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South Dakota

MUNICIPALITIES The Magazine of the South Dakota Municipal League

October 2021 | Volume 88 | Number 4

CYBERSECURITY FOR LOCAL GOVERNMENTS

■ Cyber Hygiene Tips ►p.25 ■ Training and Education ►p.10 ■ Budgeting for Technology ►p.6 ALSO STRATEGIES FOR DE-ESCALATING IN-PERSON CONFLICTS ►p.18

Dougherty & Company LLC is now Colliers Securities LLC We are excited to share that we have completed our previously announced agreement to join Colliers International. Dougherty’s senior leadership team will continue to drive operations and will remain significant shareholders. Colliers Securities will encompass all business previously conducted under Dougherty & Company, offering the same robust foundation in serving the needs of non-profits, units of state and local government and other tax-exempt entities. For over 40 years we have served South Dakota’s local and state governments, school districts, counties and cities, underwriting over $6 billion in bonds for South Dakota public entities since 1990. We look forward to serving South Dakota as part of the Colliers team! Tom Grimmond Sioux Falls, South Dakota Phone 605.339.9800 | 800.339.1111 tom.grimmond@colliers.com

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

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Colliers Securities LLC is a Member SIPC/FINRA

SOUTH DAKOTA MUNICIPALITIES

OCT 2021

Oﬃcial Monthly Publication | Member of National League of Cities Managing Editor: Yvonne A. Taylor | Editor: Emilie Miller

Features PRESIDENT Debbie Houseman Finance Officer, Lake Andes 1st VICE PRESIDENT Steve Allender Mayor, Rapid City 2nd VICE PRESIDENT Amy Leon City Manager, Yankton TRUSTEES Fay Bueno Finance Officer, Sturgis Karl Alberts Finance Officer, Aberdeen Carolynn Anderson Finance Officer, Wall Christine Erickson Councilmember, Sioux Falls Harry Weller Mayor, Kadoka PAST PRESIDENT Pauline Sumption Finance Officer, Rapid City

LEAGUE STAFF 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 Emilie Miller Director of Marketing and Communications Lori Butler Director of Finance Carla McGregor Accounting Assistant Lisa Nold Oﬃce Manager SD Public Assurance Alliance David Pfeifle Executive Director Lynn Bren Deputy Director Kristina Peterson Underwriter Paytra Nichols Underwriter Jerry Krambeck Member Services Representative Deb Corkill Executive Assistant sdmunicipalleague.org | 1.800.658.3633 | Fax: 605.224.8655

Budgeting for Technology ......................6 Cybersecurity Training & Education ....10 A Time for De-Escalation .....................18

Columns Director’s Notes .................................... 4 President’s Report ................................ 5 SDMEA Hometown Power.................. 16 Risk-Sharing News ............................. 23 SDPAA News ...................................... 25 Washington Report | Sen. Rounds ..... 32

In every issue City Highlight | Groton ......................... 12 Directory Updates ................................ 13 Hometown Happenings ....................... 28 SDML Events Calendar ....................... 29 Classifieds ........................................... 33 Municipal Calendar .............................. 37

On THE Cover OCTOBER IS CYBERSECURITY AWARENESS MONTH. Regardless of location, population, or size, government entities all face cybersecurity threats. Take some time this month to strengthen your cybersecurity posture. 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 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. Recycle this magazine.

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COLUMN

DIRECTOR’S NOTES YVONNE TAYLOR We hope you are reading this while taking a few minutes from preparing to come to Spearfish for the annual conference! The City of Spearfish 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, and relevant topics this year. 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, just today a legislator came up to me with an idea for a bill.

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“And you know where I got the idea, don’t you?” he asked. “From your publication!” He’d been reading last month’s magazine, with the entire proposed policy statement included. The agenda for conference is full of information on so many topics, including medical marijuana, the workforce housing shortage, civility in government, cybersecurity, and redistricting, just to name a few. 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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COLUMN

PRESIDENT ’S REPORT DEBBRA HOUSEMAN October 2021. Fall has arrived. As we are receiving these magazines, many of us are preparing to travel to the Fall Conference in Spearfish. Thank you Spearfish for hosting our conference. As the conference closes out, I will be handing over my gavel to Steve Allender, the mayor of Rapid City and our current serving First Vice President of the SDML Board of Directors. Congratulations Steve, and I hope you enjoy this experience as much as I have! The last two years have been filled with many interesting events. I entered my term on the cuffs of dealing with FEMA following major floods across our state and continued my term through a pandemic. We have all learned many lessons regarding patience, natural disasters, and new norms in our roles as municipal oﬃcials. We've learned that we will always be adapting to what is going on around us. In closing, I would like to say it has been a humbling and pleasurable experience, and I am truly grateful for the opportunity to serve. Thank you,

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Three locations including Sioux Falls, SD 605-339-4157

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Reliable technology is crucial for cities to conduct business and provide excellent service to residents. Budgeting for technology is a unique task that plays a key role in ensuring your city has the funds to maintain current equipment, replace outdated technology, and plan for future initiatives.

All this reliance on technology is making cities more eﬃcient, but it also requires regular maintenance and planned improvements. Your city needs to make sure to budget for technology maintenance every year and plan for future upgrades. This brings us to an important fact: Computers don’t rust.

CREATING VALUE

In many ways, the pandemic put technology in the spotlight. The world went virtual, and we all had to turn to tools like Zoom, cell phones, and email to keep the city moving. Many city employees began telecommuting, and cities had to invest in new technology to allow for that. This is one way many cities spent the Coronavirus Relief Funds they received from the federal government.

Technology — love it or hate it, but the fact is your city can’t survive without it.

Even before the pandemic, though, technology had begun creating more value for cities in recent years. Many cities are using technology to do things like control their water treatment plants, allow residents to make online payments to the city, or even receive reports of new potholes via a smartphone app.

Your city has a finite number of dollars, and funding for technology may seem easy to delay. After all, computers rarely show outward signs of age. They do not rust like playground equipment or crumble like streets. The need for computer maintenance is often invisible until there is a failure, but technology carries a great liability when not properly maintained.

KEY COMPONENTS OF AN IT BUDGET

There are three key areas to think about when budgeting for technology: •

Your city staff, and how they use technology and their space.

•

The equipment and software your city needs.

•

Technology support.

STAFF, SPACE, AND PROJECTS

When building your budget, think about the way people work. More and more employees are working remotely, and if that’s true at your city, then you’ll want to buy a laptop instead of a desktop computer for some positions.

