South Dakota Municipalities - May 2020

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Toby Morris

Sioux Falls, South Dakota | Phone 605.339.9800 | 800.339.1111 tgrimmond@doughertymarkets.com Pierre, South Dakota | Phone 605.224.5557 | 877.224.5557 tmorris@doughertymarkets.com Member SIPC/FINRA

Official Monthly Publication

Member of National League of Cities

www.sdmunicipalleague.org

South Dakota MUNICIPALITIES

Managing Editor: Yvonne A. Taylor

PRESIDENT Debbie Houseman Finance Officer, Lake Andes 1st VICE PRESIDENT Steve Allender Mayor, Rapid City

2nd VICE PRESIDENT Amy Leon City Manager, Yankton

TRUSTEES Fay Bueno Finance Officer, Sturgis

Editor: Sara M. Rankin

DISTRICT CHAIRS Dist. 1 - Mike Grosek Mayor, Webster

Dist. 2 - Jennifer Eimers Finance Officer, Madison Dist. 3 - Dawn Murphy Finance Officer, Tea

Dist. 4 - Becky Brunsing City Administrator, Wagner Dist. 5 - Renae Phinney President, Ree Heights

Karl Alberts Finance Officer, Aberdeen

Dist. 6 - Leland Treichel Mayor, Roscoe

Christine Erickson Councilmember, Sioux Falls

Dist. 8 - Dave Geisler Mayor, Murdo

Carolynn Anderson Finance Officer, Wall Harry Weller Mayor, Kadoka

PAST PRESIDENT Pauline Sumption Finance Officer, Rapid City

Dist. 7 - Arnold Schott Mayor, McLaughlin

Dist. 9 - Laurie Woodward Finance Officer, Custer Dist. 10 - Michelle DeNeui Assistant Finance Officer, Spearfish

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

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

Features

Contents

Budget Training Save the Date . . . . . . . . . . . . . . . . . .6

2020 SDML Excellence Award Nomination Form . . . .7

AACE Conference Scholarship Application . . . . . . .8

ICC Code Hearings Conference Scholarship Application . . . . . . . . . . . . . . . . . . . . . . . .9 COVID-19: Working Together While Staying Apart . . . . . . . . . . . . . . . . . . . . . . . . .10

State Historical Society Seeks Help in Documenting COVID-19 in South Dakota . . . . . . . .12

Online Commercial Applicator Testing . . . . . . . . . .14

SDMEA Hometown Power . . . . . . . . . . . . . . . . . . . .16 Local Government Needs More Support . . . . . . . . .18

SDML Workers Comp UPDATE . . . . . . . . . . . . . . .20

The Value of Professional Development in the Public Sector . . . . . . . . . . . . . . .22 Tips to Help Municipal Employees Fend Off IT-Related Coronavirus Scams . . . . . . . . .26

2021 - 2024 STIP Development Meeting Dates . . . . . . . . . . . . . . . . . .29

Columns

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

President’s Report . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Risk-Sharing News . . . . . . . . . . . . . . . . . . . . . . . . . .30 Washington Report: Representative Johnson . . . . . .32

In Every Issue

City Highlight - Gregory . . . . . . . . . . . . . . . . . . . . .25

Hometown Happenings . . . . . . . . . . . . . . . . . . . . . . .34

Classifieds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38

SDML Calendar of Events . . . . . . . . . . . . . . . . . . . .40

Municipal Calendar . . . . . . . . . . . . . . . . . . . . . . . . . .41

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

MAY 2020

VOLUME 86, NUMBER 11

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Director's Notes A state official e-mailed me to ask about what cities were doing on something in these times of COVID-19.

I replied with the various ways you had adapted, and they responded: “I love the cities. They figure out on their own what works and just do it. No complaining or whining.”

Amen. You have shown that can-do spirit every minute of the last couple of months, answering the demands of your citizens on one hand, the concerns of our partners in the business community on the other hand, and with the agility of an octopus, working with a state government who gives

direction but not authority, a legislature that talks local control but walks a very different path, balancing all the different opinions on whether COVID-19 matters, how much, and which political party caused it.

I’ve never lacked in admiration for our members, but you are blowing us away. Thank you for everything you are doing - will keep this short, you don’t have time to read it.

God bless and stay well.

Until next month, remember we are always available at yvonne@sdmunicipalleague.org Yvonne Taylor Executive Director

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SOUTH DAKOTA MUNICIPALITIES

President's Report

As I am writing this article in mid-April, I want to express my disappointment regarding the cancellation of District Meetings. As President of the Municipal League I was so excited for the opportunity to visit every district and meet all of the meeting attendees. I apologize for not being able to do that, these were definitely circumstances out of the control of any of us.

As community leaders, we enter the month of May hoping for health and prosperity for our communities. The COVID-19 Pandemic is challenging our local governments to make the hard decisions that must be made in order to protect the health and welfare of the communities they govern. Local governments are definitely entering unchartered territory. The local governments look to state and national leadership for guidance and have based the local decisions on what is being done at those levels.

Locally our governing boards have been making decisions

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to control business activities that put community members at risk and have taken the steps to enact emergency ordinances that prohibit the operations of businesses that promote public gatherings. Many of our local officials have been under scrutiny for moving forward and enforcing the emergency ordinances. Through all of the scrutiny the governing boards need to stay strong and support their decisions that were and are made to protect the health of our communities.

You are the elected officials who have made the commitment to make the necessary tough and important decisions for your communities. Your commitment to leadership shows great strength during these difficult times and your communities support your effort.

God Bless all of you, your families and your communities.

Debbra Houseman

START THE DISCUSSION WITH SDHDA AND TAKE THE NEXT STEP

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D A K O T A

D E V E L O P M E N T

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sdhda.org MAY 2020

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SOUTH DAKOTA MUNICIPALITIES

2020 SDML EXCELLENCE IN MUNICIPAL GOVERNMENT AWARD Official Nomination Form

EXCELLENCE

in South Dakota Municipal Government 2020 ELECTED OFFICIAL

This year, the Excellence in South Dakota Municipal Government award will be presented to an elected official in South Dakota. The award recipient will be selected from nominations received by the South Dakota Municipal League Past Presidents’ Committee. All nominations must be submitted in writing by August 15, 2020. The award will be presented at the SDML Annual Conference in Spearfish on October 8, 2020.

Name of Nominee: ____________________________ Title: _______________________________ Address of Nominee: ______________________________________________________________

Significant contributions to the municipality: ____________________________________________

________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________

Significant contributions to the community: _____________________________________________

________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ Significant contributions to other organizations: _________________________________________

________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________

Significant contributions to South Dakota Municipal Government: ___________________________

________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________

Other Comments: _________________________________________________________________

________________________________________________________________________________ ________________________________________________________________________________

Submitted by: _________________________________ Phone: ____________________________ DEADLINE: August 15, 2020 Please submit to: South Dakota Municipal League Nominations are confidential.

208 Island Drive, Ft. Pierre, SD 57532 Additional supporting documents welcome.

FAX to 605-224-8655

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SOUTH DAKOTA MUNICIPALITIES

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Attended ICC Conference before? When?

Representing:

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Address (City,State, Zip)

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ELIGIBILITY CRITERIA Applicant must be a voting member of the South Dakota Building Officials Association and a voting member of the ICC or become one prior to scholarship award.

The Scholarship fund allows for reimbursement for expenses related to registration, airfare, lodging, transportation, and meals not included in the conference package. Recipient is responsible for keeping all receipts and submitting them to the SDML for reimbursement. All reimbursement costs are subject to SDBOA board approval.

ONE scholarship to be awarded to an individual that has not previously attended an ICC Code Hearing, and ONE scholarship will be awarded to an individual that may have attended a previous ICC Code Hearing in the past.

