforts. Assigning specific tasks based on volunteers' skills and capabilities maximizes their impact. Whether it's setting up shelters, distributing supplies, or providing emotional support, volunteers can contribute in various capacities to alleviate the burden on emergency responders.
Volunteer Efforts: Effective coordination is key to harnessing the collective efforts of volunteers. Establishing a central coordination center or volunteer hub facilitates communication, task assignment, volunteer hour tracking, and resource allocation. Providing clear
Residential areas of Castlewood, SD, suffered much damage in 2022 due to a sudden severe storm. While we can't prevent storms, we can be prepared. SD Dept. of Public Safety.
Debris begins to pile up during clean-up efforts after a severe storm. SD Dept. of Public Safety.
instructions, training, and supervision ensures that volunteers understand their roles and responsibilities.
Ensuring Safety: Safety should always be a top priority when mobilizing volunteers. Conducting safety briefi ngs and providing necessary protective equipment ensures that volunteers can work safely in hazardous environments. Establishing guidelines for identifying and reporting potential hazards helps mitigate risks and prevent accidents. Additionally, volunteers should be informed of areas to avoid and guided to work in locations where their assistance is most needed.
Supporting Volunteers: Recognizing and supporting the efforts of volunteers is essential for maintaining morale and sustainability. Offering amenities such as rest areas, refreshments, and counseling services helps alleviate fatigue and stress. Expressing gratitude for their contributions fosters a sense of camaraderie and motivation among volunteers.
By proactively preparing for volunteer assistance, coordinating their efforts effectively, and prioritizing their safety and wellbeing, communities can harness the power of volunteers to address unmet needs and support disaster recovery efforts. Volunteers play a vital role in rebuilding communities and providing essential assistance to those impacted by disasters, making their involvement integral to the overall recovery process.
Mitigation in disaster management refers to actions taken to reduce or prevent the impact of hazards and the associated risks on people, property, and the environment. Rather than solely focusing on response and recovery efforts after a disaster occurs, mitigation strategies aim to proactively address vulnerabilities and minimize the severity of future events.
Mitigation efforts can take various forms, including:
Structural Measures: Implementing structural changes or improvements to infrastructure and buildings to enhance their resilience against natural disasters. This may involve retrofitting buildings, reinforcing levees and flood barriers, or constructing tornado-resistant shelters.
Non-Structural Measures: Implementing policies, regulations, and land-use planning strategies to reduce exposure to hazards and prevent development in highrisk areas. Non-structural measures may include zoning regulations, building codes, and land conservation efforts.
Community Preparedness and Education: Educating communities about potential hazards, their impacts, and how to prepare for and mitigate risks. This may involve conducting public awareness campaigns, providing training in disaster preparedness and response, and encouraging the development of community emergency plans.
Ecosystem-based Approaches: Protecting and restoring natural ecosystems, such as wetlands and forests, which can serve as natural buffers against hazards and provide valuable ecosystem services. Preserving natural habitats helps reduce the impact of floods, landslides, and storms by absorbing excess water, stabilizing soil, and reducing erosion.
Overall, mitigation plays a critical role in disaster management by reducing the likelihood and severity of disasters, enhancing community resilience, and minimizing the need for costly emergency response and recovery efforts. By investing in mitigation measures, governments, organizations, and communities can build safer, more sustainable environments
that are better equipped to withstand and recover from future disasters.
Continuity of Operations, or COOP, is essential for agencies to maintain critical services during disruptions, whether large or small. It involves prioritizing tasks and services, focusing on People, Places, and Things to ensure seamless operations.
For People, staff with essential functions continue working through disruptions, while those with non-essential roles may be sent home or assigned to assist. Contact information and alert notification procedures are crucial for leadership to reach staff during emergencies. Creating specialized teams like Relocation Teams streamlines COOP tasks, such as setting up alternate facilities. Orders of succession ensure continuity, even if key staff members are unavailable. Written delegation of
authorities related to essential functions prevents delays in decision-making.
Regarding Places, plans for alternate facilities are essential if primary locations become inaccessible. These facilities can be owned or borrowed, ensuring a smooth transition of staff and resources. Remote work capabilities should also be considered for staff to work from home if necessary.
In terms of Things, essential functions are tasks mandated by life safety, policies, or legislation. These functions may vary based on the duration of COOP activation, requiring flexibility and adaptability. Assigning specific staff to each essential function ensures accountability and prevents tasks from being overlooked. Driveaway kits equipped with necessary software, documents, and technology enable staff to perform essential functions from any location.
By addressing People, Places, and Things in COOP planning, agencies can maintain continuity of critical services during disruptions, safeguarding operations and ensuring resilience in the face of adversity.
Local businesses play a pivotal role in the resilience and recovery of communities in the face of natural disasters. Their preparedness efforts not only safeguard their own operations but also contribute to the overall wellbeing and stability of the community.
FEMA has created the Ready Business Program to help businesses and organizations develop effective preparedness and mitigation programs. The Ready Business Program accomplishes this goal by providing tools to create a business continuity
and preparedness and mitigation plan with a focus on the impact of relevant, local hazards.
Through a two-part process, the program combines stateof-the-art information along with presentations, panel discussions, and a scenario-based discussion to move organizational leaders through a step-by-step process to:
1. Identify Your Risk
2. Develop a Plan
3. Take Action
The two components of the Ready Business Program include a series of hazard-specifi c Ready Business Toolkits, and in-person Ready Business Workshops.
The first program component, the Ready Business Toolkit series, includes multiple peril-specific versions addressing inland flooding, power outage, and severe wind/tornado. Toolkits provide organizations with information needed to develop a business continuity and Preparedness and Mitigation Project Plan, provide an application for Taking Action, and a protocol for organizations who want to secure recognition as a Ready Business.
The second program component is the Ready Business Workshop. Workshops introduce participants to the program resources, including Toolkits, and the many benefits businesses and organizations gain by emphasizing the abovementioned core steps. Learn more about this program at Flash.org/readybusiness.
By protecting employees and customers, maintaining business continuity, reducing economic impact, supporting community recovery, and fostering resilience, businesses can contribute to a safer, more resilient, and prosperous community for all.
A crucial step towards achieving the goals outlined here is proactively connecting with your county emergency manager before the need arises. By fostering this relationship in advance, you can better prepare for emergencies, ensure access to additional resources, and ultimately enhance the resilience of your community before the storm clouds gather. ■
FORT PIERRE, SD – Chad Tomjack, Building Inspector for the City of Box Elder, was recently named Code Enforcement Officer of the Year by the South Dakota Association of Code Enforcement (SoDACE).
The award is given each year to a member of the association for their years of service as well as outstanding contributions to their municipality as a code enforcement officer, contributions to their community as a citizen, and personal accomplishments.
Tomjack was recognized for his exceptional work ethic, dedication to helping citizens, and commitment to enforcing codes fairly and effectively.
“Chad truly stands out due to his dedication to going the extra mile to assist citizens in understanding and meeting code requirements,” said Wayne Rasmussen, Box Elder Safety and Risk Manager, who nominated Tomjack for the award. “He consistently takes the time to educate residents on regulations and ordinances while working closely with them to develop practical solutions for achieving compliance.”
As a code enforcement officer, Tomjack’s role is extremely important in maintaining and improving the quality of life for residents, said Rasmussen. By enforcing building codes and ordinances, he ensures that structures are safe, sanitary, and in compliance with regulations. This not only protects the health and safety of the community, but also helps prevent deterioration in the city. In addition, Tomjack’s work helps to uphold property values and create a more attractive environment for residents and visitors.