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TECHNOLOGY (CONT ) You’ll also need to consider whether your staﬃng needs are changing. Is your city planning to hire someone for a newly created position? If so, consider the technology and tools this person will need. While it may be obvious to buy a computer, there are other costs for things like software licensing, email, telephone, and additional network cabling to connect this computer to the city’s network. Conversely, if your city is reducing its staff, you won’t need as many software licenses, and computers can be redistributed among staff, with the older ones decommissioned rather than replaced. It is also helpful to spend some time in each work area to watch how staff use space to perform their work duties. For example, research shows that having two monitors increases eﬃciency by about 25%. As more city operations move online, desk space will become less important and there will be a need to budget and purchase additional monitors.

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The online movement has also reduced printing needs. Consider replacing two or more printers with a single eﬃcient multifunction device. These new devices scan, fax, and print at a fraction of the cost per page of older laser printers. Also, consider upcoming technology- related projects. If your city is planning to buy new or different software, question how that may affect existing computers, data storage, backups, and internet usage.

EQUIPMENT AND SOFTWARE

When considering hardware and software, you need to think beyond current needs. There are ongoing expenses for replacing technology, maintenance renewals, software subscriptions, and upgrades. You will find it beneficial to take inventory. A spreadsheet with the make, model, and purchase date of every piece of equipment — including computers, monitors, servers, switches, firewalls, and more

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TECHNOLOGY (CONT ) IT SUPPORT

Funding to support your technology can be the most challenging part of assembling your budget. Some cities can justify and fund technology staff. If this is not an option in your city, then you are likely considering some sort of contracted support. If you decide to contract support, there are several payment methods, including: — will help paint an accurate picture of the life cycle of your city’s systems.

•

Don’t forget “connected equipment” such as uninterruptible power supply (UPS) battery backups, water treatment computers, meters, and security cameras. Be sure to track the software packages purchased as a one-time cost, as well as subscription software that requires monthly or annual fees. With this inventory, you can start to form predictions on the replacement cycle and build your budget forward for years to come.

1. When the contractor is handling everything related to IT. This is a good choice when you need day-to-day support. Keep in mind any special projects or upgrades are usually quoted and billed separately from the flat fee 2. When the contractor is providing monitoring services only. In this scenario, the contractor monitors your environment to ensure things keep running smoothly. This type of service is a good compromise if you don’t need a full support model, yet you hate to wait for things to break. You can designate areas you want them to monitor. Often these contractors monitor your security and data backups to ensure they do not fail. Make sure you have the needs clearly outlined, so all areas of support are accounted for.

Some cities use their computers and software until they stop working. This is not proactive and can create an interruption in service. You should not use technology that is unsupported by the manufacturer. Unsupported hardware and software no longer receive updates and bug fixes for security issues. This puts your city at risk for a cyber incident. Establish a life cycle for technology just like you do for roads and bridges. A typical computer workstation has a one- to three-year warranty. As long as the manufacturer continues to support the system with updates and patches, using the item after the warranty expires is a budgeting decision. With the rapid change in technology, expect computer workstations to last no more than four or five years. And don’t forget about upgrading your internet access. We often add workstations or services via the internet without increasing the capacity of our internet connection. That can lead to slow service, ineﬃciencies, and frustration. Also, it is easy to overlook printers, servers, and other network devices that are hidden behind closed doors. This equipment can have a significant impact on productivity. It is also critical to keep this equipment up to date to ensure your city is protected from hackers and other outside intruders. 8

Flat fee. This type of fee is predictable for budgeting and is usually established for two types of support services:

•

Pay for blocks of time. Some cities choose to contract IT support for blocks of time. If a block of time is not used during a month, it can be combined with other time and then applied toward a project. Also, when buying blocks of hours, you may be able to negotiate a lower rate than if you relied on an ad hoc, pay-as-you-go method.

•

Pay as you go. In this situation, you would have an IT support partner but only use them when needed. Each project and price will vary. It is more diﬃcult to be proactive when using this method. Often staff are unaware of proper maintenance schedules for equipment and software, and a call for help is placed only after symptoms become apparent. Decide if your city wants to handle all the software licensing or if you would rather have the contractor manage licenses. Either way, keep a close eye on government collaborative purchasing programs.

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TECHNOLOGY (CONT ) As you work through your budget numbers, also consider if your city will need a help desk for everyday questions or assistance outside business hours, and budget accordingly.

CAPITAL VS. OPERATING BUDGET

Another thing to keep in mind is whether technology equipment will be paid out of the capital budget or the operating budget. This is important when working on a capital budgeting plan, sometimes referred to as a capital improvement plan, or CIP. The CIP typically lists five or six years of major capital improvements, the order of priority, and a way to pay for the items. A plan allows your city to save money for these projects. Priorities in the CIP remain tentative, and the council reviews them annually. This type of planning ahead provides protection to your city by avoiding unforeseen infrastructure failures and expensive emergency repairs. So, for technology, what is considered capital and what is an operating expense? Consider useful life and cost.

Lower-cost items that have a shorter life will usually be included in the annual operating budget. For example, computers are often expensed in the operating budget. And software licensing is an annual expense also included in the operating budget. Higher-cost items that last several years, such as a server or an accounting software system, are typically part of the capital budget. Technology needs can sneak up on you if you’re not careful. Error messages and system lockups may not catch your eye as easily as a leaky roof or broken window. But with a proactive plan and budgeting process, you’ll be sure to catch problems before they begin. ■ Melissa Reeder is chief information oﬃcer and Lisa Sova is assistant finance director with the League of Minnesota Cities. Contact Reeder: mreeder@lmc.org or (651) 281-1221. Contact Sova: lsova@lmc.org or (651) 281-1208.

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Bridge Improvement Grant (BIG) Recipients Announced The South Dakota Transportation Commission awarded 33 Preliminary Engineering Bridge Improvement Grants (BIG) totaling approximately $1.42 million at the Aug. 26 meeting in Pierre. Grant recipients are: Aurora County (3), Beadle County (2), city of Blunt, city of Box Elder, Brookings County (4), Butte County (2), Charles Mix County, Codington County, Davison County (3), Grant County (2), Hamlin County, Hanson County (2), Lake County, Minnehaha County (2), city of Rapid City, Roberts County, Sully County, and Union County (4). Thirty-nine applications totaling $1.95 million in total costs were received by the South Dakota Department of Transportation (SDDOT). Three cities submitted three applications and 15 counties submitted 36 applications. Local governments are required to pay a minimum of 20 percent matching funds and have three years to expend the grant. Counties must have a wheel tax and a five-year Highway and Bridge Improvement Plan to receive a grant.