Scholarships to attend the ICC Code Hearings are NOT limited to in-state use only. $SSURYDO RI WKH DSSOLFDQW¶V &LW\ &RXQFLO &RPPLVVLRQ RU 6XSHUYLVRU PXVW EH UHFHLYHG ZLWK DSSOLFDWLRQ All applications must be received in the office of the Municipal League no later than July 1 each year to be eligible.

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MAY 2020

9

COVID-19: Working Together While Staying Apart

government Members. It is our honor as your fellow public employees to be your coverage partner as you serve your local communities.

By: Dave Pfeifle, SDPAA Executive Director

Our last article was submitted for publication before the COVID-19 crisis, which has now presented the most significant public health emergency in our lifetime. Our sincere thanks and gratitude to the thousands of dedicated public servants who comprise the SDPAA’s 427 local

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Dealing with crises is what we governments do. As part of some Emergency Operations Centers (EOC), I learned that it is critical in any crisis to marshal all public assets and to coordinate all governmental communications to timely share all vital information with each level of government and with the public. I observed political foes at the Federal, State and local levels ignore their own conflicting political beliefs to provide a unified response. Cohesive leadership at all levels encouraged everyone to make the necessary sacrifices to successfully overcome each crisis.

We worked together to rapidly rebuild the neighbor’s barn in South Dakota.

However, this latest crisis has not had the same unified response. The lack of unified messaging has dampened the public’s enthusiasm to make the required sacrifices and has prolonged this crisis. Some officials who were in a position to provide relief merely minimized the threat and failed to act in a timely manner, if they acted at all. Now

SOUTH DAKOTA MUNICIPALITIES

South Dakota has emerged as a national virus hotspot as of this writing. These poor prognosticators delayed the rebuilding of the barn.

Ironically, this January I was talking with a former EOC team member about her conducting emergency management messaging trainings for SDPAA Members sometime later this year “when things quieted down” after possible Spring flooding. We will renew our efforts to provide that training once this crisis subsides. We had already planned to place it on video so that everyone could partake in it.

Please ensure that the SDPAA’s Member resources are part of your emergency management plan. The SDPAA offers Members free legal assistance through the Employment Practices and Government Practices Hotlines that provide Members with free expert legal advice on almost any topic. These Hotlines were available and staffed by expert attorneys able to answer any questions related to COVID19. We also renewed the Elections Hotline to address Member questions for any upcoming elections impacted by the crisis. All three Hotlines can be reached at 1-888313-0839.

For this crisis, we sent email blasts to all Members reminding them of the hotlines and informing them about new developments for employment practices and election practices. We talked daily with dozens of public entity lawyers on various legal developments. Our loss control vendor, Safety Benefits, Inc., served as a resource for first responder organizations and was available at any time to every SDPAA Member with one phone call or email. Your experienced SDPAA team was also available to share knowledge and to identify other available resources for any particular situation. While many Members contacted one of us, many others did not.

The SDPAA also retained one group of expert attorneys to advise our Members who had or were contemplating adopting any public health protection measures. These attorneys have extensive experience in local government/public health law and were able to combine their knowledge base to provide proactive assistance to our Members.

resources to you throughout this crisis? Please note that your private company may be one of the same companies that abandoned you almost forty years ago during the insurance crisis.

While these efforts are extensive, the SDPAA knows that we must do more in these rapidly changing times. We will boost our efforts to effectively communicate with our 427 Members. While a phone call is usually everyone’s preference, it is difficult to quickly disseminate the same information to everyone without instant electronic communication. In the coming months, we will leverage our use of technology in launching new and better methods of instantly communicating with our Members in a more interactive manner. In the meantime, some of you need to update your technology so that you can take advantage of these newer methods of communication. For those of you who are the SDPAA contact person for your entity, please ensure that SDPAA emails are forwarded to all the right people in your organization.

This latest crisis is another reminder that local governments are the lowest hanging fruit on the government tree. Public opinion bestows upon us almost all the responsibility and the brunt of the criticisms for any issue--whether warranted or not. In order to fulfill those expectations, we must demand more from ourselves and more from our State and Federal governments. We need to utilize all public assets at every level to serve the greater good. All leaders at every level must be willing to fashion a unique response for every unique local situation, rather than steadfastly clinging to their own political beliefs that may hinder the necessary efforts to solve these real-world issues. As former New York City Mayor Fiorello La Guardia once said, there is no Democratic or Republican way to fix a pothole.

Stay safe and healthy!

The personal opinions expressed in this article are solely those of the author. The views do not necessarily reflect those of the SDPAA, its Board of Directors, or its Members.

Your SDPAA team has been in contact with many of you throughout this crisis. Before we contacted you, many of you felt isolated. You were relieved to hear that you are not alone and that many resources were available. Local governments are proven experts in banding together to solve problems. The SDPAA is a prime example of literally pooling our efforts together as we were formed to solve the insurance crisis of the 1980’s when private insurance became practically unavailable for local governments. For those of you who currently contract for private insurance, did your private insurer offer these same MAY 2020 2017

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State Historical Society Seeks Help in Documenting COVID - 19 in South Dakota

The South Dakota State Historical Society in Pierre is seeking assistance in documenting how the current COVID-19 pandemic crisis is affecting people in South Dakota.

South Dakotans are encouraged to submit their electronic writings, photos, artwork, short audio or video clips and other materials to the State Historical Society-Archives. A special digital submission page has been created on the State Historical Society website to make it easier for people to donate their items.

Go to history.sd.gov/archives/covid19.aspx.  

“It is important to capture the ways we are experiencing this event, whether they be stories of loss and tragedy or stories of resilience, grace, and helpfulness,â€? said state archivist Chelle Somsen. “Future generations will thank you for sharing a part of your lives with them.â€? 

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The State Historical Society has collected items documenting South Dakota’s history since statehood in 1889. Everyday activities, life-changing events, triumphs, and achievements are all recorded in the oral histories, newspaper articles, films, diaries, photographs, books, and artifacts that make up the society’s collections.

“These items bring history to life and help students, scholars, historians, and lawmakers understand our past and learn from it,â€? said Jay D. Vogt, director of the State Historical Society. 

Vogt noted that, despite the fact that the Cultural Heritage Center, including the State Archives, is closed to the public until further notice because of the COVID-19 pandemic, society staff, mostly working at home, continue to collect, preserve, interpret, and promote the history of the people of South Dakota.

For more information, contact the State Historical SocietyArchives at 605-773-3804 or visit history.sd.gov/archives

About the South Dakota State Historical Society The South Dakota State Historical Society is a division of the Department of Education. The State Historical Society, an Affiliate of the Smithsonian Institution, is headquartered at the South Dakota Cultural Heritage Center in Pierre. The center houses the society’s worldclass museum, the archives, and the historic preservation, publishing, and administrative/development offices. Call 605-773-3458 or visit www.history.sd.gov for more information. The society also has an archaeology office in Rapid City; call 605-394-1936 for more information. .

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Online Commercial Applicator Testing

Due to the spread of COVID-19, many commercial applicator testing locations remain closed throughout South Dakota. The South Dakota Department of Agriculture (SDDA) will offer an online commercial applicator test for commercial applicators who need certification and a temporary license for the 2020 season. Applicators who pass the online exam will be issued a temporary commercial applicator license valid through September 30, 2020.

The online commercial applicator exam can be found at https://apps.sd.gov/doa/cwt/default.aspx . If you have any questions or experience problems with the online test, please contact the SDDA at 605.773.5425 or SDDAAgronomy@state.sd.us Starting October 1, 2020, the temporary license may be extended by completing a regular commercial proctored exam(s) at an SDSU Extension testing location.