Tomjack is also an advocate and helper in his community, donating his time to various organizations that assists pets in need as well as to the American Legion. As a member of the American Legion, Tomjack helps provide support and resources to veterans and their families, ensuring they receive the assistance they deserve.
The award was presented during the annual SoDACE Information and Training Conference held at Drifters Event Center in Fort Pierre on May 8-9.
SoDACE, an affiliate of the South Dakota Municipal League is a statewide association that works to advance, educate, and improve
efforts of state, county, city, and other political subdivision employees who are actively involved with and responsible for the enforcement of housing, municipal, county, state, or federal codes. For more information, visit www.sdmunicipalleague.org/ codeenforcement. ■
The South Dakota Municipal Street Maintenance Association (SDMSMA) has awarded Traffic Control Device Grants to the cities of Avon, Summerset, Batesland, and Wakonda.
The cities each receive up to $2,500 via reimbursement for purchased traffic control devices.
The cities of Avon and Summerset utilized their grant monies to install flashing stop signs, which provide increased awareness at high-risk, highincident intersections.
The cities of Batesland and Wakonda applied their funding toward the
purchase of electronic radar speed signs. The signs are used to remind both residents and visitors of decreased speed zones.
The SDMSMA established the annual grant in 2022 to provide funds to offset the cost of traffic control devices such as speed display units, traffi c count units, and other flashing warning signs for pedestrians.
Applications are due April 1 each
year. Recipients are announced at the annual SDMSMA Spring Training, which was held this year on April 24-25 in Oacoma, SD.
The SDMSMA, an affiliate of the South Dakota Municipal Leauge, provides education and instruction for municipal street maintenance workers and assists in meeting their goals through encouragement, friendly exchange of knowledge, and experience among its members. ■
SIOUX FALLS, S.D. – The Governor’s Office of Economic Development (GOED) honored the hard work of communities and leaders during the Governor’s Conference on Economic Development in late April.
Gov. Kristi Noem announced three major award winners: Centerville as Community of the Year and Dean Dziedzic and Brooke Rollag as recipients of the Excellence in Economic Development award.
“South Dakota continues to prove that hard working individuals make a difference in every community,” said Governor Noem. “Congratulations to today’s winners – and to everyone who works to make the freest state in the nation the best state to live, work, and raise a family.”
The Community of the Year award honors a community that has made strides in economic development, community enhancement, job creation, and quality of life.
Centerville has committed to building a better future for itself and its residents. Long range plans by the Centerville Development Corporation (CDC) have positioned Centerville for impressive growth. The importance of housing has been the community’s main focus, with the town creating a 14-acre housing sub-division with 28 lots.
In addition to housing, Centerville has been working on expanding its business district. Two-and-a-half acres have been secured for a light industrial park for future development.
The Excellence in Economic Development Award was given to two individuals; Dean Dziedzic, Vice President of Economic Development for the Sioux Falls Development Foundation, and Brooke Rollag, Executive Director of Lake Area Improvement Corporation (LAIC) in Madison.
The award recognizes individuals who have excelled in economic development throughout their careers.
The conference brought in experts from both in and out of state to better educate those in the industry, as well as celebrating with over 400 individuals at the awards luncheon.
Next year’s conference will be held in Pierre Feb. 25-27. ■
MOUNT RUSHMORE EVENING LIGHTING CEREMONY, Keystone
STARTING JUNE 12
PALACE CITY FARMERS MARKET, Mitchell
OPEN AIR MARKET, Canton
SPLASH PATIO CONCERT SERIES, Rapid City
FALLS PARK FARMER'S MARKET, Sioux Falls
MARKET AT THE MERIDIAN, Yankton
BLACK HILLS FARMERS MARKET, Rapid City
SPRING VOLKSMARCH AT CRAZY HORSE MEMORIAL, Crazy Horse
FRÜHLINGSFEST, Rapid City
LAFRAMBOISE ISLAND BIKE RACE, Pierre
LEVITT AT THE FALLS: SHAUN
JOHNSON BIG BAND EXPERIENCE, Sioux Falls
CASEY TIBBS MATCH OF CHAMPIONS, Fort Pierre
JUNE 1-2
DEADWOOD MICKELSON TRAIL MARATHON, Deadwood
JUNE 1-2
WE LOVE LOCALS WEEKEND, Keystone
JUNE 1-2
SIOUXLAND RENAISSANCE FESTIVAL, Sioux Falls
JUNE 1-2
DEADWOOD MICKELSON TRAIL MARATHON, Deadwood
SUMMER CONCERT: PAUL CHRISTIAN, Good Earth State Park, Sioux Falls
ENDS JUNE 2
LAKE ANDES FISH DAYS, Lake Andes
ENDS JUNE 2
HISTORICAL FESTIVAL, Fort Sisseton Historic State Park, Lake City
JUNE 2-7
RIDE ACROSS SOUTH DAKOTA (RASDAK), Rapid City
JUNE 5-7
CELEBRATE THE 605 BUS TOUR, Sioux Falls
LEVITT AT THE FALLS: TOPHOUSE, Sioux Falls
JUNE 6-8
BLACK HILLS QUILT SHOW & SALE, Rapid City
JUNE 6-9
WHEEL JAM, Huron
NORTHERN BULL RIDING TOUR, Madison
1ST FRIDAYS ON MAIN, Mitchell
LEVITT AT THE FALLS: KYAIRA, Sioux Falls
JUNE 7-8
SOUTH DAKOTA BBQ CHAMPIONSHIPS, Huron
JUNE 7-8
DEADWOOD PBR, Deadwood
June 7-9
GUMBO RIDGE WAGON TRAIN, Murdo
JUNE 7-9
FAMILY FUN WEEKEND, Aberdeen
JUNE 7-9
OFF-ROAD RALLY, Custer
MOUNT RUSHMORE RODEO AT PALMER GULCH, Hill City
PINE ISLAND GRAVEL ODYSSEY, Spearfish
ANTIQUE TRACTOR PULL AT PRAIRIE VILLAGE, Madison
LEVITT AT THE FALLS: LOS TEXMANIACS, Sioux Falls
LEVITT AT THE FALLS: MAGGIE IN THE MEANTIME, Sioux Falls
FESTIVAL OF CULTURES, Sioux Falls
RIBFEST, Yankton
JUNE 8-9
ARCHEOLOGY AWARENESS WEEKEND, Mitchell
1880 TRAIN OLD WEST SHOOTOUT, Hill City
SUMMER CONCERT: JETLEY PARK, Good Earth State Park, Sioux Falls
LEVITT AT THE FALLS: WILDERMISS, Sioux Falls
JUNE 13-15
WILD BILL DAYS, Deadwood
JUNE 13-16
HARTFORD JAMBOREE DAYS, Hartford
LEVITT AT THE FALLS: ARMCHAIR BOOGIE, Sioux Falls
JUNE 14-15
OAHE DAYS ARTS & MUSIC FESTIVAL, Pierre
JUNE 14-15
CZECH DAYS, Tabor
JUNE 14-16
OLD SETTLERS' DAYS, Highmore
JUNE 14-16
FINE ARTS IN THE HILLS, Hill City
JUNE 14-16
GIFT FROM MOTHER EARTH ART SHOW, Crazy Horse
WILD DEADWOOD READS, Deadwood
MOUNT RUSHMORE RODEO AT PALMER GULCH, Hill City
THE BIG MICK, Deadwood
IRON TILE WORKSHOP & THE SUN POUR, Sioux Falls
LEVITT AT THE FALLS: DE TIERRA CALIENTE, Sioux Falls
CHEESE FEST & BIG CHEESE COOK-OFF, Ethan
JUNE 15-16
BLACK HILLS RENAISSANCE FESTIVAL, Lead
JUNE 15-16
ARTS IN THE PARK, Aberdeen
1880 TRAIN OLD WEST SHOOTOUT, Hill City
