South Dakota
MUNICIPALITIES The Magazine of the South Dakota Municipal League
November 2023 | Volume 90 | Number 5
EXCELLENCE IN MUNICIPAL GOVERNMENT AWARD
Ken Fideler 20 Years of Focusing on Volga's Future ►p. 11
SDML Hall of Fame Inductees ►p. 14
SDML Elects New Board
►p. 10
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SOUTH DAKOTA MUNICIPALITIES
October 2023
Official Monthly Publication | Member of the National League of Cities Managing Editor: David Reiss | Editor: Emilie Miller
Features
Dist. 4 | Chandra Phillips Finance Officer, Winner
Budgeting for IT ................................................. 6 Environmental Projects Funded by DANR ........ 8 Street Maintenance Training Scholarships ........ 9 Conference Recap High Attendance, New Leadership ............... 10 SDML Snapshots ......................................... 10 Excellence in Municipal Government Award .11 Sponsors ...................................................... 12 Exhibitors ..................................................... 13 SDML Hall of Fame ...................................... 14 2024 SDML Statement of Policy ...................... 22 City Highlight | Hot Springs.............................. 38 Travel SD Launches Podcast .......................... 40
Dist. 5 | Renae Phinney Board President, Ree Heights
Columns
BOARD OF DIRECTORS PRESIDENT Harry Weller Mayor, Kadoka
DISTRICT CHAIRS Dist. 1 | Mike Grosek Mayor, Webster
1st VICE PRESIDENT Carolynn Anderson Finance Officer, Wall
Dist. 2 | Paullyn Carey Finance Director, Huron
2nd VICE PRESIDENT Leland Treichel Mayor, Roscoe TRUSTEES Fay Bueno Finance Officer, Sturgis David Barranco Councilmember, Sioux Falls Lance Lehmann Councilmember, Rapid City Dawn Murphy Finance Officer, Tea Michelle DeNeui Finance Officer, Spearfish PAST PRESIDENT Amy Leon City Manager, Yankton
Dist. 3 | Derick Wenck Mayor, Harrisburg
Dist. 6 | Rick Boschee Mayor, Bowdle Dist. 7 | Gary Weismantel Mayor, Herreid Dist. 8 | Brittany Smith City Administrator, Philip Dist. 9 | Laurie Woodward Finance Officer, Custer
Stay Informed
Dist. 10 | Adam Hosch Deputy Finance Officer, Sturgis
Directory Updates .............................................. 5 Upcoming SDML Events ................................... 7 Annual Report Workshops................................. 9 Resource Roundup.......................................... 40 Hometown Happenings ................................... 45 Classifieds ....................................................... 46 Election Training .............................................. 52 SDML Office Closures ..................................... 52 Municipal Calendar .......................................... 53
LEAGUE STAFF David Reiss Sara Rankin Emilie Miller Lisa Nold Lori Butler Jackie Lopour Rob Peterson Vacant
Director’s Notes ................................................. 4 President’s Report ............................................. 5 SDPAA News ................................................... 21 Risk-Sharing News .......................................... 36 Washington Report | Sen. Rounds .................. 44
Executive Director Director of Research and Training Director of Marketing and Communications Director of Risk Sharing Services Director of Finance Accounting Assistant Director of Municipal Electric Services Administrative Services Coordinator
SD Public Assurance Alliance Lynn Bren Executive Director Kristina Peterson Deputy Director Becky Brunsing Member Services Representative Jerry Krambeck Member Services Representative Paytra Nichols Underwriter sdmunicipalleague.org | 1.800.658.3633 | Fax: 605.224.8655
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 605-2248654. 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. Please recycle this magazine.
sdmunicipalleague.org | 1.800.658.3633
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COLUMN
DIRECTOR’S NOTES
DAVID REISS | SDML EXECUTIVE DIRECTOR As we ease into a much cooler time of year in November, I look forward to the holiday season and what it brings. Time spent outdoors enjoying our state’s numerous hunting opportunities, beginning to spend time with my children at the ice rink, and welcoming friends and family to gather and observe traditions in giving thanks that were established by generations before us. The fall season draws our focus on those around us and valuing our shared interests, contributions, and goals. During this time, we celebrate our unity and togetherness.
As we express our gratitude, we must never forget that the highest appreciation is not to utter words but to live by them.” — John F. Kennedy
So much of our concern in the political realm is on identifying and highlighting values and ideals that differentiate ourselves from one another. Through the political lens we express our differences and analyze issues by creating lines in the sand and identifying supporters, neutral parties, and opponents. Coalitions may be developed amongst similarly situated people and entities to strengthen arguments and indicate mass consensus on the topic of the moment. Our legislative process at all levels of government is divisive in nature and embraces estrangement between members being represented and served.
Divisiveness in the political realm has been in full display in national politics in recent months at Congress concerning the national budget, with the replacement of the Speaker of the House and many other issues. Divisions play out as well in state and local level governmental law making and administration without as much fanfare but can be
4
as impactful or more so to the daily considerations of citizens, local elected leaders, and public servants. Differences between local governments are often analyzed and critiqued. This has certainly been the case recently in South Dakota. Municipalities and other units of local government are often compared, and our differences are discussed, identifying and critiquing our differences. Though we may not function the same or be funded in the same ways, municipalities and other units of local government share many interests and work to address similar goals. Paramount to this is the need to serve citizens locally, to provide vital services to members in our communities, and to safeguard local control of decision-making on local issues. In the coming months there will be ample opportunity through the legislative process to discuss the differences between local governments and deliberate proposed ideas in how local governments should work. Before that process plays out, I am looking forward to visiting with representatives from organizations that represent other units of local government and discussing our differences while appreciating and emphasizing our similarities in service to South Dakota citizens. We have the opportunity to become more effective in our communities by supporting shared goals while ensuring our services and abilities to provide services are protected and maintained through mutual respect. As we near the season of Thanksgiving, I hope you find yourselves surrounded by those that are important to you. The League staff and myself are grateful for the opportunity to serve the cities and municipal leaders across South Dakota and look forward to working with you in the coming season! Please remember, we are always available to you as a resource for your communities and I urge you to contact us if you have municipal issues or questions at 1-800-658-3633 or via email at david@sdmunicipalleague.org. ■
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COLUMN
PRESIDENT’S REPORT HARRY WELLER | SDML PRESIDENT
I am very humble to accept the office of President of the South Dakota Municipal League. I grew up in the great community of Eureka, South Dakota. I love my hometown. I think back to my younger years in Eureka and have many fond memories. My parents had a bakery - they made more dough than anyone else in town. I coached little league baseball for many years and also was groundskeeper at the Eureka Lakeside Baseball Park. I am a graduate of Eureka High School and Northern State University. I am married to my wife, Nancy, "the first lady of Kadoka." We have five grandkids and will soon be great-grandparents. I have been the mayor for the city of Kadoka for 33 years. Prior to that I served on city council for 6 years.
I encourage all of you across this great state to become active in any phase of the SDML. It is a great organization and works hard for you, the people of South Dakota. Again, get involved! I am not a fan of Facebook, nor do I text message. My computer skills are somewhat limited, but I do try. Thanks to Amy Leon, past president, for all she has done for the SDML and myself. Thanks also to all board members past and present for your service. Also, thanks to Yvonne Taylor, past executive director. In closing, remember "when the going gets tough, the tough get going - the rest sit around and make excuses." ■
Recent Directory Updates This list reflects updates to the directory received since the list included in last month's South Dakota Municipalities magazine. Updates are listed each month in the magazine, or visit sdmunicipalleague. org for a comprehensive updates list for this edition.
For the 2023-24 Directory of South Dakota Municipal Officials
Municipality
Delete
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Aberdeen
PWD Robin Bobzien
PWD Stuart Nelson
Alcester
FO Dave Hodgson
Batesland
FC Will Smith
Colton
ADM Seth Sando
Colton
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Parkston
AIR Lacey Wickersham
Parkston
FO Jessica Semmler
FC Aaron Smith FO Mikayla Fraser FO Austin Tilton
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Budgeting for IT: 3 Strategies For Cities PAT SPAMPINATO | SENIOR VIRTUAL CHIEF INFORMATION OFFICER, VC3 Reprinted from www.nlc.org/citiesspeak, the official blog of the National League of Cities.
It’s no exaggeration to say that information technology (IT) is often one of city leaders’ least favorite parts about running a municipality. Unlike the straightforward nature of providing resident services or running council meetings, IT can be overly technical, confusing, jargon-ridden, and complex. It’s no wonder that municipal administrators and staff struggle to become enthused about it. However, if decision makers don’t understand IT well, they won’t give it the attention it needs. Particularly in smaller municipalities, yearly budgets frequently fail to accurately reflect existing IT investments. This can lead to lack of technology oversight, wasted investments, and planning gaps. If these expenses are buried under a broader budget line, you won’t be able to determine if you’re overspending, underspending, or need to make a crucial investment to address a gap. This article provides three municipal IT budgeting strategies that we recommend to cities and towns of all sizes.
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BREAK IT INTO A FEW SEPARATE LINE ITEMS
In the ‘90s or early 2000s, when IT was much simpler, it may have been permissible to have a single budget line item for “Computers” or “Technology.” However, IT encompasses far more than just computers today. Recommendation: Break IT into a few separate line items. Don’t worry—you don’t need hundreds of budget line items, but even small municipalities can delineate the following IT components to provide full visibility and transparency. Hardware: Hardware is more than just computers. It can include: • Servers • Endpoints (such as desktop computers, laptops, tablets, etc.) • Network Infrastructure (such as switches, routers, etc.) • Data storage • Printers, scanners, and other electronic office hardware • Data centers • Telecommunications
Get the IT Budget Planning Guide
www.nlc.org/citiesspeak 6
Software: You may use a range of software including: • Workstation software (that runs on individual computers) • Server software • System software • Security software • Financial system software • Website domain hosting • Email hosting • Database hosting Personnel and Services: Includes any human-related IT expenses such as: • Full- or part-time employees • Service providers • Consultants • Training
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CENTRALIZE IT TO REDUCE DUPLICATION AND WASTE
When municipal departments operate in silos and create their own IT budgets, it often leads to wasteful IT investments. Signs of IT sprawl across departments include: • Inefficiency and duplication: It’s not uncommon to find two departments using the same software—with duplicate licensing costs. Centralizing the administration of software can save you money. • Inconsistent technology standards: What if City Hall is using the latest and greatest software while Parks and Recreation lags behind? This leads to a varying service quality for residents, an inability to share data and information between municipal departments, and staff morale issues. • Security risks: If departments can decide for themselves what technology they want, then security standards will be inconsistent across your municipality—an unacceptable risk as cybercriminals relentlessly threaten municipalities. • Vendor sprawl: Using duplicate, redundant, or an excessive number of technology vendors results in unnecessary spending. Overall, a decentralized, department-centric approach to IT leads to bloated costs, unnecessary cybersecurity risks, and reduced operational productivity. Recommendation: Perform an IT inventory across your municipality. This inventory will allow you to analyze your IT assets and total spend across departments while identifying areas to consolidate investments. Specifically look for opportunities to centralize hardware, cloud computing services, applications, and vendors.
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SDML EVENTS IT CORRECTLY 3 LABEL Technology can be difficult to understand on a
technical level, but that doesn’t mean you should throw up your hands. In many towns and cities, we see that technology doesn’t even have its own line item. For example, we’ve seen IT fall under “office supplies” or “professional fees.” This lack of transparency and insight into your IT investments, or even a lack of any significant investment, is concerning. When you mislabel IT, many questions arise: • How many computers and servers do you have? How much do they cost? When will they need to be replaced? • What software do you use? How many licenses do you own? • What are your overall capital expenses for IT? Operational expenses? • How much does your IT support cost? Is it a monthly retainer? Is it billed hourly or on a break-fix basis? If these expenses are buried under a broader budget line, you won’t be able to determine if you’re overspending, underspending, or need to make a crucial investment to address a gap. Recommendation: A municipality in this situation likely lacks insight into their technology investments. Asking the following questions would be helpful:
Upcoming SDML EVENTS Nov 15-18 dec
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ELECTION TRAINING | WEBINAR 1
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SDML BOARD OF DIRECTORS MEETING, Pierre
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ELECTION TRAINING | WEBINAR 2
JAN 10
ANNUAL REPORT WORKSHOP | LARGE CITIES, CASH BASIS, Webinar
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ANNUAL REPORT WORKSHOP | LARGE CITIES, GAAP BASIS, Webinar
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ANNUAL REPORT WORKSHOP | SMALL CITIES, Webinar
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LEGISLATIVE RIB DINNER, Fort Pierre
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MUNICIPAL GOVERNMENT DAY AT THE LEGISLATURE, Pierre
If these expenses are buried under a broader budget line, you won’t be able to determine if you’re overspending, underspending, or need to make a crucial investment to address a gap. • Do I have data backup? Is my data backup tested and operational? • What hardware do I own? Is my hardware at the end of its life? • Have I recently evaluated our ISP or telecom provider? • What IT support model do I use? Are my IT support costs unpredictable? Together, these questions—along with the exercise we outlined above with the budget components in section 1—will begin to give you a picture of what you have, how much it costs, and how to categorize technology into its own line items in your municipal budget. Municipal budgeting is already difficult, even without considering IT. However, it’s critical to understand your IT assets and clearly delineate your IT budget. By shedding light into your IT situation, you can more accurately see where you can cut costs, plug gaps, and plan for future needs. If you’d like more guidance, VC3 has created a municipal IT budget planning guide based on our experience serving over 1,100 municipalities. Find it at www.nlc.org/ citiesspeak. ■
NATIONAL LEAGUE OF CITIES CITY SUMMIT, Atlanta, GA
Feb
WATCH YOUR MAIL League and affiliate due forms will be arriving shortly! sdmunicipalleague.org | 1.800.658.3633
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DANR Announces More Than $19 Million for Statewide Environmental Projects PIERRE, S.D. – In late September, the South Dakota Department of Agriculture and Natural Resources (DANR) announced the Board of Water and Natural Resources approved $19,043,650 in grants and loans for drinking water, wastewater, and storm water, projects in South Dakota. The $19,043,650 total includes $64,362 in grants and $18,979,288 in lowinterest loans including $3,683,938 in principal forgiveness to be administered by the Department of Agriculture and Natural Resources. “I am pleased to announce this financial assistance is available,” said DANR Secretary Hunter Roberts. “Safe and reliable water and wastewater infrastructure helps protect our environment and strengthen communities for our kids and grandkids.” Funds were awarded from DANR’s Drinking Water State Revolving Fund Program, Clean Water State Revolving Fund Program, and the Consolidated Water Facilities Construction Program to the following: Bowdle received an additional $405,000 Clean Water State Revolving Fund loan to make wastewater system improvements. The project includes rehabilitating the sanitary sewer main to the wastewater ponds, installation of new PVC piping, a new lift station, manhole replacement, and upgrades to the wastewater treatment ponds. The city previously received a funding package in April 2022 for this project. The terms of the loan are 2.125 percent for 30 years. Brookings-Deuel Rural Water System received an additional $1,600,000 Drinking Water State Revolving Fund loan to install 22 miles of 12-inch water main to meet the growing demands of rural customers including livestock and dairy operations; reduce the amount of 8
water loss due to existing glued-joint pipe; and to interconnect the system’s two primary water sources. In addition, six miles of 6-inch watermain will be installed to the Lake Cochrane service area to improve low pressures around the lake during periods of peak water use. The system previously received a funding package in April 2022 for this project. The terms of the loan are 2.125 percent for 30 years. Claremont received a $505,000 Clean Water State Revolving Fund loan with $306,000 in principle forgiveness to replace a portion of their storm sewer water lines and make improvements to their lift station. The terms of the loan are 3.25 percent for 30 years. Clark Rural Water Systems received a $610,000 Drinking Water State Revolving Fund loan with $485,000 in principle forgiveness for water system improvements for the Town of Raymond. Upon completion, the town will turn over the water system to Clark Rural Water System to operate, maintain, and provide potable water to the town’s residents. The project will replace water mains and service lines, install water meters and pits, complete street repairs, and other necessary improvements as required. The terms of the loan are 2.75 percent for 30 years.