Cybersecurity Training and Education On-demand Online Training | Free Presented by Cybersecurity and Infrastructure Security Agency, in partnership with the SD Departments of Public Broadcasting, Public Safety, and the Bureau of Information and Telecommunications The first step in improving cybersecurity for any organization is training and education. The "Human Firewall" is as important as the technology component of cybersecurity. Several free training and education resources cover the fundamentals of cybersecurity. Videos are each about 15 minutes long. • Election Security – though focused on Elections, the exposure to the misinformation campaigns is fundamental to understand the risks foreign adversaries bring to our democracy • Cyber hygiene - the basics of cybersecurity (education, passwords, multi-factor authentication, privileges, backups, software updates, protection software, etc.) • Incident Response – the basics of preparing a cybersecurity emergency response plan (Disconnect, Contain, Contact) • Phishing – the risks of email and how to identify nefarious email messages. Visit cybersecurity.sd.gov to participate. ■

The BIG program was created in 2015 and sets aside $7 million per year from funds generated by license plate fees to be used to repair and replace aging local bridges. The SDDOT adds an additional $8 million annually, making $15 million available. Applications for the next round of the BIG program are due Jan. 2, 2022, for the Preservation and Replacement categories. ■

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TRAINING

2021-2022 MUNICIPAL/SCHOOL ELECTION WORKSHOPS The Secretary of State's office, Associated School Boards of South Dakota and the South Dakota Municipal League will again cosponsor webinar workshops covering all aspects of elections - from notices to the final canvass. Webinar Workshops – All aspects of elections will be covered over 6 different webinar workshops -Webinars are free of charge. New Finance Officers and Business Managers should attend all 6 webinars, if possible. -Two identical Webinars will be held on each date. Choose one to attend on each date. -Those who register to attend will be emailed the login and call-in information one week prior to each workshop. *Fill out a separate form for each attendee. Check the box in front of the time you wish to attend for each date. Webinar 1 – Thursday December 9, 2021 Estimated time 45+ minutes. Check one: 9:30 am or 2:30 pm (Central Time) x Election Types and Date (don’t forget to set your election date) x Combining elections vs. holding elections on the same day x Election Calendar (appoint your election boards sooner rather than later) x Precinct and Election Boards x Public Notices x Walk through the Secretary of State’s website and the Legislative Research Council’s site Webinar 2 – Wednesday, December 15, 2021 Estimated time 70+ minutes 9:30 am or 2:30 pm (Central Time) Check one: x Candidate Eligibility Requirements x Petitions – Forms, Deadlines, Signature Requirements (change for cities) and Counting Signatures (walk through petition checklist). New petition challenge law. x What if no one files? x Financial Interest Statements (must be filed every year now for applicable cities and schools) x Vacancies –What Creates a Vacancy and How to Fill It x Campaign Finance (for applicable cities and schools) – Who is Required to File, Restrictions, Disclaimers and Forms Webinar 3 – Thursday, March 3, 2022 Estimated time 40+ minutes 9:30 am or 2:30 pm (Central Time) Check one: x Ballot Preparation x Who Can Vote – Voter Registration and Residency Webinar 4 – Tuesday, March 15, 2022 Estimated time 60+ minutes 9:30 am or 2:30 pm (Central Time) Check one: x Absentee Voting – Application, Voting In-Person or by Mail, UOCAVA Voters (walk through SOS handout) Webinar 5 – Thursday, March 17, 2022 Estimated time 1.5 + hours Check one: 9:30 am or 2:30 pm (Central Time) x Election Worker Training – you may use this to train your election workers. x Walk through the Precinct Manual as a guide on “What to do on Election Day.” Webinar 6 – Thursday, March 24, 2022 Estimated time 30+ minutes Check one: 9:30 am or 2:30 pm (Central Time) x What to ask your county auditor for (VR list, schools make sure to ask for all the counties your district covers) x What should you, as the person in charge of the election, do on Election Day? x Counting, Canvassing and Recounting – Provisional Ballots, Duties of Canvassers and Recount Process Municipality:_________________________________________________________________ Name: __________________________ Title:_____________________ Email: ________________________________ *Please return this completed form by November 30, 2021 to the SDML at Lisa@sdmunicipalleague.org 208 Island Drive, Ft. Pierre, South Dakota 57532 x 605-224-8654 x fax 605-224-8655 x Lisa@sdmunicipalleague.org

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CITY HIGHLIGHT

GROTON Groton, South Dakota, was founded in 1881 as a railroad stop, located at the junction of US Highway 12 and SD Highway 37. With a growing population of 1,458 people in the 2010 census, Groton serves as a hub for smaller outlying towns and the surrounding agricultural community. Groton has become a full-service community, providing electrical power and other utilities as well as business and recreational opportunities. Groton has a small but healthy business district along Highway 12 and downtown. The Groton business district will meet all of your family needs. A new grocery store along with an adjoining strip mall is an impressive new addition to the city. Within that strip mall is a clinic with a full-time physician’s assistant. Across the street from the strip mall is a drug store and a chiropractor’s oﬃce. A fully

GROTON CITY FINANCE OFFICERS

staffed and certified nursing home with an Alzheimer’s unit as well as an independent senior living facility is located within the city limits. The Groton Transit bus system is available to transport individuals to the bank, grocery store, school events, etc. It is also used daily to take pre-school children to and from day care and school. The transit bus also provides medical runs to doctors in Aberdeen. The City of Groton has many unique businesses that provide employment for many individuals and service to the entire community. Groton is a family friendly community, offering a large range of recreation activities. An impressive baseball/softball complex is located on the west side of town along with the soccer fields and ice-skating rink. The 2009 swimming pool has tennis and basketball courts located on its eastern edge. The city park has

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a playground and a walking path as well as places to camp overnight. Volunteers work with the Scouts, 4-H clubs, and youth football. Visitors will also find an excellent nine-hole golf course with a driving range, club house, and cart rentals. The Groton Area School District extends into five counties and includes nearly 600 students from Junior Kindergarten through Grade 12. It has been identified as a “Distinguished District” on the 2010 NCLB Report Card. To achieve this top rating, the school must meet several high standards, met only by four other school districts in the state of South Dakota. Groton is a small but growing community that provides a relaxed and friendly living environment. Groton shows continued growth as a great place to live. ■

Recent Directory Updates

For the 2021-2022 Directory of South Dakota Municipal Oﬃcials

The printed directory includes information current following the April and June 2021 municipal elections. The list below reflects updates received since printing. Municipality Baltic Baltic Baltic Baltic Castlewood Castlewood Colman Colman Custer Fairburn Freeman Freeman McIntosh Midland Sturgis Sturgis Valley Springs Yankton

