South Dakota Municipalities – Oct. 2025

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For over 40 years we have served South Dakota’s local and state governments, school districts, counties and cities, underwriting over $6 billion in bonds for South Dakota public entities since 1990.

Tom Grimmond

Sioux Falls, South Dakota

Phone

605.339.9800 | 800.339.1111

tom.grimmond@colliers.com

colliers.com other tax-exempt entities.

We look forward to serving your public finance needs! find us under services

Toby Morris

Pierre, South Dakota

Phone

605.224.5557 | 877.224.5557

tobin.morris@colliers.com

SOUTH DAKOTA

OCTOBER 2025 FEATURES

COLUMNS

STAY INFORMED

DIRECTOR’S NOTES

SARA RANKIN | SDML EXECUTIVE DIRECTOR

October marks the time of year when many municipalities are coming down from—or are deep in—the budget process. For some, this means finalizing spreadsheets and public hearings; for others, it is about carefully weighing competing priorities against limited resources. No matter the size of the community, budget season is both a challenge and an opportunity.

Cities and towns across South Dakota know this well. From investing in infrastructure, maintaining parks, ensuring public safety, or providing essential services, the choices our local leaders make directly shape the quality of life in our communities. These choices are rarely easy, particularly in times when state and federal mandates grow faster than local revenues.

Many of you have likely had conversations this year about what can be funded now versus what must wait. Do we repair the streets this year or stretch them one more season? Can we afford another officer or firefighter to keep up with community needs? How do we maintain the parks, libraries, and recreational spaces that make our communities thrive while also ensuring water,

sewer, and infrastructure systems are strong for decades to come?

Yet, time and again, municipal officials demonstrate creativity and resilience. They find ways to stretch dollars further, partner with neighboring governments and organizations, and innovate to provide more with less. This ability to adapt and problem solve is what makes municipal government so unique—it is close to the people and grounded in their everyday needs.

At the League, we recognize the weight of the decisions you make each year. That’s why we are committed to providing resources, training, and advocacy to support you. Whether it’s financial management tools, legislative updates, or opportunities to learn from peers, we want to help make your budget seasons less about obstacles and more about possibilities.

As you finalize your budgets, remember that you are not alone in these decisions. Every mayor, council member, and finance officer across South Dakota is working through similar challenges. And together, through the strength of our collective voice, we can continue to ensure that municipalities remain strong, resilient, and ready to serve. ■

BOARD OF DIRECTORS

PRESIDENT

Carolynn Anderson, Finance Officer, Wall

1st VICE PRESIDENT

Leland Treichel, President of the Board, Roscoe

2nd VICE PRESIDENT

Michelle DeNeui, Finance Officer, Spearfish TRUSTEES

Leah Braun, Chief of Staff, Rapid City

Paullyn Carey, Finance Director, Huron

Dawn Murphy, Finance Officer, Tea

Richard Thomason, Councilmember, Sioux Falls

Laurie Woodward, City Administrator/Finance Officer, Custer

PAST PRESIDENT

Harry Weller, Mayor, Kadoka

Sara Rankin

DISTRICT CHAIRS

Dist. 1 | Mike Grosek, Mayor, Webster

Dist. 2 | Jameson Berreth, City Administrator, Madison

Dist. 3 | Derick Wenck, Mayor, Harrisburg

Dist. 4 | Shauna Meyerink, Finance Officer, Platte

Dist. 5 | Kristi Honeywell, City Administrator, Pierre

Dist. 6 | Rick Boschee, Mayor, Bowdle

Dist. 7 | Gary Weismantel, Mayor, Herreid

Dist. 8 | Brittany Smith, City Administrator, Philip

Dist. 9 | Misty Summers-Walton, Finance Officer, Hot Springs

Dist. 10 | Gina Carpenter, Human Resources Officer, Belle Fourche

LEAGUE STAFF

Executive Director

Lori Butler Deputy Director

Jessica Carr Director of Member Engagement

Emilie Miller Director of Marketing and Communications

Lisa Nold Director of Risk Sharing Services

Kristi Osterkamp Senior Accountant

Jackie Lopour

Accounting Assistant

Krista Kerns Member Accounts Manager Vacant Director of Municipal Electric Services

SD Public Assurance Alliance

Lynn Bren

Executive Director

Kristina Peterson Deputy Director

Becky Brunsing Member Services Representative

Hampton Iverson Member Services Representative

Paytra Nichols Underwriter

sdmunicipalleague.org

PRESIDENT’S REPORT

CAROLYNN ANDERSON | SDML PRESIDENT

By the time most of you read this article, my role as president of the South Dakota Municipal League will have officially come to a close. I will continue to serve as Past President for the coming year before stepping off the board entirely.

