Issuu

Official Monthly Publication

Member of National League of Cities

www.sdmunicipalleague.org

South Dakota MUNICIPALITIES

Managing Editor: Yvonne A. Taylor

PRESIDENT Mike Wendland Mayor, Baltic

1st VICE PRESIDENT VACANT

2nd VICE PRESIDENT VACANT

TRUSTEES Pauline Sumption Finance Officer, Rapid City Karl Alberts Finance Officer, Aberdeen Steve Allender, Mayor, Rapid City

Christine Erickson Councilmember, Sioux Falls

Debbie Houseman Finance Officer, Lake Andes PAST PRESIDENT Meri Jo Anderson Finance Officer, New Underwood

Editor: Sara M. Rankin

DISTRICT CHAIRS Dist. 1 - Mike Grosek Mayor, Webster

Dist. 2 - Paullyn Carey Finance Director, Huron Dist. 3 - Amy Nelson City Manager, Yankton

Dist. 4 - Becky Brunsing Finance Officer, Wagner Dist. 5 - Renae Phinney President, Ree Heights

Dist. 6 - Leland Treichel Mayor, Roscoe Dist. 7 - Arnold Schott Mayor, McLaughlin Dist. 8 - Harry Weller Mayor, Kadoka

Dist. 9 - Carolynn Anderson Finance Officer, Wall Dist. 10 - Fay Bueno Finance Officer, Sturgis

LEAGUE STAFF 1-800-658-3633 Fax: 605-224-8655

Yvonne Taylor Executive Director Sandi Larson Director of Risk Sharing Services Lori Martinec Director of Research and Training Chris Hill Director of Municipal Electric Services Sara Rankin Director of Marketing & Communications Lori Butler Director of Finance Carla McGregor Accounting Assistant Lisa Nold Office Manager SD Public Assurance Alliance: Judith Payne Executive Director Kristina Peterson Director of Underwriting Lynn Bren Director of Member Services Paytra Nichols Underwriter Jerry Krambeck Member Services Representative Deb Corkill Executive Assistant

Features

Contents

2017 SDML Annual Conference Agenda . . . . . . . . . .6

2017 SDML Excellence Award Nomination Form . . . .7

2018 District Meeting Schedule . . . . . . . . . . . . . . . . .8

2017 Elected Officials Workshop . . . . . . . . . . . . . . . . .9 SDML Policy Process . . . . . . . . . . . . . . . . . . . . . . . .10

Finance Officer of the Year Award Goes To . . . . . . .13

Recreation Trails . . . . . . . . . . . . . . . . . . . . . . . . . . . .14

New Municipal Tax Changes . . . . . . . . . . . . . . . . . .15

Transient Vendor Season in South Dakota . . . . . . . . .17 Media Relations During a Crisis . . . . . . . . . . . . . . . .18 Summer Food Service Sites for Youth . . . . . . . . . . .21 Three Ways to Strengthen Our Ethical Muscles . . . .26

7 Reasons City Employees Should Not Use Unapproved Software . . . . . . . . . . .30

Seven Tips for Inspiring Collaboration . . . . . . . . . . .34 Counting for Dollars: The Census and Geographic Distribution . . . . . . . . .36

SDMEA Hometown Power - Brookings . . . . . . . . . . . . . . . . .38

Columns

Director’s Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4

President’s Report . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Risk-Sharing News . . . . . . . . . . . . . . . . . . . . . . . . . .41 Washington Report: Senator Thune . . . . . . . . . . . . . .42

In Every Issue

Community Calendar . . . . . . . . . . . . . . . . . . . . . . . . .44

Classifieds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .48

Municipal Calendar . . . . . . . . . . . . . . . . . . . . . . . . . .52

SOUTH DAKOTA MUNICIPALITIES (ISSN 0300-6182, USPS 503-120) is the official publication of the South Dakota Municipal League, published monthly at 208 Island Drive, Ft. Pierre, South Dakota 57532, phone 605-224-8654. This institution is an equal opportunity provider, and employer. Periodical postage paid at Pierre, South Dakota and additional mailing offices. Non-member subscriptions are available for $30.00 annually. The opinions expressed herein are not necessarily those of the South Dakota Municipal League. Postmaster: Send address changes to SOUTH DAKOTA MUNICIPALITIES, 208 Island Drive, Ft. Pierre, South Dakota 57532.

JULY 2017

VOLUME 84, NUMBER 1

Director's Notes Finance Officers’ School this year was a bit of a tear jerker for me. Sometimes events combine to really bring home a thought, and this year, it was how much public service we get from this group of people.

I know I don’t say it often enough, and am willing to bet you don’t either – but THANK YOU to our finance officers. What a job! In a larger city, they might have the ability to focus on complicated finances – but so many of them are also doing other work, from collecting garbage (true story!) to building inspection, to planning and zoning, to animal control. It is far more than a bookkeeping job for all of our finance officers. In addition, they are the front lines for your city, responding to citizens who don’t often drop by city hall to spread compliments.

Yet the talk in the halls during Finance Officers’ School was not grousing – it was ‘how can I do my job better, what do you do in your town, how can we share information and make our cities better?’ It is humbling to be around a group of true public servants – what an asset you cities have in these fine people.

wide acclaim from people in his city, and friends, family, his Mayor, and council representatives traveled to Pierre for the award ceremony. Al has been a top notch professional for years, including his time on the SDML Board of Directors, where he rose to be President. I’m glad so many people recognize his many qualities.

And while it is certainly nice to see good people get a welldeserved retirement, it doesn’t make it any easier for those of us they are leaving behind. We are going to be saying ‘Happy Retirement” to two fabulous women this year – Anita Lowary, Finance Officer from Groton, and Meri Jo Anderson, Finance Officer from New Underwood. It is very difficult for me to imagine this organization without their advice and willingness to help anyone from across the state with their vast knowledge of all things municipal. Both deserve long, happy, and healthy retirements, and we wish them many years of that.

What an uplifting week, what great people there are in this organization – it is amazing.

Until next month, remember we are always available at 1800-658-3633 or yvonne@sdmunicipalleague.org. Yvonne Taylor Executive Director

We honored one such public servant this year. The winner of the Finance Officer of the Year Award was Al Cerny, Finance Officer for Gregory, SD. He was nominated by

SOUTH DAKOTA BASIC CODE Affordable Codification for Small and Mid-Sized South Dakota Municipalities A comprehensive model code of ordinances for municipalities featuring: x Subject matter encountered by municipalities x Annual state law updates x

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A comprehensive index and a title devoted to your unique local ordinances Published by American Legal and the South Dakota Municipal League For more information call or e-mail deRicci Getty at 1-800-445-5588 or dgetty@amlegal.com SOUTH DAKOTA MUNICIPALITIES

President's Report

Hello everyone! Greetings come to you this month from Mike Wendland and not Laurie Gill. Earlier this year, Laurie called me advising of her plans to not seek reelection and asked if I would be willing to begin as SDML President a few months early. Graciously and humbly, I said yes! By the time you are reading this month’s Municipalities Magazine, Laurie will have concluded her tenure as Mayor for the City of Pierre and subsequently the President of the SDML. Thank you Laurie for your dedication and passion!

Over the last few months Laurie, Yvonne and I have met to ensure a smooth transition. That is, until two weeks ago when I got the following text from Yvonne: “Hi- just a heads up that Sara in our office will be emailing you about writing the monthly column for our magazine. I know, forgot about the column when I said there wouldn’t be too much extra before you get your own term!”

Having been involved with the Municipal League for a number of years, I have gotten to meet a lot of you great folks across the State. For those of you who I haven’t met, let me take a few minutes to tell you a little about myself. As mentioned, my name is Mike Wendland. I am the Mayor of Baltic. I was first elected to the city council in 1996 and in 2000, I was elected Mayor. Yes, that’s right 17 years as Mayor! Will I catch Mike Grosek? I first joined the SDML Board of Directors while serving as District 3 Chair, then nominated to a Trustee and now the President. What an honor to serve as your President.

Mike Wendland, Mayor of Baltic and current President of the SDML Board of Directors, presents Laurie Gill, former Mayor of Pierre and Past President of the SDML Board of Directors, with a plaque in honor of her service to the SDML Board. JULY 2017

Closer to home, I serve as the Board of Directors President for MCDEA (Minnehaha County Economic Development Association) and President of the Minnehaha County Mayor’s Association. I am also a certified firefighter for the Baltic Fire & Rescue.

I can’t begin to tell you how blessed I am to have the support of my family. My wife Dawn and our children Jadin (25) and Connor (17) and Jacie (12).

Alright folks, let’s be honest. What you just read about me is nothing unique to a lot of you. We could certainly replace my name with your name. That’s because we all share the same sense of pride, dedication and drive for each one of the communities we live in. Whether you are an elected official or a city employee, the leadership you provide continues to define your city. When we combine your commitment, your fellow community leaders, along with the staff at the SDML, we are what continues to make South Dakota a great place to live! Respectfully, Mike

The SDML Board of Directors attended a reception at the Governor’s Mansion during their June Meeting in Pierre. 5

SDML Annual Annual Conference Conference SDML October 3-6, 3-6, 2017 2017 October Sioux Falls Ramkota Hotel & Conference Center Sioux Falls Ramkota & Conference Center

Tuesday Tuesday

All Day 2 p.m. tee off Afternoon 7 p.m.

Wednesday Morning 8 a.m. to 4 p.m. 8 a.m. to 4 p.m. 9 a.m. 9 a.m. to 4 p.m. 9 a.m. 10 a.m. Noon

Wednesday Afternoon 1 p.m. 1 p.m. 1 p.m. 1 p.m. 1 p.m.. 4 p.m. 4 p.m. 4 p.m. Wednesday Evening 5:00 p.m. 6:00 p.m.

Thursday Morning 7 a.m. 7:45 a.m. 8 a.m. to 4 p.m. 8 a.m. to 12 p.m. 8 a.m. 9 a.m. 9 a.m. 9 a.m. 9 a.m. 9 a.m. Noon Thursday Afternoon 1:30 p.m. 1:30 p.m. 1:30 p.m. Thursday Evening 5:30 p.m. 6:30 p.m.

Friday Morning 7 a.m. to 8 a.m. 8 a.m. to 10 a.m. 8 a.m. 8:30 a.m. 10:30 a.m.