Delete CM Chris Hotzler CM Tracy Petersen FO Julia Hoefert M Scott Grunewaldt FO Sheila Gerhold STS Rick Ries ATT Jay Liebel CM Brad Schroeder ATT Chris Beesley ATT Chris Beesley CM Doug Uecker

Add CM Travis Schreurs CM Aaron Senner FO Michelle Siemonsma M Tracy Petersen FO Cassidy Borer STS Marc Lewno ATT Cody Miller ATT Terri Lee Williams

CM Tabatha Schoenwald FO Doug Uecker FO Jen Gehring UM Lawrence Stroppel UM Matt Kratz ATT Greg Barnier ATT Mark Marshall ATT Eric Miller FO Linda Hunnel FO Ginger Miller HR Corey Pospisil

SDML staff recently volunteered at FEEDING SOUTH DAKOTA, Pierre, packing five pallets of food boxes (300 boxes) for those in need. Each week, Feeding South Dakota assists in providing temporary food assistance to approximately 21,000 hungry individuals and families in the state. Pictured L-R: Lori Martinec, Emilie Miller, Lisa Nold, Lori Butler, Yvonne Taylor, Carla McGregor, and Sandi Larson.

Miss an update? Go online to sdmunicipalleague.org for a comprehensive list of updates since printing.

Now Available! The only COMPLETE LISTING of its kind for information on all South Dakota cities! sdmunicipalleague.org

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VETERANS RECEIVE PREFERENCE IN PUBLIC EMPLOYMENT Aaron T. Pollard Deputy Secretary, SD Department of Veterans Affairs

Under SDCL 3-3-1 veterans who possess service-connected disabilities shall receive preference over nondisabled veterans.

In accordance with SDCL 3-3-1 veterans receive preference in public employment.

SDCL 3-3-2 provides that all veteran applicants who possess at least the minimum qualification necessary to fill the position shall be interviewed.

Public employment is defined as “all public departments and subdivision and upon all public works of this state and of the counties, municipalities, and school districts of this state.”

To put it plainly, if an individual meets the definition of a veteran they shall be granted an interview with your entity since your employment entity meets the requirements of public employment.

Under SDCL 33A-2-1 a veteran is any individual who: (1) Has served the full obligation for active duty, reserve, or National Guard service in the military, or received an early discharge for a medical condition, hardship, reduction in force, or at the convenience of the military; and

This letter satisfies the Department of Veterans Affairs’ requirements under SDCL 3-3-9.

(2) Has been separated or discharged from such service honorably or under honorable conditions.

Should you have any questions regarding this notification or as it relates to veterans preference in employment contact Aaron T. Pollard, Deputy Secretary, DVA, 605.773.3269. ■

COLUMN

CHRIS HILL DIRECTOR OF MUNICIPAL ELECTRICAL SERVICES

BRYANT

This month’s article had me traveling to Bryant to visit with Finance Officer Kristie Sikkink and Maintenance Superintendent Ryan Sikkink. Ryan took over for long-time city employee, Garry Ladwig, and has been with the City of Bryant since February. Kristie has been with the city for five years and has enjoyed the challenges that come along with her role. Since becoming the finance oﬃcer, she has seen infrastructure projects completed and will be seeing more in the near future. In 2018, the city had a potential business coming to town and created an industrial park on the south side of town. If this business was going to decide to come to town there would need

Maintenance Superintendent Ryan Sikkink and Finance Oﬃcer Kristie Sikkink.

to be upgrades to their electrical system. The city council decided that it was important for the city to upgrade their system and invest in their infrastructure that would improve their community. The planning and upgrade both took place in the summer of 2019. A 25 KV distribution upgrade took place to accommodate for the potential businesses that would move in to the industrial park. Along with a voltage upgrade, the city decided it would be a good idea to bury the overheard

Bryant City Hall and Community Center

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lines to increase reliability on their system. Along with burying the overhead, the city has also been replacing the streetlights with LED. This improvement has led to more businesses relocating to the industrial park and they also have another lot for sale. The city offices and community center improvements are also a great project that has been completed for the community and was a project that happened because of the sale of the Parkview Nursing Home. The proceeds from the sale led to a reinvestment into the community by the Bryant Parkview Care Center Board. The Parkview Care Center Board asked for a partnership with the city and together, along with the community fundraising, it allowed for a community room, conference room, kitchen, bathrooms, and city oﬃces being built next to the community gymnasium on main street. The project was an immeasurable contribution to this small

community. The old city oﬃces were aging and the upgrades were needed on the auditorium building already. Working in conjunction with the community center made sense and has been a great addition to the city. The community center can be rented and has been used for many things including business meetings, strategic planning meetings, interviews, dinners, birthday parties, and craft fairs. The nursing home has been reconstructed into 10 housing units and all of the units are rented out with a waiting list for others that would like to move into them. There is an apartment building next to the park that is also full with another four-plex for rental housing going up in the near future. The next improvement that the City of Bryant is hoping to upgrade is the water/wastewater system. The city is hoping to be on the state water plan by October and will be able to upgrade in the next couple of years. Ryan mentioned that according to city records, the last water main project was in 2001 when they did a couple of blocks of water main infrastructure and street improvement, so they look forward to the possibility of the improvements. Kristie mentioned that Heartland Consumers Power District has awarded the City of Bryant with the economic development grant; this had helped with equipment in the community room.

Heartland Growth Incentive Program has also assisted local business with retail power bill rebates. Kristie said that Heartland has been a great asset for the community and helps to promote the economic development of the city. Kristie and Ryan both talked highly about the city council and how they all work together and come up with great ideas for promoting and improving the City of Bryant. I look forward to my next visit in Bryant to see the improvements and talk about what makes their HOMETOWN great! ■ Photos left to right: City Hall Conference Room, Community Gym attached to community center, Bryant municipal electric plant.

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A TIME FOR DE-ESCALATION ERIC GIORDANO, PHD R e p ri n te d w i th permi ssi on from the League of W i sconsi n Mun icipalit ies

Whether in the public square, the workplace, or in our personal life, escalating conflict causes major disruptions to organizations, governing bodies, and personal relationships. By escalation, I mean specific situations that exhibit a sharp spike in hostility, tension, or competitive behavior—or that bring personalities into severe conflict. Not surprisingly, the demand for conflict de-escalation skills, strategies, and training has grown dramatically. 1

First, it is important to distinguish between the short-term goals of de-escalation in relation to longer-term goals of conflict resolution. De-escalation is primarily focused on removing us from the precipice of an acute conflict; if done effectively, it can lay the groundwork for a deeper conflict resolution process designed to rebuild trust, restore relationships, and prevent future conflict.