residential and industrial waste from Hartford and the surrounding area. The project will also upgrade Hartford’s gravity collection system and install a new lift station and force main to the new facility. The city previously received a funding package in April 2022 for this project. The loan terms are 3.25 percent for 30 years. Medicine Mountain Scout Ranch received a $73,000 Consolidated Water Facilities Construction Program loan to increase water supply to meet permitted capacity. The project will furnish and install perforated HDPE pipe to provide an infiltration gallery. The terms of the loan are 3.25 percent for 30 years. We s t o n H e i g h t H o m e o w n e r s Association received $899,288 Drinking Water State Revolving Fund loan with $393,938 in principle forgiveness and received a $64,362 Drinking Water SRF Construction grant. The project will include construction of a new water storage tank and installation of distribution system pipe to connect the new tank to the rest of the water system. The system previously received a funding package in April 2022 for
Garretson received a $2,593,000 Clean Water State Revolving Fund loan to replace sanitary and storm sewer. The loan terms are 3.25 percent for 30 years. Garretson also received $2,394,000 Drinking Water State Revolving Fund loan with $1,264,000 in principle forgiveness to replace aging watermain that has exceeded its useful life. The loan terms are 3 percent for 30 years. Hartford received an additional $5,750,000 Clean Water State Revolving Fund loan to construct a wastewater treatment facility to treat
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ENVIRONMENTAL PROJECTS (CONT) this project. The loan terms are 2.125 percent for 30 years. Whitewood received a $4,150,000 Clean Water State Revolving Fund loan with $1,235,000 in principle forgiveness to install a lift station and to construct an oxidation ditch to improve wastewater treatment capabilities and meet permitted discharge limits. The loan terms are 3.25 percent for 30 years. The Consolidated Water Facilities Construction Program, funded in part by revenues from the Petroleum Release Compensation Tank Inspection fee and the sale of lotto tickets, provides grants and loans for water, wastewater, and watershed projects. The Legislature annually appropriates dedicated water and waste funding for the Consolidated Water Facilities Construction Program through the Governor’s Omnibus Water Funding Bill. The State of South Dakota and the U.S. Environmental Protection Agency fund the Clean Water and Drinking Water State Revolving Fund Programs, which provide low-interest loans for wastewater, storm water, water conservation, nonpoint source projects, and public drinking water system projects. The programs are funded through a combination of federal appropriations, loan repayments, and bonds. The board approved the funding at their Sept. 28 meeting in Pierre. ■
Street Maintenance Association Offers Training Scholarships Applications are now open for the SD Municipal Street Maintenance Association (SDMSMA) training scholarships, which provide funds to be used towards continuing education and training. Scholarships are awarded in each the Public Works Training and the Technical School Course categories. Applicants may apply for a scholarship from one of the categories each year. T h e P u b l i c Wo r k s Tr a i n i n g Scholarship is awarded to a member of the SDMSMA and can be used for both in-state and out-of-state training. The fund allows up to $1,000 per year and may be awarded to more than
one applicant at the discretion of the SDMSMA Board. The Technical School Course Scholarship is awarded to individuals that are pursuing a municipal public works career. Applicants must be either a member of the SDMSMA or a student sponsored by a member. A letter of support and a copy of the course description must be included in the application. The scholarship allows for up to four $750 awards per year. Learn more and apply online at www.sdmunicipalleague.org/ streetmaintenance. Applications are due Jan. 15, 2024. ■
Annual Report Workshops Zoom Webinar Workshops | Free www.sdmunicipalleague.org/events Register at least one week prior. Annual reports are required to be filed by all municipalities. These online workshops will provide guidance on all types of annual report forms. The workshops are highly recommended for finance officers, clerks, auditors, and treasurers.
• Large City (Cash Basis): $600,000 or more in revenue Jan. 10, 10 a.m.-12 p.m. • Large City (GAAP Basis): $600,000 or more in revenue Jan. 11, 10 a.m.-12 p.m. • Small City: Less than $600,000 in revenue Jan. 17, 10-11 a.m. Sponsored by the SD Department of Legislative Audit and the SDML.
sdmunicipalleague.org | 1.800.658.3633
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CONFERENCE RECAP
SDML Annual Conference Sees Attendance boost, Members Elect new Leadership This year’s South Dakota Municipal League (SDML) Annual Conference saw over 360 people registered for the event, which was held Oct. 3-6 in Rapid City, SD. Organizers say that’s the highest attendance figures in at least the last 10 years, and up considerably from average attendance, which usually hovers around 300. The conference is attended by municipal employees and elected officials from across the state each fall to network, learn new tips and trends, and share best practices. “It was a great turnout,” said David Reiss, SDML executive director. “Session rooms were full, exhibitor booths were busy, and social events were lively. It speaks to the dedication of municipal employees and elected officials across the state that so many made it a priority to attend. They’ll take the skills and knowledge they learn here and use them to better serve their communities going forward.” The conference featured sessions on several timely topics, including crisis communication, cybersecurity, and housing infrastructure. Keynote speaker Matt Lehrman guided attendees through the steps to turn conflict into conversation, using real-life examples offered by local municipalities. Networking time allowed colleagues to connect and for attendees to visit 80 different exhibitors. Entertainment events included the guitar/violinist duo The String Showdown and a night on the town hosted by Rapid City, which highlighted their downtown with a reception, shopping, food trucks, and a concert by local artist Rowan Grace.
Amy Leon (left) of Yankton passes the gravel to Harry Weller (right) of Kadoka, who will serve as the SDML President for the 2023-2024 term.
SD M L SN A PS H OT S
The conference concluded Friday morning with the annual business meeting and election of officers. Harry Weller, mayor of Kadoka, was elected 2024 SDML President, succeeding Amy Leon, city manager of Yankton. Carolyn Anderson, finance officer of Wall, ascended to the role of first vice president and Leland Treichel, mayor of Roscoe, will serve as second vice president. Michelle DeNeui, finance officer of Spearfish, will join the board as a trustee. Duties for new positions began immediately. The full list of the 2023-2024 SDML leadership can be found online and on page three of this publication. The conference was held at the Ramkota Convention Center in Rapid City, SD. Next year’s conference will take place in Sioux Falls on Oct. 8-11, 2024. ■ 10
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CONFERENCE RECAP
V o l g a M ayo r K e n F i d e l e r R e c e i v e s Excellence in Municipal Government Award Ken Fideler, mayor of Volga, SD, was named the recipient of the prestigious Excellence in South Dakota Municipal Government Award. The award is presented by the South Dakota Municipal League each year to a municipal employee or elected official who has made significant contributions to their municipality and community. Fideler has devoted countless hours to his city as an elected leader, first serving 20 years as a city councilmember and then serving in his current role as mayor for the last year. Fideler’s focus is ever on the future – he is the first to step in and help train newly elected council members, and he acted as a guiding force towards establishing a much-needed city administrator position for the rapidly growing community.
He has also served on numerous community organization leadership committees including as board president for the school board of a local Christian school, as a regional board member for the Elevator Managers Association, and as the city’s representative for the municipal golf course – a course he was instrumental in developing. Fideler’s impact on the people of his community and area continues through his personal efforts. Through his involvement in his church, Fideler works with people in need by administering needy assistance and by working with individuals to increase their selfsufficiency. In another example of his servant leadership, he assisted at the 2015 Delmont tornado disaster by not only gathering equipment and resources to address the devastation, but he also operated that construction equipment during debris cleanup.
Michael Schulte (left), Volga city administrator, congratulates Ken Fideler (right), mayor of Volga, on being named the 2023 SDML Excellence in Municipal Government Award recipient.
Fideler was nominated by the City of Volga in appreciation for his many contributions to the improvement of the city and dedication to its citizens. The award was presented to Fideler as part of the South Dakota Municipal League’s annual conference, held Oct. 3-6 in Rapid City. ■
SDML Annual Conference | Oct. 3-6, 2023, Rapid City, SD
BEST-DRESSE
D WINNER!
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CONFERENCE RECAP
CONFERENCE SPONSORS Special thanks to the sponsors and exhibitors of the 2023 SDML Annual Conference. Providing quality experiences and facilities for municipal citizens is a team effort. We're greatful to these folks for providing quality products, services, and expert advice to our members.
VISIONARY
Crouch Recrea�on, Inc. DGR Engineering HDR HR Green, Inc. Interstate Engineering, Inc. McGough Construc�on Nelson Granite Oracle NetSuite for Government
AMBASSADOR
Advanced Drainage Systems, Inc. Banyon Data Inc. Bartle� & West gWorks Heartland Energy Holophane Ligh�ng IMEG KLJ Engineering Open Access Technology Interna�onal Inc. RSA Short Elloi� Hendrickson Inc. Stockwell Engineers, Inc.
SUPPORTER
Butler Machinery Company Coopera�ve Purchasing Connec�on Delta Dental DMI Houston Engineering, Inc. ISG Infrastructure Design Group, Inc. Metering and Technology Solu�ons MuniBilling Titan Machinery
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CONFERENCE RECAP
CONFERENCE EXHIBITORS AAA Collec�ons an Advanced Asset Alliance Company Advanced Drainage Systems, Inc AE2S American Council of Engineering Companies of South Dakota Apptegy AT&T Banner Associates Bartle� & West Bluepeak Brosz Engineering, Inc. Burbach Aqua�cs, Inc. - Architects & Engineers Butler Machinery Company Catalis Colliers Securi�es LLC Commercial Recrea�on Specialists Connec�ons Inc EAP Core and Main Crouch Recrea�on, INC D.A. Davidson Dakota Supply Group DGR Engineering DMI EAPC Architects Engineers Energy Op�ons Ferguson Waterworks First Interstate Bank GenPro Energy Solu�ons GeoTek Engineering & Tes�ng Services, Inc. gWorks HDR Health Pool of South Dakota Holophane Ligh�ng
Conference attendees visit with exhibitors during the 2023 SDML Annual Conference in Rapid City last month. Approximately 80 exhibitors attended to share the latests in products, services, and innovations with attendees.
Houston Engineering, Inc. HR Green, Inc. IMEG Infrastructure Design Group, Inc. Insurance Benefits, Inc./SDML Work Comp Fund Integrated Technology & Security Interna�onal Code Council Interstate Engineering, Inc. IPS Group, Inc. ISG KLJ Engineering KT Connec�ons Maguire McGough Construc�on Metering and Technology Solu�ons MuniBilling Musco Sports Ligh�ng Nelson Granite Open Access Technology Interna�onal Inc.
BEST-DECORATED BOOTH WINNER!
USDA/NRCS "I'm outdoorsy I drink wine from my pa�o!" Special thanks to the many exhibitors that participated!
Oracle NetSuite for Government Planning and Development D3 Qualified Presort Service LLC RDO Equipment Co. RSA Sayre Associates, Inc. SD DOT - LGA SDLTAP SDPAA Short Elloi� Hendrickson Inc. South Dakota Associa�on of Rural Water Systems South Dakota Chapter - ACPA South Dakota Department of Agriculture and Natural Resources South Dakota Game, Fish & Parks South Dakota Public Funds Investment Trust (SDFIT) South Dakota State University Extension SPN & Associates / Helms & Associates Stockwell Engineers, Inc. Stone Group Architects Titan Machinery T-Mobile Town Web Design TSP, Inc. University of South Dakota Graduate School USDA Rural Development USDA/NRCS WESCO Western Dakota Regional Water System
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CONFERENCE RECAP
SDML HA
OF
FAME
The SDML Hall of Fame honors elected and appointed officials and employees who have served municipalities in South Dakota for 20 or more years. Inductees were recognized during the annual conference on Oct. 5 at the Excellence in South Dakota Municipal Government Award Luncheon. MARK ANDERSON Park Maintenance III, Rapid City, 27 years
Mark started working with the City of Rapid City in 1996 at the Rushmore Plaza Civic Center. He transferred to the Parks and Recreation Department, Parks Maintenance Division in 2000 and currently holds the position of Park Maintenance III. Mark is a certified arborist with the State of South Dakota. Mark enjoys providing a safe environment in the park system for the public and enjoys working with his co-workers.
STEVE ANDERSON Assistant Street Superintendent, Mitchell, 20 years RICHARD ARLAUD Detective, Rapid City, 24 years
Richard was hired by the City of Rapid City Police Department in 1999. He worked as a patrol officer in the Patrol Division until 2010 when he was promoted to detective. In the Criminal Investigations Division, he works violent crime cases.
RHONDA AUGSPURGER Human Resources and Safety Director, Winner, 21 years
Rhonda started at the front desk in 2002 and worked under many finance officers. She worked her way up to finance officer in 2014, later moving to human resources/safety director in 2018. In 2015 she helped the City refinance their bond on the swimming pool. Rhonda's dedication to her city is astounding. Every day she makes sure each employee feels heard and understood and is safe. Throughout the many changes in her 21 years of service, she has continued to smile, accepting change and encouraging others to do the same.
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KIM BAUMBERGER Library Associate I, Rapid City, 20 years
Kim celebrated 21 years of service to the City of Rapid City in October 2023. Starting as an administrative secretary in 2002, Kim transitioned to a Library Associate in the Circulation department in 2005. She cites the variety and fast-paced work as her favorite parts of working in a public library. Kim lives in Rapid City with her family and a dog that resembles a muppet. When not working, she can be found researching genealogy or outdoors fishing, boating, camping, four wheeling, and rock hunting.
CURT BECHTEL Building Official, Rapid City, 30 years
Curt has been employed with the City of Rapid City since July 1993. He started out working as a building inspector and after three years he became a plans examiner, a position he held for the next 23 years until taking over as the city’s building official in 2019. With a wealth of knowledge, Curt is the go-to person at the City of Rapid City for the public and City staff alike for anything pertaining to building codes.
MILES BURTZLAFF Water/Wastewater Utilities Superintendent, Spearfish, 20 years
Miles started his career with the City of Spearfish in May 2003 as a water/wastewater utilities operator in training. He quickly progressed through the different levels of certification in wastewater collection, water distribution, and water treatment, which equated to promotions within the City. In 2019, Miles was promoted to superintendent of the Water/ Wastewater Utility department. During his time with the City, Miles has become a local industry expert. This expertise has been crucial to the success of numerous large scale capital utility projects. His knowledge and understanding of the City’s water system and gravity sewer collection system is unparalleled, and we are thankful he is part of our team!
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2023 INDUCTEES CHARLIE CHERCUS Park Maintenance Chief, Rapid City, 34 years
Charlie began his career with the City of Rapid City in 1989 at the Solid Waste Division working in several positions. He moved to the Parks and Recreation Department, Parks Maintenance Division, in 1997 and is a park maintenance chief, assigned to the tree crew. Charlie is a certified arborist with the State of South Dakota. Charlie enjoys the creative people that he works with and the accomplishments of providing a safe and friendly environment for the public.
JEF CHRISTY Park Maintenance III, Rapid City, 33 years
GABE ELLERTON Recreation Facility Maintenance Chief, Rapid City, 22 years
Gabe began his career with the City of Rapid City in 1997 as a seasonal pool maintenance worker, becoming a fulltime recreation facility maintenance worker in 2001. Since joining the aquatics team, Gabe has risen up the ranks to his current position as recreation facility maintenance chief. Gabe has been involved in the construction of three zero entrance pools, one 50 meter pool, and an indoor aquatic center. He has vast experience in all of the operations of the City's pool systems and is one of the reasons Rapid City's pools are in great shape.
Jef began his career with the City of Rapid City in 1990 at the Sanitation Division. Jef transferred to the Parks and Recreation Department, Parks Maintenance Division, in 2002. He currently holds the position of Park Maintenance III and has been a part of several irrigation maintenance projects throughout the park system. Jef has also been involved in developing and enhancing several trails at Skyline Wilderness Park.
TERRI DAVIS Library Director, Rapid City, 38 years
Director of the Rapid City Public Library since 2017, Terri was also assistant director from 2000-2015 and interim director in 2013. Terri was previously the Deadwood Public Library director from 1990-2000. After two and a half years at public libraries in Australia, Terri returned to South Dakota in 2017. She serves on the Early Learner Rapid City advisory committee and is a board member and the former chair of the Black Hills Library Consortium. She was the program director of the library technician program at Western Dakota Technical Institute from 2011-2013. Terri lives in Rapid City with her daughter and three grandchildren.