Tentative Schedule Tentative Schedule

SDPAA Board Meeting SDML Golf Tournament Set-up Exhibit Booths SDML Board of Directors Meeting

Registration Exhibits Open Orientation for New Attendees Save for Conference SD City Management Association SD Municipal Electric Association SDML Pooling Meetings/Fun Info Session Safety Awards Luncheon

Agenda

Elected Officials Workshop SD Airport Management Association SD Association of Code Enforcement SD Governmental Human Resources Association SD Municipal Street Maintenance Association SDML Policy Committee Meetings SDML Auditing Committee SDML Nominating Committee Exhibit Area Social Evening on Your Own to Enjoy Sioux Falls! SDML 14th Annual Walk/Run Breakfast and SDML Past Presidents’ Breakfast Registration Exhibits Open Resolutions Committee Elected Officials Workshop SD Municipal Attorneys’ Association SD Building Officials’ Association SD Governmental Finance Officers’ Association SD Police Chiefs’ Association Excellence in SD Municipal Government Award Luncheon General Sessions SD Chapter, American Public Works Association South Dakota Fire Chiefs’ Association President’s Reception Dinner and Entertainment Yoga with Amy Registration Breakfast General Sessions SDML Annual Business Meeting and Election

Accommodations

Hotel Ramkota (Host Hotel) Sheraton Sioux Falls Ramada

Phone 605-336-0650 605-331-0100 605-336-1020

SOUTH DAKOTA MUNICIPALITIES

2017 SDML EXCELLENCE IN MUNICIPAL GOVERNMENT AWARD Official Nomination Form

EXCELLENCE

in South Dakota Municipal Government 2017

MUNICIPAL EMPLOYEE

This year, the Excellence in South Dakota Municipal Government award will be presented to a municipal employee in South Dakota. The award recipient will be selected from nominations received by the South Dakota Municipal League Past Presidents’ Committee. All nominations must be submitted in writing by August 15, 2017. The award will be presented at the SDML Annual Conference in Sioux Falls on October 5, 2017. Name of Nominee: ____________________________ Title: _______________________________ Address of Nominee: ______________________________________________________________

Significant contributions to the municipality: ____________________________________________

Significant contributions to the community: _____________________________________________

Significant contributions to South Dakota Municipal Government: ___________________________

Other Comments: _________________________________________________________________

________________________________________________________________________________ ________________________________________________________________________________ Submitted by: _________________________________ Phone: ____________________________ DEADLINE: August 15, 2017 Please submit to: South Dakota Municipal League Nominations are confidential. 208 Island Drive, Ft. Pierre, SD 57532 Additional supporting documents welcome. FAX to 605-224-8655

District

Chairman

Vice-Chairman

2018 Date

2018 Site

Paullyn Carey, Huron

Jennifer Eimers, Madison

March 28

Huron

Becky Brunsing, Wagner

Larry Lucas, Pickstown

Leland Treichel, Roscoe

Rick Boschee, Bowdle

Mike Grosek, Webster

Amy Nelson, Yankton

2 4

Terry Jaspers, Sisseton

Renae Phinney, Ree Heights

Arnold Schott, McLaughlin

Gary Weismantel, Herreid

Carolynn Anderson, Wall

Laurie Woodward, Custer

8 10

Harry Weller, Kadoka Fay Bueno, Sturgis

March 15

Dawn Murphy, Tea

5 6

2018 District Meetings Schedule

March 13

Harrisburg

March 20

Wessington Springs

March 22

Selby

March 14

Ron Blachford, Miller

March 21

David Geisler, Murdo

Michelle De Neui, Spearfish

Webster

Geddes Roscoe

March 27

Ft. Pierre

April 4

Deadwood

April 3

Wall

SOUTH DAKOTA MUNICIPALITIES

The purpose of this workshop is to provide a basic crash course on local government.

2017 Elected Officials Workshop

Wednesday, July 19, 2017 Ramkota Hotel & Conference Center i Pierre, SD

i THIS WORKSHOP IS OPEN TO ALL ELECTED OFFICIALS i Agenda

9:00 a.m.

Registration

9:35 a.m.

Ordinances, Resolutions, Initiatives and Referendums - Forms of Government Yvonne Taylor, Executive Director, South Dakota Municipal League

9:30 a.m.

10:15 a.m. 11:00 a.m. 11:45 a.m.

Welcome and Introduction to the League Yvonne Taylor, Executive Director, South Dakota Municipal League

Municipal Officials and Employees Laurie Gronlund, Human Resources Director, City of Pierre

12:30 p.m.

2:00 p.m.

3:00 p.m.

Financial and Compliance Matters Rod Fortin, Director of Government Assistance, South Dakota Department of Legislative Audit

Open Meetings and Executive Sessions Do’s and Dont’s Steven Blair, Assistant Attorney General, Office of the Attorney General

Conflict of Interest for Municipal Officials Steven Blair, Assistant Attorney General, Office of the Attorney General

Liquor Licensing and Laws 3:30 p.m. Adjourn Jason Evans, Section Coordinator Special Tax Division - South Dakota Department of Revenue *All sessions will be held in Amphitheater II Lunch (provided) - Galleries DEF&G

Registration Form

Municipality:_____________________________________ Form of Government__________________________

Please Print Name and Title as you would like it to appear on the nametag. Name Title

__________________________________

___________________________ ______________________________

__________________________________

___________________________ ______________________________

__________________________________

___________________________ ______________________________

Number Attending ______ @ $50.00/person = $_______________________ $50.00 per person includes workshop material, the SDML Handbook for Municipal Officials ($60 value) and lunch. Please return the form and payment by July 5, 2017* to: *No refunds will be given after July 5, 2017. Make checks payable to SDML. Sorry no credit cards accepted.

South Dakota Municipal League 208 Island Drive Ft. Pierre, SD 57532

SDML Office Use Only: Date:_______________ Check #:______________ Amount:________________

March/April: May/June:

August: September: October:

November:

SD Municipal League Policy Process

Members are asked at District Meetings and through the South Dakota Municipalities magazine if they are interested in serving on a policy committee.

The SDML President appoints the policy committees, usually made up of members from previous years, plus any new people who have volunteered. There are four policy committees, with about 25 people on each committee. Policy committee members come from all sizes of towns, and from all regions of the state. The committees are: j General Government Committee j Public Health, Safety, and Welfare Committee j Public Works Committee j Taxation and Revenue Committee

The four policy committees meet to review their own sections of the existing Statement of Policy, delete policies no longer needed, and add any new suggestions they agree upon. Staff follows up on questions or comments from the August meetings, and prepares information for the committees to consider when they meet again in October.

Policy committees meet again on the first day of the Annual Conference. The next day, the Resolutions Committee, made up of about 25 people representing all four policy committees, reviews the entire Statement of Policy and makes a final recommendation to be voted on by the entire membership at the Annual Business Meeting, held on the final day of the Annual Conference.

Staff uses the Statement of Policy adopted by the members at the Annual Business Meeting to develop a package of Legislation to take to the next Legislative Session. In addition, the staff uses the policies to guide positions taken by the Municipal League in response to legislation brought forward by others, and to answer questions about the League’s position on a variety of issues.

Policy Suggestions Needed

The SD Municipal League needs to hear from you! The League is beginning the legislative policy process that will end with a Statement of Policy adopted by the members at the Annual Conference in October. The current Statement of Policy can be found at www.sdmunicipalleague.org under the About the League tab. If you have thoughts or suggestions you would like to have addressed by the Municipal League or the State Legislature, please explain them below (use additional sheets if necessary) and return this form by July 28, 2017 to: Yvonne Taylor, SD Municipal League, 208 Island Drive, Ft. Pierre, SD 57532 or fax to 605-224-8655 or e-mail to yvonne@sdmunicipalleague.org.

Suggestions will be taken to the policy committees, where they will consider them for incorporation into the Statement of Policy. Suggestions may also be brought up from the floor on October 6, during the Annual Business Meeting, held at the SDML Annual Conference, October 3-6, 2017 in Sioux Falls. City: ________________________________________________________

Your Name:___________________________________________________ Phone Number:_______________________

Suggested Legislative or Policy Change:________________________________________________________________

_________________________________________________________________________________________________ _________________________________________________________________________________________________ _________________________________________________________________________________________________ _________________________________________________________________________________________________ _________________________________________________________________________________________________ _________________________________________________________________________________________________

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2017 2016 Finance Officers’ School Photo Album

2017 Finance Officer of the Year Goes to...

The following was read by Jennifer Eimers, SDGFOA President and City of Madison Finance Officer, when presenting the Award.

“The highlight of our luncheon today is honoring our Finance Officer of the Year.

We had an unprecedented 17 nominations for Finance Officer of the Year! Our independent judges, once again, found it very difficult to pick a winner as all were very deserving. Each nomination highlighted the contributions the Finance Officers make to their communities through the endless hours they put in both professionally and personally.

This year’s winner had so many nominations and accolades that it was difficult to narrow it all down to a speech and not leave anything out. Several members of the city council, many community members and a great number of the individual’s peers wrote letters of support that reflect this person’s accomplishments and commitment to moving their city forward.

This finance officer has been working for over 38 years in their city. According to the nomination narrative, this person is a “jack of all trades” when it comes to city affairs. This person has taught city leaders that it takes patience and planning to make changes. This person is a strong and decisive leader who always puts the organization first, does all the background work for city business and always shares the limelight with others.

Al Cerny, Finance Officer from Gregory was the award recipient and Jennifer Eimers, President of SDGFOA and Finance Officer from Madison presented the award.

This finance officer has an open door policy when it comes to citizens coming in to discuss city matters or other issues that may not be city related. This person has a genuine passion for how folks feel and wants them to leave feeling good or more informed about the matter which they came in for.

As a veteran finance officer, this person has used their professional knowledge and leadership to reach out to new finance officers and show them the ropes when it comes to their new position.

This person’s personal commitment to the community over the years includes involvement in organizations including the church, volunteer fire department, Knights of Columbus, and leadership on the local business development group.

I am extremely honored to be presenting the 2017 Finance Officer of the Year Award to Al Cerny of Gregory.” JULY 2017

Recreational Trails

By Lynn Bren, Director of Member Services, SDPAA

School is out and boats, campers and orange construction cones can be seen along the interstate; that can only mean one thing… Summer has arrived!

With the warmer temperatures returning to the Midwest, more people are migrating outdoors. As they consider their options for fun and family friendly outdoor activities, many may look to local recreational trail systems for such an opportunity.

Recreation trails can be found in many of our cities and towns all over the state. Many of these trails are maintained year round for use by the public. The trails are used by people for walking, running, in-line skating and skateboarding, as well as bicycling. Motorized devices, unless medically necessary, are not generally allowed on the recreational trail systems. Large animals, such as horses are also not generally allowed on the trails, pets can be walked along the trails. These trail systems offer opportunities for events to be held, such as road races, run/walk events and a viable option for endurance training.

The recreation trail system in Spearfish was started in 1985 in response to the death of two young bicyclists. The Spearfish Pathways Association has been formed and has been active in the creation and advancement of the trail system. The Spearfish trail system runs through the City, north to south, and also through sections of the City campground and out to the mouth of Spearfish Canyon. Spearfish maintains approximately 7.5 miles of recreational pathways constructed of mostly concrete with some asphalt. The Spearfish trails are 8 feet in width.

which help direct traffic so that users can easily navigate along the system without fear of getting lost along the way. Establishment and enforcement of trail system rules and regulations, and encouraging the reporting of any hazards or issues immediately to the Parks and Recreation Department assist in keeping the trails a desirable option for those outdoor activities. Having a maintenance schedule in place and confirming and documenting that it is followed will help ensure that those areas stay safe for users. Both Spearfish and Sioux Falls have staff which monitor the condition of the trail system, and work diligently to maintain the conditions surrounding the paths. The trail systems are renovated systematically to ensure that the travel surfaces continue to provide a smooth surface for bicyclists and pedestrians. Providing access to trash receptacles along the trail system also encourages users to properly discard of trash and refuse as well as any pet debris.

The SDPAA offers its Members loss control services, and review of recreational trail management is included in the loss control review. For information about loss control services or how your entity can become a Member of the SDPAA, contact Lynn Bren, Director of Member Services at 605-254-6542.

The trail system planning in Sioux Falls began in 1960; with the main loop being completed in 2007. The Sioux Falls system consists of a total of 26 paved miles of trails, including the loop which runs along the river greenway and spurs which branch out into the park areas. The trails in Sioux Falls are generally 8 feet in width, although during the renovation process are being increased to 12 feet. The trails are constructed of primarily asphalt with some areas of concrete. There are several bridges along the trail system. Sioux Falls has trail counters in place and in 2016 received over 1,000,000 hits on their trail counters.

With all of this traffic, maintenance and management of the trails is of utmost importance to protect the users of the trail system. Providing your visitors with maps of the area online and at entry points along the trail system allows them to consider the terrain which they will be traveling. Many of the trails are signed with markers or have kiosks 14

SOUTH DAKOTA MUNICIPALITIES

New Municipal Tax Changes Effective July 1, 2017

Four South Dakota communities will implement new municipal taxes or update their current municipal tax rate beginning July 1. The municipal tax changes taking effect include:

Dante, imposing a 1 percent general sales and use tax rate. Lake City, imposing a 1 percent general sales and use tax rate. Morristown, increasing its 1 percent general sales and use tax rate to 1.5 percent. Toronto,increasing its 1 percent general sales and use tax rate to 2 percent.

