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
Editor: Sara M. Rankin
DISTRICT CHAIRS Dist. 1 - Mike Grosek Mayor, Webster
Features
Contents
2017 Municipal/School Election Workshops . . . . . . . .6
Technology Rising . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
NLC Joins Three Supreme Court Amicus Briefs . . . . . . . . . . . . . . . . . .8
SDVAA Veterans Preference . . . . . . . . . . . . . . . . . . .12 Tips on Preventing an Advanced Email Spoofing . . . . . . . . . . . . . . . . . . . . .13
7 Tips to Secure your Facebook Page . . . . . . . . . . . .18
1st VICE PRESIDENT VACANT
Dist. 2 - Paullyn Carey Finance Director, Huron
SDMEA Hometown Power - Winner . . . . . . . . . . . .20
TRUSTEES Pauline Sumption Finance Officer, Rapid City
Dist. 4 - Becky Brunsing Finance Officer, Wagner
Grand Forks Pilots Parklets from Concept to Implementation . . . . . . . . . . . . . . . .24
2nd VICE PRESIDENT VACANT
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
Dist. 3 - Amy Nelson City Manager, Yankton
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 Ron Burmood Director of Member Services Paytra Nichols Underwriter Jerry Krambeck Member Services Representative Deb Corkill Executive Assistant
SDMEA Hometown Power Extra . . . . . . . . . . . . . . .22
Are You a Fish Out of Water? . . . . . . . . . . . . . . . . . .27
Planning a Financial Future How long-term analysis can benefit local gov’t . . . . .28 Publication Order Form . . . . . . . . . . . . . . . . . . . . . . .41
Columns
Director’s Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4
President’s Report . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Risk-Sharing News . . . . . . . . . . . . . . . . . . . . . . . . . .32 Washington Report: Senator Thune . . . . . . . . . . . . . .34
In Every Issue
Community Calendar . . . . . . . . . . . . . . . . . . . . . . . . .36
Classifieds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40
Municipal Calendar . . . . . . . . . . . . . . . . . . . . . . . . . .42
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.
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VOLUME 84, NUMBER 4
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Director's Notes
and relevant topics this year.
We hope you are taking a few minutes from preparing to come to Sioux Falls for the Annual Conference to read this issue! The City of Sioux Falls has worked hard and has enthusiastically welcomed this Conference, and we are very pleased to join them in offering a packed agenda of information, great speakers,
It seems early to be gearing up for the legislative session, but to us, a big part of the Annual Conference is hearing from you on the Policy Committees’ work on the annual Statement of Policy. And in case you think these policies don’t matter, look at our legislative agenda for the past years. Every bill is based on a statement you have adopted.
It is incredibly important that you make sure we accurately represent you when we are talking to your legislators.
The Conference Agenda contains a wealth of information. For General Sessions, we are especially excited to hear from David Hancox, talking about the largest municipal fraud in history, and how you can make sure your town never becomes a victim of such theft.
We are really excited to offer the Mobile Workshops - a range of issues for you to choose from, tour, and hear about - we guarantee you’ll find a good idea to take home! Finally, our panel on small cell technology is both timely, and extremely important. You will learn about the benefits to your city, along with how to deal with the siting requests and make sure your citizens are being served well.
In short, we think you will learn a tremendous amount, get to meet and greet old and new friends, and have a great time at this year’s Conference. We can’t wait to see you all there! Until next month, remember we are always available at 1-800-658-3633 or yvonne@sdmunicipalleague.org. Yvonne Taylor Executive Director
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SOUTH DAKOTA MUNICIPALITIES
President's Report
Did anyone attend a meeting in the last month? Silly question. Of course, we all did. As you think back to all of the meetings you attended, which one did you enjoy or benefit from the most? For me, it was the Minnehaha County Mayor’s Association meeting. The Mayors in Minnehaha County meet on a quarterly basis, rotating from City to City. Of course, we need to debrief at the local watering hole afterwards. So, you might be asking what makes this meeting so memorable. Very simply, it’s the networking. We have no set agenda or topics to guide the conversation. Yet, we just go around the table and talk about what’s going on in each of our cities, what issues or concerns are we experiencing and has anyone else dealt with this situation before and how did it get handled. This approach seems pretty elementary but it is very effective. As a matter of fact, at our last meeting, I looked at the clock and we had already been meeting for two hours. After the meeting, I couldn’t help but hear a couple Mayor’s comment; “every time we meet, I learn something new.” I know the Minnehaha County Mayors are not alone in this, many other Mayors, City Administrators and Finance
Officers across the State meet regularly. However, if you are not, I would encourage you to start. The benefit you gain is well worth the small amount of time you put into it.
This issue of the Municipalities magazine will be arriving in your mailboxes shortly before we begin our Annual Conference. I would encourage you to attend. This is your conference! The annual conference is another great opportunity for you to network with others. Hope to see you there! Respectfully,
Mike Wendland, Mayor of Baltic President
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Advanced Engineering and Environmental Services, Inc. South Dakota Offices: Rapid City, Sioux Falls, Spearfish
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OCTOBER 2017
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2017 Municipal/School Election Workshops Presented by: South Dakota Municipal League • Office of South Dakota Secretary of State Associated School Boards of South Dakota
One in-person workshop and five webinar workshops are scheduled to assist election officers in conducting elections. The Secretary of State’s office, Associated School Boards of South Dakota and the South Dakota Municipal League will again co-sponsor workshops covering all aspects of elections – from notices to the final canvass – including question-and-answer sessions.
Municipal finance officers and school business managers have statutory responsibility to conduct elections in their local jurisdictions. Properly conducted elections are an integral part of the democratic process. The many hours of diligent work on the part of the election officers enhances candidate and voter participation, and provides for accurate and consistent elections. In-person Workshop (there will be only one in-person workshop held): October 25th Pierre, Ramkota Hotel ($25 fee) 10:00 am-3:00 pm (CST) *New Finance Officers and Business Managers are encouraged to attend the in-person training. • Training covers all aspects of elections in one day (lunch is provided)
Webinar Workshops - All aspects of elections will be covered over five different webinar workshops December 5th Webinar*(estimated time 45+ min) 9:30 am or 2:30 pm (CST) • Election types and dates, combining elections vs. holding them the same day, Election Calendar, Precinct and Election Boards, Public Notices and more. January 4, 2018 Webinar* (estimated 70+ min) 9:30 am or 2:30 pm (CST) • Candidate eligibility requirements, petitions, financial interest statements, vacancies and campaign finance. March 6, 2018 Webinar* (estimated 20+ min) 9:30 am or 2:30 pm (CST) • Ballot preparation, voter registration and residency and absentee voting.
March 7, 2018 Webinar* (estimated 90+ min) 9:30 am or 2:30 pm (CST) • Election worker training, a walk through of the Precinct Manual
March 11, 2018 Webinar* (estimated 70+ min) 9:30 am or 2:30 pm (CST) • What to ask you County Auditor, what should you do on election day,
There is no registration fee for the webinars. Those who register to attend the webinar will be emailed the login and call-in information one week prior to the workshop date.
*Each webinar is limited to 100 participants, so please register early if you plan to attend via webinar.
Registration due by October 10, 2017 and can be found at www.sdmunicipalleague.org
Technology Rising
By Kristina Peterson, Director of Underwriting, SDPAA
EXCITING NEWS!! SDPAA is venturing into a new age of technology. During the course of 2017, we have been implementing Origami Risk, a governmental risk-sharing pool management information system. Origami Risk is a web-based software provider which houses our underwriting rating system and information, contains Member services information and tracking documentation, and provides up-to-date claims information from Claims Associates.
Origami Risk will allow SDPAA to streamline our renewal process online. Tasks such as additions, deletions, and printing Certificates of Coverages will be a breeze, and we will eventually offer e-signatures for returning documents. The system will produce invoices, track contributions, and generate and store Declaration Packets along with supplemental questionnaires and other documentation requested. A future Member Portal is also in the works which will allow Members to make changes and requests, look-up and review your specific coverage information, and pull current TIV and loss reports. Property Valuation Reports and Loss Control Audits will be stored in each Member file for easy access and follow-up by both the SDPAA and the Member. With the transition to Origami Risk, Members will have coverage information, documentation, and reports at the tips of their fingers. All information will be housed in one place and we will virtually be paperless.