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ROBERT “BOB” EVRIDGE Wastewater Treatment Facility Superintendent, Spearfish, 20 years
Bob started his career with the City of Spearfish in January 2003 as the wastewater treatment facility superintendent. He previously worked for the City of Spearfish from 1983 to 1986 as a seasonal employee, operator in training, and operator. Prior to his service with the City, Bob served four years in the United States Navy as a fireroom supervisor on the USS Haleakala from 1978-1982. Bob holds a Class IV Wastewater Treatment certification from the State of South Dakota. This level of knowledge helps him manage the operation of an extremely complicated plant that is essential to the City’s infrastructure. Bob is a great leader who has developed a department of professional staff that enjoy being on his team. He is an industry expert and Spearfish is extremely thankful to have him as part of our team!
KEN FIDELER Mayor, Volga, 21 years
Ken has served the City of Volga since May 2002 as a councilmember but recently stepped up to serve as mayor in May 2023. He has been essential to the city's growth, with the population increasing nearly 50% since he began on the city council. Ken routinely meets with community members to hear their thoughts and concerns for the community, serves on many community boards and organizations, and has been a great resource for new staff and councilmembers over the past two decades. Ken has provided stability for Volga and continues to advocate Volga’s growth and prosperity.
VICKI L. FISHER Community Development Director, Rapid City, 28 years
Vicki is a South Dakota native and calls Isabel her hometown. After graduating from the University of South Dakota, Vicki moved to the hill country of Texas working in land planning in the San Antonio and Austin area for 15 years. She returned to South Dakota in 1995 and began her planning career with the City of Rapid City in 1995. After rising through the ranks as a planner and division manager, Vicki accepted the position as the director of community development in 2020. With 28 years as a municipal employee behind her, Vicki is looking forward to being a part of the future growth of Rapid City.
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RICK FURCHNER Park Maintenance Chief, Rapid City, 33 years
Rick started his career with the City of Rapid City in 1990 with the sanitation division. He moved to the Parks and Recreation Department, Park Maintenance Division, in 1997 and currently is employed as a park maintenance chief. Rick has been involved in irrigation and park improvements and has a sense of accomplishment providing safe and inviting amenities to the public.
AMY GRAVES Parks and Recreation Administrative Coordinator, Rapid City, 33 years
Amy began her career with the City of Rapid City in 1990 working for the Police Department, Parking Enforcement Division. Amy later transferred to the Finance Department working as city cashier and accounts receivable clerk. In 2004, Amy moved to the City Attorney's Office where she held the position of administrative secretary. In 2012, Amy accepted a position as administrative secretary at the Parks and Recreation Department and was promoted to administrative assistant and again to her present position as administrative coordinator. Amy thoroughly loves her job and the opportunity to assist the public.
SCOTT GRAYBILL Park Maintenance III, Rapid City, 22 years
Scott began working with the City of Rapid City in 2001 at the Street Department. Scott moved to the Parks and Recreation Department, Parks Maintenance Division, in 2010. He holds the position of Park Maintenance III. Scott has been certified as a Certified Playground Safety Inspector. Scott has enjoyed making the Rapid City parks a beautiful place to visit.
KIP HARRINGTON Long Range Planning Division Manager, Rapid City, 23 years
Kip has been with the City of Rapid City for over 23 years. His lifelong love of maps lead to becoming involved in the early implementation of GIS. This led him into planning, where he discovered an affinity for working on transportation projects. In his spare time, Kip enjoys hanging out with his wife and dogs, telling bad jokes, and a plethora of outdoor activities.
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2023 INDUCTEES DON HEDRICK Chief of Police, Rapid City, 21 years
Don was hired by the City of Rapid City Police Department in 2002 and worked as a patrol officer until he was promoted to detective in 2008. In 2010, he was promoted to Sergeant assigned to the Patrol Division. In 2011, he was promoted to Lieutenant in Patrol, and in 2013 he was reassigned to the Special Operations Section. In 2014, he was promoted to the Support Services Captain, overseeing training, records, the fleet, and hiring. In 2015, he was promoted to Assistant Chief of Police and in 2020, Mayor Allender appointed him as Chief of Police. He also serves on the Rapid City Club for Boys Board, as well as the South Dakota Police Chief's Commission, and the Leadership South Dakota Board of Directors.
SHANNON HEIKES Community Center Front Desk, Sturgis, 20 years
Shannon has been a smiling face at the front desk of the Sturgis Community Center since February 2003. She is a welcoming presence, checking in members, answering the phone, handing out basketballs to the after school drop-ins, and providing general office support for the office manager and director. She has enjoyed watching the kids grow up in front of her and return as adult members.
CHRISTOPHER HOLBROOK Lieutenant, Rapid City, 20 years
Chris was first hired by the City of Rapid City Police Department in 1995 and he worked several assignments, including patrol officer and canine officer. In 2010, he left to pursue other work, but returned in 2018. After working in the Patrol Division for a few years, he was promoted to detective and in 2020, he was promoted to Sergeant. In 2022, he was promoted to the rank of Lieutenant, and he currently oversees officers on Shift 3 as well as the South Sector of Rapid City.
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ERIC HOLMQUIST Senior Officer, Rapid City, 20 years
Eric was hired by the City of Rapid City Police Department in 2003. Eric has been assigned to the Patrol Division and serves as a police training officer, ensuring the newest officers have broad experience to call types throughout various training phases. He is also a firearms instructor.
BRENDA HOLZER Police Support Technician, Rapid City, 26 years
Brenda was hired in July 1997 by the City of Rapid City Police Department as a police support technician. She was assigned to the Records Section, has worked in the Patrol Division supporting officers and commanders, and is now in the Accreditation Section where she maintains all of the standards and rules and procedures.
DAVE HULTZ Park Maintenance III, Rapid City, 26 years
Dave started working with the City of Rapid City at the Solid Waste Division in 1997. Dave moved to the Parks and Recreation Department, Parks Maintenance Division, in 2002 and is currently a Park Maintenance III. Dave has a Certified Playground Safety Inspector certification and is a master gardener. He enjoys providing well maintained park facilities for the use of the public.
NELLIE ISAACS Biller/EMT-I, Sturgis, 35 years
Nellie Isaacs has been an Emergency Medical Technician (EMT-I99) since the mid-1980s. She was the ambulance director for the Faith Ambulance Service for many years and also served on Faith’s City Council. Nellie has been with the Sturgis Ambulance Service since 2011 and is currently a biller and HIPAA compliance officer for Sturgis. Nellie is a Certified Professional Ambulance Coder. She provides training and education to Sturgis EMS staff as well as EMT students from our community. Nellie does a HIPAA training for other services. She has trained many EMTs during her career helping western South Dakota keep emergency services.
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KAREN JOHNSON Parks and Recreation Administrative Assistant II, Rapid City, 24 years
Karen began her career with the City of Rapid City in 1999 as a clerk for the Parks and Recreation Department. Since then, she has been promoted to administrative secretary and again to her current position as Administrative Assistant II. Karen runs all of the operations at the front office of the Roosevelt Swim Center including handling deposits, conducting staff training and scheduling front desk staff. She has worked for the Parks and Recreation Department for 24 years and continues to put smiles on patrons faces every day.
DOUG KROEGER Park Maintenance Supervisor, Rapid City, 21 years
Doug started his career with the City of Rapid City at the Street Department in 2002. Doug transferred to the Parks and Recreation Department, Parks Maintenance Division, in 2004. He is currently the park maintenance supervisor and has a Certified Playground Safety Inspector certification. Doug enjoys the variety of responsibilities in his job and has a great working relationship with his co-workers.
full-time after a couple summers and joined the Sanitation Division where is worked until 2012. In 2012 Levi transferred to the Parks Department for a few years, but decided that he preferred the Sanitation Division and transferred back in 2015.
Doug has been working with the City of Rapid City as Recreation Division Manager since 1997. He oversees the administration of the Recreation Division, ice arena, swimming pools, and municipal golf courses. Doug directs recreation and aquatics staff in the selection, training, supervision, and evaluation of staff and assists with the annual preparation of the Parks and Recreation budget. Doug holds a Certified Parks and Recreation designation through the National Parks and Recreation Association and has been a longstanding member of the South Dakota Parks and Recreation Association.
JEFF LARUS Building Inspector III, Rapid City, 33 years
Jeff started his employment with the City of Rapid City November of 1990 as an electrical inspector. Over the years Jeff has obtained national certifications pertaining to building inspection and plan review. He is also system administrator for the department’s integrated software package. Jeff is active in the electrical industry throughout the state such as serving as the president of the South Dakota Electrical Council since 2016. Jeff has been awarded the Distinguished Alumni of Western Dakota Tech twice since his graduation. Jeff has also been awarded public service awards over the years for his volunteer work with children’s programs.
LEVI LITTLER Sanitation Operator, Sturgis, 23 years
Levi Littler is a sanitation operator with the City of Sturgis. Levi started his municipal career as a summer seasonal with the Sturgis Parks Department in 2000. He then went 18
DOUG LOWE Recreation Division Manager, Rapid City, 26 years
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2023 INDUCTEES KELVIN MASUR Lieutenant, Rapid City, 21 years
Kelvin was hired as a police officer in 2001, having served as an Rapid City Police Department cadet prior. He was assigned to the Traffic Section in 2004, then was promoted to detective in 2008 and was reassigned to the Criminal Investigation Division. In 2015, Kelvin was promoted to Sergeant and returned to patrol. In 2021, he was promoted to Lieutenant and currently oversees Shift 1 and the West Sector of Rapid City.
WARREN POCHES Sergeant, Rapid City, 24 years
Warren was hired by the City of Rapid City Police Department in 1999 as a patrol officer in the Patrol Division and was assigned to the Traffic Section in 2005. In 2007, he was promoted to detective and was reassigned to the Criminal Investigation Division. In 2011, Warren was promoted to Sergeant and he has served in multiple roles, including Patrol Sergeant, Detective Sergeant, and Training Administrator where he focused on hiring and training new officers. Today he serves the city as a Patrol Sergeant.
DAWN RADA Police Support Technician, Rapid City, 21 years
Dawn was hired by the City of Rapid City Police Department in 2001. She served as a clerk in the Records Section and in 2008 was promoted to police support technician and was reassigned to the Criminal Investigations Division. In 2011, she returned to the Records Section, and then in 2019 she was assigned to Administration. She currently serves as the timekeeper for most Police Department divisions.
ROB RAUE Parks and Recreation Equipment Maintenance Chief, Rapid City, 21 years
Rob began his career with the City of Rapid City in 2002 at the Wastewater Treatment Division and moved to the Parks Maintenance Division in 2014. Rob is currently the Parks and Recreation equipment maintenance chief. Rob has completed the Continuing Education and Administration Excellence Course for equipment maintenance. Rob enjoys the variety of responsibilities at his job and working with his co-workers.
JEFF RICHARDT Recreation Program Specialist, Rapid City, 23 years
Jeff began his career with the Rapid City Parks and Recreation Department in 1998 as a part-time employee, becoming a full-time recreation program specialist in 2000. He has been instrumental in the development of programs such as flag football, kickball, wiffleball, and has been the manager of our summer tennis program. Jeff is considered a jack of all trades and has spent time in aquatics, ice arena, and recreation. Jeff is currently the operations manager of the Executive Golf Course pro shop and manages the schedules for two community gyms.
JOLENE SMITH Library Associate I, Rapid City, 28 years
Jolene has worked as a library associate for the City of Rapid City since 1997. Originally hired in a temporary position in 1995, Jolene provided on-site story times to area daycares. After moving to the Youth Services Department, Jolene continued to delight children (and their parents!) with her engaging, creative story times every week. In addition to effortlessly recommending books in a wide variety of genres, she wows people with her sewing machine prowess in the library makerspace. In her free time, Jolene enjoys gardening, cooking, reading, and singing. Before she was a librarian, Jolene once sang for royalty in Notre Dame cathedral while working as a nanny in Paris.
PAUL STAPLETON Alderman Ward III, Sisseton, 51 years
Paul has devoted an incredible 51 years of his life to the city council. Paul's journey in public service began at the age of 24 when he was elected to the city council in 1972. A spark ignited during his senior year in high school when he found himself captivated by the intricate workings of city government in civics class. Over the years, Paul's dedication only grew stronger, and he eventually rose to the prestigious position of president. He has been a steadfast presence, attending nearly every regular council meeting and special meeting without fail. Through the changing tides of time and the transitions of various mayors - 12 of them - Paul's wisdom and experience have provided invaluable guidance, shaping the course of the city of Sisseton. Paul also dedicated 21 years to the South Dakota National Guard, runs the over 70-years-strong family business, and serves on the parish church council.
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2023 INDUCTEES
GINA STEELE Administrative Coordinator, Rapid City, 23 years
Gina was hired by the City of Rapid City Police Department in July 2000 as a police support technician. She worked for many years in the Criminal Investigations Division, supporting the detectives in many ways. In 2008, she was reassigned to the Evidence Section and remains there today. In 2017, she was promoted to administrative assistant and in 2023 was promoted again to administrative coordinator.
TREVOR TOLLMAN Sergeant, Rapid City, 22 years
Trevor was hired by the City of Rapid City Police Department in 2001. He was assigned to the Patrol Division for several years, and in 2008 he was promoted to be a school liaison officer and remained in the schools for five years. In 2013 he was reassigned as a detective and worked several different assignments, to include a few years with the Unified Narcotic Enforcement Task Force. In 2022, Trevor was promoted to Sergeant where he worked for a time in patrol, and he is currently a Detective Sergeant in the Criminal Investigation Division.
MARK WILLIAMS Wastewater Treatment Facility Operator III – Compliance Laboratory Technician, Spearfish, 20 years
Mark started his career with the City of Spearfish in May 2003 as a wastewater treatment facility operator. He immediately began working toward his State of South Dakota Certifications and quickly progressed through the levels of state certification in wastewater treatment. He currently holds a Class IV Wastewater Treatment certification from the State of South Dakota. Mark spends approximately 70% of his time supporting the Surface Water Discharge permit. These duties include daily, weekly, monthly, quarterly, and annually sampling and analysis required to ensure South Dakota permit compliance. Mark is a team player with an easy-going nature. He is an expert in laboratory compliance and has been an asset to the City of Spearfish Wastewater Treatment Facility! ■
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JASON TUTTLE Heavy Equipment Operator, Mitchell, 20 years JAMES "JJ" WALRAVEN Golf Course Superintendent, Rapid City, 23 years
JJ began his career with the City of Rapid City in 2000 as golf superintendent and is responsible for the maintenance and management of both Executive Golf Course and Meadowbrook Golf Course in Rapid City. These golf courses are considered gems of the community with the beautiful Rapid Creek meandering through them. JJ is one of only eight individuals throughout the State of South Dakota to hold a national certification as a CGCS Golf Superintendent.
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SDPA A News
LYNN BREN | SDPAA EXECUTIVE DIRECTOR
Safety and Loss Control Recognition Awards As of the printing of this article, the 2023 Annual Joint Safety Conference will have been completed. As I prepare this article, I am optimistic that attendees will be rewarded with a variety of opportunities for networking and education. SDPAA Members who earned 2023 Safety and Loss Control Recognition Awards are shown below. The purpose of the awards is to promote loss control and safety awareness and to honor the Pool Members who work hard in these areas. We thank those Members who participate in this program and encourage all Members to join them in their efforts to eliminate or minimize the consequences of losses.