SUMMER CONCERT: MOGEN'S HEROES, Good Earth State Park, Sioux Falls
JUNE 17-21
LEVITT LATIN JAM CAMP, Sioux Falls
JUNE 19-23
CAMARO RALLY, Sturgis
LEVITT AT THE FALLS: TYLER RICHTON & THE HIGH BANK BOYS, Sioux Falls
JUNE 20-22
BUFFALO STAMPEDE RODEO, Kadoka
MIDSOMMAR AT DALESBURG, Vermillion
LEVITT AT THE FALLS: NUR-D, Sioux Falls
JUNE 21-23
QUARRY DAYS, Dell Rapids
JUNE 21-23
PIONEER DAYS, Dupree
JUNE 21-23
MICKELSON TRAIL SUMMER TREK, Lead
26
FLUTTERFEST, Sioux Falls
KIDS' CARNIVAL, Rapid City
LEVITT AT THE FALLS: EL GRUPO CASCADA, Sioux Falls
LEVITT AT THE FALLS: FAYTINGA, Sioux Falls
JUNE 22-23
KITE FESTIVAL, Brookings
1880 TRAIN OLD WEST SHOOTOUT, Hill City
SUMMER CONCERT: AMY ELLSWORTH, Good Earth State Park, Sioux Falls
JUNE 24-JUNE 28
LEVITT SONGWRITING JAM CAMP, Sioux Falls
WILD WEST WEDNESDAYS
RODEO, Rapid City
JUNE 26-JUNE 29
CRYSTAL SPRINGS RODEO, Clear Lake
ZOOFARI, Sioux Falls
LEVITT AT THE FALLS: DAVID ROSALES & HIS BAND OF SCOUNDRELS, Sioux Falls
BLACK HILLS ROUNDUP, Belle Fourche 19 20 21
LEVITT AT THE FALLS: JANICE GILBERT, Sioux Falls
JUNE 28-30
MAIN STREET ARTS & CRAFTS FESTIVAL, Hot Springs
JUNE 28-30
MAIN STREET ARTS & CRAFTS FESTIVAL, Hot Springs
JUNE 28-29
RODEO, Irene
LEVITT AT THE FALLS: JESSIE G, Sioux Falls
1880 TRAIN OLD WEST SHOOTOUT, Hill City
SUMMER CONCERT: KOBE JORDAN, Good Earth State Park, Sioux Falls
JUNE 30-JULY 4
If you say, “I’m from Murdo, South Dakota,” many get the response of, “Oh yeah, the Big Green Car!” This iconic vehicle symbolizes the Pioneer Auto Show, an exclusive attraction found only in Murdo.
The Pioneer Auto Show was started by AJ “Dick” Geisler. Dick bought a John Deere and Chevrolet Dealership in 1945 and then a Phillips 66 gas station on the junction of US Highways 16 and 83 in 1950. He displayed cars at the station he purchased, and visitors would fill their tanks and view the display. One of his first was a 1913 Peddlers Wagon.
He kept acquiring antique vehicles, so in 1954, Dick and his sons, Dave and John, started up the Pioneer Auto Museum/ Show that continued operation by his sons after Dick and his wife’s passing. Dave continued to operate the Pioneer Auto and ran the Murdo Ford Mercury dealership. When Interstate 90 opened in 1972, the Big Green Car became
known as an attraction to draw travelers into Murdo from I-90.
Some of the highlights at the Pioneer Auto Show, or as many say, “The Big Show” is the “REAL” General Lee, a1969 Dodge Charger from the “Dukes of Hazzard” and the 1931 Packard owned by Tom Mix. There are many more vintage cars, tractors, motorcycles, and antiques displayed in the over 30 buildings of Pioneer Auto Show.
Dave, like his father Dick, was involved in both city and state governance. Among his four children, David and Vivian remained engaged in the operations of the Pioneer Auto Show. David also maintained an active role in city government, having served as either a city council member or mayor of Murdo since 1999, carrying on the family tradition of caring for their community.
Dave passed away on May 17, 2024, but the upcoming 70th anniversary of the Pioneer Auto Show on Aug. 10
HOMETOWN TO:
• The one and only Pioneer Auto Show
• US Senator John Thune
• South Dakota’s Best Cheeseburger by Yelp at the Circle E Drive In
• Longest running boy’s high school basketball tournament in South Dakota, the Jones County Invitationals
• Founders of 1880 Town, just a few miles west of Murdo
will celebrate both the attraction and his many contributions over the years. Activities include a “Show and Shine” car show, a parade, a street dance to the band Undercover, and various family fun activities throughout the day.
Murdo extends a warm welcome to all visitors any time of the year. With numerous motels, restaurants, a swimming pool, golf course, picturesque park, hunting, fishing, and more. There's something for everyone.
Throughout the summer, Murdo hosts many events. The Gumbo Ridge Wagon Train starts things off in June. July brings the excitement of the Gumbo Ridge Bronc Ride and Murdo Ranch Rodeo and the 4th Annual Meghan Newsam Community Celebration, with several family fun activities and the main feature of a concert series.
Murdo truly is the place to be, so be sure to make a stop at the "Big Green Car." ■
The discussion about workers compensation often includes topics such as timely reporting, the claim investigation, disputes, and litigation. However, since most claims are compensable and accepted, we would like to explain some of the benefits that the workers’ compensation system offers an injured employee.
Benefits are categorized by indemnity and medical benefits. Indemnity payments are for wage loss and impairment.
Temporary benefits are paid for wage loss when a physician writes an order that the employee is unable to work for a period of time longer than seven consecutive days. (SDCL 62-4-2) In order to determine the weekly benefit rate, we review 52 weeks of payroll prior to the injury. A Form 110 “Calculation of Compensation” is submitted to the
Department of Labor and Regulation (DOLR) for approval of the benefit rate.
Permanent benefits are paid when a physician determines that the employee has an impairment rating. This percentage of impairment is multiplied by the applicable statute and the weekly benefit rate (SDCL 62-4-6).
The following are the types of indemnity benefits paid on a claim file:
• TTD Temporary Total DisabilityEmployee ordered totally off work
• TPD Temporary Partial Disability - Employee released to work with restrictions
• PPD Permanent Partial Disability - Physician assesses impairment rating
• PTD Permanent Total Disability - Employee is unable to work in any capacity
Based on Benefits Paid by Claims Associates, Inc. from 2021-2023
The most common benefi t provided is the medical benefit. Medical documentation is required to determine compensability of all claims. We do not pay medical benefits without a physician opinion and complete review of the medical records. The medical benefit provides for services such as hospital, doctor, physical therapist, and chiropractor. It also pays travel expenses if treatment is required by a specialist or provider not located in the employee’s work or home community. Personal items such as eyeglasses, hearing aids, and dentures can be a covered item if they are damaged in an accident which also causes another injury. (SDCL 62-4-1) ■
A significant number of claims occur to the upper extremity which includes the arm, elbow, wrist, and shoulder, hand and fingers. Consistently, the lower extremity (knee, ankle, foot) has the next highest number of claims, while back and head claims are close behind.