DE-ESCALATION: SHORT-TERM

CONFLICT RESOLUTION: LONG-TERM

1 | Intervene/React

1 | Prevent future conflict

2 | Temporarily shift relationships

2 | Build lasting relationships

3 | Stop conflict

3 | Resolve problems

THREE STRATEGIES OF DE-ESCALATION #1

MAINTAIN CONTROL

An underlying myth of conflict management is often that we can stop bad behavior by controlling others. If we can shut them down (or up), help them see logic and truth, or win the argument, we can end the conflict. Paradoxically, it is the inverse: we can gain control of a situation only by modifying our own thoughts and behaviors. When acute conflict emerges, our level of stress increases dramatically. Stressful 1 This article is intended as an introduction to conflict de-escalation. To fully understand and practice de-escalation in professional settings, the author strongly recommends professional training/ coaching.

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situations cause our brains to release chemicals designed to favor freezing, flight, or fight— any of which can cause involuntary changes to our thoughts and perceptions. This often leads to cognitive distortion that cause us to misunderstand, react inappropriately, and escalate conflict. We are familiar with the flight attendant’s recitation before takeoff: Please place the mask over your own mouth and nose before assisting others. To de-escalate conflict, we must similarly seek to manage ourselves before managing others. In an acute conflict situation, the first step is to calm ourselves. We cannot expect to reduce conflict if we enter a situation agitated or find ourselves growing angry or upset. Below are some common tactics taught in de-escalation training:

BREATHING: When we are anxious, agitated, angry, or upset, we breathe quickly and send our brain a signal that something is wrong. By breathing slowly, we tell the brain to relax. De-escalation training often begins by teaching deep breathing exercises. The 4-7-8 technique calls for breathing in through the nose for a count of 4, holding it for 7, and breathing out through the mouth for 8— repeated four times. Employing this breathing technique before responding literally changes our mindset. TONE OF VOICE: Once we are calm, we can help calm others by adopting a steady, measured and assuring tone of voice. Speaking more slowly and in a slightly lower tone than normal is usually interpreted as soothing. Speaking rapidly or in an extremely low or high tone has the opposite effect.

A calm, firm, low and slow voice promotes confidence and respect. BODY LANGUAGE: 80-90 percent of all communication is nonverbal. Training ourselves in effective body language is critical for effective de-escalating behavior. Examples include: • Neutral facial expressions • Keeping hands in front of body in an open and relaxed position • Appropriate eye contact (avoid a piercing gaze) • Avoid shoulder-shrugging, finger-pointing, eye-rolling, fidgeting, and excessive gesturing • Safe social distance, ideally about 3-6 feet. 2

2 Or more than six feet if under health-related social distancing guidelines.

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A T I M E F O R D E - E S C A L AT I O N ( C O N T )

SUPPORT NEEDS

Effective conflict de-escalation is premised on the idea of letting people know that their concerns matter and that an authentic effort is being made to address the problem. This does not mean we must take sides or go against core values or principles. Supporting needs means asking and answering three questions: • Will my response make the situation more or less safe (emotionally or physically)? [Safety] • Does my response show respect and dignity? [Respect] • Will my response address the person’s needs? [Needs]

ASSESS AND RESPOND

Once calm, we can assess the situation to understand needs and make decisions. This step is iterative and we must pay attention to what is happening throughout a de-escalation process to see if our strategy is working or needs adjustment. When we stop assessing we give way to assuming and become less likely to achieve the right response. This doesn’t mean our past experience cannot guide us, it just means that we cannot assume there is a onesize fits-all solution. Helpful techniques include: ACTIVE LISTENING: Active listening means giving our physical and mental attention to another person; making an honest effort to hear what they are saying, and trying to understand the emotions behind their words and body language.

HELPING LANGUAGE: Appropriate language can help validate concerns without forcing agreement while providing critical information to help us assess the situation. • Open-ended questions: “You seem upset, how can I help?” • Paraphrasing: “If I heard you correctly, you are saying….” • Clarifying questions: “It sounds like a diﬃcult situation; can you tell me more?” NONVERBAL RESPONSES: Appropriate nonverbal communication signals a willingness to listen as well as an empathetic viewpoint. • Make appropriate eye contact • Be at the same eye level (if they sit, we sit; if they stand, we stand) • Use unintrusive positive gestures such as head-nodding • Avoid detrimental body language such as crossed arms, hands on hips, eye-rolling, eyebrow raising, emphatic gestures, etc.

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If we can answer “yes” to each of these questions, we are probably going down the right path. In any conflict situation, the health and safety of individuals involved is the first concern. Most likely to be left behind in the equation is emotional well-being. If conflict surfaces past or ongoing trauma, it is healthy to pause for further assessment and/or intervention by a trained professional. It seems like a no-brainer that we must treat all persons with dignity and respect. As leaders attempting to engage in or oversee a process of de-escalation, we must first model respect, even if it is not reciprocated. If we are targets of disrespect, we have a choice to ignore it or to call it out. But if others are being disrespected, we have an obligation to quickly name this behavior and firmly insist that it cease. However, even in the face of disrespect, we must continue to maintain a sense of calm. Rather than be accusatory or aggressive in insisting people to refrain from disrespectful language, we can

A T I M E F O R D E - E S C A L AT I O N ( C O N T ) say things like: “I can see that you are upset, but I cannot continue to discuss this when you use disrespectful language.” Or, “Because of your use of inappropriate language I am having a hard time focusing on how I can help.” Or, “In order to have a helpful discussion, we need to make sure that we are all treated with dignity and respect. Is everyone willing to do that?” The third question may be the most diﬃcult: we may not be able to meet others’ needs. However, if we are making a good faith effort to understand those needs and 3 I suggest using an ethical communication model or similar approach. See “It’s Time for Ethical Communication,” The Municipality, September 2020, pg. 14-16.

address them, we are still on the right track. Here are some techniques that can help: SEEK UNDERSTANDING 3 • Where possible, express empathy, even if we do not agree with their position • Try to understand what they are feeling and why • Where possible, redirect challenge statements or questions • Do not minimize others’ concerns or feelings, even if we don’t understand them • A simple caring statement or question may be appropriate CREATE A PATH TO NEXT STEPS • Shift the conversation to the future

• • • •

Ask for their ideas about solutions. What do they hope for and why? Ask “what” questions such as, “What are you willing to do?” and “What am I willing to do?” Use the “we” pronoun to make ideas inclusive Seek agreement through positive responses