My journey with the board began in 2015 when I served as the chair of District 9, and it has been an incredible ten years.

Over that time, I’ve had the privilege of building lasting friendships with remarkable people. As members have moved off the board and new leaders have stepped on, those relationships have left me with fond memories and a wealth of knowledge to draw from.

This past year in particular has been a true honor. I’ve been able to witness firsthand the dedication, professionalism, and commitment that our municipalities receive from the director and staff of the League. The training opportunities, educational sessions, and resources they provide are exceptionally well organized and invaluable for all of us.

As I step aside, I want to extend my best wishes to Leland Treichel as I pass the gavel and he begins his term as president. I am confident he will lead with strength and vision, and I hope he finds the experience as rewarding and meaningful as I have.

Respectfully,

Carolynn Anderson

NLC S TATE OF THE CITIES REPORT: MAYORS PRIORITIZE HEALTH AND WELL-BEING

SARAH WELLER-PEGNA AND LOURDES ACEVES | NATIONAL LEAGUE OF CITIES

Reprinted from National League of Cities, www.nlc.org.

The National League of Cities’s (NLC) 2025 State of the Cities (SOTC) report comes directly from the voices of local leaders across the country. This report outlines five critical priorities that cities across the nation are actively tackling: economic development, infrastructure, budget and management, housing and public health and safety. While at first glance these may each appear as separate priorities, a powerful, unifying thread runs throughout: the fundamental health and well-being of residents.

WELL-BEING AT THE CORE OF CITY FUNCTION

Well-being in a city refers to the overall health and quality of life of all city residents. It encompasses the physical, mental, and social health of residents, and the opportunities available to them to create meaningful futures.

A thriving city meets basic needs, such as access to food, safe and affordable housing, quality education and stable employment for everyone, especially for those disproportionately impacted by systemic inequities that limit their access to these essential resources. It also supports the social and emotional dimensions of well-being, fostering a sense of purpose, safety, belonging and social connection for every member of the community.

Cities play a pivotal role in shaping these essential conditions. However, not all residents have equal access to critical resources like healthcare, transportation, food and employment. Applying a well-being lens helps cities identify where access is lacking and guides city-wide strategies that address disparities and promote well-being for all residents.

HOW WELL-BEING UNITES

ACROSS CITY PRIORITIES

Well-being is the foundation of a thriving city and the unifying element that connects all five priorities identified by U.S. mayors in the SOTC report. By embracing well-being as a guiding principle, municipal leaders can intentionally design policies and investments that address long-standing disparities and improve health, opportunity and quality of life for all residents. Well-being is not an isolated issue. It is a critical thread that runs through every aspect of city life, including and especially the five priorities elevated in the SOTC report.

1. ECONOMIC DEVELOPMENT

Mayors elevated the importance of business growth and workforce development as vital for a strong economy and job creation, but economic conditions also significantly impact resident health and well-being. Thriving businesses and a

skilled workforce provide the jobs and income that enable individuals and families to access other essential resources like quality healthcare, nutritious food, safe housing and reliable transportation. Beyond basic needs, economic stability allows people to engage in leisure and cultural activities that promote mental and social health. Economic stability also gives people the opportunity to pursue education to access better job opportunities. Over time, robust economic conditions empower residents to build wealth, serving as a powerful catalyst for the well-being of future generations.

2. INFRASTRUCTURE

While mayors largely focused on the physical aspects of infrastructure, like roads, bridges and buildings, infrastructure is deeply connected to residents’ physical, mental, emotional and social health. Yet, universal well-being has historically been absent from infrastructure planning, leading to inequities in access to clean air, safe water and green spaces.

Addressing these disparities requires looking beyond traditional construction practices to consider how people experience and interact with the spaces around them. Parks and urban forests, for example, are essential to resident wellbeing and have proven benefits for mental and emotional health. Similarly, public art, when thoughtfully integrated into urban environments, can enhance mental health, foster social belonging and strengthen social cohesion. As the physical foundation for where individuals live, work and play, infrastructure can also be a powerful connector to resources, like jobs, food and healthcare.