Two of the greatest risk exposures for local governments right now have to do with information and weather. Unfortunately, neither of these exposures can be eliminated, so we must first understand what these risks are, how they are created, what their impact is or could be on your entity and finally how we can help protect against the disruption in your organization. If anyone has a way to call Doc from Back to the Future, perhaps we could use the DeLorean to go back to the 1990s and really rethink how the digital world is created. Until then, let’s take a look at what a couple of the top trends facing local governments in 2024 are and how we can stay vigilant to protect your assets.
In a society where there is much political separation, and with it being a major political election year, it is anticipated that AI generated misinformation and disinformation are likely to have a major impact in the 2024 elections. Say what now? Misinformation and disinformation? Let’s break it down. AI generated is pretty easy to understand. AI or artificial intelligence is the science where machines are created to act like humans. They ‘learn’ how to respond and anticipate behaviors by analyzing data related to human behavior. This helps the machine to generate a response which would resemble human behavior. Nothing too nefarious in that, right? At its core, not at all. The efficiency created by these intelligent machines can be a true asset to many organizations.
Misinformation is not necessarily intended to be malicious. Misinformation is simply incorrect or misleading information. Misinformation is generally getting the facts wrong, not having all of the information to fully communicate the intended
message, or a simple failure to properly understand something yet still provide an opinion on it. Someone may have a strong opinion on a topic because they haven’t gathered all of the information. When they post on their social media or give a speech or commentary on this topic, this would be an example of misinformation. They are providing erroneous information without malicious intent.
Disinformation on the other hand, is created with the intent to produce a specific result. For example, creating facts to support an opinion to change or lead people’s behavior would be disinformation. Intent is the defining factor of whether information is considered misinformation or disinformation.
When we combine the two, AI and the mis- and disinformation, we now have an issue where whether intentionally harmful or not, AI is being used to spread information very efficiently and effectively across the masses via the use of social media. This information is consumed by followers and potentially creating or deepening a divide, creating an issue or believe in your communities, and potentially increasing the risk that your entity will be involved in a claim arising out of the spread of this information.
To protect yourself against misinformation or disinformation, as they say, make sure the tea is pure before you spill it. It’s important to gather your information from a variety of sources. Investigate the source of the information before sharing the same on your own social media pages or sharing this information with others. Where there are topics relative to issues within your community, it is best to educate your communities
about the topics at hand. This may not always seem successful, but providing fact based educational opportunities is going to be much more credible and effective than simply trying to dismiss the ‘bad’ information. Until we find the DeLorean, the best we can do is stay vigilant about the information which is provided to our communities and those who would question it. Ensure that the information is clear and concise, that is factually sound, and that the message is consistent. Utilizing your social media and communication policies for distribution of information relative to any issues, whether or not they are controversial, will aid in the reduction of misinformation and disinformation.
Weather is another of the top risks facing local governments in 2024. Unfortunately, we do not yet have any machines or gadgets that we can send up into the atmosphere to help control wind speed, air temperature, humidity, and all of the other factors that contribute to what we have come to know as convective storms.
Since we cannot control the weather, what can we do to help mitigate the risk of the potential damage resulting from these storms? First, we would recommend that you consider your property schedules ahead of time. Reviewing your schedules to first make sure that all the property you intend to cover is listed is the fi rst step to protecting your entity’s assets against a shortage of coverage in the event of a major storm event. Once you know that the coverage is in place, make sure that you have a compiled an inventory list of the contents of your location. If a building is destroyed by a tornado, struck by lightning which causes a fire, or there is a flood, it will be much easier for you to work through your claim if you have a proper inventory of what
your loss is. This applies not only to you or community assets, but this will save you time at home as well. Making sure that you have appropriate values placed on your assets is the last step to ensuring that IF there is a claim, your coverage will be sufficient to take care of your losses. Making note of how your coverage applies will help you plan ahead by budgeting for your entity’s fi nancial obligations will also help mitigate the time you will have to spend finalizing your claim. What’s your deductible? How do your deductibles apply across various coverage sections? Do you have a different deductible for wind and hail versus a fire or flood loss?
Another way to help protect or mitigate the risks arising from weather related incidents is to ensure that you have conducted proper maintenance on your property. Clearing debris which could become a fire accelerant in the event of a lightning loss will help decrease
the fire exposure, and also enable responders to respond to your call more efficiently for assistance. If your structure’s roofing materials are near or beyond the end of the roof lifecycle, make plans to have the roofs repaired or replaced ahead of the storm season. A healthy roof will defend against wind and hail much more effectively than a roof that is near the end of its lifespan. Further, checking to ensure that your structures are sound, free from gaps, cracks and crevices that may allow for the entry of wind driven rain will save you some and heartache in the future, no one wants to come to the office on Monday to find their desk in a puddle of water because there was a gap in the roof line that wasn’t sealed up properly.
Being mindful of the forecasts in your area will help you to protect property from damage as well. Take steps to protect outdoor property, move equipment to areas outside of warning
zones, or into covered structures. Ensure that employees are aware of any additional special personal protective equipment that may be necessary because of forecasted weather.
While we can’t protect ourselves from everything, educating ourselves on the risks that we face, and training our teams on the same will help to mitigate the risk exposure, and certainly the time that will be spent managing the resolution of those risks as we encounter them.
The SDPAA is proud to be able to help in training for those risks, resources for risk management and loss control and coverage for when those risks simply cannot be avoided. The SDPAA is here to help elevate your ability to protect your assets and manage your risk. Please reach out to the SDPAA Team to get more information on Membership or resources. Visit us online at www. sdpaaonline.org. ■
With the summer event season starting up, the South Dakota Department of Revenue is reminding operators of party buses and similar transports to apply for the carrier alcohol license so as not to be in violation of open container laws.
A carrier alcohol license is necessary for any business or person who transports persons for hire on any means of conveyance (such as a limousine, airplane, party/tour buses, party bike, or boat) and wishes to sell or furnish alcohol or allow alcohol to be brought on board for consumption.
The carrier license is issued by the SD Dept. of Revenue, and it protects the business owner and passengers from violating state open container laws. A carrier alcohol license authorizes the license holder to essentially have a bar on wheels, water, or air, and allows for consumption of alcohol on board the conveyance.
• Hours of operation are from 7 a.m.-2 a.m.
• The business may purchase alcohol to sell to its passengers who are at least 21 years of age. However, passengers can bring their own alcoholic beverages on board if they are in sealed and unopened containers purchased from a retailer. A carrier may not transfer alcohol from its own retail license to stock the vehicle.
• All alcohol shall be stored in their licensed vehicles; it may not be stored in a home or an unlicensed business location.
• Apply at https://sd.gov/taxapp
• The carrier license fee is $100 annually and expires on Dec. 31 at midnight.
• An additional taxi license may also be required as designated by city ordinances.
Applicable laws about, but not limited to the carrier license, include:
• Definition of a Carrier, SDCL 35-1-1 (3)
• BYOB Authorization, SDCL 35-15.8 South Dakota law prohibits any person from consuming or possessing an alcoholic beverage in a vehicle unless the seal of the original package remains unbroken.
• Misdemeanor, SDCL 35-1-9.1; punishable by a $100 fine or up to 30 days in jail. The restriction includes any package containing alcoholic beverages, or receptacle containing alcoholic beverages. The rule applies to all persons within the car—including the driver and passengers—and to any vehicle located on public highways or state park roads.
• Alcohol Transportation Laws, SDCL 35-4-66
For more information, contact the SD Department of Revenue at 1-800-8299188 or SpecialT@state.sd.us. ■
July 1 marks the effective date of new legislation passed during the 2024 Legislative Session. Below are the law changes that most affect processes, procedures, and operations considerations for municipal leaders and public servants.