If an applicator’s certification and license are current, and they need to add a specific category for the upcoming spray

w w w. i n t e r s t a t e e n g . c o m 120 Industrial Dr Suite 2, Spearfish / (605) 642-4772 engineering/surveying/planning

season, please contact the SDDA.

Agriculture is a major contributor to South Dakota’s economy, generating $32.5 billion in annual economic activity and employing over 132,000 South Dakotans. The South Dakota Department of Agriculture's mission is to promote, protect, and preserve South Dakota agriculture for today and tomorrow. Visit us online at sdda.sd.gov or find us on Facebook, Inst

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SOUTH DAKOTA MUNICIPALITIES

State Surplus Heavy Equipment Update

Greetings to our city, county, township, and tribal government partners!

Each year for decades Property Management has had the pleasure to offer you first opportunity to fill your highway and road maintenance needs with formerly operated SDDOT heavy equipment. Unfortunately, this pandemic has effected us yet from another angle. We will not have a presale opportunity of this equipment to our political subdivision friends this year. DOT is unable to release any equipment to us and their foremost priority is to hold the appropriate inventory to maintain safe interstate and highway travel.

Know that we will always do what we are able to help.

Thank you for all you do in your communities.

The staff at Property Management Lennis, Monty, Doneen, and David Surplus.property@state.sd.us 605-773-4935

MAY 2020 2017

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By Chris Hill, SDMEA Director of Municipal Electric Services Retirement Ahead for Two Municipal Electrical Superintendents

2020 has been flying by. Although most of the world is practicing social distancing, isolation, and in some cases quarantine, a couple of electrical superintendents across the state have decided to retire. Soon we say farewell to Jerry Seitz of Madison and Bill Lewellen of Miller.

Jerry Seitz worked for the City of Madison for 24 years. I met Jerry a couple of times and he was always very polite, had a smile on his face and listened to great music. Jerry is the type of guy that once you meet him you think to yourself, “that guy is awesome and I need to stay in touch with him”. Unfortunately, things get busy and our paths did not cross near as much as I would have liked them to.

My hope is that even though he is retired, he will still make an appearance at the SDMEA conference or stop and check in on his travels. I had two pictures of Jerry from

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my visit to Madison for a hometown power a couple of years ago. I’m not sure he will like either one of them, but I figured I would share them anyway.

Bill Lewellen was a board member when I was started and I knew that we would get along from my first day on the job. It was the South Dakota Municipal League conference in Rapid City and Bill wanted to meet up before the conference golf tournament. During our first conversation we discussed many common interests including the Minnesota Twins, Vikings, and Bud Light.

One thing we did not agree on was our opinions of Tom Brady. Like anyone that has argued with Bill, I quickly learned that he was wrong and I was right. All kidding aside, Bill has been a great mentor to me and was an asset to the SDMEA and the City of Miller. When I wrote a hometown power article about the City of Miller, Bill drove me around and was proud of all of the projects that were taking place. He was excited to leave the city in great shape with the underground project complete. While showing me the projects that the City of Miller was

SOUTH DAKOTA MUNICIPALITIES

working on, he would not let me get one picture of him.

He would tell me to take a picture of Josh and Hayden (lineman for the City of Miller) but did not want any recognition. He was doing the work for his city, not for him. Bill loves the City of Miller and he is thankful that he was able to live in his hometown and make it special.

I’m excited for Bill. I’m excited to see Bill again and hope that I can beat him on the golf course. Sometimes the thought of retiring is more difficult than going to work every day and that was no different for Bill. He wanted and still wants to make sure that things are going well for Miller and wants the very best for his community. Thanks for all you have done, Bill. Miller was lucky to have you for as long as they did and I’m sure you will still be getting some calls when assistance is needed. Also, this was the only picture that I had of you in the Miller during working hours. Enjoy your retirement, you will be missed.

I hope that the communities of Madison and Miller can find new Superintendents that show the same willingness to give their time and effort to their cities as Jerry and Bill have done. They want the power to come on and everything to run smoothly. Sometimes they make mistakes. They can’t read minds and they aren’t always the first to detect a problem, but I guarantee that they are willing to help out and will do whatever it takes to make sure that the problem is fixed as soon as possible. Before anyone criticizes, I hope we realize that they are doing the best they can and will do the right thing. Treat your city employees with respect and you will get the best result possible. Ask these two retirees when you see them sometime. I’ll bet they wanted to make sure that their HOMETOWN was great. Enjoy retirement, guys!!

Questions?

Comments?

Email me at Chris@sdmunicipalleague.org Call Chris: 605-770-6299.

MAY 2020 2017

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Local Government Needs More Support

By: District 7 Representative Tim Reed Speakout

Local government needs to be supported in these trying times.

Monday March 30, the South Dakota Legislature returned from a two week hiatus to what normally has been referred to as Veto Day. The day is set aside to consider the Governor’s vetoes. Because of the COVID-19 Pandemic, we also acted upon several important bills suggested by Governor Noem to help with public health and economic concerns.

Several of the bills gave the ability for the state government to take action to help slow down the spread of coronavirus. One bill, HB1296, gave the governor authority in an emergency, like we are in now, to

temporarily modify rules for how state and local government conduct business to assure government continues to operate.

During the hearing on the bill, an amendment was added that removed local government rules from the bill. I knew that would harm the ability of city and county governments to function in these trying times. I was able to successfully add an amendment that put local governments back into the bill. The bill was successfully passed with the amendment and has been signed by the Governor.

Another bill, SB191 was passed by the Senate (30-5) and then defeated in the House of Representatives. This bill would have given counties the ability to enact emergency ordinances like cities can today. It also clarified that cities and counties can use emergency and temporary ordinances to promote the health of their citizens. I voted for this bill and was disappointed that it failed.

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SOUTH DAKOTA MUNICIPALITIES

I was dismayed that this year’s Legislature’s assault on local government and local control continued from the main session to these critical emergency bills when we are in a dire pandemic situation. Brookings and many other communities have been leading the battle to slow down the spread of the virus to lessen the coming strain on our health care system and save lives.

During House of Representatives floor debate, while discussing the emergency bills promoted by the governor it was stated that coronavirus had a death rate lower than influenza, insinuating that we were overreacting. Two days later the United States topped 1,000 deaths due to coronavirus in a single day which is more than double that of the flu which was one of America most deadly illnesses.

Thank you to our local officials, local businesses, and the community as a whole for the leadership to safeguard Brookings County and City.

This piece was originally posted April 6, 2020 in the Brookings Register.

MAY 2020 2017

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INSURANCE BENEFITS, INC. – FUND ADMINISTRATOR

***UPDATE*** BULLETIN TO MEMBER VOLUNTEER FIRE DEPARTMENTS and ENTITIES WITH FIRE DEPARTMENTS Regarding “Out of State” Wildland Fires It’s that time of year when wildland fires are common throughout the western United States. This is an update and of a bulletin that we issue each year to educate fire departments on changes relating to workers’ compensation coverage for South Dakota fire departments that are dispatched due to a Federal or Interstate Compact request for assistance with “Out of State” wildland fires. Because we have several new fire departments that have joined the SDML Workers’ Compensation Fund since this bulletin was first issued, we want to take this opportunity to help your fire department understand how workers’ compensation coverage is handled for these “Out of State” wildland fire suppression requests.

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

The SDML Workers’ Compensation Fund will provide workers’ compensation coverage to your firefighters that 20

are certified to work these “Out of State” wildland fires should you and your fire department choose to be available for dispatch to an Interstate Compact or Federal request.

We will also provide the required Work Comp Certificate of Coverage.