South Dakota municipalities are able to implement new tax rates or change existing tax rates on Jan. 1 or July 1 each year.

The South Dakota Department of Revenue has Municipal Tax Information Bulletins available listing all municipal sales and use tax rates statewide, along with information on tribal sales, use and excise taxes.

Updated bulletins are free of charge and available after July 1. To obtain a Municipal Tax Information Bulletin, download it on the Department of Revenue website at dor.sd.gov/Taxes/Business_Taxes/Publications/Municipal _Tax or contact the Department of Revenue at 1-800-8299188.

MAY 2017 JULY 2017

State Historical Society Awards Five Historic Preservation Grants

Historic preservation projects in Aberdeen, Canton, Hot Springs, Ipswich and Oakwood Lakes State Park have received matching grants from the South Dakota State Historical Society.

“2017 is the 20th year for this historic preservation grants program,” said Jay D. Vogt, director of the State Historical Society. “In 2016 we awarded $108,204 between 11 projects which had matching funds of $291,301. The resulting total public-private investment is $399,505. This program is designed to encourage restoration or rehabilitation of historic properties and is one more way we can promote and protect our history and culture.”

The grants are awarded through the State Historical Society’s Deadwood Fund grant program. Funding for the program is from Deadwood gaming revenue earmarked by state law for historic preservation projects throughout the state. The program is administered by the society’s State Historic Preservation Office at the Cultural Heritage Center in Pierre.

grant application deadlines of Feb. 1 and Oct. 1. They are reviewed at the spring and winter meetings of the State Historical Society’s board of trustees. For more information on the Deadwood Fund grant program, contact the State Historic Preservation Office at the Cultural Heritage Center, 900 Governors Drive, Pierre, SD 57501-2217; telephone (605) 773-3458; or website history.sd.gov/Preservation. About the South Dakota State Historical Society The South Dakota State Historical Society is a division of the Department of Education. The State Historical Society, an Affiliate of the Smithsonian Institution, is headquartered at the South Dakota Cultural Heritage Center in Pierre. The center houses the society’s worldclass museum, the archives, and the historic preservation, publishing and administrative/development offices. Call (605) 773-3458 or visit www.history.sd.gov for more information. The society also has an archaeology office in Rapid City; call (605) 394-1936 for more information.

The following projects were the most recent to receive grants to supplement their work: • Aberdeen: Wylie Park Pavilion, built around 1912, $10,000 grant award to assist with repair and replacement of wood siding and for painting • Bruce vicinity (Oakwood Lakes State Park): Mortimer Cabin, built around 1869, $13,000 grant award to assist with the replacement of chinking a nd to repair logs, the stone foundation and the gable roof ends • Canton: Gale & Ward Bank Building, built in 1880, $12,000 to assist with the repointing of the brick masonry as part of a larger rehabilitation project • Hot Springs: the Harlou Building, built in 1893, $16,329 to assist with the repairs of windows, , installation of storm windows on the second floor and replacement of a non-historic storefront window • Ipswich: First Baptist Church, built in 1926, $12,000 to assist with replacing the roof

These new recipients represent a total award amount of $63,329 with planned matching funds of $157,498. The anticipated total public-private investment is $220,827.

Deadwood Fund grants are awarded twice a year, with 16

SOUTH DAKOTA MUNICIPALITIES

South Dakotans Urged to Take Caution During Transient Vendor Season

Many transient vendors have begun selling products and services in South Dakota.

While many of these vendors are legitimate, the South Dakota Department of Revenue and the Attorney General’s Consumer Protection Office advise people to take steps to ensure vendors are reputable before doing business with them.

“The Department of Revenue wants to ensure that transient vendors pay the proper amount of tax when they are operating in South Dakota, which is only fair to our in-state businesses,” Doug Schinkel, director of the Department of Revenue’s business tax division said. “We want to safeguard against anyone taking advantage of our citizens. If you are considering making a purchase from a transient vendor, please take steps to verify that they are reputable. If the vendor can’t or won’t provide proof of a South Dakota business tax license, you should contact the Department of Revenue.” If you are considering hiring repair or construction services, please be advised to:

• Ask for a price quote, in advance, in writing. • Question the contractor about a permanent address and telephone number, and do not assume that if the information they provide is local, they are a local business. Transient vendors often have business cards printed with local mailing services or motel addresses and telephone numbers. • Ask for a list of local references and check them before making a decision. • Ask if the contractor has worker’s compensation and general liability insurance. If vendors are not properly insured, homeowners may be liable for accidents that occur on their property. • Be careful about paying for work in advance. Before making final payments, make sure transient vendors have paid their local suppliers or you may be held liable for unpaid materials. • Make sure you are completely satisfied with the work before paying the bill, and do not pay more for the job than originally quoted unless you have given written approval for the additional work or cost. • Ask the contractor for an excise tax license.

household cleaners, furniture, stuffed animals and asphalting and roofing services. Taking these precautions can help ensure your safety as a consumer: • Question the salesperson about the product, warranties, guarantees, etc. • Get the company’s name, address and phone number in writing. • Ask to see their current South Dakota tax license. State law requires everyone selling products or services to have a current South Dakota sales or contractor’s excise tax license. To verify if the license is valid, call the department’s toll-free helpline at 800-829-9188.

All sellers must provide you with a contract or receipt at the time of sale showing the date, the merchant’s name and address and a statement informing you of your right to cancel the contract within three days. After proper cancellation, the seller has 10 days to refund your money.

If you have doubts about the vendor or think you may have been the victim of a scam, call your local police department or county sheriff’s office immediately. You can also contact the Attorney General’s Consumer Protection Office at 800-300-1986 or by email at consumerhelp@state.sd.us. Be prepared to give as much information as you can about the vendor, including the name of the company and salesperson, company address and telephone number and the make, model and license number (if possible) of the vehicle the vendor was driving. Tips from the public are valuable in assisting law enforcement catch illegal vendors before they move on to the next community. For more information on transient vendors, contact the South Dakota Department of Revenue’s toll-free helpline at 800-829-9188, press “1” for the business tax division.

Out-of-state vendors often travel to South Dakota to sell items like fruit, seafood, meat packages, paintings, magazine subscriptions, rugs, T-shirts, sunglasses, MAY 2017 JULY 2017

By James E. Lukaszewski

Media Relations During a Crisis

Good media relations is crucial when you have a crisis on your hands. When an emergency—such as a natural disaster or a shooting—happens in your city, the media will come calling (whether you like it or not), and the public will get most of its information about the situation from the media. It’s important to be ready for this before the crisis occurs.

Media relations policy The first step in managing relations with the media is to establish a sensible, professional crisis media relations policy. This should include the following steps: 1 Designate a spokesperson for your city, such as the mayor or city manager. Select someone who is comfortable talking with the media, citizens, and a wide variety of organizations and groups. 2 All other employees must secure prior approval for any outside publication, speech, interview, discussion, or other communication with or to the media if it involves or could impact the city. 3 All media calls are directed to the designated spokesperson or the person in charge of media

relations. Together, the spokesperson and media relations representative will decide who will speak with the reporter. You may want to involve your city’s attorney, as appropriate, in the decisions about what to say and who should say it.

Good spokesperson practices In situations of crisis or catastrophe, it is crucial to have a competent, compassionate, careful spokesperson. During a crisis, bad things happen faster, and control is lost much more quickly. The spokesperson sets the tone, tempo, and expectations of those paying attention or relying on the spokesperson for information. Follow these good practices when speaking to the media.

Remain calm, but act quickly. Crisis and catastrophe communications require the highest level of professionalism. Whether you are the mayor or another city representative, your job as the spokesperson is to truthfully and carefully reassure people, exhibit confidence and competence, and choose your words to help focus on resolving the issues at hand and reducing the production of victims and collateral damage.

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While providing reassurance, you must also act quickly. The first hour or two is critical to getting the organization’s story or plan of response out. Once a story is out, it will be difficult to change the perceptions that result.

Use positive language. Distortions, lies, misunderstandings, and conflicting information are generally caused by negative characterizations and responses. Your goal in writing and in speaking is to answer questions and provide information in completely positive and declarative language. Avoid all negative words, phrases, and descriptions, as negative language causes confusion, additional questions, and bad headlines.

Disclose some facts immediately and continuously, even if the news is bad. Information delayed is considered information withheld. In addition, piecemeal disclosure can result in prolonged coverage. As the spokesperson, you must quickly begin to collect the facts and initiate information flow to various audiences and the media.

Create a page or section of your website dedicated to the controversies at hand. A growing repository of useful, current, and generally helpful information should reside on your website. This may include studies, laws, rules and regulations, questions and answers, and corrections and clarifications of information already provided.

Refer all inquiries to the website initially so everyone has access to the same basic information. This approach can reduce media calls and inquiries significantly. In crises, most reporters are not calling to do an original story, but to verify information or validate other stories they have read, seen, or heard. A visit to your website can often satisfy those concerns, and reporters will move on to other things.

Make sure all comments are consistent with the information on your website and any other materials. Since most real news covers adverse situations, reporters tend to be experienced in covering crises. Therefore, they have a natural suspicion of information handed out by paid representatives, causing reporters to look for discrepancies rather than story lines. Make certain that whatever you say is identical to or compatible with whatever is written on your website or any other materials.

You then say what you know, and ask if the inquirer would like additional information. In most cases, this response will satisfy the person asking the question. If the inquirer needs more information and says so, you can respond appropriately.

You should also be sure to avoid guessing, speculation, and making estimates. Many will attempt to estimate the costs of catastrophe and damage. Be ready for it. Either have appropriate estimates available, a forecast for when such estimates will be available, or a reasonable and truthful explanation as to when such estimates will be available, if ever.

Avoid flatly refusing to provide information. The use of phrases such as “no comment” needs to be avoided. These phrases automatically establish a negative environment, with the spokesperson being the target of doubts and distrust.

Some excellent response options when information has either yet to surface or must be withheld are: • I’ll need more information before I can answer that question. • That information is being withheld at the present time for reasons, but we hope to release it soon. • The answer to that question will become available as the situation unfolds. • When we have reliable information in response to that question, we will provide it.

As you can see by these responses, it is possible to respond in a positive way to even the most negative, challenging, harsh, or intimidating question. Use positive, declarative language.

Express genuine regret if there are fatalities or injuries to report. Being empathetic is expected. Responsibility is a matter for the city officials and attorney, and possibly the courts, to determine. Say something like, “Responsibility will be determined sometime in the future. Our concerns

Stick to the facts. Talk about what you know to be true. When asked a question for which you do not have an answer, instead of saying, “I don’t know,” your response should be positive and declarative. For example, you could say, “My knowledge of that is limited. I know a couple of things.” MAY 2017 JULY 2017

now are helping the victims, cleaning up, talking with neighbors, etc.”

Empathy and sympathy may actually reduce exposure to litigation. Always show concern, empathy, sympathy, remorse, or contrition, and use compassionate language, such as “alarmed,” “concerned,” “devastated,” “regret,” and “saddened.”

Also, only release information about victims after families have been notified, and you have the permission of the families—or, best of all, help the families provide that information themselves.

Anticipate likely questions and prepare answers for them. Test the answers, say them out loud, and fix them so they work. Keep them to about 75-100 words, about 30-45 seconds of speaking time. The media will always want to know: • What happened? Describe the incident with as much detail and as little technical jargon as possible. Be ready to comment on the nature of the emergency and if there were any injuries. • When did it happen? Reporters like precise detail, but it is reasonable to approximate to the nearest half-hour.