HB 1055 - The surplus property limit has finally changed! Allows for any surplus property appraised at $2,500 or less may be sold at private or public sale without notice.
HB 1069 – Permits the display of campaign signs in municipalities in conjunction with the beginning of absentee voting. No later than 10 days prior to the day absentee voting begins in a primary or general election, municipalities must allow for the placing of campaign signs, through election day.
HB 1092 – Provides for the increase of the 911 surcharge to $2 per line. 911 is an essential service and can only be done well by using very expensive technology and equipment and this should go a long way to stabilizing the funding for this. The bill did pass with a sunset on the increase – but the intent is to provide solid information from the 911 board over the next year, then remove that sunset and allow the increase to be permanent.
HB 1196 – Streamlined the process by which an on-sale retail license holder may acquire a special event license. This no allows the license to no longer have to be used only in a publicly owned facility.
HB 1197 – Requires each public access computer be equipped with software to limit minors’ access to obscene matter, or get your internet connectivity from a provider that has filter services; and, by January 1 of 2025, you have to publish the policy restricting access to obscene materials on your website or in the legal newspaper.
SB 5 – Requires municipalities to pay city managers for 30 days after a dismissal, a change from the previous 14. If a contract is currently in place the provisions of that contract will still need to be followed.
SB 12 – Authorizes certain employer actions regarding the use of cannabis by an employee or perspective employee. This does NOT prohibit an employer from refusing to hire a
person based solely on a positive test result for cannabis, if the person is employed in a safety sensitive position.
SB 43 - Establishes clarification that a municipality may impose a number of limitations on medical cannabis establishments, including limits on the proximity to sensitive use areas such as places frequented by children; and proximity of one establishment to other cannabis establishments.
SB 71 – Removes restrictions on law enforcement from being able to inspect and search, seize, prosecute and discipline bad actors in the medical cannabis community. This ability, of course, will still require due process for a search or other action.
SB 75 – Modified the requirements to be a legal newspaper allowing print edition to be offered for free as long as there are at least 200 paid online subscribers. In addition your rates for newspaper publication will no longer be set by the Bureau of Administration, there is now a formula in law that will govern what newspapers can charge.
SB 146 – Provides for protections to be added for local elected officials, making it a Class I misdemeanor for a person to communicate any written or electronic threat to take the life or inflict serious bodily harm on the elected person or their immediate family. ■
PIERRE, S.D. – Letters of intent are now being accepted for the Transportation Alternatives (TA) program through the South Dakota Department of Transportation (SDDOT).
TA is a program that uses federal transportation funds, designated by Congress, for specific activities that enhance the inter-modal transportation system and provide safe alternative transportation options. TA encompasses a variety of smaller-scale non-motorized transportation projects such as pedestrian and bicycle facilities, recreational trails, safe routes to school projects, community improvements such as historic preservation and vegetation management, and environmental mitigation related to storm water and habitat connectivity.
Approximately $8 million is available through a competitive project selection process administered by the SDDOT Project Development Office. Projects may be limited to $600,000 depending on annual funding allowance. The minimum for infrastructure projects will be $50,000. There is no minimum for non-infrastructure projects. The minimum local match requirement is 18.05%.
A full description of the TA program is available online on the SDDOT Transportation Alternatives webpage at https://dot.sd.gov/programs-services/ programs/transportation-alternatives.
The submittal of a letter of intent form, found on the webpage, is a mandatory requirement to be eligible to submit
a full application for funding. The deadline to submit letter of intent forms is July 15, 2024. This will be the only call for Letters of Intent for the 2025 Fiscal Year.
Requests for additional information, site visits and/or meetings on potential projects should be directed to Logan Gran, Active Transportation Engineer, at 605-773-4912 or via email at Logan. Gran@state.sd.us.
Following the receipt of the letters of intent, on-site meetings with project sponsors will be scheduled prior to Aug. 15, 2024. The deadline for full applications is Oct. 1, 2024.
For mor information, visit https://dot. sd.gov. ■
“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
SDML Executive Director Sara Rankin reminds League members to sign in to the new membership database to take advantage of new benefits available to them.
“I’d really just encourage folks to sign in and click around,” says Rankin. “Update your profile, set your preferences, and just explore all the tools that are available and how you can use them. Get in the habit of making sure you’re signed in whenever you visit.”
The membership database is integrated throughout the SDML website. While most of the website is open to the public, Rankin says there are many features only available to logged in members, including the ability to quickly register for events, view and pay invoices, interact with affiliate groups, and access discounted member pricing.
A training session on the system will be held at the upcoming Finance Officers' School, since Rankin said that position often acts as the primary city contact.
Information about several of the most commonly-used features follows below. For more detailed instructions, visit www.sdmunicipalleague.org/DatabaseTutorials. Additional tutorials will be added periodically.
To log into your account, visit www. sdmunicipalleague.org.
Accounts were brought over from the previous system, so most are already set up. Login information was sent out via email in late January, but you can request your account information on the website.
There are two account types: Master accounts and individual accounts.
Master accounts are assigned to the city and are managed by the person that was identified as the city representative.
Individual accounts, also referred to as sub-accounts in the system, are those held by the city employees and elected officials of a member municipality. If you are a new city employee or elected official, contact your city representative to set up your account.
Most of your information was imported from the old system, but look through and double-check.
Be sure to update the new fi elds of Municipal Department(s) and Position Role(s). These fields will help describe what you do – in some cases better than
A one-day course on local government basics, from employees to open meetings. Open to all elected officials.
your official title. They’re especially helpful for people who work in multiple departments or roles, since you can select all that apply. These fields are used in the advanced directory search which enables members to find others in their position for networking purposes.
The database includes several notifi cation options, such as when a new event is added or when someone messages you. You can also set your preferences for the automated email newsletters, which consolidate League happenings into one periodic email.
You can even include a photo with your account. This is optional, but it’s often nice for other members to have a face to connect with your name.
SDML’s new membership website allows members to post and manage an unlimited number of career postings for free. Career postings can be made either under the city account or an individual’s account. Either way, they will be automatically tied to and displayed under your city’s listing.
Career postings are usually approved the same day, but typically no more than three business days. The job posting will also be included in the next issue of the printed SD Municipalities magazine if the publication requirements are met.
The municipality search allows users to learn more about and search for municipalities based on several characteristics, including contact information, council meeting frequency and dates, city class designation, population, and more. You might use this search to find other municipalities with the same government type or with a similar population. This search
displays public information about your municipality and is open to anyone.
The member search allows you to search for individuals based on several criteria options. You might use this search to find all members of a city’s governing body or look for city employees that have the same position. This search will become more robust and useful as more members update their profiles. It is only available if you are logged in.
As mentioned previously, each employee and elected official can have their own membership account, which are grouped in the database under their city. Administrators of the city account can easily add, edit, and suspend individual accounts. Masters can also export data, edit each sub-account’s profile information, view account information, or sign-in as the member to register for events or interact on their behalf.
See the tutorial on sub-accounts to learn more or join us for the training at Finance Officers' School.
The database has even more capabilities available for members, including participating in forum discussions, posting pictures, and creating connections lists. Feel free to explore these and other features. We’ll add more tutorials to the website periodically. Let the SDML staff know if you have any questions or ideas of how to use the database. ■
Swimming pools should be tested for coliform bacteria during each week of operation. All pool samples should be tested for total coliform, which is an indicator bacteria for drinking water and pools.
Total Coliform Negative means that no coliform bacteria were found and the water is safe.
Total Coliform Positive means that coliform bacteria were found.
Two or more consecutive positive samples indicates a general trend of bacteria presence in the pool. Corrective measures should be taken, such as superchlorination, to prevent a health related incident caused by poor water quality.