If you decide to respond to an Interstate Compact or Federal request, you must notify the SDML Workers’ Compensation Fund Administrator when the fire department is dispatched. Please include how many firefighters are dispatched, the number of days expected to be dispatched and the location of the out-of-state fire. The amount paid to the firefighters by the fire department for their labor is compensation (payroll) as a paid wildland firefighter. The amount of compensation will be included on your payroll audit at the end of the year as Class Code 7705: Wildland Fires – Out of State. The 2020 rate for “Out of State” wildland firefighters is $16.46 per $100 of payroll (compensation). In January, we will contact the fire departments that have been dispatched to collect the payroll amount. The additional contribution for the “Out of State” wildland fire work comp coverage will be calculated and charged at the completion of the 2020 payroll audit. For example, if you pay your firefighters $10,000 for responding to “Out of State” wildland fires during 2020, the additional cost for workers’ compensation coverage will be $1,646 and an invoice for this additional SOUTH DAKOTA MUNICIPALITIES

contribution will be mailed during the first quarter of 2021.

Remember, this only applies to “Out of State” wildland fire requests.

“In State” wildland fires remain the same as always. The State of South Dakota provides the workers’ compensation coverage for South Dakota firefighters who are dispatched to an “In State” wildland fire pursuant to SDCL 62-1-5.2.

We suggest that if you and your fire department will be participating with the Federal or Interstate Compact request, that it be authorized within your Council/Commission/District meeting minutes. If you have any questions, please don’t hesitate to contact our office.

Brad Wilson, CIC, AIC, SDWCS Administrator 4901 S. Isabel Place, Suite 210, Sioux Falls, SD 57018 Telephone 800-233-9073 – Fax 605-275-6193 – Email: brad@sdmlwcfund.com

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MAY 2020 2017

21

The Value of Professional Development in the Public Sector

By Evan Abbott, Employers Council organizational development and learning director In a 2016 Harvard Business Review article, the author called leadership development programs "the great train robbery." As a learning and development professional for going on 25 years, I find this assessment distressing and disappointing — and not surprising.

We leadership and development professionals do not always do a great job of quantifying the case for leadership and professional development. Why? It is not easy.

However, nothing worth doing ever is. And it is absolutely worth doing.

In both the public and private sectors, learning professionals and managers have always been tasked with building the talent required for the organization to run. In the public sector, there are additional pressures to develop a workforce that can meet the public demand and better 22

serve the community. Now you are asked to do it with fewer resources and less money. Every taxpayer dollar must be fought for, and programs are put in jeopardy if value cannot be established.

Fortunately, there are those out there who have collected any number of compelling scientific metrics making a case for the value of leadership and professional development.

One example comes from a 2015 joint study by the Conference Board and Development Dimensions International. Some results reported in post-training changes in employee behaviors include: • • • • • •

42% better operational efficiency 36% higher productivity 90% lower absenteeism 105% fewer filed employee grievances 90% less rework 77% lower turnover SOUTH DAKOTA MUNICIPALITIES

All employers, including the public sector, need a welldeveloped workforce in order to accomplish goals and meet the demands of their customers — in this case, the public. Meeting the demands of the public can mean the difference between a struggling community and a successful one. The right professional development program returns much more than an intangible ideal: It reaps real monetary and community advantages.

Retention Replacing an employee is costly. The average reported expense of replacing an entry-level worker is 30% to 50% of their annual salary. For midlevel employees or managers, it is about 150% of their annual salary. And for high-level individuals, you are talking 400% in replacement costs. If employees feel more engaged in their work as a result of professional development opportunities, they are less likely to get bored with the position and leave. An investment in training also shows your people that you are invested in them as individuals — which makes them more inclined to stay. This is becoming increasingly important with both the Millennial generation and Generation Z. Employment settings that focus on continual development and acquisition of new skills are viewed as more appealing, leading to greater commitment from these employees to stay. When an employer fails to retain talent, it hurts your bottom line and financial stewardship. An investment in professional development helps you protect that bottom line.

been trained to lead, your succession planning will be truly successful.

Efficiency It is common sense: When your employees are properly trained to do their jobs, they work much more effectively and efficiently. We know this as it relates to technical skills (Who puts someone in a city vehicle before they have been licensed?); however, we do not always apply the same level of rigor with foundational relational skills.

Through professional development opportunities, your employees learn crucial skills to help them across a variety of situations. You have witnessed it: The inability to effectively navigate conflict quickly slows a team down. If you invest in conflict training to hone this essential professional skill, you equip employees with the tools they need to improve communication and problem solving, leading to greater efficiencies.

Retention, succession planning, and efficiency are all commonly acknowledged outcomes of impactful

Succession planning We have all heard the statistic – 10,000 people a day are turning 55. With an aging workforce and the brain drain of institutional knowledge, planning for your next tier of civic leaders is paramount.

With a robust professional development program in place and a commitment to cultivating essential leadership skills, you are in a much better position to make leadership transitions seamless. Developing skills in collaboration, influence, emotional intelligence, conflict management, and communication are essential skills of leaders. These skills, introduced and prepared in a training setting, are then best refined in the real world. By focusing on the developmental aspects of your succession planning strategy now, before the leaders are needed, you will introduce practiced and skilled leaders into their roles when the moment finally arrives. With leaders who have MAY 2020 2017

23

professional development programs. And sometimes, the expense still needs to be justified. If learning professionals, managers, and human resources do not stand up and make a case for investing in professional development, no one else will. Making this case means understanding ROI. What is ROI, and why do you care?

The term ROI is used a fair amount, but what are people really intending to say when they use it? In the strictest sense, proving the financial value over cost is the essence of return on investment (ROI). Most people generally understand that learning programs bring value to the organization, but that is not the issue. The issue is how much value, and what gets priority? Not every worthwhile professional development endeavor gets funded. When dollars are limited, understanding ROI can be your best weapon.

ROI is more than a calculation; it is a way of thinking. We frequently focus on the quality of the developmental experience ("Did you like the training?") rather than the impact of the training ("How has the training improved your performance, and how has it contributed to the bottom line?"). The end result of ROI is a financial expression of how much money we saved (or earned) based on how much was spent. In the world of public service, being financial stewards of taxpayer dollars is critical and means having the ability to not only document how funds have been spent, but the impact those dollars had.

However, sometimes individuals use the term ROI, when what they really mean is ROE – return on expectation. Not all behaviors can be quantified into dollars and cents. Even measurement experts like Jack and Patti Phillips advise using caution when trying to monetize intangibles like teamwork, inclusion, engagement, and other behaviors leading to success. What we can do in these cases is define ROE. What behavioral/ performance expectations do we hope to see come out of the professional development endeavors, and how are those being captured, evaluated, and applied?

Regardless, if the discussion is ROI, ROE, or somewhere in between, leadership and development professionals, managers, and stakeholders all need to be clear on three 24

key sets of measurements and outcomes for any professional development initiative: •

Learning effectiveness measures. What knowledge, skills, behaviors, and attitudes are you looking to create through professional development? Why are they important in your community? How will you determine whether these have been learned? Mapping out the differentiators in this area for your employees will determine efficiencies that are measurable and relatable to citizens of your municipality.

•

Job impact measures. How will you establish whether these new skills and insights are being applied on the job and impacting performance?

360s, performance evaluations, and direct observation can all be impactful methodologies for capturing both ROI and ROE data.

•

Organizational impact measures. What quantitative data exists that you can use to measure end impact on clients, the public, or organizational functioning? This is perhaps one of the most important questions to consider. To measure something at the end of the professional development experience, there needs to be measurements in place at the start of the process.

Picking a measurement with data that is quantifiable or describes a quality of a municipal service and plotting how that improves with professional development can help stakeholders understand the actual value of this advancement.

Professional development is an investment like any other.

We all want to see returns on the time and money spent.