• Who was involved? Withhold names until families have been notified. In the event of injuries or deaths, confirm to the reporter that the injured were taken to a hospital. Also, this question provides the opportunity to comment briefly on the employees instrumental in rescue or clean-up attempts. Advise the reporter of the company’s emergency plans and other procedural safeguards in place. • Where did it happen? Identify the location of the emergency. Also, indicate the effect or lack of effect of the incident on the rest of the facility or the communities adjacent to the site, if any. • Why did the incident occur? Until more complete information is available, indicate that an investigation is underway and the cause has not yet been determined.

By following these good spokesperson practices, you will provide the information that your community needs to know, and help everyone remain calm. James E. Lukaszewski, ABC, Fellow IABC, APR, Fellow PRSA, BEPS Emeritus, is America’s Crisis Guru® and author of The Manager’s Guide to Handling the Media in a Crisis.

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Find Summer Food Service Sites for Youth with a Text or Call

Organizations across South Dakota are serving free meals to the state’s youth this summer as a part of the Summer Food Service Program and Seamless Summer Option. Children age 18 and younger may receive a meal free of charge at participating sites, which include organizations such as nonprofits, schools, libraries and local governments.

Families have a variety of ways to access the most current information on free feeding locations and the dates and times of meal service throughout the summer. The USDA Summer Meal Site Finder tool is at www.fns.usda.gov/summerfoodrocks. This free, webbased application allows users to easily locate summer food sites throughout South Dakota and across the country. The information is also available by texting “Food” or “Comida” (Spanish) to 877-877 or calling 1-866-3HUNGRY or 1-877-8-HAMBRE (Spanish). Feeding sites will be added to the Summer Meal Site Finder regularly; so, it is important to check back periodically.

To file a program complaint of discrimination, complete the USDA Program Discrimination Complaint Form, (AD-3027) found online at www.ascr.usda.gov/complaint_filing_cust and at any USDA office, or write a letter addressed to USDA and provide in the letter all of the information requested in the form. To request a copy of the complaint form, call (866) 632-9992. Submit your completed form or letter to USDA by: mail: U.S. Department of Agriculture Office of the Assistant Secretary for Civil Rights 1400 Independence Avenue, SW Washington, D.C. 20250-9410 fax: (202) 690-7442; or

email: program.intake@usda.gov.

This institution is an equal opportunity provider.

The Summer Food Service Program and Seamless Summer Option are federally funded through the U.S. Department of Agriculture and administered by the South Dakota Department of Education. This agency is an equal opportunity provider. More information on the summer programs is available at www.doe.sd.gov/cans/.

USDA Nondiscrimination Statement In accordance with Federal civil rights law and U.S. Department of Agriculture (USDA) civil rights regulations and policies, the USDA, its Agencies, offices and employees, and institutions participating in or administering USDA programs are prohibited from discriminating based on race, color, national origin, sex, religious creed, disability, age, political beliefs or reprisal or retaliation for prior civil rights activity in any program or activity conducted or funded by USDA.

Persons with disabilities who require alternative means of communication for program information (e.g. Braille, large print, audiotape, American Sign Language, etc.), should contact the Agency (State or local) where they applied for benefits. Individuals who are deaf, hard of hearing or have speech disabilities may contact USDA through the Federal Relay Service at (800) 877-8339. Additionally, program information may be made available languages other than English. JULY 2017

Annual “State of the Cities” Report Finds Mayors Expanding Leadership

A comprehensive analysis of mayoral state of the city speeches released today by the National League of Cities (NLC) finds that economic development, public safety, infrastructure and city budgets are the top issues for communities around the nation. The new report, State of the Cities 2017, examines state of the city speeches in 120 cities representing a diverse cross section of population sizes and geographic regions.

NLC’s analysis shows that cities face the same issues around the country — regardless of size or location. Though the order and intensity of the 10 issues examined have remained relatively consistent over the past four years, the primary emphasis has shifted, with mayors expanding what is possible within their leadership roles to take action and ensure prosperity, fairness and resilience in their cities.

“Mayors work tirelessly to build stronger communities through innovative policy solutions, public-private collaborations and strategic investments in our urban cores,” said Clarence E. Anthony, CEO and executive director of the National League of Cities (NLC).

“However, cities also face tremendous challenges in this political environment, including crime, affordability, and racial and income disparities. The report shows us that mayors are fighting attacks on local control, and are seeking solutions to these issues to lift their communities up.”

Key findings from the 2017 analysis include: • Cities are driving the nation forward, with an increased number of jobs and outsized economic growth providing the ability to make strategic investments in our urban cores. Specifically, 66 percent of state of the city speeches included significant coverage of economic development issues. • Police (73 percent), fire protection (56 percent) and road paving (48 percent) were mentioned the most in mayoral speeches this year. • Equity is a key concern for cities across the country, in terms of fairness and inclusivity in public safety, housing and education. Sixty-four percent of state of the city speeches included significant coverage of public safety issues. • Mayors are meeting with resistance from a federal

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administration keen on disparaging America’s urban areas and state legislatures across the country blocking city-led initiatives.

“As mayors work to create a fairer, more equitable America, they are meeting resistance from the state and federal level,” said Brooks Rainwater, senior executive and director of the Center for City Solutions at the National League of Cities. “Mayors are welcoming all people, standing against policies that strip federal funds from so-called sanctuary cities and recognizing the importance of diversity and inclusion to their communities. In the face of negative sentiments from the federal government, cities are pushing a positive agenda focused on building economic vitality and bridging divisions in our society. With or without intergovernmental partners, mayors will work from the bottom up to make things happen. ”

Here are the top 10 issues mentioned in mayoral state of the city speeches:

Managing Your Construction Season

Greg Vavra, SDLTAP Program Manager

It is that time of year again when municipality’s construction seasons are in full swing. Many of you are already patching and paving in preparation for seal coating, slurry seals, scrub seals and micro-surfacing projects later this summer.

Please be conscious of your planning efforts when putting together your summer construction plans. We often see street projects of large dollar values pushed forward over weak substructure and aging utilities. Please make sure and address these issues prior to any asphalt surface treatments or asphalt overlays. Generally speaking, the surface is failing because it was built on marginal base strength years ago or has deteriorated over time from today’s heavy loadings. There are many good guidance documents out there today to help you understand how to design and build for today’s ever growing loads. One thing tax payers will not forgive is when their new road needs to be dug up a year or two later to replace failing water and sewer lines that have been there for years.

Although municipalities are not required to have a 5 year road and bridge plan, it is a necessity to make financially sound decisions moving forward. We are commonly asked to come and take a look at a towns aging infrastructure by public works personal or elected officials, and they are often in shock as to how far behind they have fallen.

Today’s dollar needs to be stretched further than ever to maintain our current systems. Please plan for the future, be safe, and have a productive construction season.

The report also highlights specific policies and issues facing cities of all sizes, such as workforce training, transit, immigration, renewable energy, autonomous vehicles and the opioid crisis. For the full analysis, visit NLC.org/SOTC.

SDLTAP has a wide range of services for municipalities and keeps abreast of many of the new products and services to help extend your funds. Feel free to call us with your transportation needs.

Press contact: Courtney Bernard, (202) 626-3133, bernard@nlc.org

The National League of Cities (NLC) is dedicated to helping city leaders build better communities. NLC is a resource and advocate for 19,000 cities, towns and villages, representing more than 218 million Americans. MAY 2017 JULY 2017

Guide Against Ethical Missteps...Everyone is at risk of making an error

By Kevin Duggan, ICMA-CM

One of the greatest risks to maintaining our personal integrity is underestimating our vulnerability to suffering an ethical failure. It is easy for us to believe that ethical mistakes are only going to befall other people and other organizations.

The truth is that we are all vulnerable to making an ethical misstep, and the more we think we are not, the more likely we will make an error. Why? A false sense of confidence will result in decreased attention to our vulnerability and lowered safeguards. Overconfidence can lead to complacency, which leads to greater risk.

Understanding Vulnerabilities So how do we guard against overconfidence and the consequences that can result? Developing a better understanding of our personal and organizational vulnerabilities is a good place to start. A book by Dan Ariely, The (Honest) Truth About Dishonesty (Harper Perennial, 2013), may help you better understand that we all are at risk of missteps—oftentimes at more risk than we perceive.

The basic premise of the book is that everyone can be dishonest at some level, and those who don’t believe that are not being completely forthright with themselves. By describing a series of studies he and others have undertaken, he makes a convincing case for one of his basic observations: We want the benefits of cheating while also wanting to retain our self-perception of being reasonably honest people. He explores the concept of the “fudge factor.” That is, how far we are willing to stretch our ethical boundaries to gain benefit while also being able to retain our self-perception of being honest and ethical individuals. Other key observations from his book:

• The more we are able to rationalize or convince ourselves that our actions in a particular circumstance are correct, our fudge factor grows. • A single act of dishonesty can change our self-image and reduce our defenses to additional ethical missteps. • Once we begin violating our standards, the more likely the frequency and magnitude of our violations will escalate.

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• We can often deceive ourselves to maintain a positive self-image. • We are at greater risk of making an ethical misstep when we are tired or overwhelmed.

Common Pitfalls Here are examples of common areas where a person can begin to let down his or her guard:

• When competing for a job you really want, you “stretch” on your resume—or in an interview—how much credit you deserve for an accomplishment in your current or at a previous job. Similarly, taking credit for an educational milestone that you “almost completed.” • Not being consistent in what you tell one person versus another, including elected officials, when trying too hard to demonstrate that you agree with their perspective. • Attempting to minimize a mistake by conveniently omitting information or “spinning” the information to an exaggerated degree. • Convincing yourself that something you have done or are about to do is in the public interest, when the primary result is a personal benefit.

One particularly important finding of Ariely’s research for those in the public sector is that accepting favors, no matter how small or apparently insignificant, will bias you in favor of the provider. He casts considerable doubt on the attempts of many to convince themselves and others that a particular favor was so inconsequential that it would not influence their conduct as a public official.

eventually tripped up other organizations and their members. • Make it clear that it is not consistent with you or your organization’s values to look the other way regarding ethical missteps, including those that might be considered relatively minor. • Make time to discuss risks and expectations.

Local government managers and those people who they work with should be concerned about falling into the trap of believing that dishonesty and ethical missteps are only likely to occur to other people and other organizations. The more we are able to understand and accept our vulnerabilities and the vulnerabilities of our organizations, the more likely we are to take the steps needed to avoid a serious ethical crisis. The more we are open to challenging our own self-image of being completely honest and ethical individuals, the more likely we will be able attain that goal. PM Kevin Duggan, ICMA-CM, ICMA West Coast regional director, Mountain View, California, is the former city manager of Mountain View.

Potential conflicts of interest abound in our professional lives. Recognizing them and dealing with them appropriately is critical to our ethical well-being.

For our organizations and employees, there can be a substantial risk of justifying behavior based on our perceptions of the conduct of others in the organization and of the conduct of other organizations by telling ourselves: “If it is okay for them to do, it must be okay for me (us) to do.”

Steps to Take As demonstrated in Ariely’s research, the concept of it being okay to do something “just a little bit dishonest” can lead to serious consequences. Options to address these concerns can include:

• Challenge yourself and your organization with ethical scenarios, including some that would be considered relatively minor ethical violations. • Discuss with your staff the small missteps that have JULY 2017

Three Ways to Strengthen Our Ethical Muscles

As an ethics teacher for almost a decade at the University of Texas at Austin and an executive coach to municipal and corporate leaders throughout the state, I’m often brought into confidence when people are wrestling with ethical issues. In my experience, three techniques most effectively build our ethical muscles and, even under pressure, help us arrive at sound moral decisions.