29 of the 66 Counties were recognized during this years awards presentations. 1 Conservation District was recognized, and only 35 of over 150 eligible Cities were recognized. We know that safety is important in all our communities. We encourage those who were not recognized to see how they can join this list of safety focused entities! These awards are jointly sponsored by the South Dakota Public Assurance Alliance and the SDML Workers’ Comp Fund. For information on how you can participate in the program, please watch for information posted on our website beginning mid-summer 2024, or contact Tracie Everson, Safety Benefits, Inc. at 888-313-0839. ■
2023 Safety and Loss Control Recognition Award Winners PLATINUM
Gold Level Members who have a combined three year loss ratio of less than 60%
Aurora County Highway Beadle County Highway Belle Fourche Britton Brookings Brookings County Brookings Municipal Utilities Brown County Clay County Codington County Highway Codington County Maintenance Davison County Dell Rapids Elk Point Fort Pierre Hutchinson County Highway Hyde County Highway Lake County Madison Marshall County Miller
Miner Conservation District Minnehaha County Mitchell Oglala Lakota County Volga Yankton
GOLD
Aurora County Highway Beadle County Highway Belle Fourche Brandon Britton Brookings Brookings County Brookings Municipal Utilities Brown County Clark County Highway Clay County Codington County Highway Codington County Maintenance Custer Custer County Dakota Dunes Community Improvement District Davison County Deadwood Dell Rapids
DeSmet Edmunds County Elk Point Fall River County Fort Pierre Hot Springs Huron Hutchinson County Highway Hyde County Highway Lake County Lawrence County Lincoln County Madison Marshall County McCook County Highway Miller Miner Conservation District Minnehaha County Mitchell Oglala Lakota County Pennington County Buildings and Grounds Pennington County Highway Pierre Sioux Falls Spearfish Vermillion
Volga Watertown Watertown Municipal Utilities Winner Yankton
SILVER
Beresford Flandreau Hutchinson County Courthouse Sanborn County Highway
BRONZE
Brule County Buffalo County Centerville Day County Day County Highway Faulk County Gregory County Hughes County Phillip Sturgis Sully County Courthouse Sully County Highway Wall Webster
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2024 STATEMENT OF POLICY
SOUTH DAKOTA MUNICIPAL LEAGUE
The Municipal League’s Statement of Policy for 2024 was adopted in its final form at the SDML annual business meeting on Oct. 6, 2023, in Rapid City, SD. This statement guides the League staff and lobbyists during the legislative session and functions as a reference for the League’s position on various issues affecting local government. The Statement of Policy is also posted on the League’s website, www.sdmunicipalleague.org.
MUNICIPAL EMPLOYEES 1.
The SDML supports an amendment to restrict or repeal the presumptions included in SDCL 9-16-45 pertaining to circulatory or respiratory disease as “occupational” in firefighters and opposes any amendment to expand the disease presumption regarding occupational diseases affecting volunteer and active paid firefighters. (GG – 2000; CB7)
2.
The SDML supports legislation authorizing municipal access to federal background checks for licensees. (GG – 2008; 2009)
3.
The SDML supports legislation to make municipal laws consistent as to the use of the term “finance officer” rather than “clerk/treasurer.” (GG – 2010)
GOVERNMENT ETHICS AND OPERATIONS 4.
The SDML supports legislation that would exempt municipalities from the regulations of the unclaimed property laws. (GG – 2000; 12)
5.
The SDML supports amending SDCL 12-1-5 to include municipal election officials on the State Board of Elections. (GG – 2000; 13)
6.
The SDML supports clarifying signature requirements on all municipal election petitions. (GG – 2016)
7.
The SDML supports clarifying the initial election of officers in a newly incorporated municipality. (GG – 2016)
8.
9.
The SDML supports amending SDCL 9-19-13 to provide that all administrative resolutions would be effective upon passage and publication. (T&R – 2004) (Referred from T&R 2018) The SDML supports amending state law to clarify residence requirements for municipal elected officials. (GG – 2014)
10.
The SDML supports efforts by the Secretary of State to provide consistency in election statutes. (GG – 2017)
11.
The SDML would support combined municipal and school elections with the option of either an April or a June election date. (GG – 2022)
12.
The SDML supports working cooperatively with other state entities to clarify residence for voter registration. (GG – 2015)
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13.
The SDML supports making provisions for supplementing municipal budgets consistent with provisions found in county law. (GG – 2015)
14.
The SDML supports clarifying the procurement law exemption to include IT and technology consulting services.
15.
The SDML supports updating the surplus property laws. (GG – 2019)
16.
The SDML supports cooperative activities between county and municipal governments, the protection of existing joint activities, and elimination of barriers that hinder the creation of such arrangements. (added by SDML Board of Directors, Dec. 9, 2015) (GG – 2016)
17.
The SDML supports increasing the audit “trigger” to $750,000. (GG – 2014)
18.
The SDML supports increasing the Internal Control Review range to between $100,000 and $750,000. (GG – 2014)
19.
The SDML supports changing the makeup of the local board of equalization to more appropriately reflect the distribution of property tax revenues. (GG – 2008)
20.
The SDML supports amending SDCL 10-11-13 to state that the local board of equalization must meet within the week of the third Monday of March and be completed by the Friday of that same week. (GG – 2022)
21.
The SDML would support county efforts to impose a penalty of up to $250 for failure to appear at a requested property tax assessment appeal to the Office of Hearing Examiners. (GG – 2017)
22.
The SDML supports allowing citizens to vote on their preferred method of receiving public notices. (GG – 2017)
23.
The SDML supports allowing alternative publication options for local governments. (GG – 2003; 2018)
24.
The SDML supports a safe harbor provision for publication errors made by newspapers when legible, timely information has been submitted by the local government for elections. (GG – 2018)
25.
The SDML supports amending statutes regarding designation of official newspapers to require the newspaper submit the circulation density by local government jurisdiction. (GG – 2011; 2013)
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26.
The SDML supports legislation to allow a local option for resolutions to be published by title and abbreviated explanation only, with a reference to where the full text can be found. (GG – 2006)
27.
The SDML supports legislation to allow publication of bond resolutions, bond ordinances, and franchise ordinances by reference. (GG – 2003)
28.
The SDML supports clarifying state law to allow municipalities to purchase brokered and negotiated CD’s that meet FDIC requirements. (Resolutions Committee – 2018)
29.
The SDML supports reviewing open meeting laws in conjunction with any Open Government Task Force so long as the SDML is adequately represented. (GG – 2009; 2012)
30.
The SDML would support legislation which prohibits punitive damages from being assessed against an entity that implements reasonable cybersecurity controls. (GG – 2021)
31.
The SDML opposes state regulation of the Health Pool of South Dakota, the South Dakota Public Assurance
Alliance, or the SDML Workers’ Compensation Fund. (GG – 2003) 32.
The SDML supports legislation amending SDCL 34A-629 to make the collection of delinquent garbage collection fees consistent with the collection of other delinquent municipal utility fees. (GG – 2006)
33.
The SDML supports allowing counties to add a processing fee of up to 5%, or a minimum of $15.00, for the collection of delinquent municipal utility and other service fees and charges and for nuisance actions. (GG – 2016)
34.
The SDML supports legislation to allow funds to be deposited directly to municipalities from the state, rather than going first through the counties. (GG – 2006)
35.
The SDML supports changing the vote to create a hospital district to a simple majority. (GG – 2007)
36.
The SDML supports equal treatment of all government facilities which serve as the official office of elected officials or any buildings where governing bodies officially meet on a regular basis. (GG – 2012)
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STATEMENT OF POLICY (CONT) COMMUNITY AND ECONOMIC DEVELOPMENT 37.
The SDML opposes any change to the requirement that alcoholic beverage licenses be given only to a single legal description. (GG – 2000; 21)
38.
The SDML supports the valuation of platted land based on use, rather than zoning designation, and urges cities and counties to work cooperatively to develop legislation. (GG – 2014)
39.
The SDML supports the public financing toolbox for local governments. (GG – 2014)
40.
The SDML supports amendments to the Housing Opportunity Fund that promote additional workforce housing and strongly supports keeping funding for housing development within the Housing Development Authority. (GG – 2021)
41.
The SDML supports legislation to limit increases in affordable housing rental rates. (GG – 2021)
42.
The SDML supports a reduced rate for ballot publications. (GG – 2009)
43.
The SDML opposes measures on social policy that have a detrimental effect on quality-of-life infrastructure investments and the visitor industry. (SDML Board Adopted – 2019)
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44.
The SDML supports revising the business improvement district statutes to allow municipalities and counties to enter into joint projects and to locally determine all rates. (T&R – 2003)
45.
The SDML supports creating incentives within the REDI fund for investment, not just job creation. (T&R – 2003)
46.
The SDML supports making REDI funds available for infrastructure, infrastructure master planning, infill, and redevelopment. There is plenty of raw land, but it needs infrastructure before it can be sold to prospects or developed in a timely manner. (T&R – 2003)
47.
The SDML supports allowing maximum local control of tax increment financing (TIF) districts, an economic development tool that has led to millions of dollars in increased property value, benefitting both the state as a whole and the local entities sponsoring the districts, while at the same time maintaining the integrity of the process. (T&R – 2017)
48.
The SDML supports legislation allowing a local vote on up to an additional one cent temporary municipal sales tax to be used for improvement projects. (T&R – 2014)
49.
The SDML would support legislation to provide an exemption from the contractors’ excise tax for
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LOCAL CONTROL AND HOME RULE
homeowners meeting the requirements of the first-time home buyers program. (T&R – 2021)
63.
The SDML supports the option of municipal ownership of any legalized cannabis licenses. (GG – 2021)
64.
The SDML recognizes the importance of water, sewer, electric, and other utilities to the economic development of South Dakota. The SDML strongly opposes any measure that would hinder the growth and development of municipal public utilities. (PW – 2019)
The SDML supports legislation to clarify that medical cannabis licenses do not automatically convert to recreational licenses. (GG – 2022)
65.
52.
The SDML supports clarifying the limits on the ability to refer properly zoned and permitted properties. (PW – 2022)
The SDML supports allowing local government to set the number of recreational cannabis licenses allowed within their jurisdiction, and to allow a complete prohibition of recreational licenses. (GG – 2022)
66.
53.
The SDML supports maximum local control over all aspects of siting cannabis related facilities. (PW – 2022)
The SDML supports permissive legislation granting municipalities the power to control the number and the fees for on-sale and off-sale liquor licenses to be granted within the municipality. (GG – 2000; 24)
54.
The SDML supports planning and zoning legislation that will encourage continuity between city and county planning and zoning procedures and reduce ambiguities within the adoption process, enabling municipalities to more effectively adopt and administer their comprehensive plan, zoning regulations, and subdivision regulations. (PW – 2000; 10)
67.
The SDML would support allowing the fee for an on-sale liquor license for a restaurant to be paid over a period of five years, with up to 100% of the fee refundable upon dissolution of the business and return of the license to the municipality. (GG – 2022)
68.
The SDML supports local control of the sale, use, distribution, marketing, and promotion of tobacco products that are more restrictive than those provided by the Legislature. (GG – 2003)
69.
The SDML strongly supports legislation to distance state laws from Dillon’s Rule. (GG – 2005)
70.
The SDML supports the ability to use drones for local government purposes. (Resolutions – 2014)
71.
The SDML opposes state legislation limiting municipalities from adopting whichever portions of the International Codes deemed necessary. (PHSW – 2009; 2016)
72.
The SDML recommends that the Department of Transportation, the Legislature, and any county affected, carefully review the financial impact of the transfer of any roads, bridges, or highways to the municipality. The SDML supports legislation to require counties and the state to provide to municipalities all maintenance records and bridge inspections prior to the negotiation of a transfer. (PW – 2000; 2010; 1)
50. 51.
55.
56.
The SDML supports legislation to authorize grandfathered use of a discretionary formula at the time of construction. (T&R – 2022)
The SDML would strongly oppose any legislation to overrule local zoning or building codes pertaining to mobile homes, manufactured houses, or trailer houses. (PW – 2000; 11) The SDML supports the right and authority of municipalities to have at least an equal voice in platting, zoning, planning, code enforcement, and flood management control in the extraterritorial area. The SDML also supports legislation to enhance municipalities’ ability to gain extraterritorial jurisdiction, and permissive legislation allowing cities and counties to enter into intergovernmental agreements for Urban Growth Areas. (PW – 2000; 12)
57.
The SDML supports amendments to annexation laws that increase local authority. (PW – 2000; 9)
58.
The SDML supports legislation to amend SDCL 9-4-1 to exclude “registered voters” from the petition process for annexation of contiguous territory. (Transferred from GG – 2000; 13)
73.
The SDML opposes any legislation which would hinder municipal control of planning, zoning, and development issues within the corporate limits or municipal growth areas. (PW – 2003; 2019)
The SDML strongly supports legislation affirming the authority of municipal government to control activities and charge for the use by utilities within public rights-ofway within municipal jurisdiction. (PW – 2000; 2)
74.
The SDML opposes any regulation by others of any service provided by or regulated by a municipality. However, the SDML strongly feels that municipalities should be included in any discussion on restructuring of the energy and telecommunication industries. (PW – 2000; 3)
59.
60.
The SDML believes municipal governments should be notified of and participate in economic development efforts within their jurisdiction. (PW – 2014)
61.
The SDML supports state and federal funding for all Regional Water Systems to complete services to South Dakota communities. (PW – 2014; 2023)
62.
The SDML would support legislation to prohibit creation of any entity with municipal powers within five miles of any existing municipal boundaries. (PW – 2015)
PUBLIC HEALTH AND SAFETY 75.
The SDML supports making affordable public and private health care coverage available to all South Dakotans. (PHSW – 2014; 2015; 2016, 2023)
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STATEMENT OF POLICY (CONT) 76.
77.
78.
The SDML supports a statewide task force to review access and resources for the treatment of alcoholism, drug addiction, tobacco addiction, and gambling addiction. The SDML calls for the State of South Dakota to assume increased responsibility for funding of detoxification and alcoholic, drug addiction, tobacco addiction, and gambling treatment facilities from state alcohol beverage taxes, tobacco taxes, and gaming revenues. (PHSW – 2000; 2014 CB2; 2015; 2018) (Amended and moved from Core Beliefs) The SDML supports efforts to provide diversion for youth and adults, diverting low-level offenders to community services and case management, reducing unnecessary incarceration and justice system involvement while successfully reducing the criminal behavior of participants in diversion. (PHSW – 2021) The SDML supports a mechanism for blighted, vacant, or nuisance properties to assist in the costs of their own remediation, including any asbestos testing and removal. (PHSW – 2014; 2016; 2018)
79.
The SDML opposes the ability of individuals to grow cannabis in their own homes and opposes any outdoor growing of cannabis. (PHSW – 2021)
80.
The SDML supports legislation to provide stronger penalties and increase requirements for mandatory vehicle insurance. (PHSW – 2007)
81.
The SDML supports legislation to remove restrictions which prohibit municipalities from prohibiting the use of phosphates in lawn fertilizers within city limits. (PHSW – 2010)
82.
The SDML supports adoption of the most recent edition of the International Codes, with the option of local amendments. (PHSW – 2013; 2014; 2017)
83.
The SDML strongly supports a statewide task force to review access and resources for the treatment of mental healthcare and increased funding for services and programs. (PHSW – 2015)
84.
The SDML supports legislation that eliminates any regulatory barriers within state law that prevent or stifle the creation of triage centers, which provide services to those seeking treatment for substance abuse and crisis stabilization for mental health issues. (PHSW – 2019)
85.
The SDML supports making seatbelt violations a primary offense. (PHSW – 2016)
86.
The SDML supports stricter legislation addressing distracted driving. (PHSW-2023)
87.
The SDML opposes any effort to weaken the statewide smoking ban and will support legislation that strengthens state and local efforts to enforce this prohibition. (PHSW – 2016)
88.
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The SDML supports measures to keep public safety entities viable to include but not limited to all law enforcement agencies, fire departments, emergency medical services, and 911 communications centers. (PHSW – 2019; 2023)
89.
The SDML supports continued and expanded financial support for all fire departments by the state and federal governments. (PHSW 2023)
90.
The SDML supports a reliable statewide emergency radio system that allows users across the state to communicate within and outside of their agencies. In order to sustain this capability and enhance operations locally, statewide, amongst other states, and with federal agencies, the SDML supports continued state funding initiatives to maintain and upgrade the statewide system to the most current national standards for public safety communications. (PHSW – 2017; 2018; 2020)
91.
The SDML supports a state funding initiative to mitigate invasive species infestations, similar to the state’s successful response to the pine beetle infestation. (PHSW – 2018; 2020; 2023)
92.
The SDML supports legislation and funding to prevent human and sex trafficking. (PHSW 2018)
93.