3. BUDGET AND MANAGEMENT

Finally, mayors consistently cited budget and management uncertainty as one of their major concerns for the upcoming year, highlighting the necessity of creative and flexible funding to navigate challenges. How cities allocate and spend their funding speaks to the priorities and values they hold. This presents an opportunity for cities to center well-being, by directing funding to the communities with the greatest need while also breaking down silos across municipal departments to maximize efficient use of resources and achieve greater city-wide impact.

4. HOUSING

Consistently ranked in the top five mayoral priorities, mayors cited housing supply, affordability and quality as continuing challenges. Next to economic opportunity, housing is one of the most powerful determinants of individual health and quality of life. Where people live directly impacts their access to essential resources, their ability to secure stable employment and their exposure to health hazards, like lead, mold and environmental contaminants. Housing also plays a critical role in mental health. Stable housing provides a fundamental sense of security and safety, which are vital for

reducing stress, improving mental well-being and enabling individuals to thrive.

5. PUBLIC HEALTH AND SAFETY

While both public health and safety were recurring themes in mayoral addresses, each takes distinct approaches to fostering community well-being. Public safety traditionally emphasizes response, enforcement and the protection of individuals from immediate threats and crime. Public health primarily focuses on prevention and addressing the root causes of disparities in health outcomes at a population level. Public health strategies span prevention, health promotion, environmental protection, policy development and emergency preparedness. City leaders are increasingly embracing the intersection of these two approaches, such as through alternative response models — recognizing their complementary strengths in fostering community well-being by creating holistic solutions that address both immediate crises and long-term societal factors.

READ THE FULL REPORT

Explore the rest of the State of the Cities 2025 report and see what America’s city leaders are saying matters most to them. https://www.nlc.org/resource/state-of-the-cities-2025. ■

WHAT IS LOCAL GOVERNMENT’S ROLE IN COMMUNITY WELLBEING?

CITIES

A central aim of NLC’s Cities of Opportunity initiative is to help city leaders redefine their view of “progress” from one that uses economic or growth measures alone to one that defines progress as “well-being for all people.”

Doing so requires, first, getting everyone on the same page about what “wellbeing” is, which can be a communication challenge since people define well-being in many ways across various cultures, disciplines, ages, and population groups.

Second, shifting the view of progress requires demonstrating how improving well-being is important to the work of city leaders, which may not be immediately evident.

As somebody who’s a trained engineer, the a-ha moment for me was thinking beyond ‘the performance of the infrastructure’ to ‘human interaction with the infrastructure’—a people solution rather than a pipe solution.”

– Carol Haddock, Director of Public Works,

These are challenges the city team from Houston addressed during their participation in the Cities of Opportunity initiative. But, reaching a shared understanding enabled them to shift to a well-being perspective as they worked to address one of the city’s most visible signs of health inequity: the impact flooding has on disinvested neighborhoods.

They did so by re-envisioning the city’s approach to stormwater management: from one traditionally based on a benefit/cost-ratio proposition to one focused on community well-being and resilience.

To help build a similar focus on “improved well-being” as a measure of progress, here is a suggested three-step

Houston, TX

approach to conveying the concept of “well-being as city work,” excerpted from the Plain Talk communication tools being developed to support city leaders.

1. Well-being is more than physical health. It is a combination of things: a person’s physical, mental, emotional, economic, social and spiritual health.

2. So, well-being takes more than having good hospitals and enough doctors. Because it results from a combination of things: social, economic and environmental conditions.

3. In fact, many of the most important things that impact a community’s well-being fall within the realm of local government. Things like a quality education, a living wage and good jobs, affordable housing, reliable transportation, access to healthy food, family support, safe environments, and an experience of civic belonging.

From this foundation, begin layering on simple, clear examples of how city leaders and community partners have significant power to influence the well-being of residents and how city residents’ sense of well-being can be a valuable tool for making policy decisions. ■

PLAYGROUND PROJECTS RAISE THE BAR, BRING INCLUSION TO THE FOREFRONT

TIM WEST | SNYDER & ASSOCIATES

Across the country, approximately 13% of children are supported by the Individuals with Disabilities Education Act (IDEA). Yet many playgrounds still fall short of meeting their needs, lacking accessible routes, sensory-friendly elements, and opportunities for inclusive play.

That’s where inclusive design makes a meaningful difference. While ADA compliance ensures essential features like accessible routes, transfer stations, and ground-level components, truly inclusive playgrounds go further. They are intentionally designed to engage children of all abilities, supporting physical, sensory, cognitive, and social development in safe, welcoming environments.