1. Distinguish between ethical choices and ethical dilemmas. When I taught ethics to freshmen at the University of Texas, students occasionally asked for my opinion on their ethical struggles. One such student told me of a promise she’d made to visit her elderly grandmother once a month at a nursing home about an hour from Austin. Her grandmother was expecting her for dinner that evening, but the student was having second thoughts about going because she had been invited to a concert that evening by a student she’d had a crush on all semester.

The student didn’t have an ethical dilemma, she had an ethical choice. In an ethical choice, there’s a right answer…you just might not want to choose it. In an ethical

dilemma, there’s an ethical downside to whatever you decide, because values are in tension or in outright conflict. This is what makes distinguishing an ethical choice from an ethical dilemma so important. When we know we’re dealing with an ethical choice, there is a right answer; we just have to find it. When it’s an ethical dilemma, we can stop the fruitless search for a right answer, identify the values in tension, and choose the value we want to lean toward to resolve the conflict.

As an executive coach to city leaders, it’s my privilege to collaboratively think through some of the ethical choices and dilemmas that many of you face. When doing this, I often face my own ethical choice: Should I tell you what you want to hear, which will preserve and possibly strengthen our relationship, or should I tell you what you need to hear, which might cause (and has caused) you to find an advisor more “aligned” to your point of view. It’s ethics when you feel it. If there’s no consequence—if there’s no skin in the game—it’s ethical talk, not ethical action. The most effective way to tell if you are dealing with an

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ethical choice is to look for temptation: Are you tempted to say yes to a cute guy instead of traveling an hour to visit your ailing grandmother? Are you tempted to tell a client what she wants to hear instead of what she needs to hear? Are you tempted to gently encourage a friend to pitch a city contract low enough to prevent a full-on bidding process instead of letting the process play itself out? Are you tempted to accept a campaign contribution from someone you really don’t trust, or do you politely decline the donation?

helicopter, he’d violate the truth—integrity is another strongly embedded military value—and possibly put others in harm’s way. Nate chose to redouble his efforts and the energy of his troops to fight their way off the battlefield so their wounded colleagues could eventually get treatment. He resolved the dilemma by favoring his core value of integrity.

2. Use your core values in ethical dilemmas, because that’s when you need them the most. In an ethical dilemma, no matter what you decide, there’s an ethical downside. There’s no ethical downside to telling someone you like that you can’t go out on a date, to telling a client what she needs to hear, to letting a bidding process play itself out, and to refusing a campaign contribution from someone you don’t trust. There are only practical downsides in these cases, and conflating something practical with something ethical only makes it harder to do the right thing. Your core values—the things you believe most deeply—are your best guides in ethical dilemmas, because you are going to have to live with an ethical downside no matter what you select.

Helpfully, the ethicist Rushworth Kidder, in his book How Good People Make Tough Choices, illuminates five pairs of values which are commonly in tension during ethical dilemmas (I’ve adapted Kidder’s categories slightly to best fit public service professions):

For ethical choices, the 10/10/10 rule can help you uncover the right answer. Ask yourself how you’ll feel about your decision 10 weeks, 10 months, and 10 years from now, and the temptation at the heart of the choice usually reveals itself as the exercise illuminates a timeless moral lesson: temptation today, regret tomorrow. Distance from the decision provides context, and context often distinguishes what you want to do from what you should do.

Nate Self, a combat veteran who is a friend of mine, told me about a firefight in Afghanistan where a few of his soldiers had become seriously wounded. Nate called for a medical evacuation helicopter to get medical care for the wounded troops, and his higher headquarters asked if the shooting had stopped because they didn’t want to risk landing a helicopter in the middle of a firefight. Nate’s ethical dilemma was that he could either tell the truth— that the fighting was ongoing—and some of his most seriously wounded soldiers might die waiting to be evacuated. Or, he could lie to get his wounded troops evacuated quickly, but he’d put more people at risk in the process. The broad outline of Nate’s ethical dilemma was a familiar one: Truth versus Loyalty (we discuss other common dilemmas below). Nate wanted to do everything he could to take care of his seriously wounded troops, which would uphold the loyalty value (a deeply held value among soldiers). But if Nate said it was safe to land the medical MAY 2017 JULY 2017

Some of you might have chosen differently than Nate, but that’s precisely the point. There isn’t a correct, cost-free answer to an ethical dilemma, so you will have to pick from competing values—you have to decide—to resolve the value conflict. Most of us first experience the Truth versus Loyalty value conflict as children when a parent or a teacher asks us to confirm the misbehavior of a (guilty) friend or sibling. Do I tell the teacher that my friend Johnny was smoking in the bathroom (truth), or do I cover for him (loyalty)? It’s the same basic value choice that Nate faced in Afghanistan, but with lower stakes.

Truth versus Loyalty In the case above, Nate chose truth over the loyalty value, and he has to live with the outcome of his decision: There are no cost-free decisions in ethical dilemmas. Telling the truth might mean that his wounded soldiers die. On the other hand, telling the helicopter to land might mean that the helicopter crew dies. We get to make our ethical selections, but we don’t fully control the outcomes. (You can find out what happened in Nate’s excellent book, Two Wars.) Individual versus Community For many citizens, deciding to run for public office is an individual versus community value dilemma: Do I give up the perks of a private life (individual) to serve my city in the more transparent realm of public service (community)? As public officials, you might favor the community value,

but you’ve likely had trying moments during your career when you wondered if you made the right decision for you and your family. And one day, you might conclude it’s time to put your own interests and the interests of your family first by leaving public service. Both decisions will be ethical: You simply leaned one way when you entered (community), and the other when you left (individual). Ethical priorities can change over time.

Short-term versus Long-term As you well know, elected and appointed officials frequently resolve short-term vs. long-term dilemmas. How can we increase revenue or reduce costs today (shortterm) to set up our city for future success (long-term)? Should we have a bond election this year (short-term) to pay for a new public service training facility, or set aside funds for the next ten years (long-term) to fund it? Justice versus Mercy Not too long ago, a Department of Public Safety trooper pulled me over for speeding between Hereford and Dimmit. The values in tension for the trooper were justice (ticket) and mercy (warning). Although I was relieved when he chose mercy, he would have been well within his rights, ethically, to choose justice.

Rule versus Principle Like many of you enrolled in United’s frequent flyer program, I received an email recently from United’s CEO apologizing for forcibly removing a customer from a flight because the customer wouldn’t give up his seat, for compensation, to a crewmember who needed to get to work. In the letter, the CEO pointed out that United had a rule (crewmembers needing seats take priority over other passengers) that conflicted with a company principle (customers are our priority). Said differently, company policy created the dilemma in the first place. To unwind the dilemma, United’s CEO announced in the letter that the airline was changing the rule in favor of the principle: Paying customers will no longer be involuntarily removed from flights.

3. Pick yourself up when you stumble, because no one is (ethically) perfect We all occasionally make poor ethical choices: the student will go out on the date and leave grandma alone for dinner; I’ll tell a client what’s easy instead of what’s controversial; you’ll accept a campaign contribution from someone you distrust. In these instances, we may have fallen short of who we aspire to be, but should remember the words widely attributed to George Eliot: “It’s never too late to be what you might have been.” And sometimes the outcomes of our ethical dilemmas will make it seem like we were foolish to pick the value we did. The trooper who gave me a warning watches in disbelief if 28

I do a wheelie on my way back onto the highway. The private citizen who subjects himself and his family to the brutal transparency of a campaign ends up losing the election. My friend who tells the helicopter pilot the truth ends up losing one of his wounded soldiers. We don’t fully, or sometimes even partially, control outcomes, and looking back in regret on how our ethical dilemmas worked out is unfair and counterproductive because it doesn’t account for what might have happened: I might have driven more safely; the citizen might have won the election; more people might have died if Nate had called in the chopper. There’s no such thing as ethical perfection, but ethical progress certainly exists. Our shared goal is to strengthen our ethical muscles so that we more consistently arrive at the kinds of decisions we’ll be proud of years from now— for ourselves, for our cities, and for the ethical legacy we aspire to leave behind.

Geoffrey Tumlin is a featured speaker at the 2017 TML Leadership Academy on the topic of ethical leadership. Geoffrey is president of On-Demand Leadership, and is the author of, Stop Talking, Start Communicating. He travels extensively throughout Texas helping leaders and their teams improve. Reprinted with permission of Texas Town & City, published by the Texas Municipal League.

Pool Testing

Municipal swimming pools are no longer regulated by the State of South Dakota, however, these facilities 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. j “Total Coliform - Negative” means that no coliform bacteria were found and the water is safe. j “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.

SOUTH DAKOTA MUNICIPALITIES

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7 Reasons City Employees Should Not Use Unapproved Software

John Miller, Senior Consultant, Sophicity: We put the IT in city

In the news, we’ve seen plenty of times when government employees get into a lot of trouble by using software that’s not approved by government entities. From private email servers to encrypted messaging apps, big problems occur when government employees download software outside of IT policy.

As a recent article by Governing points out, the risks of “unsanctioned software” or “shadow IT” ripples all the way down to local government. According to the article: Security is the biggest problem with shadow IT. Whether the software is American or foreign, it often doesn’t meet the strict security standards set by government cyber security protocols. Popular file-sharing apps, for example, allow users to easily upload, store and download files, but they may contain viruses or malware that can spread and infect a state government network. Plus, it’s easier to install software nowadays. With so

much cloud software dominating our lives, city employees usually don’t need to purchase physical software, stick a CD into their computer, and install it. Cloud software is ready to go in seconds and…boom! Employees start using it immediately.

While downloading such software may be fine at the employee’s home, remember that you’re an important government entity—a municipality that needs to protect critical citizen information and comply with important laws.

The Governing article gives a great overview of the problem but doesn’t go into many security specifics about why you need to guard against city government employees who download unauthorized software. Here are 7 questions to ask yourself about this software. 1. Who is patching and updating the software? Software needs regular patching to fix bugs and security holes along with updates to improve performance. With authorized software, your IT staff or vendor oversees this

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updating and patching. If an employee downloaded the software, then critical security holes could stay open to attackers for months. And even if employees think the software automatically updates, it’s not unusual for something to go wrong. Who is checking for this? Who is hoping things will go wrong?

2. How do you know you haven’t downloaded a virus or malware? Employees mistakenly downloading viruses and malware—including from downloading malicious software—remains one of the leading ways that cities suffer disruption and permanent data loss. This is especially a risk when employees download lesser known software that looks appealing on the surface but is riddled with malware or viruses—giving hackers a back door to your city.

You might say, “But my employees only use well-known software.” Even if that’s the case, downloading software on their own still introduces risk. We told a story a few years ago about a tech-savvy colleague of ours who, while not a IT professional, has been involved in the information technology field for over 10 years. He downloaded what he thought was a well-known internet browser that looked like it was from a legitimate website and ended up downloading a virus. So even for “common” software, don’t take the risk.

3. What happens if your employee needs helpdesk support? Let’s say your employee runs into a problem with an unauthorized cloud spreadsheet application. The file got corrupted somehow and then they lost access to it. Well...it’s not authorized software. Your IT staff or vendor may try to help, but success is not guaranteed.

Why? When your IT staff or vendor supports authorized software, they have installed it, updated it, patched it, maintained it, monitored it, and established a relationship with the vendor. That’s why they can easily help with authorized software problems. None of that knowledge and support framework exists with unauthorized software. When it runs into problems, you’re pretty much stuck.

4. Are you sure that your employee isn’t breaking the law? This problem crops up with software that stores documents and communications outside of official city government channels. When you receive an open records request, then what do you do if employees are using personal cloud software like Google Docs, Yahoo email, or a file-sharing MAY 2017 JULY 2017

service like Dropbox. Bring out the lawyers. You’ll need them.