And like other investments, those returns rarely happen overnight or without a specific plan. Mapping out where your organization is currently and where you want to see improvements is the first step. Next is determining what will help reach your goals. Well-calculated professional development training and interventions can create the cohesion you need to deliver the best services possible to generate success in your community.

Reprinted with permission from the Colorado Municipal League.

SOUTH DAKOTA MUNICIPALITIES

CITY HIGHLIGHT

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Provided by the City of Gregory

MAY 2020 2017

25

Tips to Help Municipal Employees Fend Off IT-Related Coronavirus Scams

Pierre DeMontigny, Network Infrastructure Consultant, Sophicity

During this coronavirus crisis, scammers are using the internet and technology to take advantage of employees working remotely for the first time. Through a mix of social engineering and exploiting security vulnerabilities, scammers are trying to disable and harm your municipal operations through the use of ransomware, malware, and fraud.

Referenced in a TNW article, “According to Barracuda Networks, phishing attacks have seen a 667-percent surge from February to March, as the coronavirus spread took on pandemic proportions and many countries are imposing city-wide quarantines and lockdowns.” It’s likely that surge is continuing. Our current national (and international) crisis creates a perfect storm of risk as people rush to implement remote work technology and processes due to the coronavirus, leading employees to become more susceptible to scams in the absence of information and expertise that alleviates uncertainty.

Don’t become the next cyber victim. Municipalities need to step up and mitigate as much uncertainty and risk for employees as possible. First, we will go over some scams your city employees will likely see. Second, we will

propose some tips to help protect your employees from scams. Third, we will let you know how to mitigate even more risk through the use of information technology.

1. Common Scams

Scammers are busy creating fake websites and attachments full of malware, ready for your employees to take the bait.

Referenced in a Diginomica article, “Check Point Software's Threat Intelligence monitoring service has recorded more than 4,000 new coronavirus-related domains registered since January. Of these, its scans found 3 percent to [be] malicious and another 5 percent suspicious, making the probability that coronavirus Internet domains are malicious 1.5-times that of the average site.”

Many coronavirus scams focus on tricking vulnerable employees who are afraid, anxious, or unknowledgeable about IT and the coronavirus. They use disinformation, fake requests, and emotional reasoning to accomplish their scams.

Specifically, you and your employees need to watch out for: • Email (and text) phishing scams: Scammers are sending out coronavirus-related phishing emails meant to entice your employees to click. The Better Business Bureau points out that phishing emails may include false hope about vaccinations and therapeutic medicine, stimulus checks, and items currently hard to find (such as hand sanitizer). Employees should be very skeptical about unsolicited emails related to coronavirus concerns.

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Spear phishing: Spear phishing differs from impersonal phishing emails. Scammers research your city and send you an email that closely imitates your mayor, your city manager, your city clerk, an IT department, or another trusted contact. They hope that you get tricked and hand over sensitive information (such as a password).

IT-related phishing scams: It’s understandable if you’re non-technical. However, as employees get used to working from home, technical naivety may open them up to confusion. What if they get SOUTH DAKOTA MUNICIPALITIES

•

•

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an email from “IT” saying their browsing session isn’t secure and they need to sign into a VPN? Or their password needs confirmation because they’re working remote? Or that they need to install special software because they’re working remote? Would your employees click?

Social engineering (don’t forget the phone!): Scammers are also using robocalls and calling up employees personally to use the same tricks as described above, only over the phone.

Unsolicited, emotional, and/or urgent appeals: Phishing scams are generally unsolicited, and they use fear, doubt, emotion, and urgency to make your employees act before they can think about the request.

Sources of information about coronavirus: Scammers are using uncertainty about the most fearful aspects of this crisis such as vaccinations, medicine, testing, and scarcity of goods to get people to click. As we referenced above, many

MAY 2020 2017

malicious websites exist and scammers want you to click on their links.

2. Tips to Help Employees Protect Themselves

Thankfully, there are many ways to protect employees from these scams if you are proactive. These tips include: • Communicate, communicate, communicate: Don’t leave employees in the dark. Communicate your policies about working from home, accessing files and data, and signing into city applications. Give employees clear, transparent information about your IT processes. Make it less likely they will get fooled by a scammer emailing them about fake IT policies. If you don’t communicate well about your policies and processes, then employees are more likely to fall for a scam.

•

Train employees about phishing. The same logic applies to phone calls. Teach employees to be suspicious. Any unsolicited, emotional, and urgent emails or calls from someone they don’t 27

•

•

•

know should raise a red flag. If in doubt about an email or phone call, call your IT staff or vendor, or call your supervisor.

Remind employees to be skeptical about information. Don’t be fooled. Cross-check information instead of blindly trusting an email or social media link. Use legitimate sites such as the CDC to get information about the coronavirus.

Mandate that employees do not download unauthorized software: Scammers often tempt employees to download software that seems useful but is loaded with malware or viruses.

Employees must understand that downloading unauthorized software is not an option, even on their personal devices if they are using them for work.

Encourage the use of Two-Factor Authentication and Password Management: Two-factor authentication (2FA) and a password manager can help protect employees who may accidentally give up their passwords to a scammer. A scammer would need physical access to the employee’s phone in order to make use of the password. 2FA gives your employees an additional layer of protection.

•

•

•

can also make sure software and hardware is patched and updated.

Ensure employees have antivirus and antispam software: This helps prevent many viruses and can stop scamming emails before they get to an employee’s inbox.

Use a centralized document management system: This way, employees will know any important documents are stored in a central repository, making them less likely to click on a malicious document in an email.

Have a clear, working incident response, data backup, and disaster recovery plan: Covering envisioned worst-case scenarios, these plans are essential in case your employee does fall for a scam. Your plan can help you mitigate the damage of a cyberattack, recover your data, and ensure employees can get back to work as soon as possible.

3. Additional Tips to Help Protect Employees

Remember, people make mistakes. While employees are not perfect, the above tips can help them detect scams and mitigate some risk associated with actions the scammers want employees to take. However, you can help mitigate even more risk with the following IT best practices.

• Assign city-owned devices to employees: Many security breaches result from employees using personal devices. If possible, assign them cityowned desktops and laptops, overseen by IT professionals. These devices are easier to secure and maintain.

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Avoid VPNs if employees use personal devices: If allowing employees to use personal devices is unavoidable, we strongly recommend providing access to city data through a secured, typically browser-based remote portal instead of a VPN.

Use IT professionals to oversee security: IT professionals using monitoring and alerting tools can help detect potential security incidents. They

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SOUTH DAKOTA MUNICIPALITIES

2021 - 2024 STIP Development Meeting Dates

The STIP (Statewide Transportation Improvement Projects) is a four-year program listing projects developed through the coordinated efforts of the Department of Transportation, Transportation Commission, state and federal agencies, local and tribal governments, metropolitan planning organizations, public agencies, transportation providers, citizens and other interested parties. The program identifies highway and intermodal improvements to preserve, renovate, and enhance South Dakota's transportation system.

Informal Public Meetings Central South Dakota Enhancement District - Pierre June 22, 2020 at the SD Dept. of Transportation Commission Room, 700 E Broadway Ave, beginning at 10:00 a.m. CDT

3rd Planning and Development District - Yankton June 23, 2020 at their office, 1808 Summit Street, beginning at 10:00 a.m. CDT

Southeast Council of Governments - Sioux Falls June 23, 2020 at their office, 500 N. Western Avenue, Suite 100, beginning at 3:00 p.m. CDT

1st District Association of Local Governments Watertown June 24, 2020 at their office, 124 1st Avenue Northwest, beginning at 10:00 a.m. CDT

Northeast Council of Governments - Aberdeen June 24, 2020 at their office, 416 N Production St N., #1, beginning at 4:00 p.m. CDT Black Hills Council of Local Governments - Rapid City June 25, 2020 at their office at 730 E Watertown St, beginning at 12:00 p.m. MDT

Formal Public Meetings July 7, 2020 – Aberdeen at the AmericInn 7:00 p.m. CDT July 8, 2020 – Sioux Falls at Southeast Tech, Sullivan Health Center, 7:00 p.m. CDT July 9, 2020 - Rapid City at the Ramkota Hotel, 7:00 p.m.