The SDML opposes legalizing the use of recreational cannabis. (PHSW – 2022)
94.
The SDML supports efforts to hold telecom wireless companies accountable for all surcharge remittance on wireless services provided. The SDML also supports legislation allowing inflationary increase in the surcharge to keep pace with continued growing costs and inflation. (T&R – 2017)
95.
The SDML supports expanding the base for the 911 surcharge to include all means of communicating with a 911 system and that all funds collected for the 911 surcharge are dedicated to the operation of PSAP Centers. (T&R – 2005; 2023)
96.
The SDML supports enhanced revenue from the state and federal governments to implement heightened security standards necessitated by any state or federal Homeland Security requirements. (T&R – 2002; 36)
97.
The SDML recommends that the State Department of Transportation analyze and make recommendations to the legislature regarding the adverse effects of state load and length limits on municipal streets, bridges, and traffic patterns regarding state load limits, issuing of permits, or truck lengths. (PW – 2000; 2010; 6)
98.
The SDML strongly urges the Department of Agriculture and Natural Resources and the South Dakota State Legislature to adopt rules, regulations, and appropriate legislation to designate the entire Big Sioux River Basin as a water source protection area and to establish a management plan for the allocation of water in the Big Sioux River Basin (the river and associated aquifers.) (PW – 2000; 7)
99.
The SDML supports the Safe Drinking Water Act; however, the SDML opposes federally mandated drinking water standards unless based upon proven human health risks substantiated by scientific data. The SDML continues to support monetary assistance to public water systems based upon flexible and reasonable incentives. (PW – 2000; 2008; 8; 2019)
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100.
101.
The SDML opposes any US Corps of Engineers’ proposal to levy fees on the storage of water in the Missouri River reservoirs to recover costs of constructing the Missouri River dams as these fees would pose severe economic impacts to municipal and rural water systems in the state. (PW – 2011; 2019) The SDML supports use of license plate reader technology for public safety operations. (PHSW- 2023)
MUNICIPAL FINANCE 102.
The SDML supports efforts to increase Medicaid reimbursement rates for ambulance and emergency medical services. (PHSW – 2016)
103.
The SDML supports local ability to adopt additional taxes and fees on legalized cannabis establishments to provide funding for associated increased costs. (Resolutions Committee – 2021)
104.
The SDML supports amending SDCL 6-3-3 to return the required percentage of the vote to pass a joint bond issue to a simple majority. (T&R – 2000; 4)
105.
The SDML strongly supports legislation to amend SDCL 10-52A-2 to allow up to 2 percent “bed, booze, and board” tax. (T&R – 2005)
106.
The SDML supports the local option for an application fee to cover the costs of processing alcoholic beverage licenses. (T&R – 2021)
107.
The SDML supports legislation requiring counties to notify municipalities of any changes to road and bridge reserve fund levies. (T&R – 2015)
108.
The SDML supports the option to change the Business Improvement District room fee to a percentage basis. (T&R – 2019)
Sales Tax 109.
The SDML opposes any legislation that would reduce, remove, repeal or reallocate the municipal sales tax, liquor tax reversion or any other municipal revenues to any other unit of government or that would expand the power to impose a sales or use tax to any other unit of government. (T&R – 2000; 9)
110.
The SDML opposes any further exemptions from the sales tax laws. (T&R – 2000; 10)
111.
The SDML opposes the repeal of the municipal sales tax on groceries. (T&R – 2004)
112.
The SDML supports legislation to allow municipalities
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STATEMENT OF POLICY (CONT) to impose an additional tax on the leases or rentals of hotel, motel, campsites, short-term rentals, or other lodging accommodations within the municipality. (T&R – 2000; 11; 2023) 113.
114.
115.
116.
117.
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The SDML opposes any attempt by the state to extend their authority over the collection, administration, and redistribution of the municipal sales tax for any purpose. (T&R – 2000; 12) The SDML strongly opposes any formula-driven redistribution of sales and use tax revenues. The SDML strongly supports maintaining the current system of returning revenues based on sales actually attributed to that point of delivery. (T&R – 2002; 15) The SDML supports allowing broad, local-option authority to municipalities that would enable the return of any potential tax revenue increases to entities or persons deemed appropriate by the municipality. (T&R – 2002; 20) The SDML supports a requirement that all prior debt obligations be covered regardless of any potential initiative, referendum, or legislative action. (T&R – 2002; 22) The SDML is opposed to de minimus exceptions. (The
exceptions do not serve to level the playing field and the collection allowance will reimburse sellers for the costs of collecting the taxes.) (T&R – 2002; 23) 118.
The SDML opposes any municipal funding of a sales tax collection allowance for all sellers, whether in or out of state. (T&R – 2002; 2004; 2012; 2013)
119.
The SDML supports continued local control over local rates and opposes weighted averaging or a state-imposed single rate. (T&R – 2002; 25)
120.
The SDML supports retaining the ability of municipalities to impose, adjust, and determine local rates, protect current revenues, prevent loss of revenue, and to account for any future growth. (T&R – 2002; 26)
121.
The SDML supports reinstatement of the ability to tax Internet services. (T&R – 2002; 2010; 27)
122.
In order to support more accurate financial planning, the SDML supports continued efforts by the Department of Revenue to provide municipalities better and more detailed information on sales tax receipts.
State/Federal Funding 123.
The SDML supports repeal of state taxation on alternative fuels used by local governments and supports federal tax
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incentives for government purchases of alternative fuel vehicles. (T&R – 2007) 124.
The SDML supports exempting government projects from the contractors’ excise tax. (T&R – 2004; 2015)
125.
The SDML supports exempting government owned and provided materials from the contractors’ excise tax. (T&R – 2015)
126.
The SDML supports legislation to allow a local option, gross receipts tax on alcoholic beverages for the counties to fund public-safety related items. (T&R – 2015)
127.
The SDML supports exempting all municipal projects, facilities, and equipment from sales and use taxes, so long as the municipality retains ownership and control, regardless of who installs or operates the facility or equipment. (T&R – 2011)
128.
The SDML opposes removing or reducing tax exemptions for municipal bonds. (T&R – 2013)
Property Tax 129.
The SDML supports legislation to allow, at local option, the creation of library districts to allow for the equitable funding for libraries that provide service to municipalities, counties, and other overlapping entities. (T&R – 2000; 31)
130.
The SDML opposes any legislation that would shift more of the current property tax levy from ag to non-ag property. (T&R – 2000; 32)
131.
The SDML opposes attempts to amend the Constitution to cap the growth of property values and base the value on the acquisition value of property. (T&R – 2005)
132.
The SDML supports continuing liens and encumbrances on property purchased through a tax deed. (T&R – 2013)
133.
The SDML supports legislation to amend SDCL 1013-35 to set the property tax cap at 3% or the rate of inflation, whichever is greater. (T&R – 2015)
134.
The SDML supports enhancing and streamlining the information provided by the county director of equalization to the local board of equalization regarding reassessment plans, growth, and listing of properties inspected during the prior year. (T&R – 2018)
135.
The SDML supports continuation, reinstatement, or new state and federal grants and loans, at sustained levels, including State Revolving Fund monies, to local governments to facilitate construction and upgrading of sewer, stormwater utility, water, and solid waste facilities as mandated by state and federal regulations. (PW – 2000; 2007; 19)
136.
The SDML supports legislation to require that all aviation funds, grants, revenues, taxes or monies from any other source collected previously and in the future be dedicated for aviation use only. (Moved from Taxation and Revenue Committee; 31; 2019)
User Fees 137.
The SDML opposes discriminatory charges on county taxpayers living within municipal boundaries for services, including but not limited to 911 emergency services. (T&R – 2012)
MUNICIPAL UTILITIES 138.
The SDML opposes forced transfer or sale of ownership of state or federally owned dams and power marketing administrations. (PW – 2000; 2010; 15) (Deleted portion moved to Core Beliefs)
139.
The SDML opposes the practice of the federal government threatening the loss of funding to ensure compliance with federal guidelines. The SDML requests the Department of Agriculture and Natural Resources (DANR) to allow flexibility to water systems to meet water certification requirements and urges the DANR to continue monetary assistance and free training for water certification. (PW – 2000; 2008; 16)
140.
The SDML opposes any legislative and regulatory barriers to the creation of municipal electric utilities and supports the fundamental principle of public power and the right of municipalities to provide any utility service desired by their citizens. (PW – 2004)
141.
The SDML opposes legislation that removes the ability of municipalities to determine responsibility for service lines between the homeowner and the city. (PW – 2005; 2016)
142.
The SDML supports the right and authority of municipalities to retain local control over all aspects of placement and use of individual alternative power systems. (PW – 2008)
143.
The SDML encourages policymakers at all levels to understand the importance of robust broadband and other technology deployment in rural America to avoid a digital divide between rural and urban citizens. (PW – 2010; 2019)
144.
The SDML supports amending annexation laws to ensure non-contiguous municipal utility facilities, specifically wastewater treatment plants and landfills, be considered as being within municipal boundaries. (PW – 2012)
CORE BELIEFS
MUNICIPAL EMPLOYEES
CB1.
The SDML endorses the retention of the existing state constitutional right to work law and opposes any state or federal legislation that interferes with or affects that right. While recognizing the right of employees to organize, it is fundamental that each employee be guaranteed individual freedom of choice in joining or not joining a union or other employee organization. (GG – 2000; CB1)
CB2.
The SDML advocates that the cities continue to review and upgrade job safety and health standards for all municipal employees and require the use of safety
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STATEMENT OF POLICY (CONT) equipment by municipal employees while on duty. (GG – 2000; CB2) CB3.
The SDML supports legislation that prohibits violence in the workplace. (GG – 2000; CB3)
CB4.
The SDML urges local governing bodies to adopt those portions of the Municipal League Personnel Manual that meet their local needs. (GG – 2000; CB4)
CB5.
The SDML encourages member municipalities to allot funding and paid time for employee and officials training and educational opportunities so that municipal service is made more effective and at the same time employees may become qualified for promotion to higher level positions. The SDML encourages municipal employees and officials to join and participate in professional associations, job related organizations, and other continuing education activities and urges cities to allot funding and paid time for such membership and participation. (GG – 2000; CB5)
CB6.
The SDML urges municipalities to prepare and adopt Equal Employment Opportunity policies that comply with law. (GG – 2000; CB6; 2013)
CB7.
The SDML is opposed to any legislation or administrative rules adopting binding arbitration. (GG – 2000; 2007; CB10)
CB8.
CB9.
CB10.
The SDML opposes repeal of Article III, Section 26 of the South Dakota Constitution relating to municipal powers denied to private organizations. The SDML opposes any further changes in SDCL 3-18-3 providing for the voting procedure for determination of bargaining unit representation. The SDML supports SDCL 3-1810 which prohibits strikes by public employees. (GG – 2000; CB11) The SDML supports local consideration of “equal pay for equal work” but opposes the development of comparable worth pay systems through Department of Labor rulemaking that advances the notion that government should dictate an organization’s compensation program. (GG – 2000; CB12; 2013) The SDML urges cities who do not have a retirement system to join the South Dakota Retirement System after careful fiscal review. (GG – 2000; CB13)
CB11.
The SDML recommends that municipalities make available health and life insurance coverage for their employees. (GG – 2000; CB14)
CB12.
The SDML urges municipalities and other units of local government to consider joining the SDML Workers’ Compensation Fund, the South Dakota Public Assurance Alliance, the South Dakota Public Funds Investment Trust, the Health Pool of South Dakota, and SDML Municipal Government Software; and to review other services available through the SDML. (GG – 2000; CB15)
CB13.
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The SDML opposes any investment of the assets of the South Dakota Retirement System in “social investing” or “venture capital.” (GG – 2000; 5)
CB14.
The SDML opposes any legislative action allowing a participating entity or group of members being removed from the South Dakota Retirement System. (GG – 2000; 6)
COMMUNITY AND ECONOMIC DEVELOPMENT CB15.
The SDML urges all municipalities to adopt a fair housing policy. (GG – 2000; CB16)
CB16.
The SDML opposes bills similar to the “Bradley Bill” because of the potential environmental, social and economic impacts on the people and governments of South Dakota. (GG – 2000; 20)
CB17.
The SDML encourages the Governor and the Legislature and the Ellsworth Authority to assist in the efforts to retain Ellsworth Air Force Base as a viable military facility. (GG – 2003; 15)
CB18.
The SDML urges federal and state support for alternative transportation programs that take into account new technologies, mobility, community quality of life, and demographic trends as well as maintenance of traditional modes of transportation. (GG – 2015; 2016) (Moved from General Policy)
CB19.
The SDML supports ensuring K-12 education is at the highest academically competitive levels as well as the teaching of basic life skills and responsibilities. (PHSW – 2003)
CB20.
The SDML supports the use of public and private colleges and universities in producing labor studies and other studies on local needs and resources, and in the development of a statewide master plan for economic development. (PHSW – 2003)
CB21.
The SDML encourages general education cost forgiveness for South Dakota university and technical school graduates who stay in-state for a specified length of time. (PHSW – 2003; 2010)
CB22.
The SDML supports the creation of a long-range technology master plan for South Dakota. (PHSW – 2003)
CB23.
The SDML urges investment in research and development and intellectual property using research triangles and incubator programs to promote these endeavors. (PHSW – 2003)
CB24.
The SDML recognizes that any mismanagement of the Black Hills National Forest is a health, safety, and economic development issue for residents of South Dakota. The SDML supports policies that prioritize quality of life and economic development in the Black Hills National Forest. (PHSW – 2003; 2016)
CB25.
The SDML urges the SD Department of Agriculture and Natural Resources (DANR) to recognize that environmental regulations cost municipalities an immense amount of money, which could otherwise be spent on economic development and quality of life improvements. The SDML urges DANR to keep
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SERVICE THAT
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STATEMENT OF POLICY (CONT) environmental regulation as reasonable and affordable as possible for municipalities in South Dakota. (PHSW – 2003) CB26.
The SDML recognizes the importance of maintaining the National Science Lab, and strongly supports its continued scientific efforts at the former Homestake mine. (PHSW – 2005; 14) (Moved from General Policy)
CB27.
The SDML encourages the development of a statewide economic development policy in South Dakota -recognizing that quality of life in communities is a major factor. (PHSW – 2002) (Moved from General Policy)
CB28.
The SDML encourages the Legislature and the Governor to review all laws as they pertain to economic development, and to work with municipalities to develop opportunities and remove impediments to development of our communities. (T&R – 2002; 1)
CB29
The SDML believes that municipal and county governments should formulate and control all local planning and zoning programs. (PW – 2000; CB7)
CB30.
The SDML supports enhanced state and federal funding for water supply and wastewater systems. (PW – 2014; 2018)
CB31.
The SDML supports legislation to expand affordable and workforce housing opportunities in South Dakota. (Moved from PHSW #77- 2023)
GOVERNMENT ETHICS AND OPERATIONS CB32.
The SDML endorses the Core Beliefs espoused by the National League of Cities.1 (GG – 2000; CB18)
CB33.
The SDML encourages municipalities to initiate policies to oppose racial profiling in any municipal activity. (GG – 2000; CB19)
CB34.
The SDML strongly supports municipal elections remaining non-partisan. (GG – 2003)
CB35.
The SDML supports efforts to review and update state statutes related to municipal government provided the South Dakota Municipal League has appropriate representation in that process. (GG – 2000)
LOCAL CONTROL AND HOME RULE CB36.
The SDML encourages federal, state, and local government leaders to continue to work with American Indian tribes to resolve taxation, regulatory, environmental and infrastructure issues, and law enforcement concerns. Such efforts should address concerns resulting from the federal government placing land into trust on behalf of American Indian tribes without such tribes having entered into a binding agreement with state and local entities on the collection of taxes, law enforcement, infrastructure and environmental concerns, and regulations. (GG – 2000; CB20)
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CB37.
The SDML encourages consolidation of the Boards of Equalization with the cooperation of all entities of local government in order to relieve taxpayers of unnecessary burdens and encourages legislation to require counties to consolidate Boards of Equalization when requested by a municipality. (GG – 2000; CB21)
CB38.