More importantly, these documents and communications may not follow city government security standards. A state like Arkansas is now legally permitted to take away a city’s charter for such security gaps—and other federal and state laws look like they will eventually follow suit.

5. What happens if you lose data? While an employee may take the initiative to back up data stored on unauthorized software, don’t hold your breath. It’s probably not happening, not happening frequently enough, or not being tested to make sure they can restore data if it’s lost. By contrast, authorized software is usually backed up professionally and overseen by IT staff or a vendor.

6. Do unauthorized people have access to data? Government data within applications such as financial software, document management systems, and email is usually locked down and only accessible by authorized users—with user access managed by your IT staff or vendor following strict policy. With unauthorized software, who has access to sensitive data? What if your employee accidentally publicly shares a Dropbox link to documents

containing sensitive information? Are you seriously relying on the individual judgment of one employee using unauthorized software rather than locking down authorized software that follows a city-wide policy?

7. What happens when software conflicts with the employee’s machine or device? On a more tactical level, people often do surprising things when they download software. If they have an old desktop or laptop, they may download new software that the machine or operating system just can’t handle. Then, their computer breaks and guess who they call in a panic? Your IT staff or vendor.

We know. This is a tough problem to solve. It’s hard to police the use of authorized software and root out all unauthorized software. While the problem may never fully go away, you can: • Create a clear policy about unauthorized software and the consequences for using it. • Provide a reminder about security risks such as data breaches, permanent data loss, and breaking the law. • Provide a list of approved, authorized software and a contact number for questions if employees want to confirm the use of a particular kind of software.

6DUD 5DQNLQ VDUD 32

SOUTH DAKOTA MUNICIPALITIES

Seven Tips for Inspiring Collaboration

By Carol Kinsey Goman, Ph.D., Speaker and Author

One my most popular speaking topics is “The Power of Collaborative Leadership.” The topic’s popularity stems from clients realizing that “silo mentality” and knowledgehoarding behaviors are wasting the kind of collective brainpower that could save their organizations money. Or lead to the discovery of an innovative new program or service. Or, in the current economic climate, help keep their organization afloat when some are sinking.

And it’s not just the balance sheet that suffers when collaboration is low: the workforce loses something too. Individuals lose the opportunity to work in the kind of inclusive environment that energizes teams, releases creativity, and makes working together productive and joyful.

Here are seven tips for inspiring collaboration in your team or organization: 1. Realize that silos are destructive. Silo mentality is a mindset present when certain departments or sectors do not

wish to share information with others in the same organization. This type of mentality will reduce efficiency in the overall operation, reduce morale, and may contribute to the demise of a productive culture. Silo is a business term that has been passed around and discussed in many boardrooms over the last 30 years. Unlike many other trendy management terms, this is one issue that has not disappeared. Silos are seen as a growing pain for organizations of all sizes. Wherever it’s found, a silo mentality becomes synonymous with power struggles, lack of cooperation, and loss of productivity.

2. Build your collaboration strategy around the "human element." In trying to capture and communicate the cumulative wisdom of a workforce, the public and private sectors have invested hundreds of millions of dollars in portals, software, and intranets. But collaboration is more than the technology that supports it, and even more than a business strategy aimed at optimizing an organization's experience and expertise. Collaboration is, first and foremost, a change in attitude and behavior of people throughout an organization. Successful collaboration is a human issue.

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3. Make change management a team sport. Over the past 25 years, I’ve worked with a variety of very talented leaders, and one thing I know for sure: Regardless of how creative, smart, and savvy a leader may be, he or she can’t transform an organization, department, or team without the brain power and commitment of others. Whether the change involves creating new products, services, and processes – or a total reinvention of how the organization must look, operate, and position itself for the future – success dictates that the individuals impacted by change must be involved in the change from the very beginning.

4. Use diversity in problem solving. Experiments at the University of Michigan found that, when challenged with a difficult problem, groups composed of highly adept members performed worse than groups whose members had varying levels of skill and knowledge. The reason for this seemingly odd outcome has to do with the power of diverse thinking. Group members who think alike or are trained in similar disciplines with similar bases of knowledge run the risk of becoming insular in their ideas. Diversity causes people to consider perspectives and possibilities that would otherwise be ignored. 5. Help people develop relationships. The outcome of any collaborative effort is dependent on well-developed

personal relationships among participants. Not allowing time for this can be a costly mistake. For example, all too often, in the rush to get started on a project, team leaders put people together and tell them to "get to work." You'll get better results if you give your group time upfront to get to know one another, discover each other's strengths and weaknesses, build personal ties, and develop a common understanding about the project.

6. Focus on building trust. Trust is the belief or confidence that one party has in the reliability, integrity, and honesty of another party. It is the expectation that the faith one places in someone else will be honored. It is also the glue that holds together any group. I recently conducted a survey of middle managers in an attempt to pinpoint the state of trust and knowledge sharing in their various organizations. What I found is a crisis of trust: suspicious and cynical employees are disinclined to collaborate – sharing knowledge is perceived as weakening a personal “power base." Leaders demonstrate their trust in employees by the open, candid, and ongoing communication that is the foundation of informed collaboration. 7. Watch your body language. To show that you are receptive to other people’s ideas, uncross your arms and legs. Place your feet flat on the floor and use open palm gestures (which is a body language display inviting others into the conversation). If you want people to give you their ideas, don’t multi-task while they do. Avoid the temptation to check your text messages, look at your watch, or observe how the other participants are reacting. Instead, focus on those who are speaking by turning your head and torso to face them directly and making eye contact. Leaning forward is another nonverbal way to show you’re engaged and paying attention, as is head tilting. (The head tilt is a universal gesture of giving the other person an ear.) To encourage team members to expand on their comments, nod your head at regular intervals.

Today’s organizations exist in an increasingly complex and ever-shifting ocean of change. As a result, leaders need to rely more than ever on the intelligence and resourcefulness of their staff. Collaboration is not a “nice to have” organizational philosophy. It is an essential ingredient for organizational survival and success.

Carol Kinsey Goman, Ph.D. is an international keynote speaker, leadership blogger for Forbes, and creator of “The Power of Collaborative Leadership,” a seminar she delivers throughout the United States and Europe. Learn more at https://CarolKinseyGoman.com. Reprinted with permission of Texas Town & City, published by the Texas Municipal League.

MAY 2017 JULY 2017

Counting For Dollars: Counting The Role of the Decennial Census in the Geographic Distribution

Andrew Reamer, Research Professor, George Washington University

Initial Analysis: 16 Largest Census-guided Programs As directed by Congress, several hundred federal financial assistance programs rely on data derived from the Decennial Census to guide the geographic distribution of funds. To better understand the fiscal impacts of the upcoming 2020 Census on states and local areas, the Counting for Dollars Project aims to:

identify every federal program that geographically distributes financial assistance on the basis, in whole or part, of data derived from the Decennial Census; and • ascertain the connection between Decennial Census accuracy and the fair, equitable distribution of funds to states and local areas. The project will issue a full report in Fall 2017.

•

Meanwhile, it has analyzed the use of Census-derived data by 16 large federal programs and offers an initial report. A summary of the findings is below.

•

In Fiscal Year (FY) 2015, the 50 states plus the District of Columbia received $589.7 billion from the 16 largest Census-guided programs. Twelve grant-making programs distributed $427.7 billion, 68.5 percent of all federal grants. Of these, nine made $401.4 billion in grants to state governments, 70.1 percent of all federal grants to states. Four programs providing direct payments to individuals distributed $162.0 billion. For 15 of the 16 programs, the amount of funds a state received was guided by its 2010 Census count. The project finds that the more accurate the state’s count, the more fair and equitable is its share of federal funds.

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•

• •

The 16 programs do not directly use the Decennial Census count to guide geographic distribution. Instead, programs use 22 datasets derived from the last Decennial Census, as instructed or authorized by Congress. Among these, the datasets most relied on to guide the distribution of funds to states and local areas include Core-based Statistical Areas, Urban/Rural Classification, Population Estimates, American Community Survey, Current Population Survey, Per Capita Income, and Poverty Guidelines. Most Census-derived datasets are built using other Census-derived datasets. Of particular note, 21 of the 22 Census-derived datasets make use of the American Community Survey. The project expects to find that there were about 300 Census-guided federal programs in FY2015, with total outlays of approximately $700 billion.

Sources: • USAspending.gov (20.050, 84.010, 84.027, 93.224/93.527, 93.568, 93.600, 93.778) • President’s Budget Request for FY2017 or program agency (10.511, 10.555, 10.557, 14.871, 93.596, 93.658, 93.767) • Center on Budget and Policy Priorities (14.195)

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• Centers for Medicare & Medicaid, HHS (Physicians Fee Schedule Services of 93.774)

Prepared by Andrew Reamer, Research Professor, GWIPP, with data analysis provided by Sean Moulton, Open Government Program Manager, Project on Government Oversight (POGO) May 31, 2017

By Chris Hill, SDMEA Director of Municipal Electric Services HOMETOWN - Brookings

Paul Melby

This month we are celebrating a retirement as well as giving you a little insight into Brookings Municipal Utilities. First off, I want to discuss a man who I thought was a great person from the first time I met him. Having said that, the first time I met Paul Melby was at my

interview for the position of the Director of Electric Services for the SDMEA. I walked in fifteen minutes early to my interview and expected to see my interviewers within minutes. When Paul and Todd Chambers (Watertown) walked in 45 minutes later, Mr. Melby said, and I quote, “Sorry we are late, I had to bail my wife out of jail”. Now, like I said, this was the first time that I had met Paul and I wasn’t 100% sure how to read him at this point. I know now he was checking his wife out of the hotel in Pierre which caused the delay.

I have had several conversations with Paul since then and I hope to contact him with questions that I will have even after he retires. However, I will respect his time and let him travel and enjoy his retirement rather than hassling him with my lack of experience. Paul has assembled a close knit team of Dale Henderschiedt, Construction Supervisor, and Tim Reuter, Maintenance Supervisor, that have implemented several great things in his 16-year career at BMU, including an upgrade of the transmission system to 115KV, converting from overhead distribution to total underground, looping substations, transitioning from hand read meters to AMR (which will be 75% completed at the end of this year). Paul’s team also organized a joint construction crew which took over the construction of the telecommunication circuits as well as electric underground conductors which were previously two separate departments. BMU uses voltage reduction rather than load management for load control. BMU uses their SCADA to

SOUTH DAKOTA MUNICIPALITIES

guide how much they can regulate, which takes extensive time to know your customers’ requirements and being aware of which loads to regulate at what times.

Paul’s team makes sure to research all equipment and products before integrating them into the electric system in Brookings. They are currently in a 4-year investigation of LED lighting and are transition to make the conversion. They also take pride in analyzing every aspect of a product before making any purchases for the utility. They emphasize having reliable equipment that has been utilized by other utility companies and in making sure that they are getting the best equipment that been time tested and shown to be the best. Brookings is not the leading edge, but they make sure that what they purchase is going to benefit their utility to ensure that their employees have good equipment and to make sure it is of sufficient quality to get the job done when they need it.

In addition, Paul started an education program in which he visited the Brookings Middle School 8th grade science classes to educate the class on how electricity is generated and gets to Brookings.

Brookings has been lucky to have a person as forward thinking and progressive as Paul Melby in their community and working for BMU. His knowledge may be tough to replace, not only at Brookings Municipal Utilities, but also from the SDMEA board as well. I personally cannot thank Paul enough for giving me this opportunity to learn from him this past year and I am sure that there are many others who owe him a debt of gratitude for sharing his knowledge throughout the years. MAY 2017 JULY 2017

L to R: Mike Collins-Journeyman, Curtis HaakinsonJourneyman, Isaac Kruse-Apprentice, Doug EidsnessJourneyman. Not pictured: Todd Swanson-Foreman, Tim Reuter-Supervisor.