MDT July 14, 2020 – Pierre at the Ramkota Hotel, 7:00 p.m.

CDT

All Formal Public STIP meetings are planned to be lived streamed via SDDOT’s Facebook page: https://www.facebook.com/southdakotadot.

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Risk-Sharing Safety Considerations for Telecommuting The COVID-19 pandemic and attempting to limit its spread in the workplace has created an unprecedented need for employees to work from home. The rush to get employees out of busy workplaces and into home offices made it impossible for many to do a proper workplace review prior to the employee working from home. Even so, employers and employees should work together to ensure home office hazards are minimized and workstations are as ergonomically sound as possible during this time. Below are some considerations for employee safety when telecommuting:

HAZARD ASSESSMENTS An at home workplace hazard assessment should be conducted and documented. It’s likely the employer will have to rely on the employee to identify and correct hazards identified. At a minimum, the employee should be provided with a basic checklist inspection form to complete and return to the employer. Safety Benefits Inc. has a checklist for use when assessing home office hazards.

HAZARDS TO ASSESS: Cords & Clutter Trips and falls are one of the most common causes of injury for telecommuters. Cords and cables strewn across an office, doorways or entryways, increase the likelihood of trips and falls. Electrical cords and wires need to be placed to avoid tripping hazards. The use of power cord ties is an easy way to help control these hazards.

Clutter is another hazard that can lead to trip and fall injuries. Simple steps to promote organization and minimize chaos can make a home office safer.

Telecommuters should consider having a designated location to place a water bottle or coffee cup to minimize the risk of spills; a trash can should be readily available to prevent buildup of clutter, etc.

30

HAZARD TO ASSESS: Ergonomics & Office Furniture Workstation ergonomics (ensuring the workstation fits the employee) is always important. But given the speed with which so many employees have been relocated to home offices, it is crucial that employers stress the importance of a proper set up. What kind of chair and work surface are being used? Is the computer screen at a proper height? Is there proper lighting to avoid glare on the computer screen? Sitting on the couch hunched over a laptop, working on the computer while sitting on a bar stool at the kitchen island, sharing a small space at the kitchen table because other family members also need space to work– are all formulas for employees to experience back, neck and arm pain. Safety Benefits Inc. has a checklist to use when assessing workstation ergonomics.

When considering office furniture for a longer-term telecommuting assignment, the employer might want a policy or agreement specifying that the work area must be of an adequate size to accommodate equipment and supplies to be used. File cabinets, bookshelves and other furniture should not prevent safe exit from the work area in the event of an emergency.

HAZARD TO ASSESS: Electrical A home office requires an adequate number of outlets. The capacity of the circuits should be adequate to accommodate needed office equipment. Outlets should be equipped with three-pronged ground configuration and equipment should be plugged into surge protectors.

Employees need to be made aware that certain electrical components will require more ventilation than others to prevent overheating. All equipment used in the home office should have an Underwriter’s Laboratory (UL) approval.

HAZARD TO ASSESS: Fire Safety Most homes have fire safety equipment and a plan for safe exit in the event of a fire. However, it is still important to think about fire safety as it applies to a home office. A fire extinguisher should be immediately available, and the employee should understand how to properly use it. The work area should have a smoke detector and the employee might consider installing a carbon monoxide detector as well. Employers should discourage smoking in the home office as it can be a fire hazard and negatively impacts air quality of the workspace. Any coffee pots, space heaters or similar items used in the office should be located away from flammables and turned off when not in use. While sleeping areas are most likely included in any plan for SOUTH DAKOTA MUNICIPALITIES

emergency exit, a home office might be forgotten. It’s a good idea to think about an effective emergency exit from a home office if it’s in the basement.

ADMINISTRATIVE CONTROLS Every employee assigned to work from home needs to know who to contact with questions or concerns.

Employees concerned over workspace hazards should have a designated contact. This should be someone who can assist the employee in mitigating such hazards. If a work-related injury occurs it is important to follow established procedures. Employees need to know who to contact in the event of an injury, where to find forms for reporting the incident, what to do if first aid or medical treatment is needed, and what information may be needed for an investigation.

WORKERS COMPENSATION (SDML Workers Compensation Fund) When an employee is assigned to telecommute, then the employee is covered the same as if he/she were working from the office. Keep in mind that telecommuting does have inherent grey areas - for an injury to be compensable the injury must: 1) be work related; and 2) the employment must be a major contributing cause of the injury.

The fact that an employee is working from home doesn’t automatically make every activity he or she performs a work-related activity. If a telecommuting employee submits a First Report of Injury, a file will be set up and the claim investigated as in every other reported work injury. Compensability will be determined in the same method and manner as all claims submitted, which is based on the facts and merits of the specific situation and applicable laws.

Given current circumstances prompted by the COVID-19 pandemic, most employers have not had an opportunity to thoroughly consider the recommendations listed in this article. When the effects and restrictions from this pandemic ease, a more complete hazard and ergonomic assessment should be conducted for any employee who will continue to work from a home office.

Tracie Everson Loss Control Consultant SDML Workers’ Compensation Fund South Dakota Public Assurance Alliance tracie.everson@safety-benefits.com 888-313-0839

MAY 2020 2017

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Washington Report:

By Rep. Dusty Johnson

After nearly a month of nation-wide social distancing, everyone’s lives are looking very different. Many South Dakotans are teleworking, but several of our industries have had to completely change how they operate.

Over the last few weeks, I’ve visited with folks who’ve had to make big adjustments in their daily operations. During my weekly grocery visit, I spoke with Justin, the store manager of County Fair Foods in Mitchell.

Much like our health care providers and law enforcement, our grocers and ag producers are on the front lines of this pandemic. There’s a lot to worry about right now, but our grocers are ensuring food on the shelves isn’t one of them.

According to Justin, grocery stores like his are working overtime to ensure the shelves stay stocked and the store stays clean. I also visited with Leanne from Mitchell Middle School. Just like Justin, she’s on the front lines.

Leanne is one of several school employees who has dedicated her time overseeing the lunch program for students who typically receive free or reduced lunch during the school day. School closures have been devastating to children and families across the state and

32

On the Front Lines

it’s more important than ever our students who need a hot meal, receive one.

Speaking of meals, if you’re fortunate enough to work from home and are still receiving a paycheck – there’s no better time to get takeout from your favorite local restaurant. Many local restaurants are now offering delivery and carry-out to make up for lost profits. My family ordered take-out from our favorite local place this week and it made life feel a little more back to normal.

South Dakotans are tough. I visited with our local firefighters in Mitchell – although it’s business as usual for them, they want to make sure South Dakotans are taking the steps to protect themselves during the pandemic. Wash your hands, stay home as much as possible, and avoid groups. Our firefighters, EMT’s, and law enforcement will continue to answer our calls for help.

I’m grateful for our workers on the front lines. To the health care providers working overtime and putting your own health at risk, thank you. To the local media reporting the facts on the ground, thank you. To the state and federal employees working to ensure South Dakotans questions get answered, thank you. To the grocers, farmers, school cafeteria and restaurant employees feeding our families, thank you.

And finally, to the South Dakotans staying home and looking out for their neighbors, thank you.

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JUNE Hometown Happenings

At the time of print, these events had not yet been cancelled. Before attending an event, please check with the event host to verify that the event is still taking place.