We are very excited to roll out this new system and we cannot wait to get the system completely implemented and in full force. A new age of pool management information system technology is here, and the SDPAA has jumped on the bandwagon! We look forward to sharing more information with you as the system unfolds and the Member Portal becomes available.
For questions, contact our office at 800.658.3233, option 2 or email me at kpeterson.sdpaa@sdmunicipalleague.org.
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National League of Cities Joins Three Supreme Court Amicus Briefs
By Lisa Soronen in Advocacy, CitiesSpeak, General, Supreme Court on September 8, 2017
In the summer, the Supreme Court is not in session — but outside stakeholders continue to file briefs in preparation for fall arguments.
In August, NLC joined three Supreme Court amicus briefs filed by the State and Local Legal Center (SLLC). These three diverse cases covered many facets of local government — though only one concerned a specific city. Artis v. District of Columbia
The very simple question in Artis v. District of Columbia is: What does it mean for a statute of limitations to “toll” under 28 U.S.C 1367(d)? The SLLC filed a Supreme Court amicus brief agreeing with the District of Columbia’s interpretation of “toll.”
A year after being terminated as a code inspector, Stephanie Artis sued the District of Columbia in federal court — bringing a number of claims both federal and state. It took the federal district court over two and a half years to rule on her claims. It dismissed her sole federal claim as “facially deficient” and no longer had jurisdiction to decide the state law claims.
Under the grace-period theory if the state statute of limitations would have expired while the federal case was pending, a litigant has 30 days from federal court dismissal to refile in state court. Under this theory Artis’s lawsuit in state court is time barred because she waited longer the 30 days to refile in state court.
The SLLC amicus brief, which NLC joined, argues in favor of the grace-period theory. As this case illustrates, local governments are regularly sued in cases involving federal and state law claims. The longer the tolling period the greater the costs and burden are on resource constrained local governments. Husted v. A. Philip Randolph Institute
In Husted v. A. Philip Randolph Institute, the Supreme Court will decide whether federal law allows states and local government to remove people from the voter rolls if
28 U.S.C 1367(d) states that statutes of limitations for state law claims pending in federal court shall be “tolled” for a period of 30 days after they are dismissed (unless state law provides a longer tolling period).
While Artis was waiting for the federal district court to rule the three-year statutes of limitations on all her state law claims passed. She waited 59 days to refile her claims in state court after the federal district court dismissed her case.
Was her claim timely? The District of Columbia Court of Appeals held no.
Under the suspension theory, the state statute of limitations freeze on the day the federal suit is filed and unfreeze with the addition of 30 days when the federal lawsuit is dismissed. Under this theory Artis would have about two years to refile her lawsuit in state court. 8
SOUTH DAKOTA MUNICIPALITIES
the state sends them a confirmation notice after they haven’t voted for two years, they don’t respond to the notice, and then they don’t vote in the next four years.
While Ohio is being sued in this case twelve other states use a similar process. The SLLC filed an amicus brief in this case, which NLC joined, supporting the state of Ohio. The National Voter Registration Act (NVRA) says that roll maintenance procedures “shall not result in” people being removed from the polls for failure to vote. The Help America Vote Act modified the NVRA to say that states may remove voters if they don’t respond to a confirmation notice and don’t vote in the next two federal election cycles.
The Sixth Circuit struck down Ohio’s scheme reasoning that it “constitutes perhaps the plainest possible example of a process that ‘result[s] in’ removal of a voter from the rolls by reason of his or her failure to vote.”
The SLLC amicus brief points out that hundreds, if not thousands, of states and local governments are tasked with registering voters and maintaining voter rolls. Processes vary based on factors including state law and resources; so, states and local governments need clear direction and
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flexibility regarding what process they may use to maintain voter rolls. The brief points out that while in this case Ohio is being sued for the process it uses to take people off the rolls, states and local governments have been sued for keeping ineligible voters on the rolls.
Christie v. National Collegiate Athletic Association
Anti-commandeering doesn’t come up often, but it has been a prominent issue in the sanctuary jurisdictions litigation. Now, another upcoming case raises similar questions.
In Christie v. National Collegiate Athletic Association New Jersey Governor Chris Christie argues that because the Professional and Amateur Sports Protection Act (PASPA) prohibits the state from repealing laws restricting gambling, it amounts to unconstitutional commandeering. The SLLC, joined by NLC, filed an amicus brief supporting Christie.
PASPA, adopted in 1992, makes it unlawful for states and local governments to authorize gambling.
First, New Jersey amended its constitution to allow some sports gambling. The Third Circuit held that doing so violated PASPA as an “authorization” of gambling — but concluded that repealing restrictions on sports gambling would be okay.
New Jersey then passed a law repealing restrictions on sports gambling. The Third Circuit changed course ruling the repeal violates PASPA. It reasoned that the repeal “authorizes sports gambling by selectively dictating where sports gambling may occur, who may place bets in such gambling, and which athletic contests are permissible
subjects for such gambling.”
Per the anti-commandeering doctrine, “Congress ‘lacks the power directly to compel the States to require or prohibit’ acts which Congress itself may require or prohibit.” In both cases Christie argued that PASPA unconstitutionally commandeers states in violation of the Tenth Amendment. The Third Circuit concluded PASPA is constitutional reasoning that it “does not command states to take affirmative actions, and it does not present a coercive choice.”
The SLLC amicus brief argues that, regarding sports gambling, the Third Circuit decision leaves states with only one viable option: freeze bans in place enacted before PASPA. But, “Congress cannot, on the one hand, fail to preempt the field by way of enacting a federal regime for the regulation of sports wagering and, on the other hand, prevent states from taking any meaningful action to revise their laws to reflect constituent opinion.”
Beyond sports gambling, the SLLC amicus brief also argues that “rationale of the Third Circuit’s decision upholding its reading of PASPA would permit Congress to order state and local governments to freeze state and local law . . . on other issues of critical importance,” ranging from issues such as physician-assisted death for the terminally ill to self-driving cars.
About the author: Lisa Soronen is the executive director of the State and Local Legal Center (SLLC), which files Supreme Court amicus curiae briefs on behalf of the Big Seven national organizations, including the National League of Cities, representing state and local governments.
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
x x 10
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
SDVAA Veterans Preference
During the 2016 South Dakota Legislative Session House Bill 1056 (HB 1056) passed through the House and the Senate and was signed into law by Gov. Daugaard on February 18, 2016.
HB 1056 made changes to the provisions which govern veterans’ preference for all state departments, counties, municipalities and school districts within our borders.
The major change to the then existing law was that this new statute guarantees a veteran who meets the minimum qualifications for the position he or she has applied for an interview for that position. Further, a veteran with a service-connected disability shall be given preference over a non-disabled veteran.
A veteran is defined in SDCL 33A-2-1 and reads as follows:
33A-2-1. Veteran defined. For the purposes of all statutes relating to rights, privileges, ceremonial recognition, exemptions, and benefits (except a state bonus) of veterans and their dependents, the term, veteran, means any person who: (1) Has served the full obligation for active duty, reserve, or National Guard service in the military, or
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received an early discharge for a medical condition, hardship, reduction in force, or at the convenience of the military; and (2) Has been separated or discharged from such service honorably or under honorable conditions.
For purposes of this section, the term, benefits, includes veterans designation on a driver license or identification card, veterans license plates, veterans job preference, and burial benefits pursuant to §§ 33A-5-2 and 33A-5-3.
In order to determine whether or not veterans’ preference is applicable each hiring agency is required to provide an application for employment that asks each applicant if they have served in the military and if that applicant received an honorable discharge for their military service. This correspondence also satisfies the Department of Veterans Affairs requirement to provide written notice of the current state laws pertaining to veterans’ preference in employment.