Municipal swimming pools are not regulated by the State of South Dakota. iStock.com/Jane_Kelly
The South Dakota Department of Transportation (SDDOT) will host two public meetings to present the tentative 2025-2028 Statewide Transportation Improvement Program (STIP) on July 16 at 2 p.m. CST and July 18 at 7 p.m. CST.
Both meetings will be hosted virtually. No in-person public STIP meetings will be held this year. Information on how to join the virtual meetings is available at dot. sd.gov.
Let us know! Email us a 250-word description of your city’s notable achievement – a project, initiative, award, or individual honor. Include an image if possible.
emilie@sdmunicipalleague.org
The STIP is a four-year program that lists projects developed through the coordinated efforts of the Department of Transportation, Transportation Commission, state and federal agencies, local and tribal governments, metropolitan planning organizations, public agencies, transportation providers, citizens, and other interested parties. The program identifies highway and intermodal improvements to preserve, renovate, and enhance South Dakota's transportation system.
To learn more about the STIP, visit dot.sd.gov/projectsstudies/planning/stip. ■
Excellence in Municipal Government Award
Due: Aug. 15
Recognizes a municipal employee (even years) or an elected official (odd years) a who has made significant contributions to their municipality and community. Presented in October at the SDML annual conference during the Excellence in South Dakota Municipal Government Award Luncheon. Learn more/apply: www.sdmunicipalleague.org
Agri-Business Grant, SD Dept. of Transportation
Due: 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: 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
Transportation Alternatives Program, SD Dept. of Transportation
Due: July 15
Uses federal transportation funds designated by Congress for specific activities that enhance the inter-modal transporation system and provide safe alternative transportation options. Letters of intent are due July 15 and are required to be eligible to submit a full application in October.
Learn more/apply: https://dot.sd.gov
Community Access Grant, SD Dept. of Transportation
Due: July 15
Open to towns less than 5,000 in population to fund the construction or reconstruction of major streets. Provides for 80% of the construction costs. Grant size is limited to $600,000.
Learn more/apply: https://dot.sd.gov
Preliminary Engineering Bridge Improvement Grant (BIG), SD Dept. of Transportation
Due: Aug. 1
Provides local governments funds to analyze bridges on their local roads. Requires a 20% local match. Municipalities who own and maintain bridges, as well as counties that have implemented a wheel tax are eligible.
Learn more/apply: https://dot.sd.gov
Small Community Planning Grant Program, SD Dept. of Agriculture and Natural Resources
Due: Ongoing, awarded at any time on a first-come, first-served basis
Provides funds to hire an engineering consultant to develop a project specific engineering report. Open to systems serving a population of 2,500 or fewer. A community may receive up to $8,000 for a water engineering study and up to $10,000 for a wastewater related study.
Learn more/apply: https://danr.sd.gov
Code Enforcement AACE Conference Scholarship
Due: July 1
Provides funds for an association member to attend the American Association of Code Enforcement (AACE) Conference.
Learn more/apply: www.sdmunicipalleague.org/ CodeEnforcement
Building Officials' Summer Training
June 13-14, Box Elder
Registration: Free - SDGHRA member; $95 Non-member
Learn more/register: www.sdmunicipalleague.org/ events
Budget Trainings
June 18 in Rapid City; June 26 in Sioux Falls
Registration: $30
Provides elected official and finance officers with the tools they need to create and maintain the annual municipal budget.
Learn more/register: www.sdmunicipalleague.org/ events
Elected Officials Workshop
July 24, Pierre
Registration: $50
Provides a basic crash-course on local government for elected officials. Includes a printed copy of the SDML Handbook for Municipal Officials.
Learn more/register: www.sdmunicipalleague.org/ events
Black swan events are becoming increasingly common, and the effects have reverberated throughout our supply chain.
At the end of March, we saw a cargo ship collide with the Francis Scott Key Bridge in Baltimore, Maryland, causing the bridge to collapse. This billion-dollar incident killed six people, left the ship stuck in the harbor, and closed the Port of Baltimore indefinitely. This port is in the top twenty ports in the U.S. and handles over $80 billion of foreign cargo each year. It’s a hub for autos, coal, and machinery which are sent across our country. This incident has already affected supply chains in the region.
In recent years, we’ve seen similar events affect our supply chains. We can look at the cargo ship that got stuck in the Suez Canal in 2021, the Houthis terrorist group firing at cargo ships in the Red Sea this winter, and the congestion at the Los Angeles and Long Beach ports in 2021 and 2022, to name a few.
Although ocean shipping doesn’t seem immediately relevant to South Dakota, a landlocked state, we export nearly $7 billion of manufactured and agricultural goods each year— that’s about $7,700 per South Dakotan. Without ocean shipping, our state would certainly feel the economic impact.
I’ve worked hard to address these problems and streamline our ocean shipping supply chain. In 2021, I introduced the Ocean Shipping Reform Act to crack down on the unfair practices by foreign adversaries like China to end port congestion and record high container prices at the Los Angeles and Long Beach ports. That bill was signed into law in June 2022, but I knew more work needed to be done. I introduced the Ocean Shipping Reform Implementation Act in 2023 to give the Federal Maritime Commission the authority it needs to get tough on China and ban Chinese state-sponsored LOGINK software which can spy on our imports and exports. The Ocean Shipping Reform Implementation Act passed the House in March, getting us one step closer to further securing our supply chains.
Most recently, I introduced the MOVE ACT, a bill that modernizes vehicle weight waivers during emergencies. In cases of natural disasters, disease, and supply chain emergencies – the closure of the Port of Baltimore, for example – relief supplies must have the ability to be moved expeditiously, and freight needs to have the flexibility to be diverted quickly. My bill seeks to make the vehicle weight waiver process easier for states to move goods during disasters.
We all hope the supply chain works so well that it goes unnoticed. Unfortunately, with one black swan event after another, more people encounter delays, disruptions, and higher prices. A functioning and efficient supply chain is essential to protect our food supply, grow our economy, and protect our national security. I will keep working to improve the flow of goods across America and around the world, so disruptions become fewer and further between. ■
Airport ARFF/Operations/Maintenance Technician – City of Pierre, SD. Responsible for providing general daily oversight of airside operations by monitoring overall airfield safety, performs vehicle and equipment maintenance, airfield lighting maintenance and performs aircraft rescue firefighter duties. Maintains lighting systems, vehicles, equipment, grounds, structures, pavement and turf. Assists in overseeing wildlife management at airport through annual training, assisting in depredation permits, and overseeing bird strike report program. Maintains documentation and records of all actions taken on airfield to ensure compliance with FAA Part 139 certification requirements. Wage offer will be based upon actual education and experience. Comprehensive benefit package. UP TO A $3,000 HIRING BONUS! Learn more and apply at www. cityofpierre.org. Open until filled. EOE.
Airport Landside Maintenance Technician I – City of Rapid City, SD. Responsible for maintaining airport facilities and property, requiring flexibility to work variable hours, weekends, holidays, and on an oncall basis. Performs all aspects of custodial duties including but not limited to; cleaning, scrubbing, sweeping, mopping, vacuuming, windows, dusting, and removing trash. Performs outdoor grounds maintenance which may include the use of various hand and motordriven equipment including small loaders, road plows, sweepers, tractors, mowers, and tool cats. Makes minor repairs to buildings, building equipment, and furniture and may use hand and power
tools. Installs and repairs various minor plumbing, electrical, and electronic components. $19.10 Hourly. Learn more and apply online at https://www.governmentjobs.com/careers/rapidcity. Closes June 2.