May 22 - September 27 Legends in Light® Laser Light Show at Crazy Horse Memorial Crazy Horse May 22 - September 30 Mt. Rushmore Evening Lighting Ceremony Keystone

June 6 - August 9 Annual Red Cloud Indian Art Show Pine Ridge June 6 National Trails Day Pierre

Market at the Meridian Yankton Kids’ Carnival Rapid City

Mount Rushmore Rodeo at Palmer Gulch Hill City June 6 - 7 Siouxland Renaissance Festival Sioux Falls

Volksmarch at Crazy Horse Memorial Crazy Horse

34

June 7 Deadwood Mickelson Trail Marathon Deadwood Strawbale Winery Sangria Sundays Renner

June 7 - 13 Ride Across South Dakota (RASDAK) Rapid City June 11 Summer Porch Series at Strawbale Winery Renner

Kids Mystery Dinner Theater Brookings

June 12 - 14 Annual Custer Off-Road Rally Custer

June 13 National Get Outdoors Day Pierre Gold Rush Gravel Grinder Spearfish Market at the Meridian Yankton

Sioux Falls Festival of Cultures Sioux Falls Yankton Ribfest Yankton Wagon Wheel Sioux Falls

June 14 Strawbale Winery Sangria Sundays Renner

June 16 - 18 Mickelson Trail Summer Trek Lead

June 18 - 20 Oahe Days Arts & Music Festival Pierre Wild Deadwood Reads Deadwood

Czech Days Tabor

Wild Bill Days Deadwood

June 18 - 21 Hartford Jamboree Days Hartford

SOUTH DAKOTA MUNICIPALITIES

June 18 Summer Porch Series at Strawbale Winery Renner

June 19 - 21 Gift from Mother Earth Art Show Crazy Horse June 19 Midsommar at Dalesburg Vermillion

June 20 - 21 Aberdeen Arts in the Park Aberdeen

June 20 Mount Rushmore Rodeo at Palmer Gulch Hill City Market at the Meridian Yankton June 21 Fatherâ&#x20AC;&#x2122;s Day Fiesta Watertown

MAY 2020 2017

Strawbale Winery Sangria Sundays Renner June 24 Canyon Acoustic Series Spearfish June 24 - 27 Crystal Springs Rodeo Clear Lake June 25 - 28 Sturgis Camaro Rally Sturgis

June 25 Summer Porch Series at Strawbale Winery Renner

1880 Train Old West Shootout Hill City

June 26 -28 Main Street Arts & Crafts Festival Hot Springs Black Hills Bluegrass Festival Sturgis

June 26 June Night Blast/Ruthâ&#x20AC;&#x2122;s Night Blast Crazy Horse June 27 - 28 Brookings Kite Festival Brookings

Archeology Awareness Days Mitchell June 27 Prairie Village Railroad Day Madison

June 28 Strawbale Winery Sangria Sundays Renner Prairie Village Variety Show Madison

June 30 - July 4 Annual Black Hills Roundup Belle Fourche

For details on each event visit www.travelsouthdakota.com.

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CLASSIFIEDS

CLASSIFIED ADS POLICY: Member municipalities receive free insertions and free postings on the League website. Non-member advertisers are billed $50 per insertion. All ads are subject to editing if necessary. The next deadline is May 10 for the June 2020 issue. Email ads to sara@sdmunicipalleague.org or fax to 605-224-8655.

Visit www.sdmunicipalleague.org for more classifieds.

CODE ENFORCEMENT OFFICER: Huron, SD - The City of Huron has an opening for a full-time Code Enforcement Officer. Duties include enforcing City Ordinances related to, but not to restricted to vegetation, snow removal, public nuisance, building and zoning actions. Responsible for the abatement of nuisances. $20.16 per hour. Benefits include health, life, retirement, paid holidays, vacation and sick leave. Applications packets are available online at www.huronsd.com (select “City Government” tab, click “City Employment”), City Finance Department (239 Wisconsin Ave SW, 605-3438505) and S.D. Dept of Labor & Regulation (2361 Dakota Ave S, 605-353-7155). Position open until filled. EOE.

PUBLIC WORKS DIRECTOR: Custer, SD - The City of Custer is seeking an individual to manage the Public Works Department. The position is expected to perform a variety of supervisory, administrative, skilled, technical, and maintenance related tasks. The Public Works Director oversees the streets, parks, pubic buildings, water & wastewater operations. The position is responsible for managing the activities, operations, maintenance and construction of the Public Works Department. The ideal candidate will possess sufficient experience to thoroughly understand the diverse objectives and functions of the Public Works Department. Must possess a valid Driver’s License. The following certifications would be a benefit: Class 1 Water Treatment, Class 2 Wastewater Treatment, Class 2 Water Distribution and Class 2 Wastewater Collection, or adequate water and wastewater knowledge.

Must be a team player; with leadership skills and the ability to provide outstanding customer service. Must reside within 15 minutes of Custer. Starting wage DOE and certifications. Applications are available at Custer City Hall, 622 Crook St., Custer, SD 57730. 605-673-4824. www.custer.govoffice.com. An application must be completed, and resumes may be included with the

ELECTRIC SUPERINTENDENT: Miller, SD - The City of Miller is looking for an electric superintendent to manage the functions of the municipal electric department.

A minimum of 4 years of experience or a combination of education and experience is preferred. For job description and application please contact Miller City Finance Office at 605-853-2705 or finance.office@cityofmiller.com.

Please submit cover letter, resume and references to City of Miller 120 W 2nd St., Miller, SD 57362. Salary DOE. Position open until filled. EOE.

ELECTRICAL APPRENTICE AND MAINTENANCE: McLaughlin, SD - The City of McLaughlin will be accepting applications for an Electrical Apprentice and Maintenance employee. Duties include assisting electrical lineman in constructing, maintaining and repairing power lines. Applicant would have to work to complete Utilities Apprenticeship program. Applicant would also perform other duties as assigned in the water, sewer, streets, garbage and park departments. Benefits include: vacation, sick and personal leave and South Dakota State Retirement. For a detailed job description, contact the City of McLaughlin, PO Box 169, McLaughlin, SD 57642.

Telephone 605-823-4428, Fax 605-823-4429 or email mclughsd@heartlandpower.org.

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SOUTH DAKOTA MUNICIPALITIES

application, but are not accepted in lieu of an application.

Applications will be accepted by mail or may be dropped of at Custer City Hall. Position open until filled. EOE.

PUBLIC WORKS MAINTENANCE: Philip, SD - The City of Philip is accepting applications to fill the Public Works Maintenance II position. This is a full-time position that will assist in all phases of maintaining the city streets, water distribution and wastewater system. This individual will also assist with the maintenance of public buildings and open spaces including the airport, rubble site and swimming pool. Individual must possess or be able to obtain water and wastewater certifications. Knowledge and experience with all types of equipment is desired. A commercial driver’s license is also encouraged. Wage is depending upon qualifications and experience with an excellent benefit package. Applications and a detailed job descriptions are available at City Finance Officer, 140 S. Howard Ave. 4th Floor, PO Box 408, Philip, SD 57567.

605-859-2175; online www.philipsd.us; or email: cityadmin@philipsd.us. Applications will be accepted until the position has been filled. The City of Philip is an EOE.

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STAFF ENgINEER: Pierre, SD - The City of Pierre is seeking applicants for a Staff Engineer. This position assists the City Engineer in providing technical services related to City of Pierre infrastructure projects. Also assists Building Official in plan review and issuing Building Permits. Duties include project feasibility analysis, municipal infrastructure project design & review and construction project administration. Qualifications include being skilled in Civil Engineering design, project management, and computer applications (MS Office, CAD design and drafting, GIS/ARCView). Professional Engineer licensure within 2 years of employment preferred. B.S. in Civil Engineering. or a related field with a minimum 2 years of related experience. Excellent communication skills and a clear ability to work with diverse individuals and organizations is essential. $73,506.45 minimum with comprehensive benefit package. Application can be obtained at City of Pierre, PO Box 1253, Pierre, SD 57501, 605-773-7429, www.cityofpierre.org. Open until filled. EOE.