Back Row L to R: Doug Mahanke-Foreman, Todd VanderWal-Lead lineman, Vance Vogel-Apprentice, Morgan Vrchota - Apprentice, Lance Dickey - Journeyman, Joshua Millard-Journeyman, Aaron EgebergConstruction, Dale Henderscheidt - Supervisor, Front Row L to R: Scott Hinricher-Construction, Bryce SteffenApprentice, Nic Axtell-Journeyman, Brian HalvorsonConstruction. Not pictured is Jason Volkers - Journeyman.

Brookings Municipal Utilities has around 165 full time employees throughout the water, wastewater, electric, and telephone departments. BMU has had up to 30-40 part time summer employees to help out as well. The electrical department consists of 13 maintenance employees and 13 construction employees.

Another project is the changing out of street light poles. Brookings has about 3000 total street lights and about 2000 wood streetlight poles that will be replaced with aluminum poles. They are also converting from high pressure sodium to LED lights.

Some major projects include a plan to expand to 8 substations. The 6th was completed last year and the final two will be completed in the next two years. All of the substations are new since 1990 and are looped together. Each substation is set up the same so that any crew can work on any substation and be familiar with the system. The 15/25MVA rated substations are connected by looped transmission and distribution lines to neighboring substations. This design makes the recovery of the system fairly quick and productive process if a service interruption occurs.

Wood street light pole that was replaced, sliced to show how the pole deteriorates.

Brookings is also in the process of repairing 6th Street and has created a deep sewer system which will open up more of the town to gravity sewer and elnate some lift stations.

SOUTH DAKOTA MUNICIPALITIES

Risk-Sharing

end of the year as Class Code 7705: Wildland Fires – Out of State. The 2017 rate for “Out of State” wildland firefighters is $16.46 per $100 of payroll (compensation). Any additional work comp contribution will be calculated and charged at the completion of the 2017 payroll audit which is conducted during the first quarter of 2018. This applies only to “Out of State” wildland fire requests.

***UPDATE*** BULLETIN TO MEMBER VOLUNTEER FIRE DEPARTMENTS and

ENTITIES WITH FIRE DEPARTMENTS Regarding “Out of State” Wildland Fires

This is an update to a bulletin that we issued ten years ago to educate fire departments on changes relating to workers’ compensation coverage for SD fire departments that are dispatched due to a Federal or Interstate Compact request for assistance with “Out of State” wildland fires. Because we have several new fire departments that have joined the SDML Workers’ Compensation Fund since this bulletin was first disseminated, we want to take this opportunity to help your fire department understand how workers’ compensation coverage is handled for these “Out of State” wildland fire suppression requests.

“In State” wildland fires remain the same as always. The State of SD provides the workers’ compensation coverage for SD firefighters who are dispatched to an “In State” wildland fire pursuant to SDCL 62-1-5.2. We suggest that if you and your fire department will be participating in the Federal or Interstate Compact request, that it be authorized within your Council/Commission/District meeting minutes. If you have any questions, please don’t hesitate to contact our office. Brad Wilson, CIC, AIC, SDWCS Administrator 4901 S. Isabel Place, Suite 110, Sioux Falls, SD 57018 Telephone 800-233-9073 Fax 605-275-6193

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

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

If you decide to respond to an Interstate Compact or Federal request, you must notify the SDML Workers’ Compensation Fund when the fire department is dispatched. The payment that the fire department receives for their firefighters is compensation to paid wildland firefighters and will be included in your payroll audit at the MAY 2017 JULY 2017

Washington Report: By Senator John Thune

If I’ve said it once, I’ve said it a hundred times: it’s never too early to start working on the next farm bill. That’s why earlier this year, I decided to get a head start on the 2018 farm bill by introducing several marker bills well before the current legislation expires. I’ve already written three farm bills during my time in Congress, and with the help of farmers and ranchers throughout South Dakota, I’m eager to hit the ground running on my fourth.

In March and April, I unveiled several modifications to the conservation title of the farm bill, including creating a new income protection program for farmers. The Soil Health and Income Protection Program – or SHIPP, for short – would provide farmers greater flexibility with their land by giving them the opportunity to enroll in this new shortterm conserving use program. Another proposal I’ve introduced would increase the Conservation Reserve Program acreage cap by 25 percent to 30 million acres.

In May, I proposed several updates to the commodity title of the farm bill, specifically the process by which the U.S. Department of Agriculture (USDA) allocates commodity assistance for grain farmers. First, I codify a commonsense payment method for the Agriculture Risk CoverageCounty (ARC-CO) program, which was designed to be a safety net for farmers and ranchers. Under my proposal, ARC-CO payments would be determined by the payment rate for the county in which the participating land is

Fighting for South Dakota’s Farmers and Ranchers

physically located, instead of USDA’s current inequitable payment process that for some farmers can result in higher and unearned payments than Congress intended.

I also included a provision that would update hundreds of millions of base acres in the United States – portions of land that have been planted or were considered planted at one time or another. Based on old rules, farmers could use base acres that were calculated as far back as 1991 to determine commodity payments they receive in 2017. Essentially, a farmer who hasn’t planted his or her land to a commodity crop in 26 years could still receive a payment for that land today. I think we need to update this payment process with more recent data, which would likely save taxpayers more money.

Fighting for farmers and ranchers doesn’t end with the farm bill. I also think we need to reform our tax code so it does a better job of working for, rather than against the hard-working people who make agriculture South Dakota’s top industry. I recently introduced a major tax reform proposal that would help farmers and ranchers recover investment costs – tractors, combines, or even the farm’s pickup truck, for example – more quickly. Accelerating cost recovery means farmers and ranchers have more money to keep the operation running, which helps them stay on their land and hopefully pass it from one generation to the next.

Agriculture policy is always important to farmers and ranchers, but particularly now in today’s weak agriculture economy. These farmers and ranchers know their stuff, and they aren’t afraid to share their opinions either. That’s why I was glad USDA Secretary Sonny Perdue joined me in South Dakota so he could hear directly from the folks who help feed South Dakota and the rest of the world. They had a lot of great ideas on how to improve agriculture policy, and I know the secretary left with a better understanding of what South Dakota farmers want and need.

The hard work and dedication that farmers and ranchers tirelessly invest in their operations is not entirely understood by folks who’ve never tilled the land, cared for livestock, harvested a crop, or prayed for a rainy forecast. We can all learn a thing or two from what they do for our country, and I will never tire in my mission to defend them in Congress. 42

SOUTH DAKOTA MUNICIPALITIES

AUGUST Community Events

May 26 - October 1 Legends in Light® Laser Light Show at Crazy Horse Memorial Crazy Horse May 26 - September 30 Mount Rushmore Evening Lighting Ceremony Mount Rushmore

July 3 - August 2 The Phantom of the Matthews Opera House Spearfish July 28 - August 6 “Mary Poppins the Musical” Community Theater Mitchell August 3 Downtown at Sundown Brookings

Summer Porch at Strawbale Winery Renner

Greatest Show on H2O at Catfish Bay Sioux Falls

August 4 - 6 38th Annual Sioux River Folk Festival Canton August 4 - 13 Sturgis Motorcycle Rally 2017 Sturgis

Sioux Empire Fair Sioux Falls

Downtown at Sundown Brookings

Greatest Show on H2O at Catfish Bay Sioux Falls

August 11 Downtown Friday Nights: Dr. Ridley Spearfish

August 4 Downtown Friday Nights: Gary West Spearfish

August 5 BBQ Pit Row Winner

Outdoor University 2017 Sioux Falls

Fort Sisseton Lantern Tour Lake City

An Old Fashioned Saturday Night on Main Street Bowdle August 6 Prairie Village 24th Annual Madison Car Show Madison

Strawbale Winery Sangria Sundays Renner

August 10 Midco Free Day Watertown

Summer Porch at Strawbale Winery Renner

Greatest Show on H2O at Catfish Bay Sioux Falls August 12 - 13 31st Annual Twin Brooks Threshing Show Twin Brooks

August 12 Wildcat Classic Mountain Bike Race Hot Springs Wing & Brew Festival Brookings

August 13 Strawbale Winery Sangria Sundays Renner August 14 - 20 Brown County Fair Aberdeen

August 17 Downtown at Sundown Brookings

SOUTH DAKOTA MUNICIPALITIES

Summer Porch at Strawbale Winery Renner August 18 - 20 White River Frontier Days Rodeo White River Black Hills Steam & Gas Threshing Bee Sturgis Yankton Riverboat Days Yankton Summer Arts Festival Yankton

August 19 - 20 29th Annual Rosholt Threshing Bee Rosholt August 19 Downtown Riverfest Sioux Falls

Mount Rushmore Rodeo at Palmer Gulch Hill City

August 18 Downtown Friday Nights: Judd Hoos Spearfish

August 24 - 27 Prairie Village 55th Annual Steam Threshing Jamboree Madison

Kool Deadwood Nights Greatest Show on H2O at Catfish Bay Deadwood Sioux Falls

1880 Train’s 60th Anniversary and Appreciation Day Hill City

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Summer Porch at Strawbale Winery Renner August 25 - 26 Wine, Brews & BBQ Hill City

August 25 The Donovan Johnson Band Celebrates Downtown Friday Nights: the 104th Anniversary of the Homestake The Outer Vibe Opera House Spearfish Lead

August 20 Leading Ladies Marathon August 18 - 19 Southern Hills Music and Arts Festival Spearfish Custer Strawbale Winery Sangria Sundays Renner Lean Horse 100 Ultra Marathon Custer

August 24 Downtown at Sundown Brookings

Hugh Glass Rendezvous Lemmon Corn Palace Festival Mitchell

Greatest Show on H2O at Catfish Bay Sioux Falls August 27 Strawbale Winery Sangria Sundays Renner

August 31 - September 4 South Dakota State Fair Huron

August 31 Summer Porch at Strawbale Winery Renner For more details visit www.travelsouthdakota.com.

American Council of Engineering Companies of South Dakota Members Engineering for a better South Dakota since 1956 VISIT US! www.acecsd.org

CLASSIFIEDS

CLASSIFIED ADS POLICY: Member municipalities receive free insertions and free postings on the League website. Non-member advertisers are billed $50 per insertion. All ads are subject to editing if necessary. The next deadline is July 10 for the August 2017 issue. Email ads to sara@sdmunicipalleague.org or fax to 605-2248655. Visit www.sdmunicipalleague.org for more classifieds.

AIRPORT MANAGER: The City of Brookings, SD is seeking applicants for a full-time exempt Airport Manager. This position is responsible for planning, directing, and coordinating activities concerned with the construction, maintenance, and operation of municipal airport facilities. Bachelor’s degree from four-year college or university in related field required. One to two years experience in airport operations, airport management, or airport planning preferred. A combination of education, experience and training may be considered in lieu of degree requirement. Experience in interpreting and implementing government regulations including FAA and TSA regulations preferred. Must have ability to effectively represent the City to all organizations and demonstrate excellent customer service skills. Prior experience working with driving heavy equipment desired, but not required. Must be willing to work in inclement weather conditions.; and have ability to work odd hours/shifts, holidays, weekends, and at all times during emergencies. 2017 Salary Range $53,075-$71,652 DOE. Visit www.cityofbrookings.org for completion of online application. City of Brookings, PO Box 270, Brookings, SD 57006-0270. 605-697-8668. AA/EOE

ASSISTANT CITY ENGINEER: Watertown, SD. Salary Grade 7- $55,488 - $62,489. Applicants must submit a City application, cover letter and resume to be considered for this position. Application Forms and complete position descriptions are available at City Hall Finance Office or on line at http://www.watertownsd.us/Jobs.aspx. Application materials must be received in the Human Resources Coordinator’s office at City Hall: Human Resources Office, 23 2nd Street NE, PO Box 910, Watertown, SD 57201. Open until filled. Minimum Qualifications: Bachelor of Science degree in Civil Engineering or related field from an accredited college or university and four (4) years experience in civil engineering or municipal engineering with a minimum of two (2) years in a supervisory capacity; Candidates must have a valid driver’s license, and obtain Floodplain Manager Certification within two (2) years from hire date; A Professional Engineer’s License in Civil Engineering (South Dakota Professional Engineer’s License) is desirable, but not required; Must establish residency within 35 miles of the Watertown Regional Airport 48

terminal within six months of hire date. Veteran’s preference points are acknowledged in the City’s hiring process. The City of Watertown’s Personnel Policy, including the City’s policy on Nepotism, can be obtained at the City Finance Office or on our website at www.watertownsd.us. The City of Watertown does not discriminate on the basis of race, color, national origin, gender, religion, age or disability in employment or the provision of services. EOE.