IF NECESSARY, LEAVE Sometimes we get sucked into a disagreement and we or “they” are unable to maintain control over thoughts, feelings and actions and despite our best efforts, someone refuses to calm down. There are basically three circumstances under which it is best to leave a situation rather than continue:

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What is the Census of Governments? U.S. CENSUS BUREAU The U.S. Census Bureau is conducting the Census of Governments (CoG), the most comprehensive and precise measure of government economic activity and provides statistics about governments and governmental activities. The CoG identifies the scope and nature of the nation’s public sector and provides authoritative benchmark figures of public finance, pensions, and employment. It classifies the complex and diverse state and local government organizations, powers, activities, and measures state and local fiscal relationships. The CoG is comprised of three components—Organization, Employment and Finance. With the release of each data product, the CoG provides policy analysts, researchers, and the general public with a more complete and clearer picture of the public sector. These data products present information to assist

in addressing the issues that concern state and local governments and serve as the foundation for developing national economic and public policy. In order to ensure complete and accurate representation, we encourage all forms of government to respond to the CoG. Look for the request to respond to the survey online. The Census of Governments comprises over 90,000 government organizations and is conducted every 5 years. Improvements to the 2022 CoG will increase eﬃciency, reduce response burden for state and local governments, and provide data products that reflect our ever-changing U.S. economy. Data products from the CoG will be available in 2023. More information is available at census. gov/programs-surveys/cog.html.

D E - E S C A L AT I O N ( C O N T ) • • •

If escalation continues If we feel unsafe (or are not accorded dignity and respect) If de-escalation is not possible 4

Like the needle on a compass, the goals, strategies and techniques presented herein cannot tell us where, when and how we should journey towards effective de-escalation, but they can show us if we are going in the right direction. ■ ERIC GIORDANO is the Executive Director of the Wisconsin Institute for Public Policy and Service (WIPPS) and an Associate Professor of Political Science at UW-Stevens Point. Founded in 2007, WIPPS is a unit of the University of Wisconsin System with a mission is to address local, state and national issues by linking public research and scholarship, civic outreach and student service to enhance community life throughout Wisconsin. WIPPS Research Partners carries out independent quantitative and qualitative research and designs and facilitates conflict management processes for governments, businesses and communities. Contact Eric at egiordano@uwsa.edu 4 It is possible that we can de-escalate an acute conflict on a temporary basis and return to a state of more respectful disagreement. In other words, disagreement itself is not a reason to abandon a de-escalation.

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Risk-sharing news

JENNIFER ANDRISEN SELZLER, CLAIMS ASSOCIATES KIDS’ CHANCE OF SOUTH DAKOTA

Kids’ Chance is a national organization offering need-based higher education scholarships to children affected by a workplace injury. The organization has had a chapter in South Dakota providing scholarships since 2016. For the 2021-2022 school year, eight students received scholarships to attend SDSU, USD, NSU, Southeast Tech, Lake Area Tech, and NDSU. Since inception, at least four students have been children of employees covered through SDML Workers’ Compensation Fund. For more information, go to www.kidschanceofsd.org.

COVID-19

There have not been any legal developments regarding coverage of COVID-19 exposures or illnesses. Legal authority advises that these are not compensable claims under workers’ compensation. The legislature passed HB 1046, which states that one may not bring a claim or action unless the exposure is intentional and results in the COVID-19 diagnosis. Section 21-68-6(3) states that COVID-19 is not an occupational disease.

VOLUNTEERS

Municipal volunteers are considered employees under the workers’ compensation statute 62-1-5.1 if they are duly appointed and that appointment is entered into the oﬃcial records or minutes. Please remember to document your roster of volunteers and obtain board or city council approval. We will request the roster and minutes when we receive a First Report of Injury.

EMPLOYMENT

Along with approved volunteers, all personnel on the payroll are employees of your organization. Part-time and seasonal workers’ payroll should be included on the payroll audit. If a seasonal or part-time employee is injured, please promptly submit the First Report of Injury and we will investigate and pay applicable benefits as any full time employee.

SUBROGATION

For lack of better explanation, subrogation means reimbursement. If there is a work injury as a result of another party’s wrongdoing, workers’ compensation will pay benefits and send a subrogation claim to the responsible party. We will seek reimbursement for the monies paid. A couple of notable statutes apply: SDCL 62-4-40 indicates that the insurer/provider may collect recovery “in his own name.” This means that the work comp carrier can pursue recovery regardless of the intention of the employee to pursue a liability claim. SDCL 62-4-38 explains that if an employee receives a recovery from a third party, the recovery is an offset against any further workers compensation benefits. sdmunicipalleague.org | 1.800.658.3633

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S D PA A N e w s DAVE PFEIFLE EXECUTIVE DIRECTOR SD PUBLIC ASSURANCE ALLIANCE

OCTOBER IS CYBERSECURITY AWARENESS MONTH October is national cybersecurity awareness month. We local governments have the dubious distinction of being one of the most successful targets for hackers. For years SDPAA members have enjoyed the benefits of the cyber liability coverage that is included with participation in the SDPAA’s liability program. Unfortunately, cyber liability coverage is becoming less available for everyone due to much higher pricing and its decreasing availability. The SDPAA recently distributed a cyber survey to ascertain each member’s entity’s level of technology to help obtain quotes for cyber coverage. The SDPAA’s 437 members will leverage their collective buying power to hopefully continue this coverage, but we cannot predict whether we can secure it as of this writing.

cybersecurity for state and local governments has been increased under the auspices of the U.S. Department of Homeland Security (DHS). More funding may soon become available in Your chain of the form of federal cybersecurity is grants, which have only as strong historically required applicants to comas its weakest link. Most plete the Nationwide successful attacks CyberSecurity Review occur because one (NCSR) survey in order to be eligible. The person unknowingly cybersecurity assessclicked on a suspicious ments conducted by email link or attachment. DSU will help prepare your entity for completing that survey.

As you know, the SDPAA has teamed with Dakota State University (DSU) who is using funding provided by the SD Attorney General’s Oﬃce of Consumer Protection to provide cybersecurity assessments for local governments in South Dakota. Please sign up for this free service if you have not done so already. They can be contacted at projectboundaryfence@dsu.edu regarding these services and you can visit https://dsu. edu/boundary-fence for more information. These assessments will identify the remediation efforts your entity needs to implement to protect itself from cyber threats.