Further questions relating to veterans’ preference in employment should be directed to the South Dakota Department of Veterans Affairs (605.773.3269).
SOUTH DAKOTA MUNICIPALITIES
Tips on Preventing an Advanced Email Spoofing Attack: An Interview with Stephanie Settles, City Clerk and Treasurer of Paris, Kentucky
Dave Mims, CEO Sophicity: We put the IT in city
While a spam email may occasionally trick your city employees, it’s safe to say that normal spam emails are full of red flags. The writing is terrible, the email address looks obviously wrong, or the information requested from you is bizarre. Immediately, you flag that email as spam because you’ve seen through the amateurish scam.
But because cities are big targets for cybercriminals, you might occasionally become the subject of a sophisticated, targeted email scam—so sophisticated that it’s really, really hard to know if the email is spam.
If you don’t believe this situation could happen to you, meet Stephanie Settles, City Clerk and Treasurer of Paris,
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Kentucky—a city with a population of a little under 10,000 and a staff size of 125. In other words, it happened to a city that’s probably around your size.
After sharing her story at a recent cybersecurity presentation, about a fourth to a third of the room said they had received similar emails. In this interview, Settles talks to us about what happened, how she ended up detecting the complex spoof email, and how cities can stay vigilant against similar attacks. So, you received a spoof email but didn’t know it was a spoof at first. Talk about what happened.
I received an email from my “City Manager.” You’ll soon see why I put that title in quotes. Coincidentally, the real City Manager left my office 15 minutes prior to me receiving the first email from “him.”
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My City Manager was leaving town for a training session and we were making sure things had been processed and paid before he left. I had told him I was going across the street to pick up a sandwich for lunch and would be right back, and that if he needed or forgot something to let me know.
After I returned with my sandwich and sat at my desk, I received this email.
I was thinking, “Oh, he must have forgotten something.” Remember, I was helping him process paperwork and payments before he left. The timing of this message made total sense. So, I responded “Yes” to the email.
Nothing seemed abnormal at this point. Then I received the following email from “him”. “Okay cool, Stephanie I want you to process an outgoing wire transfer for me today. Can you handle that now?”
Again, if I looked at this quickly, the message still seemed legitimate. The real City Manager always addresses us by our first names. It would not be unusual for him to request a transfer considering we were paying bills that day. So, I responded back, “I sure can”. When “he” sent the following email, the red flags started.
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At this point, I noticed that the account name looked suspicious and the dollar amount seemed iffy. At our City, multiple signatures are required to spend over $9,000. But the language still sounded like my City Manager— especially the part about sending me an invoice and supporting documents for proper coding. He uses that language in his emails. However, I was ready to tell him that I could not complete this request without proper approvals. It’s when I began to respond to this email that I 100% knew it was a spoof. Look at the email address for the “city manager.”
The email address—with the “ceo01144” name—clearly did not match our City Manager’s email address. Then, I made some comparisons with a normal email from him. In a normal email, my City Manager typically does not reply to emails from his cell phone. Typically, he logs into his computer and replies to emails. Now, I know that if I see something from him that says “sent from my iPhone” that it is a spoof email. What made this spoof email so tricky to spot?
Most importantly, the timing, language, and request made it seem like a normal email. Some secondary factors also made it tricky to detect that it was a spam email: • The emails contained a photo of the real City Manager.
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•
•
•
• •
The top of the emails referenced the correct email address. The real City Manager always begins his emails with the person’s name he is addressing. The City’s email disclaimer was at the bottom of the emails. The emails came into my inbox grouped into the same “real” inbox for our paris.ky.gov email domain instead of appearing in my inbox from a new email address. Each email that the “City Manager” used to reply to me was a new email. In other words, each time he responded to me, he began an entirely new email thread. Normally, a discussion like this would just form one long email thread as we responded to each other.
Why is this kind of an email a security concern?
Let’s say that I couldn’t detect that this email was spam. Then, a criminal could have obtained access to the city’s bank accounts or other sensitive and personal information. That kind of information in the wrong hands has the potential to cripple a city and interfere with our servers and processing systems, harming our data integrity.
Plus, cities can be vulnerable because we’re often so busy and distracted. For example, I was so busy that day that I decided to take a working lunch at my desk. I spotted the red flags, but imagine someone less experienced or more distracted than me. It shows, with one slip, how easy a spammer can trick someone if they’re not paying attention. What are some ways that cities can prevent against this kind of email spoofing attack?
This seemed extremely targeted, malicious, and criminal. For someone to go to the extent of retrieving someone’s photo, spoofing an email address, imitating the person’s
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language, and targeting me with a request that’s not terribly unusual means that’s it’s all but identity theft. Even with such a sophisticated attack, there are many ways that cities can prevent a spammer from gaining access to your sensitive information by following a few tips: • • •
•
Change your passwords frequently. Run full virus scans on a frequent basis. Take notice of the email address when you respond to someone. If in doubt of an email, just pick up the phone and call the person. It’s better to be safe than sorry.
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From Frustration to Friends, How Common Ground Made Us Better
By Scott Savage
When we first started working together, Luke drove me nuts.
We approached leadership and work in very different ways. He was structured and formal. I was looser and more casual. He wanted everyone to respect him because of his position and title. I didn’t have a high position, so I earned respect through influence and trust. He took positions I disagreed with, so we openly opposed one another in meetings and discussions. I thought he was arrogant and quick-tempered; he thought I was young and naive. We were a match made in heaven!
But over time, a miracle occurred. The walls between us softened, and we became friends. We even became cobelligerents on certain causes. I can still remember the day I came home and told my wife that Luke was leaving our organization. My wife said she was surprised to hear I was sad. I said I was going to miss working with him. She began to laugh, sharing how she wished she had a time machine to bring the me who used to rage about Luke into the present so she could see the disbelief on his face.
The Power of Common Ground
How did Luke and I go from constantly frustrating each other to becoming friends?
We found common ground.
• We listened to each other and found places where we agreed. • We grew to understand one another better, and this understanding led to a new appreciation. • We watched each other be judged, labeled and categorized unfairly by others. We stood up for one another out of empathy. • We got misled by the same leader and encouraged one another through a season of disillusionment. • We worked on common causes together, celebrating progress and success.
I won’t paint an unreal picture of our relationship. We still consistently annoyed one another. We never became best friends. We even argued differing positions with passion. But when we said goodbye, we knew our lives would be a little emptier without the others’ presence.
This is the power of common ground. Common ground turns an enemy into a friend. Because of common ground, someone who annoys us can become someone who encourages us.
Common ground is essential to working together with others, especially those who are very different and with whom we struggle to get along.
Common ground is the only way I know to build unity, not uniformity, amidst genuine diversity.
10 Principles for Building Common Ground With Someone Who Frustrates You
How do we build this common ground? Here are ten principles I took from my experience with Luke and still apply today. Putting these in action could transform your relationships. Listen more, talk less. It’s difficult to know where you have common ground with someone else if you’re the one doing all the talking. Study the other person.
Look for places of agreement (even on little things). A small place where two people come together can become a large area of common commitment over time. 16
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No affinity or agreement is too small on which to start building.
Seek to understand more than to be understood. Try to see the world from their perspective. Listen to not only their words but feelings and emotions too. Everybody has a story if you’ll stop long enough to hear it.
Allow understanding to increase appreciation. As you understand someone’s point of view, you can begin to appreciate it. Appreciation is not agreement, but it does lead to more generosity in the relationship.
Develop empathy in places where common experiences emerge. Empathy bonds us to each other, and it leads us to stand in solidarity with others during their struggle. Suffering connects in ways success cannot.
Encourage others during their struggles. Dropping someone a note of encouragement or gratitude as they battle in an area can disarm them and encourage their efforts. No one is over-encouraged.
Anticipate the discomfort. One of my mentors once told me, “nothing will mess with your religion and politics more than meeting someone on the other side and discovering you like them.” Common
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ground is not for the faint of heart, but the pain transforms us.