The SDML opposes any legislation expanding the power and authority of special districts, sub-districts, cooperatives, and sanitary districts to render services without allowing municipalities the same options. (GG – 2000; CB22)
CB39.
The SDML proactively opposes the mandatory OSHA requirements being applied to municipalities. (GG – 2000; 2)
CB40.
The SDML opposes any legislation which would inhibit municipalities from providing services requested by citizens in whatever form the citizens approve. (GG – 2006)
CB41.
The SDML opposes any state environmental laws and regulations that are more stringent than existing federal environmental laws, standards, and regulations. (PHSW – 2000; CB4)
CB42.
The SDML encourages standards be developed to provide equal 911 service to all citizens and visitors and encourages cooperative efforts to improve 911 services and efficiency. The SDML opposes mandated consolidation of 911 service centers. (Adopted at Joint Board Meeting between SDML and SDACC, December, 1999; 8; Amended by SDML Board, December, 2006; PHSW – 2016) (Moved from General Policy)
CB43.
The SDML opposes any measure that restricts local control over taxation and spending and urges the defeat of any such measure. Further, the SDML encourages municipalities to work individually and with other local governments to inform citizens of the negative impact of tax and spending limitation measures. (T&R – 2000; CB11)
CB44.
The SDML opposes any attempt to impose a tax or regulation on self-insured local government pools or individual self-insured local government entities. (T&R – 2000; CB12)
CB45.
The SDML recommends that streets and highways constructed with state/federal funds be based upon consultation and coordination with the local government. (PW – 2000; CB4)
CB46.
The SDML urges the Transportation Commission, with input from municipal government, to develop and adhere to an adequate transportation plan and supports the development of an access management model. Further, municipalities must be offered participation in any change affecting their area. (PW – 2000; CB5)
CB47.
The SDML opposes any state mandated prohibition against the cities’ right to construct with their own crews. (PW – 2003)
PUBLIC HEALTH AND SAFETY CB48.
The SDML believes that the main emphasis of environmental protection should be information and assistance to municipalities and education of the general public. The SDML urges the State and Federal Government to fully fund programs and provide technical assistance for planning and implementing programs and regulations established by state and federal laws. The SDML urges continued research and pilot studies in the fields of pollution control, flood control, water and conservation, river siltation, forest management and waste management. (PHSW – 2000; CB1)
CB49.
The SDML recognizes the costs associated with maintaining and training regional emergency response teams in South Dakota and supports continued funding from the State of South Dakota. (PHSW – 2006; 2007; 2010) (Amended and moved from General Policy)
CB50.
The SDML supports legislation that requires that users of private telephone switches or services be provided capabilities of the same level of 911 services as is available to other residents of the jurisdiction. (PHSW – 2000; 1) (Moved from General Policy)
CB51.
The SDML supports legislation that continues to maintain compliance with the Juvenile Justice and Delinquency Act of 1974 and supports legislation for funding compliance. (PHSW – 2000; 2007; 3) (Moved from General Policy)
CB52.
The SDML supports the right of local jurisdictions to establish firefighting standards. The SDML does not oppose fire standards such as those issued by the National Fire Protection Association as long as such standards allow municipalities real and substantial flexibility for the way municipalities provide fire and emergency medical services. (PHSW – 2002; 7; 2016) (Moved from General Policy)
CB53.
The SDML encourages the local units of government to use the funds available from the State of South Dakota to combat West Nile and other mosquito-borne diseases and encourages the State of South Dakota to increase these funds. (PHSW – 2007; 2016) (Amended and moved from General Policy)
CB54.
The SDML urges cities to continue weekly testing of pools and public bodies of water as previously required by the Department of Agriculture and Natural Resources. (PHSW – 2011; 2016) (Moved from General Policy)
CB55.
The SDML encourages the licensing of building contractors by local units of government to ensure that contractors comply with minimum standards to protect the consumer. (PHSW – 2004) (Moved from main policy statement - 2018)
CB56.
The SDML urges municipalities to develop ordinances that establish water and energy priorities within the municipality to conserve these resources. Further, the SDML urges municipalities to develop and implement public education programs designated to encourage water and energy conservation methods. (PW – 2000; CB1)
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STATEMENT OF POLICY (CONT) CB57.
CB58.
CB59.
The SDML endorses the wise use of energy and urges local officials to be able to provide adequate input into any energy management or energy standards plan or regulation that affects local government. (PW – 2000; CB2) The SDML feels strongly that a concerted effort should be made by the state, counties, and cities of this state to eliminate traffic hazards and provide uniform traffic control devices and signing for streets and highways. (PW – 2000; CB3) The SDML supports the Department of Agriculture and Natural Resources establishing water quality standards that protect public health and the environment but opposes Environmental Protection Agency mandates that establish national one-size-fits-all standards that do not fit South Dakota because they are overly protective, have negligible environmental benefit, and have a dramatic economic impact to publicly owned wastewater treatment works. (PW – 2011; 2016) (Moved from General Policy)
MUNICIPAL FINANCE CB60.
The SDML encourages local governments to maintain 911 systems using the Funding Surcharge allowed by SDCL 34-45 (Emergency Reporting Telephone) and encourages legislation to increase this surcharge to fully fund the system. (PHSW – 2000; 2007; 2010; CB3)
State/Federal Funding CB61.
The SDML strongly supports the federal government honoring all of its funding obligations, including but not limited to federal highway funding and airport funding. The SDML also strongly supports the continued assistance of the SD Department of Transportation in assuming the local matching portion of federal highway monies. (T&R – 2000; 2010; 2011; CB1)
CB62.
The SDML supports periodic evaluation and increases in state motor vehicle license fees for the funding of streets and highways and supports exploring other revenue to fund the highway transportation needs of the state. (T&R – 2000; CB2)
CB63.
The SDML will support legislation to repeal the reduction in license fees for commercial vehicles based on age of the vehicle. (T&R – 2000; CB3)
CB64.
The SDML would oppose any redistribution of the motor fuel taxation that would violate the accord reached by the State and local governments in 1985. (T&R – 2000; CB4)
CB65.
The SDML supports funding of the South Dakota Local Technical Assistance Program. (T&R – 2000; CB5)
CB66.
The SDML recognizes that the US Army Corps of Engineers is responsible for the operation and maintenance of dams on the Missouri River, which due to design deficiencies, have caused stream bank erosion, channel sedimentation, and riverbed degradation. Therefore, the cost to operate and maintain the Missouri
34
River system as envisioned in the Flood Control Act of 1944 (Pick-Sloan) should be borne by the Federal Government. (T&R – 2000; CB7) CB67.
The SDML supports legislation for state general funds for training programs at the local level required by the state for firefighters and EMS workers and especially including funds to reimburse volunteers for expenses incurred in training. (T&R – 2000; CB8)
CB68.
The SDML requests that the state financially underwrites the full costs of all law enforcement training that is required by the state. Funds levied for training should be used only for training. Adequate funding of the law enforcement academy is essential to the provision of law enforcement officer training. (T&R – 2000; CB9; 2015)
CB69.
The SDML supports the provisions of SDCL 6-15-1 and 6-15-2, relating to unfunded mandates, and believes that any new federal or state program, fee, legislation, rule, or regulation imposed upon municipalities must be federally or state funded. (T&R – 2000; CB10)
CB70.
The SDML supports repeal of state taxation on fuels used by local governments. (T&R – 2003; 31)
CB71.
The SDML believes that whenever possible and proper, additional local government costs should not be funded through increased real estate taxes, but through appropriate user fees or user tax systems or any other non-ad valorem revenue sources. (T&R – 2000; 33)
CB72.
The SDML supports continued state and federal financing at sustained levels to local governments for projects rehabilitating and preserving water quality in South Dakota streams, rivers, lakes, and aquifers. (T&R – 2000; 29) (Moved from General Policy)
CB73.
The SDML supports maintaining an open, stronger, more cooperative working relationship with the SD
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Department of Revenue. (T&R – 2010; 2012; 2023) (Moved from General Policy) CB74.
The SDML supports federal funding, including the “state-side” share of the Land and Water Conservation Fund, on the condition that the state continues its practice of sharing those funds with municipalities. (T&R – 2000; 2016; 30) (Amended and moved from General Policy)
USER FEES CB75.
The SDML supports the concept of user fees for public service calls, including but not limited to law enforcement and fire protection for all tax-exempt properties. (T&R – 2000; 2008; 2010; 33; 2015; 2020 moved to Core Beliefs)
MUNICIPAL UTILITIES CB76.
The SDML opposes the imposition of any federal or state taxes, fees, or regulations that would have an effect upon municipally owned enterprises or utilities. (T&R – 2000; 2016; 37; 2019) (Moved from General Policy)
CB77.
The SDML supports the rights of municipalities to establish electric utility systems to provide service within their corporate limits and adjacent urban growth areas. (PW – 2006)
CB78.
The SDML opposes any legislation limiting or eliminating a municipal electric utility’s right to serve customers facilitated by annexation and/or condemnation. (PW – 2006)
CB79.
The SDML encourages the state and federal government to maintain dams in a safe and usable condition. (PW – 2010) (Partially moved from General Policy)
CB80.
The SDML supports the continued training and certification of water, wastewater, electrical workers, and landfill operators. (PW – 2000; 2004; 2010; 17) (Moved from General Policy)
CB81.
The SDML opposes any changes to the Power Marketing Administrations and specifically the Western Area Power Administration which deviate from the principles of beneficiary pays and cost-based rates. (PW – 2012)
_________________________________________ 1
Core Beliefs of the National League of Cities
We Believe in... • Representative, participatory local government • Local government as the cornerstone of government in the United States • The value of public service • The value of diversity throughout our organization and our communities • Municipal authority over municipal issues • A commitment to the highest ethical standards among all public officials • Civility and mutual respect • Anticipating the needs of communities and developing strategies to meet those needs and improve the quality of life • Partnerships, coalitions, and collaborations to strengthen cities and our advocacy efforts sdmunicipalleague.org | 1.800.658.3633
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COLUMN
Risk-sharing news
TRACIE EVERSON | SAFETY BENEFITS, INC.
Focused Safety Training
But most safety training has the goal of increasing employee awareness of safety on the job. It’s easy to become complacent or to get busy and take shortcuts. Effective training keeps job safety front and center in employees’ minds. It helps to ensure a safety awareness regardless of an employee’s job or assignments. Safety Benefits, Inc. (SBI) on behalf of the South Dakota Municipal League Workers’ Compensation Fund (SDML WCF) and the South Dakota Public Assurance Alliance (SDPAA) encourages Members of these risk sharing pools to provide employees with safety and risk management training in a variety of areas. However, some training topics are featured/encouraged/promoted more than others. Why? Because claims experience tells us that employees are getting hurt, and property is getting damaged in these areas. Specifically – vehicle operation; materials handling/lifting; and slips, trips, and falls. As a result, SBI provides opportunities for Members to get this training free of charge.
DEFENSIVE DRIVING
Each week claims are submitted reporting events of property damage and/or potential liability resulting from employee accidents in Member-owned vehicles and equipment. Workers’
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compensation claims from vehicle accidents are fewer, but they exist. If you have a driver’s license, you already know the requirements and expectations that apply when driving a vehicle. The concept of defensive driving is a simple one. It is driving to saving lives, time, and money in spite of the conditions around you and the actions of others. The goal of this training is to increase awareness of the hazards drivers are likely to face when on the road. It is important to understand that even when we as drivers do everything correctly, there are others on the road that don’t take driving as seriously as they should. Some hazards addressed during a defensive driving course include reckless driving - speeding, ignoring traffic signs, tailgating and dangerous passing; distracted driving - not limited to cell phones and texting; driving when tired - can result in poor judgement and slow reaction times; driving under the influence of alcohol or drugs; and challenges such as weather and road conditions. Defensive driving techniques like the following are also discussed: • Scan the road for hazards. • Leave a cushion of safety between you and the vehicle in front of you. • Let others know your intentions by using your blinker. • Wear your seatbelt and require passengers to do so. • Never text and drive.
BACK SAFETY/PROPER LIFTING
Nationwide, back injuries are the second most common cause of employees needing to take time away from work. According to the Bureau
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iStock.com/standret
Safety training is a key component of an effective workplace safety program. Safety as part of new employee orientation may teach individuals things that are new to them. And safety as part of task training instructs employees on the specifics of being safe when conducting their specific job duties.
When getting in or out of equipment, follow the "three points of contact" rule: always maintain contact with one hand and two feet, or two hands and one foot to limit your exposure to slips and falls.
of Labor Statistics, back injuries account for one of every five injuries and illnesses in the workplace. Eighty percent of these injuries occur to the lower back and are associated with manual material handling tasks. Many things can contribute to back pain. Force can cause injury when one exerts too much force on the back by lifting or moving heavy objects. Repetition of certain movements, especially those that involve twisting or rotating the spine, can injure the back. Inactivity can also contribute to back pain. An inactive job or a desk job, especially if one has poor posture or sits all day in a chair with inadequate back support, may result in back pain.
Training in safe lifting and general back safety provides employees with suggestions to help them avoid and prevent back pain and injuries at work. Such a course should cover topics like: • Paying attention to posture. • Lifting properly. • Modifying repetitive tasks/using lifting devices when available. • Listening to your body.
PREVENTING SLIPS, TRIPS & FALLS
Claims reports from SDML WCF show that injuries from slips, trips, and falls account for 25% of claims submitted by Members. Regular workplace hazard/safety inspections to identify slip, trip, and fall hazards are essential to preventing these kinds of injuries in the workplace. Topics that should be discussed when training to prevent slips, trips, and falls include: • Wear proper footwear. • Be aware of surface conditions.
• Use handrails when ascending or descending stairs. • Proper housekeeping - clean up spills and put tools away. Following the “three points of contact rule” can also help prevent slips and falls. The rule is simple. When climbing or descending ladders, and getting in or out of trucks and equipment, always maintain contact with one hand and two feet, or two hands and one foot. Face the ladder, truck, or equipment when entering and exiting. Maintaining three points of contact will limit employees’ exposure to slips and falls.
OTHER
In addition to the training noted above, Members also need to provide employees with training related to assigned tasks and the environment in which employees will work. Such topics might include trenching safety, lockout tagout safety, confined space safety, safe equipment operation, working with chemicals, first aid,
use of fire extinguishers, and others. Seasonal employees should receive safety training before beginning their duties.
TRAINING DELIVERY
There is no one best way to provide this recommended safety training. Training groups of employees can be very effective as questions asked by one employee can inform the whole group. If training in a classroom setting is not an option, consider online safety training. Members of the SDPAA and/ or the SDML WCF have free access to hundreds of online safety courses. Regardless of the method chosen to provide safety training, be sure to document each training event. Create a roster that includes the training topic, date of training, trainer, and attendee(s). Questions about recommended training for employees can be directed to Safety Benefits, Inc. at 605.334.9567 or 1.888.313.0839. ■
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CITY HIGHLIGHT
HOT SPRINGS
HOT SPRINGS CHAMBER AND CITY STAFF
Our beautiful town of Hot Springs, nestled in the Southern Black Hills, is a perfect year-round destination. We offer something for everyone, with options to fit any budget. Surrounded by natural beauty, you won’t find yourself short of things to see and do! We are comfortably situated near major Southern Hills attractions such as Mount Rushmore National Monument, Crazy Horse Memorial, Custer State Park, and Wind Cave National Park. Nature lovers and outdoor enthusiasts have a plethora of places to choose from to enjoy fishing, hiking, and biking. When it’s warm, take a scenic drive to Cascade Falls, a favorite swimming spot for locals, or marvel at the beautiful color changes on a relaxing walk during the fall. Our award-winning Southern Hills Golf Course offers golfers breathtaking views. We have parks galore that are perfect for picnics and warm mineral waters that keep the Fall River flowing all year long. There is nothing like an early morning stroll
The HOT SPRINGS CITY HALL is one of several buildings that wow history and architecture enthusiasts with their sandstone architecture.
down the Freedom Trail River Walk, especially when the mist envelopes the river. Hot Springs main attractions are also open year-round: The Mammoth Site
The HOT SPRINGS PARADE OF LIGHTS dazzles onlookers as part of the Christmas in the Hills Celebrations, which include holiday events, gatherings, and shopping deals.