Assistant City Engineer - City of Watertown, SD. Our ideal candidate will have a Bachelor's Degree in Civil Engineering with three years of progressively responsible related engineering experience. We are open to candidates with or without a PE license. Please submit your cover letter, resume and city job application online at https:// watertownsd.seamlessdocs.com/f/job_application. Open until filled.
Assistant Operations Manager at The Monument – City of Rapid City, SD. Responsible for assisting the Operations and Engineering departments to ensure that all events, facility planning, and maintenance requirements are met. Must possess the ability to manage multiple tasks simultaneously, while remaining organized, efficient, and calm under pressure. Ability to communicate effectively and adapt to various communication methods and styles is essential. This role requires working extended and/ or irregular hours including nights, weekends, and holidays. Learn more an apply at https:// www.governmentjobs.com/careers/rapidcity. Closes June 30.
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.
City Administrator - City of Spearfish, SD. Responsible for directing, managing, and overseeing the day-to-day operations of the City of Spearfish while planning for and providing guidance to the Common Council regarding future operations. This is a full-time position. Starting salary range $145,121.60 - $190,403.20 plus excellent benefit package. Learn more and apply at the “Career Opportunities” page on the city’s website www.cityofspearfish.com. First review May 31. Open until filled. EOE.
City Attorney – City of Spearfish, SD. Responsible for providing legal representation and guidance to the city government, elected officials, and city staff. This is a full-time position. Requirements: Candidates for the City Attorney position must possess a Juris Doctor Degree and be licensed by the State Bar of South Dakota. Candidates must have experience sufficient to thoroughly understand the diverse objectives and functions of the departments and operations of the city in order to provide effective legal representation and support, interpreted to require five years of related experience. Hiring salary range $119,100.80 - $145,121.60 (position salary range $119,100.80 - $181,230.40) plus excellent benefit package. Learn more and apply at www.cityofspearfish.com. Open until filled. EOE.
Civil Engineer I, II, or III - City of Watertown, SD. Assists the Public Works Director/City Engineer with administrative oversight,
leadership, planning, coordinating and implementation of the Engineering Division in order to ensure essential services are provided to plan, design, construct, and maintain the public infrastructure and provide for public safety, health and welfare. Salary depends on classification and ranges from $68,827.20$93,787.20. Apply to: Darci Nichols at Human Resources Office, 23 2nd Street NE, PO Box 910, Watertown, SD 57201 or submit via the City Website at www.watertownsd.us/jobs. Applicants must submit a City Application, Cover Letter and Resume to be considered for the position. Open until filled.
Communications Officer – City of Pierre, SD. Work as part of a team operating the Central South Dakota Communications Center, the 911-Emergency Dispatch Center for central South Dakota. Receiving calls for assistance from the public, document and dispatch appropriate public safety personnel for those calls. Receive, process and send radio communications for various Law Enforcement Agencies, Emergency Medical Services, and local Fire Departments. 40 hours per week - Shift work. Comprehensive benefit package. UP TO $3000 HIRING BONUS! Learn more and apply at www.cityofpierre.org. 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.
Communications Specialist (E-911) - City of Mitchell, SD. Responsible for answering emergency and non-emergency calls and for dispatching appropriate personnel. Provides guidance to callers until emergency personnel arrive on scene; receives and transmits radio and telephone communication; monitors security cameras; and greets and assists visitors at the customer service window. No experience in the field is necessary; however, sufficient experience to understand basic principles relevant to the major duties of the position. Possession of or ability to readily obtain NCIC and EMD Certification. Starting wage: $22.477 per hour. Full-time benefits. Applications: Human Resources Office, City of Mitchell 612 North Main Street, Mitchell, SD 57301. 605.995.8417, www. cityofmitchellsd.gov. Open until filled.
Dental Hygienist – City of Sioux Falls, SD. Perform professional dental care in the field of dental hygiene, including all related clinical procedures and broad responsibility for clinical and community dental health education activities. HIRING RANGE DOQ: $31.78$45.11 hourly. This position is eligible for a hiring incentive of up to $4,000. Learn more and apply online at www.siouxfalls.gov/careers. Closes June 3.
Deputy Finance Officer – City of Pierre, SD. Ideal position for an analytical and detail-oriented candidate that is looking to be a part of a fast-paced, diverse, and hands-on team environment. Responsible for the accounts receivable processing, monthly bank reconciliations, inventory processing, journal entry processing,
accurate general ledger analysis, monthly sales tax submission to State, review and approve weekly A/P invoices, and monthly Departmental financial reports. Salary: $85,725.76 minimum plus comprehensive benefit package. Wage offer will be based upon actual education and experience. Up to $2000 annual educational assistance available. UP TO $3000 HIRING BONUS! Learn more and apply at www.cityofpierre.org. EOE.
Deputy Finance Officer - City of Vermillion, SD. Reports to the Finance Officer and assists in preparing and analyzing financial statements using accounting software for all City funds. This position will also assist the Finance Officer Manager in reviewing and processing financial records and reports and other related work as required. Please visit the City of Vermillion's website to view the full job description and submit an application: www.vermillion.us/ jobs. Questions: (605) 677 7050 or martyw@cityofvermillion.com. Open until filled.
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.
Economic and Community Development Director - City of Box Elder, SD. This position will strategize, implement, and champion initiatives that attract businesses, nurture community partnerships, and enhance quality of life. This role demands a passion for public service, attention to detail, excellent communication, and proven experience in driving impactful development projects. The City of Box Elder provides a generous paid time off program, 10.5 paid holidays per calendar year, and excellent benefits along with enrollment in the South Dakota Retirement System. Starting salary of $92,502.73 annually, depending on experience and qualifications. To learn more about this position or to apply, please visit the Human Resources page at www.boxeldersd.us. Open until filled.
Equipment Maintenance Technician – City of Rapid City, SD. The Equipment Maintenance Technicians I, II, and III are responsible for providing skilled mechanical service, repair, and maintenance for City vehicles and equipment, under the direction of the Street Division. View full description and apply at https://www.governmentjobs. com/careers/rapidcity. Closes June 2.
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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, 605-7792621, delmontfinance@midstatesd.net. Application and resume may be sent to: Delmont Finance Office, PO Box 202, Delmont, SD 57330. Open until filled.
Finance Officer - Town of Java, SD. The town of Java is accepting applications for a part-time Finance Officer. Interested applicants can obtain an application and full job description at the Town of Java’s Finance Office. Submit letter of interest, detailed resume, and application to: Finance Office, Town of Java, PO Box 56 Java, SD 57452. Open until filled. EOE.
Member Services Representative – SD Public Assurance Alliance, remote work in central or western SD. The SDPAA is currently accepting applications for the Member Services Representative Position. A cover letter and resume may be sent to Lynn Bren via email lbren.sdpaa@sdmunicipalleague.org or USPS (SDPAA, PO Box 91348, Sioux Falls SD 57109). Full details, including salary and requirements, may be found on the SDPAA website at https:// sdpaaonline.org/employment-opportunities. Closes June 17.
Maintenance – City of Madison, SD. City maintenance position includes working with all aspects of maintenance within the City of Marion, including but not limited to streets, parks, water, sewer, swimming pool and city equipment. Must be able to work with heavy equipment, have or be willing to obtain a CDL, have or be willing to obtain water & wastewater certifications, and be willing to live in the City of Marion. This is a full-time benefits eligible position. Wage DOE. Position open until filled. Visit www.marionsd.com or call the Marion City Office at 605-648-3539 to get an application. Open until filled.