Find something to work together on and celebrate the outcome. Common ground is a great idea, but it’s an even better practice. Common ground leads us to common work. My relationship with Luke changed when we began working on projects together.
Focus on what you enjoy and appreciate, not what gets you frustrated. Frustration is inevitable but keep your attention on what you enjoy and appreciate. It’s amazing how much our focus determines our perspective.
Give thanks for how someone different from you is helping you to grow. People who are just like us rarely challenge us or stimulate us. However, those who are different from us tend to challenge and sharpen us. The person who drives you nuts may be helping you to get better than you’ve ever been. Common ground transforms the most difficult relationships into ones we cannot imagine living without. Originally published at ThinDifference.com, Leaders Finding Common Ground.
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7 Tips to Secure your Facebook Page
Victoria Boyko, Software Development Consultant Sophicity: We put the IT in city
With more than 2 billion monthly users, Facebook is the third most popular website in the world. Because so many people spend time on it, Facebook has become an important place for cities to communicate information and help bring people to your city’s website. City departments often have their own Facebook pages that are individually managed, and those pages can be a fun, easy way to reach out to people.
However, Facebook pages can be plagued with security risks just like your city’s website or systems. For example, imagine a terminated city employee hijacking a city department’s Facebook page and not turning control of the page back over to the city. What would you do? And what could have been done to prevent this situation from happening?
While this situation is bad, we can easily imagine worse scenarios. If someone takes over your page, they can embarrass your city, spread misinformation, and use your
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page for a different purpose (like political extremism). That kind of hijacking can be a major liability to your city, and so you need to secure your Facebook pages.
How do you secure a page that’s hosted by Facebook that you don’t have direct control over (like your servers, software, or website)? Here are seven security tips that you can apply today.
1. Follow password best practices. Password best practices are not only good for Facebook pages. They are applicable to all accounts across all systems and applications. Best practices include: • Using a password on all devices—including smartphones and tablets. • Using passphrases (preferred), but at a minimum using complex passwords. • Using two-factor authentication. For example, to log in you will enter 1) your username/password, followed by 2) a code sent to your mobile device. • Changing passwords regularly. • Not writing passwords down—especially where they are visible to others.
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•
•
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Not using obvious passwords (such as "password" or "123456"). Not allowing apps or browsers to cache/save passwords. Not using the same password across systems, apps, and websites.
2. Change your password today. Yes, we’re reiterating some of the points above. If you haven’t changed your password in a while or if it’s an incredibly weak password, change it today. Plus, changing your password today immediately eliminates risks if other people (ex-employees, hackers, etc.) have stolen your current password.
3. Take advantage of the “Setting Up Extra Security” section of Facebook’s Security and Login settings. If you go to your Facebook page’s Settings, you will see a tab for Security and Login. Go to that tab and you will see a section called “Setting Up Extra Security.” Two important features are there that you should use. • Get alerts about unrecognized logins: If an unauthorized user or an authorized user from an unusual location attempts to log in to your Facebook page, then you will receive an alert. In many cases, these alerts will clue you in to a security problem. • Use two-factor authentication: We mentioned this under our password best practices, but Facebook allows you to easily set this up. A login to your Facebook page will require a user to enter both a password and a code sent to their mobile device. 4. Limit and manage authorized users. Don’t just create one account and give everyone administrative access. Limit who uses your Facebook page and give them specific roles by: • Going to Settings on your Facebook page. • Going to Page Roles. • Under “Assign a New Page Role,” you can type in the name or email address of a user and assign them a role such as Editor, Moderator, or Admin.
everyone use individual email addresses and make sure those email addresses are protected by strong password best practices, suspicious activity alerts, and two-factor authentication. Strong email security at your city prevents unauthorized users from accessing your Facebook page.
6. Check the “Where You’re Logged In” section of Facebook’s Security and Login settings. Make a habit of occasionally checking the “Where You’re Logged In” section of Facebook’s Security and Login settings to see if any suspicious devices are logged into your account. Each user will be identified by the type of device, browser, and location. It’s especially a red flag if someone unknown is logged in from an unusual location such as another country.
7. Use the Verified Badge for Government option. We’ve written previously about the benefits of acquiring a Verified Badge for your city’s Facebook page. It makes your page the official, approved page for your city or city department. As we noted in a previous blog post, with a Verified Badge “you now have more authority to shut down damaging or slanderous Facebook pages. If someone operates a Facebook page that pretends they are your city or if they are misleading people about your city, then it’s easier as the owner of the official, verified version of your city’s page to work with Facebook to shut down misleading unofficial sites. Until you receive your verified page badge, you may have to work harder to prove to Facebook that another site is unofficial and shouldn’t be representing your city.” Facebook pages may seem simple because they are so quick to set up, but take them seriously from a security standpoint. In the wrong hands, a hijacked Facebook page can do your city a lot of harm. Apply the tips above in order to secure your Facebook page from hackers and hijackers.
Once set up, make sure you manage the list of authorized users and review it regularly. Otherwise, terminated employees or other unauthorized individuals may have access to sensitive information. Eliminate any user who is no longer authorized to make changes to your Facebook page.
5. Apply the above best practices to your email software. Your Facebook page security will mean nothing if your email security is poor. A city might create a generic admin email address used by many people to make it easy for them to log into a Facebook page account. Instead, have OCTOBER 2017
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Winner While traveling to Winner, I drove south on Highway 47 to 49 and finally to 44 west. I have traveled to Winner via this route before, but as I traveled south on 47 I had a new appreciation for the countryside that I saw. Traveling around the state has made me realize just how beautiful the state of South Dakota is and just how lucky we are to be able to have so many scenic variations.
When I arrived at Winner, the first thing I recall seeing was a sign on a building that reads “Welcome to Winner, Home of Frank Leahy” (Frant Leahy played football for Notre Dame from 1928-1931 and was also head coach for Notre Dame). I was a little early, so I drove around town to check it out and see some of the town that I had not seen this past winter while driving through to the Armory for a wrestling tournament. Winner is another wonderful town in South Dakota and I encourage everyone to visit!
I failed to ask Electrical Superintendent Myles McIntyre where he wanted to meet upon my arrival, so of course, I went directly to Winner City Hall. City Hall, which was the old Winner Middle School, has been purchased by the
The old Winner Middle School now houses City Hall. 20
city. There is also an SDSU Extension office in the building. I walked in and was greeted by Finance Officer Rhonda Augspurger, Public Works Director Brent Gill and Mayor Frank Finney. I also quickly found out that Myles does not have an office in the building and they needed to call him to come show me around. At this point, I felt like I needed to communicate a little better!
Myles arrived and proceeded to show me around town. The first thing that we decided to check out was the substation which is located just south of town. It is a WAPA sub and has a bay for the City of Winner, as well as a bay for Rosebud Electric.
WAPA Substation: Winner bay to the north, Rosebud Electric bay to the south.
We also drove to a couple of locations where the Electric Department has been working on installing underground services. Earlier this summer, in August, they were working on installing 1,000 feet of underground primary and Myles informed me that they usually install 2,000 feet per year. They also have a boring machine and bore their secondary to the houses. Winner has been making progress on converting some troubled overhead to underground and are excited to continue to make improvements to their system. WMU also tries to replace power poles in the fall. SOUTH DAKOTA MUNICIPALITIES
They have been replacing about 20 light poles per year. Myles has been working in Winner since 2006 and has been the Electrical Superintendent for five years. He is the oldest of five employees in the Electrical Department, at 37 years old. (I bet there are about 33 other Muni Electrics that wish they had that young of a crew). Since Myles has taken over, they have been working on upgrading the system and have also installed AMR in residential meters.
hopefully before next summer when I return to play baseball in the beautiful Leahy Bowl.
RVW WinMaster GIS System.
Left to right: Myles McIntyre, Tyson Steskal, Craig Vogt, Steve Steinke, Ty Bennett.