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- an accredited museum and ongoing paleontological dig site, Evans Plunge Mineral Springs - the world’s largest naturally warm mineral springfed pool and the oldest attraction in the Black Hills, and Moccasin Springs
A snowy mammoth statue stands guard at the entrance of THE MAMMOTH SITE, Hot Springs' nationaly-known museum and dig site.
Natural Mineral Spa - featuring mineral pools that range from 88-102 degrees. Soak in Hot Springs and relax and rejuvenate enjoying the many spa services offered. History and architecture enthusiasts marvel at our historic sandstone architecture and historic buildings such as the original and current day home of Hot Springs City Hall, the Michael J. Fitzmaurice South Dakota State Veterans Home, and the Veterans Affairs Black Hills Health Care System, located within the Battle Mountain Sanitarium National Historic Landmark. Holidays in Hot Springs are always festive, and we go all out for Christmas! During the fabulous Christmas in the Hills Celebrations, you can enjoy the Festival of Lights Parade, a downtown Cookie Cruise, a Crafters Market, Christmas Carols, and more. Our local businesses provide you with great shopping opportunities to find special gifts and treasures. We even offer a special shopping event in the form of the Santa Hat Shopping Spree. No matter the season, you are sure to have a wonderful time in the magical little town of Hot Springs, come celebrate with us! ■
Winter mist rises along a portion of the FREEDOM TRAIL in Hot Springs.
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RESOURCE ROUNDUP
Resource Roundup Scholarships Apply through each affiliate’s webpage, sdmunicipalleague.org/affiliateorganizations
T r avel S out h Da kota launches podcast series PIERRE, S.D. – In September, Travel South Dakota launched a new podcast series that uses storytelling to inspire travel to the state. The Travel South Dakota Stories podcast delves into the true heart of the state with stories of people and places from the land of infinite variety.
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“This podcast series is full of unique local voices and sprinkled with stories of lore and South Dakota history,” said James Hagen, Secretary of Travel South Dakota. “The first three episodes are a great start to telling the South Dakota story through audio. You can close your eyes and hear the rustle of prairie grass, listen to the bison snort in Custer State Park, or hear the deck of cards being shuffled in Deadwood. You can begin to imagine yourself in the place.”
Trainings
Travel South Dakota partnered with Armchair Productions to produce the podcast series. Podcast host Brian Thacker, a first-time visitor to South Dakota, came to experience a glimpse of South Dakota and record his findings. Interviewing artists, cowboys, mountain carvers, and park enthusiasts, Thacker dug into what makes South Dakota special.
Due: Jan. 15 Provides funds for several association members for continuing education in either the Public Works Training or Technical School Course categories.
Election Training
Six sessions in Dec. and March, online webinars Registration: Free Due: One week prior to workshop Multiple sessions assist officials in conducting municipal or school elections. Topics for each webinar available to view online. New finance officers and business managers are encouraged to attend all webinars. Sponsored by the Secretary of State's office, Associated School Boards of South Dakota, and the South Dakota Municipal League. Training Dates: Webinar 1: Dec. 7, Webinar 2: Dec. 14, Webinar 3: March 11, Webinar 4: March 13, Webinar 5: March 21, Webinar 6: March 28 Learn more/register: www.sdmunicipalleague.org/ events
Annual Report Workshops
The series was developed as a South Dakota offering to an ever-growing podcast market. According to eMarketer, there will be more than 144 million monthly podcast listeners in the United States by the end of 2025. “Podcasts have been steadily growing in popularity and are becoming a great tool in our marketing toolbox,” said Hagen. “We are thrilled to reach new audiences and connect with potential visitors through this comprehensive audio experience.” The podcasts can be found on Apple, Google Play, Spotify, TravelSouthDakota.com/Podcast, or wherever you listen to podcasts. ■
Webinars: Jan. 10 - Large Cities, Cash Basis Jan. 11 - Large Cities, GAAP Basis Jan. 17 - Small Cities Registration: Free Due: One week prior to each session Provides guidance on compiling required municipal annual report forms. Held in conjunction with the SD Department of Legislative Audit. Learn more/register: www.sdmunicipalleague.org/ events
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COLUMN
WASHINGTON REPORT U.S. SENATOR JOHN THUNE
Biden’s Energy Agenda: Unaffordable, Unreliable, and Unrealistic Energy touches just about everything we do. More than just keeping the lights on, energy keeps America moving. It’s critical to bringing food and other goods to market. It supports our health care system and provides educational opportunities for students. And it powers critical technologies that keep businesses, farms, and ranches operating. Reliable and affordable energy is essential to modern life. The Biden administration’s shortsighted energy agenda has put America’s energy security in jeopardy. For more than two years, the Biden administration has enacted policies to restrict energy development in the United States and raise the cost of producing conventional energy, which have caused uncertainty among America’s energy producers. In September, the U.S. Department of the Interior took two significant actions that discourage producing conventional energy here in the United States. At the beginning of September, the department cancelled seven oil and gas leases in a small portion of Alaska’s Arctic National Wildlife Refuge. These leases were required by law, they were supported by Alaskans, and the land has the potential to produce a significant amount of homegrown energy. Yet the Biden administration chose to follow its radical environmental agenda rather than safeguard our energy security. A few weeks later, the department announced it would hold the fewest offshore oil and gas leases sales ever – just three sales over five years. These decisions are just the latest instances of the president restricting conventional energy
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development on federal lands and waters for the sake of appeasing the far-left of his political base. The president’s anti-conventional energy policies have consequences. Utility bills for electricity and natural gas, as well as prices for gasoline and diesel, have risen significantly during the Biden administration. In February, one of the nation’s largest grid operators warned that legacy power plants are being forced to retire faster than renewables can be brought on line. And just recently, the North American Electric Reliability Corporation identified “energy policy” as a risk to grid reliability. The president’s energy policies are liable to drive prices up further, lead to greater instability on our electric grid, and increase reliance on foreign energy. President Biden and Democrats in Congress promise to boost renewable energy by leveraging billions in Green New Deal-type subsidies. I’ve long been a supporter of renewable energy, and I am proud that South Dakota is both a top producer of ethanol and that our state generates most of its electricity from renewable resources. But the fact of the matter is that energy technology has not advanced to the point where we can rely solely or even mostly on renewable energy for the entire country. We’re going to need conventional energy for some time, and it’s better that we produce it in the United States than buy it from other countries, many of which do not share our interests or values. The president has occasionally paid lip service to our continuing need for conventional energy, but his actions stand in stark contrast to his words. There’s no substitute for energy security, and that starts with producing energy here at home. I’ll continue to advocate for an all-of-the-above energy strategy that uses America’s abundant domestic resources in an environmentally responsible way. ■
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n OV ALL MONTH LONG
HOMETOWN HAPPENINGS
TRAVELSOUTHDAKOTA.COM
PHEASANT HUNTING SEASON, Pierre
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NOV 2-4 RINGNECK FESTIVAL & BIRD DOG CHALLENGE, Huron
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CHRISTMAS TREE SKIRT DASH, Sioux Falls
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NOV 10-11 SIOUX EMPIRE ARTS & CRAFTS SHOW, Sioux Falls NOV 10-12 DAKOTA ANGLER ICE INSTITUTE, Sioux Falls
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BIG WHISKEY FESTIVAL, Deadwood
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MOUNTAIN WEST BEER FEST, Rapid City CHRISTMAS AT THE HOMESTEAD, Adams Homestead and Nature Preserve, North Sioux City
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NOV 15-DEC 31 BLACK HILLS CHRISTMAS TREE PERMIT SEASON, Custer
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NOV 17-19 AUTUMN FESTIVAL, AN ARTS & CRAFTS AFFAIR, Sioux Falls
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NOV 18-19 WINTERFEST: A WINTER ARTS FESTIVAL, Aberdeen
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PARADE OF LIGHTS, Huron NOV 24-25 1880 TRAIN HOLIDAY EXPRESS, Hill City NOV 24-25 1880 TRAIN HOLIDAY EXPRESS SPIKED! Hill City NOV 24-26 CHRISTMAS NIGHTS OF LIGHT, Rapid City
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HOLIDAY CELEBRATION AND WINTER MARKET, Rapid City CREATIVE CREATURES ART SHOW, Sioux Falls FESTIVAL OF LIGHTS PARADE, Rapid City
CONGRATULATIONS
to the City of Hartford on the groundbreaking of your new wastewater treatment facility! Expected Completion 2025
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CLASSIFIEDS
JOB OPPORTUNITIES Administrative Services Coordinator - South Dakota Municipal League (SDML), Fort Pierre SD. Primary responsibility of ensuring a smooth functioning office and provides professional and administrative support including composing correspondence; creating and maintaining databases, mailing lists, and filing systems; proofreading documents and other publications; preparations for meetings and other events; and coordinating travel. Will receive and route calls, greet visitors, and serve as the first point of contact with the SDML office. Provides direct support to the executive director with administrative works of the League and provides support to the director of research and training for affiliate association works as needed. A strong ability to build and maintain relationships, exceptional communication skills and a commitment to excellence in customer service are essential. Knowledge of South Dakota local government is preferred. Starting annual pay range of $40,000-$47,000 depending upon qualifications. SD Retirement System, health insurance, and other benefits. Full description at sdmunicipalleague.org/jobs. Submit letter of application and resume via email to david@sdmunicipalleague. org or South Dakota Municipal League, C/O: Executive Director, 208 Island Drive, Ft. Pierre, SD 57532. Closes Nov. 15. City Administrator - City of Belle Fourche, SD. Responsible for directing, managing, and overseeing the day-to-day operations of the City of Belle Fourche while planning for and providing guidance to the Common Council regarding future operations. Salary: $100,000 to $105,000 DOE with excellent
Since 1913, HR Green has provided solutions that build communities and improve lives.
benefits. Full job description can be found at www.bellefourche. org. Apply to Human Resources, City of Belle Fourche, 511 6th Ave, Belle Fourche, SD 57717. Closes Nov. 10 Baler/Heavy Equipment Operator – City of Pierre, SD. Operates equipment at the baling facility, material recovery site and landfill to bale and dispose of solid waste. Hours involve varying shifts during the week and work on some weekends and holidays. Must possess or have the ability to obtain a SD Class A CDL with air brakes and tanker endorsements. Experience with operating a front-end loader, compactor, scarab, dozer and scraper and driving a semi tractor and trailer desirable. Wage offer will be based upon actual education and experience. Comprehensive benefit package. UP TO A $3,000 HIRING BONUS! Apply: City of Pierre Human Resources Director, P.O. Box 1253, Pierre SD 57501, Phone (605) 773-7429, www. cityofpierre.gov. Open until filled. EOE. City Administrator – City of Dell Rapids, SD. Responsible for personnel management, long-range planning, budget oversight, project leadership, and maintaining excellent relationships with elected officials and the community. This key leadership position also oversees all City Departments, maintains all contracts of the City, serves as the Zoning Administrator and Floodplain Administrator, and liaison with the local Dell Rapids Economic Development Corporation. This role requires a strategic mindset, exceptional leadership skills, and a strong commitment to building a positive culture within the organization. An application and full job description may be obtained at Dell Rapids City Hall, or online at www.cityofdellrapids.org. Direct questions to Tom Earley, Mayor, at 605-428-3595 or mayor@cityofdellrapids.com. Closes Nov. 10. Communications Officer – City of Pierre, SD. Works as part of a team operating the Central South Dakota Communications Center, the 911-Emergency Dispatch Center for central South Dakota. Receive calls for assistance from the public, document and dispatch appropriate public safety personnel for those calls. Receiving, processing, and sending radio communications for various Law Enforcement Agencies, Emergency Medical Services, and local Fire Departments. UP TO $3000 HIRING BONUS! Comprehensive benefit package. Apply to Human Resources Office, City of Pierre, Box 125, Pierre, SD 57501, Phone (605) 773-7429 or www.cityofpierre.org. Open until filled. EOE. Communications Officer - City of Spearfish, SD. Responsible for performing emergency and non-emergency communications functions. Knowledge and level of competency commonly associated with completion of specialized training in the field of work, in addition to basic skills typically associated with a high school education. Sufficient experience to understand the basic principles relevant to the major duties of the position, usually associated with the completion of an apprenticeship/ internship or having had a similar position for one to two years. Apply at www.cityofspearfish.com. Starting wage $20.87 plus $2 per hour rotating shift stipend; comprehensive benefits. $4,000 sign-on bonus. Open until filled. EOE.
u SIOUX FA LLS
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u H RG R E E N .C O M
County Administrator - Wadena County, MN. Provides services to the county citizens as mandated by the State of Minnesota and as directed by the County Board. Responsible to use federal, state, and local funds efficiently to provide
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CLASSIFIEDS public services. Works with the County Board to set shortand long-term goals of the organization. Salary: $120,000 to $150,000. View the full position profile and apply at https://www. ddahumanresources.com/active-searches. Closes Nov. 9. Current Planning Manager – City of Rapid City, SD. Help manage the current planning processes to include but not limited to the review of rezoning, conditional use permits, planned development applications, subdivision plats, vacation of rights-of-ways and easements, building permit applications for applicable planning ordinances and regulations. The ideal candidate will possess the ability to communicate effectively and develop partnerships and strong working relationships with departments within the city, elected and appointed officials, and the public. Should be able to think critically, deal with conflict effectively, and use problem-solving skills to provide excellent customer service. Starting salary is $98,556.70 -$132,451.98 yearly depending on experience. Comprehensive benefits. Learn more and apply at www.governmentjobs.com/careers/ rapidcity. Open until filled. Deputy Public Works Director/General Maintenance – City of Eureka, SD. Experience preferred in heavy machinery operation and knowledge of all city departments and functions in all departments. Must possess or obtain a CDL within 6 months. The City is willing to help pay for the CDL training if a 3-year commitment is signed. Must have or ability to get water and sewer certifications by the state of South Dakota within 2 years. Must have or ability to get mosquito and herbicide spraying certifications within 2 years. Pay based upon experience. Apply at the City of Eureka, PO Box 655, Eureka, SD 57437. Contact the City Office at 605-284-2441 or the City Shop at 605-284-2348 for more information regarding job description and application. Open until filled. EOE. Dispatcher/Telecommunicator - City of Vermillion, SD. Processes incoming calls from the public on emergency and non-emergency telephone lines; pages emergency response units, and makes response decisions regarding law enforcement, fire, and emergency medical services; handles walk-in requests for services; and operates computer terminals, enters and maintains records through computer aided dispatch programming, and monitors the jail camera system. Learn more apply at https://www.vermillion.us/Jobs.aspx. If you have questions about the position please contact Jack Baustian at 605-677-7050 or jackb@cityofvermillion.com. Open until filled. Electrical Apprentice/Utility Worker – City of McLaughlin, SD. Assists electrical lineman in constructing, maintaining, and repairing powerlines. CDL is preferred. Applicant would perform other duties as assigned in the water, sewer, streets, garbage, and park departments and work some weekends/after hour calls. Benefits include paid health insurance, vacation, PTO and sick leave, as well as SD State Retirement. Applications may be picked up at the City Finance Office or send resume to: City of McLaughlin, PO Box 169, McLaughlin, SD 57642. Phone: 605-823-4428; Email: accountspayable@mclsd.city. Open until filled. EOE.
the City's Stormwater Management programs, assisting with the implementation of the City's Sidewalk Assessment program, and inspection of infrastructure construction projects throughout the City. Wage: $22.28 - $30.14. For full job description and to apply: https://www.cityofbrookings-sd.gov/careers. Open until filled. Engineering Technician II - City of Brookings, SD. Under the direct supervision of the Assistant City Engineer and the general supervision of the City Engineer, is responsible for assisting with the administration of the City's Stormwater Management programs, managing the City's Sidewalk Assessment program, and inspection of infrastructure construction projects throughout the City. The Engineering Technician II classification differs from the Engineering Technician I in that the former requires complete knowledge and comprehension of tasks and assignments, is given increased responsibility and latitude of judgement, and has developed broad skills that are useful to the development of projects. Wage: $24.57 - $33.23. Full job description and apply at https://www.cityofbrookings-sd.gov/careers. Open until filled. Facilities Maintenance Technician II – City of Watertown, SD. Join our dynamic team for the new state-of-the-art multimillion dollar ice arena in beautiful NE South Dakota! Responsible for all aspects of ice maintenance, monitoring ice conditions, and ensuring the optimal performance of the refrigeration system for a flawless skating experience for patrons. Instrumental in creating an excellent quality ice surface for thrilling hockey games, amazing figure skating performances, and one-of-akind open skating sessions. With cutting-edge technology and top-of-the-line equipment, lead a skilled team in maintaining ice quality, assisting with resurfacing schedules, and implementing innovative techniques to optimize ice quality. Be at the forefront of a brand new two-sheet ice complex. Apply at https:// watertownsd.seamlessdocs.com/f/job_application. Open until filled. Finance Director - Steele County, MN. Under the direction of the County Administrator, the Director of Finance is responsible for directing and overseeing the planning, implementation, and control of the County’s financial accounting functions and duties.