At Snyder & Associates, we’re dedicated to helping communities create spaces that promote connection, active lifestyles, and universal access. Our expertise spans allinclusive playgrounds, Miracle League fields, and adaptive trail systems. We provide a comprehensive range of services, from community engagement and master planning to ADA audits, site design, and construction documentation, to turn inclusive visions into reality.

We believe that parks and recreational spaces should reflect the full diversity of the communities they serve. The following examples showcase four inclusive playgrounds and parks designed to foster belonging and make a lasting impact.

ALL-INCLUSIVE PLAYGROUND & BASEBALL FIELD: ANKENY MIRACLE LEAGUE

Celebrated as a vibrant and inclusive space for children of all ages and abilities, the Ankeny Miracle League Field has quickly become a cherished community asset. As the second Miracle League Field in Iowa and the first to feature a co-located, all-inclusive playground, this park sets a new standard for accessible recreation in the state.

At the heart of the park is a custom-designed, rubberized turf field, offering a smooth, cushioned surface that’s free of obstacles, perfect for athletes using mobility devices. Nearby, a shaded shelter with a concession stand supports familyfriendly events and community gatherings.

What truly sets this park apart is its two-story, sensory-rich playground, the largest in Ankeny, spanning over 14,000

square feet. This thoughtfully designed space isn’t just for weekend fun, it’s used regularly for Miracle League games and serves as an outdoor play area for students at the adjacent Terrace Elementary School.

The Ankeny Miracle League Park is more than just a playground. It’s a place where every child is encouraged to play freely, feel included, and be part of something special.

ALL-INCLUSIVE RECREATIONAL OPPORTUNITIES: URBANDALE MIRACLE LEAGUE FIELD & PLAYGROUND

Nestled among the little league fields at Northview Park, the Urbandale Miracle League Field and adjacent AllInclusive Playground are transforming recreation for individuals of all ages

and abilities. These thoughtfully designed spaces provide a safe and welcoming environment where everyone, regardless of physical or cognitive ability, can experience the joy of play. Whether it’s a game of baseball, a friendly round of kickball, or simply climbing and sliding, this park proves that fun has no limits.

Snyder & Associates played a key role in bringing this vision to life, delivering a wide range of services throughout the project. Our team provided ADA compliance reviews, park planning, sports field engineering, signage design, and even created a 3D video tour to help generate community support during construction. We also developed fundraising and promotional display boards for Urbandale City Hall and Polk County Public Works.

What makes this Miracle Field truly unique is its versatility. While it was designed for baseball, city leaders plan to host a variety of inclusive events, ranging from kickball games to community festivals, ensuring the space continues to serve as a hub for connection, celebration, and inclusive fun.

PARK MASTER PLANNING: AMES MIRACLE LEAGUE FIELD & PLAYGROUND

At Inis Grove Park in Ames, more than 500 children and 300 adults with special needs in Story County now have a place to play, connect, and thrive. The Ames Miracle League Field and all-inclusive playground at Inis Grove Park are designed to break down barriers and create lasting memories for individuals of all abilities.

This transformative project is rooted in three guiding goals:

• Promoting inclusive play and advancing social equity throughout the community.

• Developing practical solutions to address both community concerns and site-specific challenges

• Inspiring community pride and investment through a visionary, meaningful space everyone can enjoy.

Snyder & Associates led the project from vision to execution, serving as the primary consultant and main point of contact for the City of Ames and the Miracle League Committee. Our team performed a detailed site inventory and analysis, reviewing natural features, existing park use, and circulation patterns to ensure the new amenities complemented and enhanced the broader park environment.

The resulting master plan honors the character of Inis Grove Park while fulfi lling the community’s vision for a space where everyone, regardless of ability, feels welcome and engaged.

SDML EVENTS

SDML ANNUAL CONFERENCE, Pierre

AFFILIATE MEETINGS: AIRPORT MANAGEMENT, BUILDING OFFICIALS, ELECTRIC, FINANCE OFFICERS, HUMAN RESOURCE, POLICE CHIEFS, Pierre

AFFILIATE MEETINGS: ATTORNEYS, CITY MANAGEMENT, CODE ENFORCEMENT, STREET MAINTENANCE, Pierre

SDML ANNUAL MEETING AND ELECTION, Pierre

NATIONAL LEAGUE OF CITIES (NLC) CITY SUMMIT, Salt Lake City, UT

REPORT WORKSHOPLARGE CITIES, CASH BASIS, Virtual

REPORT WORKSHOPLARGE CITIES, GAAP BASIS, Virtual

PLAYGROUNDS (CONT)

INCLUSIVE PLAYGROUND & PARK IMPROVEMENTS FOR PELLA’S KIWANIS PARK

In Pella, Iowa, a project rooted in accessibility is reshaping the landscape of public recreation.