Winner Electrical Department does some load management in residential meters and has the ability for remote disconnect through their AMR.
Myles and the crew at Winner are ready to continue to make improvements to their electrical system. Their dedication to making their city better, as well as the great prairie views, are just part of what makes their HOMETOWN great!
Questions? Comments? Email me at chris@sdmunicipalleague.org or call at 605-770-6299.
They also have a GIS system that overlays all utilities and can be a great tool for locating outages.
When my interview was over, Myles took me back to City Hall to get my vehicle. As I started heading back east, I realized that the sign that reads “Welcome to Winner, Home of Frank Leahy” is on the Winner Electrical Department building. I feel as though I am usually much more observant than I was on the way in to town, however, when I return to Winner I know I will know where to find the Electrical Department and Electrical Superintendent Myles McIntyre! I look foward to returning to Winner,
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HOMETOWN POWER EXTRA
The SDML Hall of Fame can only include municipal officials, but that doesn’t mean we can’t recognize the dedicated employees of our partners! Heartland Consumers Power District is one such valuable partner, and provides supplemental power to 16 of the 32 South Dakota Municipal Electric Association’s member municipalities. Heartland is dedicated to providing reliable, affordable power to their customers while ensuring open communication, excellent customer service and sound decision making for a brighter tomorrow. CEO Mr. Russ Olson and the rest of the employees at Heartland
take pride in their company and customers by building a relationship for the future! The South Dakota Municipal League and the South Dakota Municipal Electric Association would like to honor and acknowledge two of Heartland’s long-time employees for their service and dedication to the HCPD and SDMEA member municipalities. Thank you Kathie Lewis and Sharla Fedeler for your years of excellent service!
Sharla Fedeler has been employed with Heartland Consumers Power District since 1980, when she joined as a bookkeeper. Today she serves as accountant and is responsible for accounts receivable, customer billing, assisting with audits, budgets and economic development incentives, and more. She has also spent time managing Heartland’s records management program. Heartland was Sharla’s first employer after graduating from Nettleton College in Sioux Falls, SD. During her tenure, she has worked under four General Managers and CEOs, four supervisors and in two different office buildings.
Kathie Lewis
Kathie Lewis retired from Heartland Consumer Power District after 39 years of outstanding, dedicated service. Hired as a secretary in June of 1977, she was Heartland’s third full-time employee and retired as the company’s longest-serving employee. During her tenure, Kathie worked for six different General Managers and CEOs, under three different job titles and in three different office buildings. Her responsibilities included typings correspondence, answering the phone, greeting guests, preparing for board meetings, accounts payable and helping with other administrative tasks.
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Sharla Fedeler
SOUTH DAKOTA MUNICIPALITIES
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Grand Forks Pilots Parklets from Concept to Implementation
By Stephanie Erickson, Planner City of Grand Forks
One prerequisite for a vibrant downtown is good walking opportunities. But a lively downtown is more than just a nice walk. A lively downtown promotes social interaction and helps create a sense of place. Improving conditions for bicyclists and pedestrians strengthens the downtown experience and leads to a more livable and walkable city.
Recently, Grand Forks’ Planning and Community Development Department began using a small installation that has been popping up in cities all over the world - the parklet. We see this as another way to improve conditions for bicyclists and pedestrians and enhance downtown life. Focusing on people through human-scale design ensures that cities really are great places to visit, live, work, and play.
What is a parklet? A parklet is a sidewalk extension that repurposes the street and provides space and amenities like seating, planting, bicycle parking, and art. A well-designed
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parklet reimagines part of the street into a public space for people. Parklets are intended as aesthetic enhancements to the streetscape, providing an economical solution to the need for increased public open space. Grand Forks’ parklets reflect the creativity and passion of local grassroots initiatives of the community, and demonstrate the City’s commitment to encourage walking, biking, and creating neighborhood destinations that attract attention to local businesses and to the downtown. The term parklet was first used in San Francisco in 2009 to describe the conversion of an automobile parking space into a mini park. The installation had its origins in Park(ing) Day (the third Friday of September), which encourages citizens across the world to install temporary parks in parking spaces. In 2011, Park(ing) Day resulted in 975 parklets in 162 cities around the world.
To clarify the role of the parklet in the public realm, many cities have created manuals and changed their ordinances so that parklets can be installed on a seasonal or permanent
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basis. Often they begin with a pilot program. The City of Grand Forks looked to communities such as San Francisco, Minneapolis, and Grand Rapids for examples of successful programs. Those communities envisioned parklets as a powerful economic development tool, a method for invigorating the public realm, and a unique marketing potential for adjacent businesses.
In Grand Forks, the Planning and Community Development Department sought the input of several other City departments to make sure the parklet concept would not infringe upon their duties and responsibilities, and to discuss requirements for an eligible applicant. In the spring of 2015, the City drafted the Grand Forks Parklet Pilot Project Manual.
Near the end of that process the City was contacted by two applicants, Brick & Barley Bar and Restaurant and Rhombus Guys Brewing Company. Originally the plan was for the pilot to be one location. Because the two locations differ in terms of streetscape design elements – i.e., street grade, fire hydrant locations, proximity to intersections, etc. – we felt that having the two locations go through the pilot would really put it to the test.
The parklet was something that had never been done in this area, but there was little concern about the concept in Grand Forks. Many city departments and the public wanted to know what they were and were open to the idea. We felt it was very important for the success of the pilot that all the stakeholders were on board, so we had several meetings with other City departments and the public. Ultimately, the City Council approved both locations for a three-year pilot program, which would allow the applicants sufficient time to work out the bugs and give the public the opportunity to use the parklets for more than just one season. This also gives staff time to monitor the use of the parklets.
parklet took up one parking spot but in turn offered four additional tables of for outdoor seating, and counter seating along the street side. The city has heard nothing but positive reviews and buzz. In 2017, the other applicant, Brick & Barley Bar and Restaurant, will unveil its parklet. Currently, our neighboring community, East Grand Forks, Minnesota, is considering its own parklet program.
The Grand Forks Planning and Community Development Department created the Parklet Pilot Project Manual to guide applicants through the process and procedures. It provides an overview of the program.
General Guidelines: Accepted applicants are responsible for the design, installation, operation, management, maintenance, and removal of the parklet. Applicants will maintain the parklet structure and furniture in good repair.
Key policies: • Design Professional – A licensed architect, landscape architect, or engineer must seal proposed plans and supervise the installation. (For the pilot, a licensed contractor is acceptable.)
• Encroachment Permit – An Encroachment Permit issued by the City of Grand Forks is required before a parklet can be installed. All installed parklets are subject to the terms and conditions outlined in the Encroachment Permit.
The first parklet popped up in Grand Forks in the summer of 2016 in front of the Rhombus Guys Brewery. The
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• Duration of Installation – Approved parklets are permitted for installation from April 1 through November 1 and must be designed for easy removal. All approved parklets are temporary installations and are subject to removal per the Encroachment Permit.
• Building Permit – A building permit is required for the deck, including built-in planters and/or railings and for any other structures, such as a raised platform or roof.
• Required Maintenance Construction Bond – Applicants shall be required to present a construction bond, surety, or letter of credit to be approved by the City of Grand Forks for the purpose of ensuring that the costs of maintaining and/or removing the parklet are covered. The amounts to be covered shall include $5,000 for construction and $1,000 for maintenance.
• Service and consumption of alcoholic beverages – The applicant must obtain approval by the City Council if the service and consumption of alcohol is a part of the operation of the parklet. ________________________________________ Stephanie Erickson is a planner for the City of Grand Forks. She reviews site plans for the City and oversees bicycle and pedestrian planning. Previously, she worked for the Grand Forks-East Grand Forks Metropolitan Planning Organization. Erickson received a B.S. in City Planning from the University of Utah.
• Accessibility Requirements – All Parklets must comply with the Americans with Disabilities Act (ADA) and be accessible to all users, including people with physical disabilities, wheelchair users, and those with impaired vision.