Invigorating Communities The infrastructure projects we choose to invest in play a major role in establishing the framework of a prosperous community. Using a holistic approach, our designs reflect the culture, values, and goals, with each community context in mind.
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Engineering Technician I - City of Brookings, SD. Under the direct supervision of the Assistant City Engineer and the general supervision of the City Engineer, is responsible for performing simple technical tasks associated with implementing
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CLASSIFIEDS Bachelor’s degree in Accounting, Business Administration, Finance, or closely related field, and a minimum of seven (7) years of accounting experience. Experience in governmental or public sector accounting and Certified Public Accountant are preferred. 2024 Salary: $116,688 to $148,700. View the full position profile at https://www.ddahumanresources.com/activesearches. Please direct any questions to Liza Donabauer at liza@daviddrown.com or 612-920-3320 x111. Closes Nov. 8. Finance Officer – City of Estelline, SD. Duties to include but not limited to overseeing all the city's finance operations, including payroll, budgets, revenue and expense reports, accounts payable and receivables, prepare and file necessary state and federal reports, and other day to day operations of the city. Qualified applicants must provide good customer service. A degree in financing, accounting or a closely related field is preferred, but not required. 40 hours per week with benefits. Salary DOE. Applications available at the city office, 117 Main Street Estelline, SD. Send completed applications and resume to: City of Estelline, P0 Box 278, Estelline, SD 57234. Open until filled. EOE. Human Resources Director – City of Norfolk, NE. (Population 25,877, located in Northeast Nebraska.) Under immediate direction of the City Administrator, performs the human resources functions of the City of Norfolk. Manages and supervises employees responsible for payroll, health insurance
administration, talent recruitment, workers compensation and pension plans. Bachelor’s degree in Human Resource Management, Public Administration, Business Administration, Finance, or related field is required. A minimum of 10 years of experience in mid or senior-level Human Resources management, with supervisory responsibilities, is required. Salary range $7,975- $10,880 per month. Excellent benefit package. Applications available at Personnel Office, 309 North 5th Street, Norfolk, or at www. norfolkne.gov/humanresources. For more information contact Andrew Colvin, City Administrator, at (402) 844-2010. First review of applications Nov. 3. Open until filled. EOE. Journey Line Worker - City of Lake City, MN. Performs intermediate skilled technical work in the construction, maintenance, repair, and installation of: overhead distribution systems; underground distribution systems; equipment; related work as apparent or assigned. Work is performed under the supervision of the Electric Line Foreman. Hourly $40.10. MINIMUM QUALIFICATIONS: Associates/Technical degree with coursework in journeyman/lineman curriculum, or related field and considerable experience in electrical utility distribution at a supervisory level, or equivalent combination of education and experience. APPLY: Visit https://www.ci.lake-city.mn.us/ employment. Please direct any questions to Kari Schreck at KSchreck@ci.lake-city.mn.us or 1-651-345-6812. Closes Nov. 10.
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CLASSIFIEDS Journey Lineworker – City of McLaughlin, SD. The City of McLaughlin is currently accepting application for JOURNEY LINEWORKER/UTILITY MANAGER. Responsible for operating, maintaining, and overseeing the departments of Electric, Water, Sewer, Streets, Parks and Solid Waste. Requirements: Education - Journey Lineworker Designation; Active Driver's License; CDL; Able to manage a small staff; Work some weekends and after hour calls. Benefits include paid health insurance, vacation, PTO and sick leave, as well as SD State Retirement. Applications and specific job description may be picked up at the City Finance Office or send resume to: City of McLaughlin, PO Box 169, McLaughlin, SD 57642. Phone: 605-823-4428; Email: accountspayable@mclsd.city. Open until filled. EOE. Journey Lineworker - Missouri River Energy Services (MRES), Lakefield, MN. Responsible for operating and maintaining the municipal electric utility distribution systems in a safe and efficient manner. You will play an active role in the operation, construction, reconstruction, maintenance and repair with the City of Lakefield’s electrical distribution systems and associated equipment and as the customer energy needs continue to evolve, so too will your roll. We provide competitive wages, a comprehensive/low cost benefit package, and an outstanding work environment that promotes a long-lasting career. For consideration, please apply on our website: https://
careers.mrenergy.com/job/Lakefield-Journey-LineworkerMN/1073766100. Open until filled. EOE. Operations & Maintenance Technician - Missouri River Energy Services, Pella, IA. Maintain, repair, and operate the Red Rock Hydroelectric Plant (RRHP) to sustain its highest level of operating status and availability; and perform various activities such as planning, managing contractors, reporting, purchasing, documentation, and related duties for the plant. Functions as control room and plant operator; starting and stopping units and associated auxiliary systems and equipment, and coordinates unit discharge rates with the U.S. Army Corps of Engineers water control department and the MRES Energy Schedulers; to include, but not limited to taking and reporting readings of various plant equipment and systems, monitors, acknowledges and responds to alarms and faults from the plant control system and takes the appropriate actions to clear the alarms and faults. Learn more and apply at https://careers. mrenergy.com/job. Open until filled. EOE. Operations Management Engineer – City of Rapid City, SD. The Department of Public Works is seeking an experienced Operations Management Engineer to serve as a technical specialist in the planning, operation, improvement, and maintenance activities for public facilities, systems, and programs through the application of advanced Engineering
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CLASSIFIEDS principles, in support of the Water, Water Reclamation, and Solid Waste Divisions. The ideal candidate will possess the effective communication, mathematical, reasoning, computer and administrative skills needed to perform necessary duties with a strong work ethic that centers on good teamwork and concerns for safety. Starting salary is $101,513.41 annually with a $5,000.00 sign-on bonus. Competitive benefits. Learn more at www.governmentjobs.com/careers/rapidcity. Open until filled. Patrol Officer - City of Pierre, SD. Performs law enforcement & public safety duties as necessary to maintain law & order in the City of Pierre. Must be at least 21 years of age, have a high school diploma or GED, & pass the police entry level examinations including a background investigation. Prior experience in law enforcement is desirable. Certified officer preferred. Comprehensive benefit package. Up to $3,000 hiring bonus. Apply: Human Resources Office, City of Pierre, Box 1253, Pierre, SD 57501, (605)773-7429, www.cityofpierre.org. Open until filled. EOE. Patrol Sergeant - City of Vermillion, SD. Under direction of a Police Chief and Patrol Lieutenant, the Patrol Sergeant supervises Police Officers; performs assignments as directed; and, in the absence of the Police Chief and Patrol Lieutenant, assumes command of the Police Department. This is a public service position that requires unusual hours, rotating shifts, and working under inclement weather conditions and
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stressful situations. It is required of this position to supervise police officers, and other employees as directed. The position receives general or direct supervision from the Lieutenants and Police Chief. Learn more at https://www.vermillion.us/Jobs. aspx or contact Jack Baustian at 605-677-7050 or jackb@ cityofvermillion.com. Open until filled. Planning Director/Building Inspector - City of North Sioux City, SD. Responsible for setting the agenda for the Planning Commission and acts as the liaison between the Planning Commission and the City Council. A bachelor's degree in urban planning or a related field is desired but will consider applicants with a significant history of relevant work experience. Salary is commensurate with similar positions depending on qualifications. Excellent benefits package. Full description at www.northsiouxcity-sd.gov. Submit cover letter and resume to the City Administrator by email to eric.christensen@ northsiouxcity-sd.gov or by mail to The City of North Sioux City, Attn: Eric Christensen, 504 River Drive, North Sioux City SD 57049. Open until filled. EOE. Police Officer - City of Spearfish, SD. Enforce local, state, and federal laws, prevent, and suppress crime and accidents, and promote public safety through community policing principles. Responsible for the investigation of criminal cases as assigned. Requirements: Knowledge and level of competency commonly associated with completion of specialized training in the field
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CLASSIFIEDS of work, in addition to basic skills typically associated with a high school education; possession of or ability to readily obtain South Dakota Law Enforcement Certification. Full-time position. Starting wage range: $28.72 - $34.55 per hour (includes a $2.00 per hour rotating shift stipend). Competitive benefit package. $6,000 sign-on bonus. Full description and apply at www. cityofspearfish.com. Open until filled. EOE. Police Officer - City of Summerset, SD. The City of Summerset has an opening for a police officer. SD certified. A competitive wage with a full benefit package is offered. Applications can be found on the City of Summerset website at www.summerset.us "Job Openings" or contact Rich Nasser, Police Chief, at City of Summerset, 7055 Leisure Lane, Summerset SD 57718 (605) 718-2163 ext. 2159. Starting wage 25.00/hr. on up depending on experience. Open until filled. Police Officer (Entry Level/Lateral Entry) - City of Vermillion, SD. Duties include performing varied assignments in motorized patrol, traffic control and enforcement, accident investigation, preliminary and follow-up investigation at crime scenes, and assisting in public safety education programs. To learn more about the police officer position and to complete an application, please visit the City of Vermillion's job page: https://www. vermillion.us/Jobs.aspx or if you have questions about the position please call/email Jack Baustian at 605-677-7050 or jackb@cityofvermillion.com. Open until filled.
Public Works Director – City of Dickinson, ND. Plays a critical role in the development, management, and maintenance of essential public infrastructure in Dickinson. Leads a dedicated team of professionals responsible for Water Utilities, Solid Waste, Street, Fleet, Forestry and Buildings and Grounds. Develops and implements strategic direction, goals, plans, policies, and objectives for the public works department in alignment with the overall vision of the organization and is accountable for overall results for the public works department. Competitive salary and benefits package. View full description and apply at jobs. dickinsongov.com. Closes Nov. 11. EOE. Public Works Director - City of Gretna, NE. Gretna, Nebraska, a City of the First Class located in Sarpy County and the Omaha Metro. With the expansion of the City's corporate limits and opening of Gretna Crossing Park, the City is seeking a highly skilled person to oversee all aspects of the Public Works Department. The Public Works Director is responsible for supervision of staff, functionality of all aspects of the department, and performance of senior-level professional work. Specific responsibilities for this full-time, salaried position identified in the job description. Application and job description available from Gretna City Clerk, 204 N. McKenna Avenue, Gretna, NE 68028-0069 or www.gretnane.org. Open until filled. Initial review of applications began Oct. 16, 2023. Public Works Maintenance – City of Philip, SD. Assist in all phases of maintaining the city streets, water distribution
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CLASSIFIEDS and wastewater system. Assist with the maintenance of public buildings and open spaces including the airport, rubble site and swimming pool. Knowledge and experience with all types of equipment is desired. Must hold a valid SD driver’s license. State water and wastewater certifications, and pesticide license must be obtained within two years of employment. Full time position. Wage DOE with an excellent benefit package. For more information, contact City Administrator Brittany Smith at 605-859-2175 or cityadmin@philipsd.us Job description and applications at https://www.philipsd.us. Open until filled. EOE. Senior Water Plant/System Specialist – City of Pierre, SD. Responsible for leading and participating in specialized technical work at the municipal water treatment plant, distribution system, and related facilities of the raw and potable water system. This is a lead position responsible for leading other Water Plant/System Technicians in the operation of water systems, including water sampling, testing, treatment, repair, maintenance and operation
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Election Training
Municipal and School Election Official Training Six free webinar workshops assist election officers in conducting municipal or school elections, covering all aspects of elections from notices to the final canvass - including question-and-answer sessions. Identical morning and afternoon sessions are offered for each webinar. Register for all, or just the sessions that interest you. New finance officers and business managers are encouraged to attend all six webinars. Find the list of topics for each webinar and register online. Training Dates • Webinar 1 | Dec. 7, 2023 • Webinar 2 | Dec. 14, 2023 • Webinar 3 | March 11, 2024 • Webinar 4 | March 13, 2024 • Webinar 5 | March 21, 2024 • Webinar 6 | March 28, 2024 Workshops are sponsored by the Secretary of State's office, Associated School Boards of South Dakota, and the South Dakota Municipal League.
Register Online
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of pumps, wells, motors, and installation of maintenance and repair of water distribution and wastewater collection systems. Wage offer will be based upon actual education and experience. Comprehensive benefit package. UP TO A $3,000 HIRING BONUS! Apply to Human Resources Office, City of Pierre, Box 1253, Pierre, SD 57501, www.cityofpierre.org. Open until filled. EOE. Solid Waste Superintendent – City of Watertown, SD. We are looking for a Solid Waste Superintendent to join our team! We offer meaningful and challenging work. Competitive salary and benefits Visit our website to learn more about our community, this position and to apply: www.watertownsd.us. Open until filled. Traveling Code Enforcement Officer - Code Enforcement Specialists. Code Enforcement Specialists, a rapidly growing independent company specializing in code enforcement for small and medium sized communities, is looking for an individual willing to do some travel and perform code enforcement services. Excellent pay and hours are flexible. Experience is not necessary, but a background in law enforcement would be helpful. On-the-job training is provided. Please inquire at (605) 208-0786 for details. Water Superintendent – City of Pierre, SD. Seeking an individual knowledgeable about water treatment and distribution who will be responsible for managing a state-of-the-art treatment plant. Position is responsible for managing the operations and maintenance of the city’s water treatment plant and maintenance of the distribution system including fiscal operations and administration. Plans, directs, and supervises the operations and maintenance of the water distribution and treatment system. Ensures compliance with local, state, and federal drinking water regulations. Comprehensive benefit package. Wage offer based upon actual education and experience. UP TO $3000 HIRING BONUS! Apply: Laurie Gronlund, HR Director, City of Pierre, PO Box 1253, Pierre SD 57501, (605)773-7429, www.cityofpierre. org. Open until filled. EOE. ■
MORE ONLINE Find full descriptions, links to applications, more listings, or place an ad online:
SDmunicipalleague.org/classifieds CLASSIFIEDS POLICY: $50 per submission. SDML members receive classified ads for free as part of their membership. Includes a listing on the SDML classifieds webpage and in the next issue of the SD Municipalities magazine if received by the 10th of the month preceding the publication date. Submissions may be subject to editing. ■
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M U N I C I PA L C A L E N D A R
NOVEMBER November 2023 S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 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)
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)
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 10-6-105; See Hdbk., sec. 12.105)
Fourth Thursday of November – Thanksgiving Day – State holiday (SDCL 1-5-1)
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)
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
DECEMBER December 2023 S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 December 25 – Christmas Day – State holiday (SDCL 1-5-1) December 31 – Liquor licenses are valid from twelve o’clock midnight on the thirty-first day of December until twelve o’clock midnight on the thirty-first day of
the following December. (SDCL 35-441; See Hdbk., sec. 11.465)
monthly in the minutes. (SDCL 6-1-10; See Hdbk., sec. 5.095)
By January 14 – If the governing body chooses an election day other than the second Tuesday of April, as provided in SDCL 9-13, that Election Day must be established by January 14 of the election year. (SDCL 9-13-1; See Hdbk., sec. 7.050)
Newspaper designation – The official newspaper must be designated annually or for a period of time specified by the governing body, but not to be less than twelve months. (SDCL 9-12-6)
First meeting of the year – A complete list of all the salaries for all officers and employees of the municipal corporation shall be published with the minutes of the first meeting following the beginning of the fiscal year or within 30 days thereafter. Added salaries of new employees and increased salaries of the old employees should be shown in the month in which they occur. A total of payroll by department shall be published
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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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