While waiting for your cybersecurity assessment, please take these immediate steps to instill the proper “cyber hygiene” protocols within your organization:

Cybersecurity remediation efforts can be a considerable investment but cannot be delayed or ignored. Federal funding for

1. UPDATE YOUR POLICIES – Update (or implement) policies for teleworking practices, system inventories, and acceptable use agreements. Ensure your team understands which systems to use for their job functions and how to report any suspected incidents. 2. CONDUCT REGULAR CYBERSECURITY TRAININGS – The SDPAA will team with DSU and other cyber experts to provide you the materials and training you need to educate your team on properly

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S D PA A N E W S ( C O N T ) accessing systems from remote environments, protecting passwords, recognizing phishing emails, how to use Multifactor Authentication (MFA), and other topics. The SDPAA’s online training library provided through its vendor Safety Benefits, Inc., contains training on these issues, with more to come. On a quarterly basis, do a safety meeting with your team to view one of those training sessions and discuss it afterwards to improve everyone’s cyber awareness. Remember, your chain of cybersecurity is only as strong as its weakest link. Most successful attacks occur because one person in the organization unknowingly clicked on a suspicious email link or attachment. Heightened cyber awareness for each member of your team significantly decreases the likelihood of that bad outcome. A best practice already imposed by the State Government and some SDPAA Members requires team members to successfully complete regular trainings to maintain access to their entity’s email system. The U.S. Department of Homeland Security (DHS) whose operational component is the Cybersecurity and Infrastructure Security Agency (CISA) has an extensive collection of materials and resources which can be accessed at www.cisa.gov. Other

free training and education resources are available through a partnership with S.D. Public Broadcasting, the S.D. Department of Public Safety, and the State’s Bureau of Information Technology (BIT): South Dakota Cybersecurity Training & Education https://cybersecurity.sd.gov/trainingandeducation.aspx

The above link contains four videos of approximately 15 minutes each on the fundamentals of cybersecurity in these four areas: 1) election security, 2) cyber hygiene, 3) incident response, and 4) phishing basics.

3. IMPLEMENT MFA – Systems housed in cloud or hosted environments have direct access from team member devices outside of the oﬃce. Username and passwords could become compromised which would allow hackers access to the system. MFA is an additional measure that must be met to gain access to cloud-based systems. Examples of MFA include unique codes sent to cellphone apps, texts, or phone calls. When implemented, MFA is a great tool to protect your organization.

S D PA A N E W S ( C O N T ) 4. PROTECT INDIVIDUAL TEAM MEMBER FILES - Consider implementing cloud or hosted

environments such as OneDrive by Oﬃce 365 and educate your team to store their working files there. As an added safeguard, implement systems to back up these cloud systems.

5. ENSURE SYSTEM UPDATES ARE OCCURRING AND PATCHED ACCORDINGLY – Many software developers are provid-

ing ongoing updates to hardware and software in an attempt to outpace vulnerabilities that hackers are exploiting. Update systems for remote team members on a regular basis as well. Free materials and resources for national cybersecurity awareness month can be found at: www. knowbe4.com/national-cyber-security-awarenessmonth-resources.

The SDPAA will continue working diligently to provide additional cyber resources to its members in the coming months. If your public entity is not a member of the SDPAA, please contact the SDPAA at 800-658-3633 option 2 or by email at sdpaa@ sdmunicipalleague.org to inquire about all the services available to SDPAA members on cybersecurity and so much more. ■

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National League of Cities Goes Virtual for 2021 Conference In mid-September, the National League of Cities (NLC) and Salt Lake City announced the decision to move the 2021 City Summit to a fully virtual attendee experience. NLC CEO and Executive Director Clarence E. Anthony and Salt Lake City Mayor Erin Mendenhall issued the following statement: “Both NLC and Salt Lake City were looking forward to the opportunity to bring thousands of local elected oﬃcials and municipal staff from across the country to beautiful Salt Lake City, but as we have learned over the last year, caution is paramount as our nation continues to respond to the evolving pandemic. It was important for us to prioritize the health and safety of NLC members, stakeholders and staff and also the residents of Salt Lake City by transitioning to a virtual event." ■

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WASHINGTON REPORT SENATOR MIKE ROUNDS I’ve had a busy last couple of months visiting communities across South Dakota and listening to feedback on the issues important to our state and nation. Here are just a few of the highlights: • Visited with folks at the Brown County Fair in Aberdeen and the State Fair in Huron picked up a Forestburg melon for my wife Jean on the drive back home. • Toured the Shoreline Erosion Project in Lower Brule to see the project firsthand and to receive an update on the project from the tribe and U.S. Army Corps of Engineers. Stopped in Presho for lunch on the way home. • Joined the Sioux Falls Downtown Rotary for an hour long Q&A discussion with questions ranging from Afghanistan and cybersecurity to banking and our veterans. • Discussed my strong support for Mandatory Country of Origin Labeling and the USA Beef Act at the R-CALF Convention in Rapid City. • Enjoyed a cup of coffee (or two!) with folks in Highmore and in Miller. • Spoke with Veteran Service Oﬃcers from across the state at their annual benefits school held in Pierre. • Honored to participate in the

dedication ceremony for the Sanford Underground Research Facility’s M. Michael Rounds Operation Center in Lead. • Heard from business leaders during a ribbon cutting at Glacial Lakes Plastics & Rubber in Watertown and received a briefing at Raven Industries in Sioux Falls. • Joined an agriculture panel at DakotaFest in Mitchell to discuss the drought’s impact on producers and look ahead to the upcoming farm bill. • Hosted a panel discussion in Fort Pierre with cattle producers who ranch near Gregory and White River, as well as retailers with locations in Mission, Oacoma, Pine Ridge, Sisseton, Miller, Bonesteel, Tyndall and Lake Andes. I also wanted to remind you that my team and I are here to serve you. A large part of our office’s workload includes helping citizens who are experiencing issues dealing with the federal government. We know these interactions can be frustrating, and we are here to help you get answers. Some examples of help we can provide are: • Help with Veterans Benefits: My oﬃces can help with com-

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pensation claims, military records and obtaining military medals. • Service Academy Nominations: I’m honored to nominate South Dakota high school students to our nation’s elite service academies. Visit my website to apply. • Help with Other Federal Agencies: Our team regularly assists citizens in getting records or finding answers to questions with the Social Security Administration, IRS, Medicare, or immigration. We want to hear from you whether you’re having diﬃculties with the federal government or want me to know your opinions and suggestions on something happening in DC, give us a call. The contact information for all five of my oﬃces is listed on my website: Rounds.Senate.Gov We are here to serve you.