• Advertising – With the exception of a small plaque (four inches by six inches) recognizing donors, advertising is prohibited.
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• Public Outreach – Business which front or are adjacent to the proposed parklet location must be notified by the applicant. If they do not own the property, they are required to notify the property owner and provide documentation that the abutting property owners/businesses have been notified.
SOUTH DAKOTA MUNICIPALITIES
Are You a Fish Out of Water? Things you need to know when you are a new Library Director!
By Daria Bossman, South Dakota State Librarian
South Dakota has 112 public libraries---libraries in tiny towns with limited space to complex systems with multiple branches stretching across a metropolitan area. Yet they all have a similar issue to deal with each year--and that issue is attrition and staff turnover. Nearly one in five staff will be replaced every year in our state. Often in smaller towns finding qualified candidates can be challenging, particularly if it is a part-time position.
The South Dakota State Library understands the complex issues facing all libraries today. Public libraries are no longer just buildings containing a few thousand shared books. Technology, multiple formats, networks, expanded services and programming for all ages adds to their complexity.
The South Dakota State Library, located in the MacKay Building in Pierre, has developed a website to familiarize new lay librarians with our services and how to manage a 21st century public library. It is appropriately titled “Feel like a Fish out of Water?” The State Libraries website is http://library.sd.gov and the section for new librarians is htts://library.sd.gov/fish. From day one, this section is the best place to start.
(http://library.sd.gov/LIB/DEV/listserv.aspx).
This listserv will allow them to get our Cornerstone newsletter blog and receive daily updates on things happening in the state, who to contact with questions and various opportunities available for your community. The “Trustee wiki” (our online Public Library Trustee Handbook) can be accessed from the following website http://library.sd.gov/fish/. This resource can be invaluable aid for your library board as well.
Call us with your questions. We often receive calls from mayors, school superintendents, city clerks or finance officers as well as from local librarians or library board members. We have excellent statistics on our SD libraries. This current data allows you to do comparative analysis with other communities of similar size or create local goals for library improvements. Our friendly staff is here to help. We don’t want you to be a “fish out of water” for long! Give us a call at 605-773-3131 or 1-800-423-6665. We are here to help.
The SDSL provides consultation and assistance to libraries in areas such as grants, standards, children’s programming, statistics and record-keeping. Reference assistance and continuing educational opportunities-all tuition fees are shared. And the SDSL has a social media presence on Facebook, Google+, Pinterest, Twitter and YouTube. However, your new librarian’s most helpful spot will be signing up for our public library “listserv” by visiting
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Planning a Financial Future: How long-term analysis can benefit local government By Kris Sikes
A long-term financial analysis (LTFA) is intended to provide insight into how financial conditions are likely to appear in the future, which in most cases consists of the next five years, so that appropriate planning can begin in the present. The overall objective of LTFA is to assist local managers and leaders in crafting a plan that meets the needs of a community without sacrificing its financial future.
Local governments understand the value of looking at historical trends in revenues generated from such various sources as taxes, fees, and fines to project expected future revenue levels. It can also be important to understand how these revenues are tied to community factors that include population, inflation, and income level.
Understanding the relationship between how a community has changed over time and the revenues that have resulted from those changes gives governments a sense of how much money they can expect to have in the future to support government operations.
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Governments also understand that it can be beneficial to then compare those revenue trends to the historical trends of the expenses incurred in providing the services their residents desire. Again, it may be useful to relate those expenses to the community’s profile and how that profile has changed over time. Understanding the drivers behind revenue and expenditure streams and planning for potential gaps allows governments to develop a game plan to ensure there is sufficient funding to operate the government in the future. Yet, many communities also think it can be difficult or expensive to develop and use forecasting tools in their budgeting process and therefore forgo this forwardlooking approach to budgeting.
This article discusses the benefits of forecasting, provides some important drivers that communities need to think about when planning for the future, and gives examples of two types of governments that have used long-term financial analysis to help solve budgeting problems. This should give small- to medium-size communities the
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confidence to incorporate LTFA into their normal financial routines and enable them to begin planning now for their future.
Revenue Forecasting The objective of the revenue forecast is to provide an analysis and forecast of the revenues to determine the capacity of a local government to provide services. Under ideal conditions, revenues would grow at a rate equal to or greater than the combined effects of inflation and expenditures.
To forecast revenues, historical data is needed for the streams of revenue the government wants to analyze. Depending on the size of the government, the level of aggregation of revenue that gives the “best” picture to local leaders will vary. A bigger government might want to look at revenue streams at a more granular level than a smaller government.
In case studies described in this article, readers will see that leaders of a medium-size city (population approximately 30,000) felt that the best picture of their city’s financial condition would be revealed by analyzing 16 revenue sources, whereas a small city (population approximately 5,000) felt that revenue forecasts for four distinct categories would provide the needed information. Since LTFA is a tool to help manage a community’s finances, it is important to always remember that the tool that works best for your government is one that is easy to use, while giving you enough information to make decisions. This tool will therefore look a little different for each community.
In addition to historical data, other relevant factors to consider are population growth or decline; the overall state of the economy that can be modeled using something as simple as an inflation index; and your community’s general wealth as expressed by the median income. Again, the number of additional factors that you may want to include in LTFA will vary based on the level of detail your community needs.
Expenditure Forecasting The objective of the expenditure forecast is to provide an analysis and forecast of primary operating expenditures. Expenditures are a measure of local government’s service output. Generally, the more a government spends in constant dollars, the more services it is providing.
Most local governments are required by law to have a balanced budget; however, operating expenditures often outpace operating revenues and adjustments to budgets are necessary throughout the year. This is why it is important to anticipate expenditures in advance and build the appropriate levels of expenses into the budget.
On the expenditure side, it is important to first determine if the current level of service being provided is the appropriate level. Forecasts provide estimates of likely OCTOBER 2017
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expenditures in the future based on the historical amount spent by an entity.
A forecast, therefore, will tell managers what to expect holding the level of service constant. Any desired enhancements to the level or type of service will need to be overlaid on the analysis of the historical trend.
Just like on the revenue side, other relevant factors to consider are population growth or decline; the overall state of the economy that also can be modeled using an inflation index; and a community’s wealth as expressed by the median income. As with the revenue side, the number of factors that you may want to include in LTFA is specific to community needs.
Gap Analysis The objective of the gap analysis is to review the combined scenario of the revenue and expenditure projections and determine gaps. This is where a government takes a hard look at the expected revenues and the anticipated expenditures and determines if there will be sufficient funding to cover the level and type of services the government is planning to offer.
Gaps identified can be planned for by either determining a way to increase revenues through tax or fee increases, as much as local governments might dislike this, or by cutting expenses. Knowing ahead of time that a community is expected to experience a budget shortfall allows community leaders an opportunity to engage residents in a discussion about priorities.
Here are two local government case studies showing how LTFA has been used.
Midsize City. Problem: Balancing budget by drawing down reserves. A midsize city in Georgia was concerned about using reserves to balance the budget and wanted a better way to think about the budgeting process. Staff members approached the Carl Vinson Institute of
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Government to assist them in developing the city’s first revenue and expenditure forecast. They wanted to be in a position of having a plan for the future rather than reacting to financial challenges as they arose. To do this, the institute helped develop a baseline forecast model for both revenues and expenditures that looked at historical trends and projected them forward. This city is one whose population is still increasing, so population growth was also incorporated into the model.
On top of this was layered any known initiatives that would change the baseline. The planning department, for example, expected some new mixed residential and commercial projects to be completed within the forecast time frame. Thus, additional revenue was projected based on this development. On the revenue side, the model included 16 distinct revenue sources, as well as a line for other revenue sources. The eight largest revenue streams generate 86 percent of the city’s revenues. Property taxes generate approximately 33 percent of the city’s revenue, with franchise fees and court fines being the next biggest drivers of revenue at 12 percent each.
The city chose to forecast revenues at this level to better understand what was driving each revenue stream. This was important because there were certain revenue streams that were disappearing based on legislative changes or other reasons. The city wanted to make sure those lost revenues were being tracked and not lost in the “noise” of a larger revenue bucket.