ASSISTANT PUBLIC WORKS DIRECTOR/ GENERAL MAINTENANCE: Eureka, SD. The City of Eureka, an equal opportunity employer, is accepting applications for a full-time Assistant Public Works Director/General Maintenance. Valid driver’s license required. No conviction by any state or federal agency for any crime punishable by imprisonment in a federal or state penitentiary. Appropriate character and behavior traits for public relations. High School graduate or GED certificate required. Experience preferred in heavy machinery operation and knowledge of all city departments and functions in all departments. Must possess or obtain a CDL. Have or ability to get water and sewer certifications by the state of South Dakota. Mosquito spraying certification. Pay based upon experience. Position open until filled. Apply at the City of Eureka, PO Box 655, Eureka, SD 57437. Contact the City Office at 605-284-2441 for more information regarding job description and application. Any and all applications may be rejected.

CITY ENGINEER: The City of Huron has an opening for a City Engineer in the Engineering Department. This position is responsible for planning, designing and directing engineering projects such as roads, bridges, storm sewers, water lines, sanitary sewers and other City projects. Must be a registered Professional Engineer with the State of South Dakota. Salary Range $2,904 - $3,796 bi-weekly DOQ. Applications available at www.huronsd.com, City Finance Office, 239 Wisconsin Ave. SW , South Dakota Department of Labor, 2361 Dakota Ave. S Huron, SD. EOE. Open until filled.

DEPUTY FINANCE OFFICER: The City of Pierre, SD is looking for a self-directed individual with strong motivation and willingness to take initiative in the position of Deputy Finance Officer to help lead the City’s Finance Office in achieving financial reliability and transparency. This position is ideal for an analytical and detail oriented candidate that is looking to be a part of a fast-paced, diverse, and hands-on team environment. The Deputy Finance Officer is 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. Successful candidate will be instrumental SOUTH DAKOTA MUNICIPALITIES

in managing the fixed asset inventory, annual inventory verification process, and year-end comprehensive annual financial report. As second-in-command of the City Finance Office, in the absence of the Director, the Deputy is also responsible for Director duties including keeping the Mayor and City Administrator promptly informed of all pertinent matters, assist with customer complaints or concerns, and coordinating the Tuesday night commission Meeting. Minimum Qualifications: Graduation from accredited college or university with a bachelor’s degree in Accounting and 2 years of experience in Governmental Accounting or an equivalent combination of education and experience. Knowledge of Governmental Accounting Standards and Generally Accepted Accounting Principles (GAAP). CPA Preferred. Salary: $64,209.18 - $74,462.96 plus comprehensive benefit package. Applications: Human Resources Office, City of Pierre, Box 1253 or 222 E. Dakota, Pierre, SD 57501, Phone 605-7737429, www.cityofpierre.org. Open Until Filled. EOE. DIRECTOR OF PLANNING & DEVELOPMENT SERVICES: The City of Rapid City is accepting applications for a full-time Director of Planning & Development Services. The Director will report to the Mayor and will be responsible for overseeing the Building Services, Current Planning, and Long Range Planning Divisions, for a total of 24 employees and $2.1 million

MAY 2017 JULY 2017

budget. The position requires a Master’s Degree in Planning, Architecture, Public Administration, or a related field from an accredited university. Certification as an AICP or the ability to obtain it within one year is also required. A candidate’s background should include 10 or more years of progressively more responsible planning experience in municipal or equivalent environment, with at least five years of supervisory or management experience, or a combination of the two. Experince in contemporary municipal planning and development practices, including urban/suburban growth trents and planning practices, downtown redevelopment, and ability to articulate the importance of good planning practices will be an advantage. Interested applicants should submit a cover letter and resume online at https://springstedwaters.recruitmenthome.com/postings/1443. This position is open until filled. For more information please contact Art Davis: adavis@waters-company.com, 816.868.7042, or at waters-company.com. EOE

ELECTRICAL MAINTENANCE SUPERVISOR: Brookings Municipal Utilities, Brookings, SD. This position is responsible for performing administrative and fieldwork in planning, directing, supervising, and coordinating the maintenance of the Utility electrical systems. Successful candidates must possess a thorough knowledge of electrical systems, electrical theory, SCADA operations, substation

automation, power quality issues and the operation of equipment used in repairing or building electric power systems. Prior leadership experience is desired. Brookings Municipal Utilities offers a great work environment, competitive salary and benefits package. Salary range for this position is $71,032-$94,723.20. See website for complete description. Submit an online application and professional resume by visiting www.brookingsutilities.com. Questions may be directed to: Human Resources, Brookings Municipal Utilities, Phone: 605-692-6325, Email: HR@swiftel-bmu.com. EOE.

LIBRARIAN: The City of Eureka, an equal opportunity employer, is accepting applications for a part-time Librarian. High school graduate or GED certificate required. Experience in public service, basic typing/computer knowledge and ability to work well with children. Hour negotiable. Pay based upon experience. Position open until filled. Apply at the City of Eureka, PO Box 655, Eureka, SD 57437. Contact the City Office at 605-284-2441 for more information regarding job description and application. Any and all applications may be rejected.

POLICE OFFICER: The City of Centerville is looking to fill one, or possibly two, positions for part-time police officer(s). Certified officers preferred, but would also consider people with law enforcement reserve, criminal justice, military police, or security backgrounds. We can offer regular hours weekly. The main shifts are Friday and Saturday nights from 7p.m. to 3 a.m. Once school is in session there would be an opportunity for morning school patrol shifts. Candidates need to be at least 21 years old, have graduated from high school or have a G.E.D., and have a valid driver’s license. Starting pay for uncertified/untrained is $10.50 per hour. Once trained pay will increase to $12.88 per hour. Certified officers start at $16.48 per hour. Contact the Centerville City Hall for a job application at 605563-2302. Questions about the position can be directed to Chief Kaven Swearingen at 605-5630123.

WATER/WASTEWATER PLANT & ENGINEERING SUPERVISOR: Brookings Municipal Utilities, Brookings, SD. This position is responsible for overseeing the utilities engineering department and the water and wastewater treatment facilities operations. This includes performing engineering analysis, design, and construction management for utility projects. The ideal candidate will possess an engineering degree or a combination of education and experience in the engineering and/or water and wastewater treatment fields. Brookings Municipal Utilities offers a great work environment, competitive salary and benefits package. Salary range for this position is dependent on qualifications and experience. See website for complete description. If interested, please submit an online application and professional resume by visiting www.brookingsutilities.com. Questions may be directed to: Human Resources, Brookings Municipal Utilities, Phone: 605-692-6325, Email: HR@swiftel-bmu.com. EOE.

FOR SALE: The City of Doland has the following for sale: 3 Submersible Sewage Pumps. Model S4MRC500M34, Impeller diameter 7.5, 4 inch discharge, 5HP, 230 Volts 3ph 60 Hz. For further information contact City Hall Monday thru Friday from 8 a.m. to 5 p.m. at 605-635-6590.

FOR SALE: Air Conditioning Unit: MFG: Lennox; Model: CHA16-513-5y; Electrical Rating 208/230 Volt 3 Phase, 60HZ. The City of St Lawrence purchased this a few years ago but due to it being 3 phase electric could not use it. Call City of St Lawrence Office Mon, Wed, Fri 8:30 am-11:30 am at 605-853-2246, or Dale Simons at 605853-3430. FOR SALE: Snow-Ex sander, Model V-Maxx 8500, poly-vinyl hopper with hydraulic hoses. On steel frame for truck bed mounting. Sold as is. Contact the City of Eureka at 605-284-2441.

SOUTH DAKOTA MUNICIPALITIES

State Surplus Heavy Equipment for Sale

The State of South Dakota will be offering a ‘PreSale’ opportunity of equipment to City, County, Township and Tribal Governments from June 13 through July 5, 2017.

After the presale has concluded, the equipment will no longer be available for purchase until public auction week: September 11-15, 2017. No exceptions. NOTE: Be certain to check availability date of equipment.

1. PREREGISTRATION to the site is required. (You will only do this once). A login ID and password will be required for the ability to purchase from the site. If you haven’t registered, visit www.sdsurplusproperty.com and click on “Registration.” 2. SIGN UP for email notifications throughout the year for surplus information from SD Property Management at www.sdsurplusproperty.com.

Please contact the SD Property Management office with any questions: SD Property Management Lennis Axdahl, Manager 1320 E. Sioux Ave., Pierre, SD 57501 605-773-4935 or email: surplus.property@state.sd.us

MAY 2017 JULY 2017

Municipal Calendar S

2 9 16

3 10 17

July 2017 T W T

4 11 18 25

7 14 21 28

5 12 19 26

6 13 20 27

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6 13 20 27

7 14 21 28

August 2017 T W T 1 2 3 8 9 10 15 16 17 22 23 24 29 30 31

F 4 11 18 25

S 5 12 19 26

July

July 1 - The effective date of any new or amended municipal sales tax ordinance. The municipality must notify the Department of Revenue of the ordinance at least 90 days prior to the effective date. (SDCL 10-52-9; 1052A-13; See Hdbk, sec. 12.263)

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 33-1511.1; 33-15-11.2; 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 9-145; 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)

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JULY 2017

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

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

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

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

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))

August

No later than August 1 - The liquor tax reversion must be made. (SDCL 35-5-22; See Hdbk., sec. 11.600) No later than August 1 - In those municipalities employing a city manager, the city manager is required to prepare and submit an annual budget to the governing body. (SDCL 9-10-15(5); See Hdbk., sec. 12.065)

Sales tax ordinance deadlines - The effective date of any new or amended municipal sales tax ordinance must fall on either January first or July first. The municipality must notify the Department of Revenue of the ordinance at least 90 days prior to the effective date. (SDCL 10-52-9; 1052A-13; See Hdbk. Sec. 12.260)

On or before September 1 - The finance officer must report annually to the governing body an estimate of the expenses of the municipality and likewise the revenue necessary to be raised for the current year in budget form similar to that recommended by the municipal accounting manual as provided in SDCL 4-11-6. (SDCL 9-22-23; See Hdbk., sec. 12.065)

At the first regular meeting in September, or within ten days thereafter - The annual appropriation ordinance for the ensuing year must be introduced. (SDCL 9-21-2; See Hdbk., sec. 12.066) 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)

Find the Municipal Calendar for the entire year in the SDML Handbook for Municipal Officials, Directory of SD Municipal Officials, or at www.sdmunicipalleague.org.

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) 54

SOUTH DAKOTA MUNICIPALITIES

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s sehinc.com ehinc.com • 800 800.325.2055 .325.2055

SDML j 208 Island Drive Ft. Pierre, SD 57532

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