Patrol Officer - City of Mitchell, SD. Responsible for the enforcement of federal, state, and local laws and the protection of life and property. Some of the job duties include: patrol the city to detect and deter criminal activity and traffic violations and to
provide assistance as needed; monitors commercial and residential areas for signs of criminal activity; responds to calls for service, including domestic disputes, assaults, burglaries, traffic accidents, lost or missing persons searches, public service requests; completes required reports and forms, including accident and incident reports. Starting wage: $27.386 per hour plus benefits. Applications: Human Resources Office, City of Mitchell, 612 North Main Street, Mitchell, 57301 605.995.8417, www.cityofmitchellsd.gov. Open until filled.
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. Up to $2000 annually for educational reimbursement. Up to $6000 hiring bonus. Comprehensive benefit package. Learn more and apply: Human Resources Office, City of Pierre, Box 1253, Pierre, SD 57501, (605)773-7429, www.cityofpierre.org. Open until filled. EOE.
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 Miller, SD. The City of Miller, SD is looking for a certified part time police officer to work as needed for the police department. For job description and application please contact the Finance Office: 605-853-2705. Visit www.cityofmiller.com for application and submit to finance.office@cityofmiller.com along with cover letter, resume, and references. Pay starting $25.88. Review of applications begins immediately. Open until filled. EOE.
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.
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 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.
Purchasing, Facilities & Accounting Supervisor – Watertown Municipal Utilities, Watertown, SD. Full-time position is responsible for directing and managing the building and grounds maintenance, procurement of supplies, equipment and materials, including developing and evaluating requests for quotations. Work also includes performing a variety of work in accounting, warehousing and distributing goods such as materials, equipment, tools, parts and supplies and maintenance and repair of vehicles and equipment used for construction and operation. Also responsible for supervising and scheduling activities in these departments. Salary commensurate with experience and qualification. Learn more and apply at www.watertownmu.com. Open until July 15, 2024. EOE
Rapid Transit System Driver - Full Time and Part Time - City of Rapid City, SD. Operates transit buses to provide public transportation for fixed routes and paratransit service passengers while complying with all traffic laws and other required regulations. Provides passengers with system information when requested and conducts themselves in an appropriate manner while working in a diverse work environment.
Performs pre-trip inspection of transit bus prior to beginning shift. Maintains working knowledge of streets, current routes, as well as fare structure. Provides assistance to persons with disabilities while boarding/deboarding the bus. Learn more and apply at www. governmentjobs.com/careers/rapidcity. Open until filled.
Staff Engineer – City of Pierre, SD. Assists City Engineer in providing technical services related to City of Pierre infrastructure projects. Responsible for preparation and administration of annual construction and materials contracts. Also assists Building Officials in plan review and issuing Building Permits. Duties include project feasibility analysis, infrastructure analysis & planning, infrastructure cost estimating, municipal infrastructure project design & review, and construction project administration. Comprehensive benefit package. Up to $2000 annual educational assistance available. Wage offer will be based upon actual education and experience. UP TO $3000 HIRING BONUS! Learn more and apply at www. cityofpierre.org. Open until filled. EOE.
Summer Program Assistant (Temporary Summer Position) – City of Madison, SD. Responsible for assisting children in our summer program, activities, field trips, and educational activities. The work is typically performed indoors and outdoors, working hours can range from 7am-530pm and can be flexible. Hours are scheduled to meet the needs of the community center summer program and for various programs and events to serve the community. The position works with children, youth, adults, employees, and the general public. Learn more and apply at www.CityofMadisonSD.com/Jobs. 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, but a background in law enforcement would be helpful. On-the-job training is provided. Please inquire at (605) 208-0786 for details.
Utility Billing Technician – City of Pierre, SD. Responsible for accurate and timely utility billing, as well as independently and proactively
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identifying and troubleshooting problems and customer concerns. Performs the utility billing functions as well as playing a key role in customer service; maintains all meter and utility account records, energy assistance contracts, and processes utility service orders. Manages the Bright Energy Solutions Rebate Program. Alternately balances registers and reviews and posts the daily bank deposit. Requires strong systems, analysis, and customer service skills. Wage offer will be based upon actual education and experience. UP TO $3000 HIRING BONUS! Comprehensive benefit package. Apply to: Human Resources Director, P.O. Box 1253, Pierre SD (605) 7737429, www.cityofpierre.org. Open until filled. EOE.
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. ■
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June elections – Follow the Municipal Election Calendar for all election deadlines.
Third Tuesday in June – A municipality may combine its election with a school district and hold the election on the third Tuesday in June. (SDCL 9-13-1.1; See Hdbk., sec. 7.050)
First meeting following election – Except as otherwise provided, every officer 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, at the first meeting following the annual election, 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)
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)
June 19 – Juneteenth – State holiday (SDCL 1-5-1)
By June 30 – Applications for renewal of licenses for the sale of malt beverages should be filed before the expiration of June 30. (SDCL 35-4-41; See Hdbk., sec. 11.465)
No later than July 1 – Each municipal governing body shall provide to the Department of Public Safety, Division of Emergency Management, information that will enable emergency agencies to reach the members of the municipal governing board and the mayor at any time, day or night. The information necessary shall include home, business, and other personal telephone numbers including any facsimile transmission machines and cellular or mobile telephone numbers; home, business, and other personal addresses; employer’s name and telephone number; and home, business, and other personal email or internet addresses. In addition, each municipal governing body shall provide contact information for the municipal employees responsible for the following functions if the municipality employs a person in such a capacity: City administrator or city manager; Building inspection; Engineering; Electrical; Fire; Police and law enforcement; Public works; Streets and highways; Sewer and waste water; Water; Telephone; Utilities; Emergency services or civil defense; Coroner; and 911 coordinator. (SDCL 34-48A13; 34-48A-14)( See Hdbk., sec. 9.400) ■
July 1 – One of two dates (the other being January 1) a new or amended municipal tax ordinance may become effective. The municipality must notify the Department of Revenue of the ordinance at least 90 days prior to the effective date. (SDCL 10-52-9; 10-52A13; See Hdbk., sec. 12.260)
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No later than July 1 – Each municipal governing body shall provide to the Department of Public Safety, Division of Emergency Management, information that will enable emergency agencies to reach the members of the municipal governing board and the mayor at any time, day or night. The information necessary shall include home, business, and other personal telephone numbers including any facsimile transmission machines and cellular or mobile telephone numbers; home, business, and other personal addresses; employer’s name and telephone number; and home, business, and other personal email or internet addresses. In addition, each municipal governing body shall provide contact information for the municipal employees responsible for the following functions if the municipality employs a person in such a capacity: City administrator or city manager; Building inspection; Engineering; Electrical; Fire; Police and law enforcement; Public works; Streets and highways; Sewer and waste water; Water; Telephone; Utilities; Emergency services or civil defense; Coroner; and 911 coordinator. (SDCL 34-48A13; 34-48A-14) See Hdbk., sec. 9.400)
July 4 – Independence Day – State holiday (SDCL 1-5-1)
First meeting following election – Except as otherwise provided, every officer 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 – 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)
On or before July 15 – 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 resolution of the governing body of the municipality or by 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)
By July 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))
Boundary changes – Municipalities must notify the Department of Revenue of any resolution or amendment enacted which changes the boundaries of the municipality. Notification shall be in written form, shall contain a copy of the resolution or amendment, and may be sent by electronic means or registered mail. Municipalities shall also provide any changes and additions to streets and addresses. (SDCL 10-52-13; See Hdbk., sec. 14.172) ■ S M T W T F S 1 2 3 4 5 6
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)
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