On the expenditure side, it is important to first determine if the current level of service being provided is the appropriate level. The city determined that it was satisfied with the level of service it was providing its residents. Therefore, the forecasts of likely expenditures in the future based on the historical amount spent were appropriate. The city now uses the model each year to look at the
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forecasts and the plans it has in place to see what gaps there might be between revenues and expenses. They simply update the model with the latest revenue and expenditure amounts as well as the population and then calculate the expected revenues and expenditures for the following five years.
The city council also uses this information to help make decisions going forward as to whether the revenue it expects to generate will be sufficient to cover the services and the level of services the city would like to offer.
Small City. Problem: Tax equity disconnect between the revenue base and the residents receiving services.
City staff members were concerned that revenues generated through electric fees were supporting services to nonelectric customers disproportionately. The city was interested in forecasting revenue streams from the general fund and each of the city’s enterprise funds, and then comparing the expenditures within each stream to determine the cross-subsidizations between funds.
This was important because not all residents are electric customers and the city felt it was inequitable for electric customers, to be paying for services like police protection to nonelectric customer residents. Thus, aligning revenues and expenses was important.
2. Forecast revenues and expenditures at the level of granularity that is right for a community. Depending on the size of the government, the level of aggregation of revenue that gives the “best” picture to local leaders will vary. A bigger government might want to look at revenue streams at a more granular level than a smaller government. Since LTFA is a tool to help manage a community’s finances, it is important to always remember that the tool that works best for your government is one that is easy to use while giving enough information to make decisions.
3. Update the forecast each year with changes to the community. Once your government has built LTFA, make sure to update it each year with any known community changes that will affect either revenues or expenses. Frequently, legislative changes at the state level have impacts on local governments. Possibly a new development is coming to your area. Going ahead and adding this information to the model and calculating the subsequent impact to either revenues or expenses will allow your community to plan accordingly.
Kris Sikes, Ph.D., J.D., is public service assistant, Carl Vinson Institute of Government, University of Georgia, Athens, Georgia (krissike@uga.edu).
In this case, four separate revenue streams were analyzed. The historical data were used to develop a baseline forecast model for both revenues and expenditures that looked at historical trends and projected them forward. This is a city that is not experiencing much population growth, so no population impact was included.
Once the city could see the trends and how revenues for electric services were consistently outpacing the needed expenditures, it could begin to make decisions on how to better align the revenue and expenditure streams for each fund.
Three Lessons Learned 1. Incorporate forecasting into the budgeting process. Knowing the trends that are driving revenues and expenditures allows local governments to have more realistic expectations of any budget shortfalls. It also allows a community to prepare for major capital expenditures in advance.
A forecast model does not need to be overly complicated to inform a locality on where it is headed. Building a model in Excel that can be maintained by simply entering new data each year is a good option for most small- and medium-size governments. There is no additional software to purchase and updating it merely requires using data that is already generated in the course of organizational business. OCTOBER 2017
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Risk-Sharing
A Healthy Workplace Environment
By Chris Maden - Claims Associates, Inc. General Council and Director of Operations
Despite active loss control efforts and safety programs, workplace injuries are going to occur. It’s just a fact of life. I can’t think of any employers I’ve ever worked with that have “non-essential employees.” So, if someone is out because of an injury, it puts a real strain on daily operations and co-workers, not to mention the injured employee. More than 99% of the time, everyone involvedthe injured employee, the employer, co-workers, adjusters, nurse case managers, and medical providers- want to effectively and efficiently treat the injuries and see the employee return to the workplace. Most of the employers we work with here at Claims Associates are very cooperative when it comes to reporting claims and actively helping get the employee back on the job.
But what are we, as employers, doing to make an injured employee want to come back to work? In other words, do our workplaces foster a culture of caring and encouragement and are they the sort of places that people want to return to as soon as possible?
Work is an economic reality for millions of us. We need income to pay for the necessities of life, not to mention getting some assistance with health insurance and achieving some retirement security. But, we want to earn those things at workplaces where we feel respected, trusted, and appreciated by our supervisors and coworkers. People will leave jobs with prestigious titles and significant earning potential to take lower-paying jobs elsewhere if they don’t feel they are respected in the workplace, trusted to do their job right and well, and appreciated beyond a paycheck. What does this have to do with work comp claims? Consider a couple examples: Mary is a long-time in an office of about 10 people. She is friendly with everyone, but has her own small group of closer friends in the office. Mary is in her 40’s and has a couple of teen-aged children. Her spouse works full-time in a job that requires some travel. Over the July 4 holiday, 32
Mary breaks her leg while water skiing. It’s bad. Mary needs a couple of surgeries and her orthopedic surgeon says she can’t work for at least 6 weeks because he’s not allowing Mary to walk on the leg. Mary’s best friends from the office visit her in the hospital and everyone signs a get well card. Back at the office, people are signing up to deliver meals or help make sure Mary’s kids are getting to soccer games while her spouse is out of town for work.
Sam is also employed at a relatively small office. Like Mary, Sam is in his 40’s, has a spouse and children. He gets along with everyone and socializes outside the office with another coworker. Sam suffers a badly broken leg when he falls from a stepladder while retrieving a box off a shelf in a storeroom. He’s off work for at least six weeks on doctor’s orders and this is obviously a work comp claim- which everyone at the office clearly assumes. Sam gets a get well card from his co-workers and his direct supervisor called to see how he is doing and to ask for a copy of the doctor’s orders for “the file.” Otherwise, that’s about it. To make matters worse, the work comp carrier and Sam’s doctor don’t agree on a course of treatment and Sam hires a lawyer who files a petition to contest that decision. Now, no one from work is communicating with Sam anymore.
Forgetting the broken leg for a moment, would you rather be in the shoes of Mary or Sam? Mary is obviously feeling some sense of respect, trust, and appreciation. Sam, not so much. So, who is going to feel more excitement and anticipation to get back to work? Who is wondering whether anyone back at the office really cares? Exactly.
Building a culture of caring and empathy in the workplace is more than simply working through a checklist of steps. Here are some points to consider.
• Leaders have to lead. Leaders and supervisors need to take time to reach out to the injured employee and be supportive of the efforts of others. It means a lot to the
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employee and sets an example. This goes double for “the boss.” This isn’t a time to show off those well-honed delegation skills. It’s not good enough that the injured employee’s direct supervisor has covered this. • Communicate. - With employees. Management shouldn’t be discussing work comp claims or specific medical information with other employees, but there is nothing wrong with being clear that an employee is out for medical reasons, is undergoing treatment, and under doctor’s orders will be absent from work for a period of time. - With the injured employee. Managers should not be discussing claim details with the injured employee, especially if there is any dispute. Leave that to the adjusters and lawyers. However, that shouldn’t prevent asking how the employee is feeling and offering some encouragement to get well. - With the carrier and counsel. If there is any question or doubt about communicating with the injured employee, talk to the assigned claim adjuster or defense counsel if an attorney is involved.
• Be consistent. Don’t let employees with work comp injuries get treated differently than other employees with different catastrophic problems.
• Recognize the efforts of others. When an employee is out, other employees have to take up the slack. This can be particularly stressful. Don’t forget to show some special recognition for those employees’ efforts, as well. It starts with saying, “thank you.” Whatever you do, do not ignore this, because by doing so, you might have a toxic concoction of resentments and hard feelings brewing up.
Loss control and risk management are important. However, don’t lose focus on workplace culture. Just like a productive garden, it requires attention, effort, and some TLC. Everyone should make their workplace the sort of place people want to work and return to as soon as possible.
OCTOBER 2017
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Washington Report: By Senator John Thune
My biggest priority for the remainder of the year will be sending the president a comprehensive, progrowth tax reform package that helps middle-class South Dakotans who are struggling to make ends meet. According to a recent study, 50 percent of American voters consider themselves to be living paycheck to paycheck, and about one-third of them say they’re just $400 away from a financial crisis. To put it into perspective, it means these folks are one broken refrigerator or unexpected car repair away from a financial emergency. While it might seem small, $400 can go a long way for families in South Dakota.