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FOR SALE: SNOCRETE SNOW BLOWER. The City Council of Salem, South Dakota has declared a Snocrete Model 842SI snow blower surplus property and will selling said snow blower at auction through Purple Waive Auction. For further information please contact the City of Salem, (605) 425-2301. Bid online: www.purplewave.com; ID# DL6314. Auction close date is October 26, 2021. AIRPORT OPERATIONS/MAINTENANCE TECHNICIAN – CITY OF PIERRE, SD. Provides general daily oversight of airside operations by monitoring overall airfield safety, performs vehicle and equipment maintenance, airfield lighting maintenance and performs aircraft rescue firefighter duties. Maintains documentation and records to ensure compliance with FAA Part 139 certification requirements. 40 hrs per week – shifts may begin at 5:30 a.m. and end around 7 p.m. and include weekends and holidays. Salary: $22.00 minimum with comprehensive benefit package. Applications to: Human Resources Oﬃce, City of Pierre, Box 1253, 2301 Patron Parkway, Pierre, SD 57501, (605) 773-7429, www.cityofpierre.org. Open until filled. EOE

BUILDING INSPECTOR/CODE ENFORCER CITIES OF HARTFORD AND LENNOX, SD. The City of Hartford is accepting applications for a fulltime Building Inspector and Code Enforcer. This will be a shared position with the community of Lennox, SD. The successful candidate will split their time (40 hours/week) and duties between the City of Hartford and the City of Lennox. This position will be responsible for enforcing the building codes and ordinances of both cities. Learn more at www.hartfordsd.us or contact Hartford City Hall at 125 N Main Ave, Hartford, SD 57033, 605-528-6187. Hourly rate is $20-$25 per hour, depending on experience, plus benefits. Open until filled. CITY ADMINISTRATOR – CITY OF HUMBOLDT, IA. Humboldt, Iowa, population 4,792 is seeking a high-quality candidate with strong, energetic, and visionary leadership skills to serve as their next City Administrator. The City Administrator has 7 direct reports and 30 full-time employees. The annual operating budget is approximately $11 million. Salary and benefits; $90,000 to $110,000 annually, depending upon qualifications. Learn more at https://www.

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cityofhumboldt.org/. Cover letter, resume, salary history, and 5 professional references should be sent to: Elizabeth Hansen, Midwest Municipal Consulting LLC at ehansen.mmc@gmail.com 515391-9816. Applications due noon CST Oct. 8, 2021. CITY ENGINEER (PE CIVIL) - CITY OF STURGIS, SD. Position is responsible for the design, review and management of infrastructure projects, including those handled by outside contractors and/or engineering firms. Provides plan and plat reviews and assistance with easement and right-of-way management. Handles our floodplain development and maintains the City’s Engineering Standards and Specifications. Oversees the Staff Engineer. Compensation range: $80,000 to $90,000 plus eligibility for an annual performance bonus. Relocation assistance. Benefits include medical, dental, vision, SDRS and matching SDRS-SRP contributions.

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CITY MANAGER – CITY OF OGALLALA, NE (pop. 4,737). Salary: $86.5K - $129.8K DOQ. 5-member council. Performs high-level administrative, technical & professional work in directing and supervising the administration of city government & works under the broad policy guidance of the City Council. Complete job description may be viewed at www. ogallala-ne.gov. Resume with cover letter may be submitted to: Jane Skinner, City Clerk, at 411 East 2nd Street, Ogallala, NE, 69153; or electronically at citymanagerapplications@ogallala-ne.gov The position will remain open until filled. HEAVY EQUIPMENT OPERATOR – CITY OF PIERRE, SD. This position is responsible for operating a variety of heavy equipment used in installing, maintaining, and repairing water and sewer lines and mains. Ability to perform manual labor which involves heavy lifting. Experience operating equipment such as a backhoe, motor grader, excavator, ditch-witch, boom truck, and front-end loader. Possession of a CDL within 90 days required. Experience in water and sewer main installation and repair desirable. Salary: $20.94 minimum, comprehensive benefit package. Applications to: City of Pierre Human Resources Director, P.O. Box 1253, Pierre SD 57501, (605) 773-7429, www.cityofpierre. org. Open until filled. EOE PLANNING AND ZONING DIRECTOR - CITY OF BOX ELDER, SD. The City of Box Elder is seeking a motivated and dedicated individual for the position of Planning and Zoning Director. This position is responsible for supervising and coordinating the planning, zoning, land use and comprehensive planning for the city, including technical and inspection services related to landscaping, development review, annexation, capital improvements, grant applications and amendments to the comprehensive plan, zoning code and other related codes, ordinances, policies, and procedures. View job description on our website at: www.boxelder.us. $73,415.68 annually. Closes Nov. 30, 2021. PUBLIC WORKS – CITY OF PLATTE, SD. Seeking a self-motivated individual responsible for performing general maintenance which includes streets and alleys, snow removal, irrigation system, rubble site, airport, community building, swimming pool, complex and parks. Must be SD DANR Certified in Water/Wastewater certifications or have the ability

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to obtain certification and become knowledgeable in water and wastewater operations. Obtain the ability to become proficient at operating all equipment and materials used in street maintenance as well as have the ability to operate heavy machinery. Wage DOE. Open until filled. PUBLIC WORKS DIRECTOR – CITY OF BROOKINGS, SD. Under the general supervision of the City Manager, the Public Works Director is solution-oriented and performs complex professional, diﬃcult administrative work overseeing the divisions of streets, fleet, engineering, stormwater, airport, refuse collection, landfill and related operations of the City. The Public Works Director is expected to engage other City departments, staff, elected oﬃcials and the public in a collaborative manner to improve the community’s quality of life and protect the living environment. For mor information, visit https://www.governmentjobs.com/careers/cityofbrookings. Salary Range: $106,222 - $143,712. Closes Oct. 21, 2021, at 12:00 p.m. CST.

WATER/WASTEWATER OPERATOR – CITY OF ELK POINT, SD. The Water/Wastewater Operator performs water treatment and distribution, wastewater collection and treatment, storm sewer maintenance, and overall system construction and repair. This individual also responds to emergencies involving disruptions to City services, snow, and ice removal, etc. Inquire at elkpoint.org. Wage: $18.00/hour. Open until filled.

DO YOU HAVE CITY N E W S TO S H A R E? Email us your copy (250 words max) detailing your city’s notable achievement - a project, initiative, award, or individual honor. Include an image if possible. info@sdmunicipalleague.org

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M U N I C I PA L C A L E N D A R

OCTOBER 6

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On or before October 1 – The tax levies for the ensuing year must be certified to the county auditor. (SDCL 10-12-7; 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 10-1166; See Hdbk., sec. 12.120) 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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M U N I C I PA L C A L E N D A R

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 10-6105; 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 1-5-1) 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)

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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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