WATER SUPERINTENDENT: Sturgis, SD - The City of Sturgis is hiring a Water Superintendent to supervise the Water Division of the Public Works Department. Oversees the operations and personnel engaged in the operation, maintenance, repair, construction and inspection of the City’s municipal water distribution system. Preference given to candidates with South Dakota Class 1 Water Treatment Certification and South Dakota Class 2 Distribution Certification. Must have 6+ years’ experience in the repair, maintenance, or construction of water distribution system. Salary range is $50,000 to $60, 000 per year, DOQE. Interested applicants must submit a City employment application, resume and letter of interest. For more information regarding this opportunity, please contact Rick Bush, PWD Director, at 605-347-3916.

Position open until filled.

FOR SALE: Aberdeen, SD - The City of Aberdeen is selling six metal light towers with working metal halide lights. Cost is negotiable. Please contact Mark at 605-6267015 or mark.hoven@aberdeen.sd.us.

FOR SALE: Pierre, SD - The City of Pierre has for sale a 2005 Cougar Mosquito fogger with approximately 350 hours of use. Gas powered, used thru the 2019 season but upgraded to a newer machine. $3,000.00 Call Park Superintendent Thomas Moore if interested, 605-7737437.

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

39

2020 Events Calendar

June 30 Budget Training, Sioux Falls

July 9 Budget Training, Rapid City 17 Elected Officials Workshop, Pierre 16-17 SD Building Officials’ Association Meeting, Deadwood

August 12-13 Policy Committee Meetings, Fort Pierre

October 6 SDML Board of Directors Meeting, Aberdeen 6-9 SDML Annual Conference, Spearfish November 18-21 NLC City Summit, Tampa, FL

December 9 Joint SDML Board Meeting with County Association, Pierre

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SOUTH DAKOTA MUNICIPALITIES

Municipal Calendar S

3 10 17

24

31

M

4 11 18 25

May 2020 T W T

5 12 19 26

6 13 20 27

7 14 21 28

F 1 8 15 22 29

S

S 2 9 16 23 30

7 14 21 28

May

M 1 8 15 22

29

June 2020 T W T 2 3 4 9 10 11 16 17 18 23 24 25 30

F 5 12 19 26

S 6 13 20 27

First Meeting in May – The financial officer is required to make an annual report to the governing body no later than the first regular meeting of May each year. The report must include the receipts, expenses, and financial condition of the municipality, including the amount of funds in the treasury at the time of making the report and where and in what amounts such funds are deposited or invested. The report shall be published in the official newspaper within thirty days after the report is made to the governing body or on completion of the annual audit. By the last day of May each year, the finance officer shall file a copy of the report with the Department of Legislative Audit. (SDCL 9-22-21; See Hdbk., sec. 12.080) No later than May 1 – The liquor tax reversion must be made. (SDCL 35-5-22; See Hdbk., sec. 11.600)

May 1 – Special assessment installments which are payable under either the Plan One or Plan Two options become delinquent. (SDCL 9-43-109; See Hdbk., sec.

12.160)

First meeting following election – Except as otherwise provided, every officer of the municipality will begin to discharge the duties of the office as soon as the officer has qualified by filing an oath or affirmation of office. The oath must be filed within ten days after the first meeting of the month following the election or appointment. (SDCL 9-14-5; See Hdbk., sec. 5.115)

First meeting following election – Appointed municipal officials are usually appointed. The appointment may be annual, or for an interval determined by the governing body. (SDCL 9-14-3)

First meeting following election – In municipalities having the mayor and common council form of MAY 2020 2017

government, the council must elect a president and vicepresident for the ensuing year. (SDCL 9-8-7; See Hdbk., sec. 2.520)

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

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

2.595)

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

By May 15 – The secretary of revenue shall apportion the money in the local government highway and bridge fund.

(SDCL 32-11-35; See Hdbk., sec. 12.255(6))

Tax levy – The governing body of the municipality may impose an excess tax levy with an affirmative two-thirds vote of the governing body on or before July fifteenth of the year prior to the year the taxes are payable. The decision to increase taxes must be published within 10 days of the decision (certain publication size restrictions apply), and may be referred upon a petition signed by at least five percent of the registered voters in the municipality and filed within twenty days of publication of the decision. The referendum election shall be held on or before October first preceding the year the taxes are payable. (SDCL 10-13-36; See Hdbk., sec. 12.170)

Last Monday of May – Memorial Day – State holiday (SDCL 1-5-1) June elections – Follow the Municipal Election Calendar for all election deadlines.

41

June

June elections – Follow the Municipal Election Calendar for all election deadlines.

Third Tuesday in June – A municipality may combine its election with a school district and hold the election on the third Tuesday in June. (SDCL 9-13-1.1; See Hdbk., sec.

7.050)

First meeting following election – Except as otherwise provided, every officer of the municipality will begin to discharge the duties of the office as soon as the officer has qualified by filing an oath or affirmation of office. The oath must be filed within ten days after the first meeting of the month following the election or appointment. (SDCL 9-14-5; See Hdbk., sec. 5.115)

First meeting following election – Appointed municipal officials are usually appointed. The appointment may be annual, or for an interval determined by the governing body. (SDCL 9-14-3)

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

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

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

2.595)

First meeting following election – In those municipalities employing a city manager and under the commissioner form of government, at the first regular meeting in the month following the annual election, the commissioners must elect one of their members to serve as mayor for a 42

term of one year. (SDCL 9-10-6; See Hdbk., sec. 2.615)

Tax levy – The governing body of the municipality may impose an excess tax levy with an affirmative two-thirds vote of the governing body on or before July fifteenth of the year prior to the year the taxes are payable. The decision to increase taxes must be published within 10 days of the decision (certain publication size restrictions apply), and may be referred upon a petition signed by at least five percent of the registered voters in the municipality and filed within twenty days of publication of the decision. The referendum election shall be held on or before October first preceding the year the taxes are payable. (SDCL 10-13-36; See Hdbk., sec. 12.170)

By June 30 – Applications for renewal of licenses for the sale of malt beverages should be filed before the expiration of June 30. (SDCL 35-4-41; See Hdbk., sec. 11.465)

By June 30 – All mechanical or electronic amusement devices must be registered. The secretary of revenue shall distribute the registration fee to the municipality in which the device is located. (SDCL 10-58-3 and 10-58-5; See Hdbk., sec. 12.255(7))

No later than July 1 – Each municipal governing body shall provide to the Department of Public Safety, Division of Emergency Management, information that will enable emergency agencies to reach the members of the municipal governing board and the mayor at any time, day or night.

The information necessary shall include home, business, and other personal telephone numbers including any facsimile transmission machines and cellular or mobile telephone numbers; home, business, and other personal addresses; employer’s name and telephone number; and home, business, and other personal email or internet addresses. In addition, each municipal governing body shall provide contact information for the municipal employees responsible for the following functions if the municipality employs a person in such a capacity: City administrator or city manager; Building inspection; Engineering; Electrical; Fire; Police and law enforcement; Public works; Streets and highways; Sewer and waste water; Water; Telephone; Utilities; Emergency services or civil defense; Coroner; and 911 coordinator. (SDCL 33-1511.1; 33-15-11.2; See Hdbk., sec. 9.400) Find the Municipal Calendar for the entire year in the SDML Handbook for Municipal Officials, Directory of SD Municipal Officials, or at www.sdmunicipalleague.org.

SOUTH DAKOTA MUNICIPALITIES

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