Living in a constant state of financial fear and uncertainty, like so many cash-strapped families do these days, isn’t how most people purposefully choose to live. The status quo simply isn’t working for many of them, and it’s putting the American Dream further out of reach. Many of these folks are fighting hard to get a leg up, but they feel burdened by a system and an economy that for years has kept wages down and opportunities few and far between. It doesn’t have to be this way, though, which is why I believe Congress has a once-in-a-generation opportunity to help strengthen our economy by reforming our outdated tax code.
I have a set of five key principles that I believe must govern how any meaningful tax reform bill is drafted and passed. The first is a no-brainer. Any bill we pass has to
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My Principles for Pro-Growth Tax Reform
result in increased wages, jobs, and economic growth for South Dakotans. It must help people increase their takehome pay and pursue opportunities that will put their family in a better position to succeed, period.
Second, and perhaps just as obvious, tax reform must provide tax relief to South Dakotans. It would be hard to find a South Dakotan who believes they aren’t paying enough in taxes, and Washington already takes too much of what they earn. Congress needs to learn how to spend money more efficiently and let folks keep more of their hard-earned paycheck. Third and fourth, we have to create a system that encourages well-paying American jobs to stay in this country, and it has to increase America’s competitiveness in the global economy. A noncompetitive tax code not only discourages foreign companies from doing business in the United States, but it also can encourage some American businesses to move to a country with a more competitive system. We’ve got to correct this, and it’s certainly within reach.
Fifth and finally, tax reform must simplify the tax code, which is far too large and complex. Whether you’re an individual or a small business owner, everyone can benefit from a simplified system that lowers rates and doesn’t stand in the way of a South Dakotan’s ability to succeed.
Guided by these five basic, common-sense principles, which I’m hopeful will enjoy bipartisan support, I will work with my colleagues in Congress to deliver on our promise of creating a system that boosts wages, jobs, and economic growth. It would put middle-class families back in the driver’s seat of the American economy. They’ve waited long enough.
SOUTH DAKOTA MUNICIPALITIES
NOVEMBER Community Events
Sisseton Holiday Extravaganza April 18 - December 17 Barley to Barrel: Science and History of Sisseton Brewing in South Dakota Foo Fighters Brookings Sioux Falls October 21 - January 7, 2018 November 17 - January 7, 2018 2017 Pheasant Hunting Season Winter Wonderland Statewide Sioux Falls November 4 November 18-19 Summit’s 78th Annual Ludefisk Feed Winterfest 2017, A Winter Arts Festival Summit Aberdeen November 9-11 November 21 - December 25 Ringneck Festival & Bird Dog Christmas at the Capitol Challenge Pierre Huron November 24 - December 16 November 11 1880 Train Holiday Express Spiked! Veteran’s Day at Crazy Horse Memorial Hill City Crazy Horse
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November 24 - December 23 1880 Train Holiday Express Hill City November 24 Parade of Lights Huron
Annual Sioux Falls Parade of Lights Sioux Falls
November 25, 2017 Holiday Celebration and Winter Market Rapid City For details on each event visit www.travelsouthdakota.com.
SOUTH DAKOTA MUNICIPALITIES
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 October 15 for the November 2017 issue. Email ads to sara@sdmunicipalleague.org or fax to 605224-8655. Visit www.sdmunicipalleague.org for more classifieds.
CITY ATTORNEY: The City of Watertown is seeking a full time City Attorney. Salary is $5,780 to $6,509 per month DOQ. Position is open until filled, and first review of applications is September 8, 2017. Complete job description, application process, and further contact information can be obtained at www.watertownsd.us.
PART-TIME MAINTENANCE WORKER: The City of Java is seeking a part-time maintenance worker. Work areas include but are not limited to water, sewer, streets, parks, snow removal, landfill and cemetery. The following certifications/licenses must be possessed or be able to obtain within 6 months of employment: Class 1 Water Distribution, Class 1 Wastewater Treatment and Collection. Applicant must have a valid SD driver’s license and be competent to operate a blade, front end loader and gravel truck. For an application and job description contact: Town of Java, PO Box 56, Java, SD 57452-0056. You may also call 605-649-6226, or email: javacity@venturecomm.net. The Town of Java is an EOE. Position open until filled.
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
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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 Brookings has available for sale a 1997 Tandem Axle Dump Truck. Interested buyers may find detailed information at https://www.publicsurplus.com/sms/auction
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: Snow-Ex sander, Model V-Maxx 8500, polyvinyl hopper with hydraulic hoses. On steel frame for truck bed mounting. Sold as is. Contact the City of Eureka at 605-284-2441.
FOR SALE: The City of Alcester is selling a 2002 LeeBoy Rosco RA2000 Patcher, all weather operation. Dimensions are 188 inches long x 96 inches wide x 84 inches tall. Appointments can be made for inspection of the property by calling the City Office at 605-934-2851. More specific information regarding the 2002 LeeBoy Rosco RA2000 Patcher is available by contacting Lonnie Johnson, Street Superintendent at 605-743-4678. Visit www.sdmunicipalleague.org for more classifieds.
SOUTH DAKOTA MUNICIPALITIES
OCTOBER 2017
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Municipal Calendar S 1 8 15 22 29
M 2 99 16 23 30
October 2017 T W T F 3 4 5 6 10 11 12 13 17 18 19 20 24 25 26 27 31
S 7 14 21 28
S
M
5 12 19 26
6 13 20 27
October
November 2017 T W T 1 2 7 8 9 14 15 16 21 22 23 28 29 30
F 3 10 17 24
S 4 11 18 25
On or before October 1 – The tax levies for the ensuing year must be certified to the county auditor. (SDCL 10-127; See Hdbk. Sec. 12.066)
In October – The State Department of Revenue mails out liquor license application forms to all licensees to be completed and submitted to the local authorities for initial action at the first regular meeting of the governing body in November. (NOTE: This is an administrative determination so no statutory citation is possible.)
Second Monday of October – Native Americans’ Day – State holiday (SDCL 1-5-1)
By October 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))
No later than November 1 – The special assessment roll for all assessments payable under the Plan One option must be delivered to the county auditor. (SDCL 9-43-105; See Hdbk., sec. 12.160)
No later than November 1 – Delinquent special assessment installments which are payable under the Plan Two option must be certified to the county auditor. (SDCL 9-43-106; See Hdbk., sec. 12.160)
No later than second Tuesday in November – Governing boards wishing to consolidate boards of equalization must approve a resolution outlining consolidated board membership no later than the second Tuesday in November. (SDCL 10-11-66; See Hdbk., sec. 12.120)
November
No later than November 1 – The liquor tax reversion must be made. (SDCL 35-5-22; See Hdbk., sec. 11.600)
No later than November 1 – The special assessment roll for all assessments payable under the Plan One option must be delivered to the county auditor. (SDCL 9-43-105; See Hdbk., sec. 12.160) No later than November 1 – Delinquent special assessment installments which are payable under the Plan Two option must be certified to the county auditor. (SDCL 9-43-106; See Hdbk., sec. 12.160)
November 1 – All property subject to taxation shall be listed and assessed annually, but the value of such property is to be determined according to its value on the first day of November preceding the assessment. (SDCL 10-6-2; See Hdbk., sec. 12.105) First Tuesday after the first Monday in November – The general election is held each even numbered year. (SDCL 12-2-2)
November 11 – Veterans’ Day – State holiday (SDCL 1-51)
No later than second Tuesday in November – Governing boards wishing to consolidate boards of equalization must approve a resolution outlining consolidated board membership. (SDCL 10-11-66; See Hdbk., sec. 12.120) Fourth Thursday of November – Thanksgiving Day – State holiday (SDCL 1-5-1)
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)
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)
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SOUTH DAKOTA MUNICIPALITIES
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