Spearheaded by Wonder Spelen (Dutch for “miracle play”), this nonprofit initiative is dedicated to creating an all-inclusive playground where children of all abilities can experience the joy of play in a space built specifically for their needs.

At the heart of the project is the revitalization of Kiwanis Park into a regional destination that reflects the City of Pella’s commitment to inclusion and ADA compliance. In partnership with Snyder & Associates, the city developed a comprehensive master plan that blends Pella’s iconic Dutchinspired aesthetic with universal design principles.

The playground features smooth, wide pathways, accessible surfacing, transfer platforms, and appropriately scaled play

equipment, each element carefully selected to support independent, meaningful play for children of all abilities. The surrounding park was also enhanced to ensure seamless access and a cohesive, inclusive environment.

Kiwanis Park stands as a powerful example of what’s possible when a community views ADA compliance not just as a mandate, but as a shared value. It’s a space where inclusion is intentional, access is universal, and every child is welcomed to play, grow, and belong. ■

DO YOU HAVE CITY NEWS TO SHARE?

Let us know! Email us a 250-word description of your city’s notable achievement – a project, initiative, award, or individual honor. Include an image if possible.

emilie@sdmunicipalleague.org

TRANSPORTATION COMMISSION ANNOUNCES BRIDGE IMPROVEMENT GRANT RECIPIENTS

PIERRE, S.D. – The South Dakota Transportation Commission awarded 24 preliminary engineering Bridge Improvement Grants (BIG) totaling approximately $1.5 million at the recent commission meeting held in August in Pierre.

The goal of the grant process is to enhance the overall condition of critical assets that South Dakotans are dependent upon each and every day. These structures provide the link that drives the interconnectedness of the state’s overall transportation system while enhancing statewide economic development.

“Today the Transportation Commission reinforced their commitment to improving the efficiency, safety, and access of the transportation system throughout South Dakota,” said Joel Jundt, Secretary of Transportation. “The BIG program continues to be vital for the necessary preservation, rehabilitation, and replacement of local government structures, and the SDDOT commends the Transportation Commission for their continued commitment to provide State funding for this critical local government program.”

BIG Recipients:

County recipients include Beadle (3), Bon Homme (4), Deuel (1), Grant (1), Haakon (2), Hand (1), Lincoln (1), Marshall (3), Moody (2), Roberts (3), and Tripp (3).

Forty-four applications totaling $3.2 million in total costs were received by the South Dakota Department of Transportation (SDDOT). In total, one city submitted two applications, and 20 counties submitted 42 applications. In order to be eligible for a BIG grant, a county must impose a wheel tax. In addition, a county must have a County Highway and Bridge Improvement Plan to detail proposed county highway and bridge improvement projects within the county for the next five years.

Each year, $7 million is dedicated from the license plate fees and from non-commercial vehicle fees. In addition, SDDOT annually sets aside $8 million per year of state highway funds to make a total of $15 million available for BIG. To date, the BIG program has awarded $182 million in grants to local governments, including the allocations made this year. Local governments are required to pay a minimum of 20 percent matching funds and have three years to expend the grant award.

Applications for the next round of the BIG program are due Friday, Jan. 2, 2026, for the Preservation (PR) and Rehabilitation/Replacement (RE) categories.

For more information regarding the BIG program, contact Doug Kinniburgh at 605-773-4284 or visit https://dot.sd.gov/ doing-business/local-governments/bridge-improvementgrants. ■

RISK-SHARING NEWS

TRACIE EVERSON | SAFETY BENEFITS, INC.

Safety Committee Toolkit

Effective safety committees are a key component to a successful workplace safety program. But they don’t just happen. They take dedication and commitment from both employees and management. Think of a safety committee as a middle ground or bridge where representatives of employees and management meet to discuss solutions to issues and act to implement those solutions before a workplace incident occurs.

Having a safety committee isn’t just about doing the right thing. It makes good business sense. Safety committees can provide a forum for employees to voice safety concerns without fear of criticism or retaliation. They harness employee expertise as workers doing a job day in and day out know their work area (including processes and procedures) better than anyone else. Safety committees can be a gathering point for valuable information at minimal cost by using the insights of your most knowledgeable employees rather than hiring outside consultants or experts.

The actual make-up of safety committees varies from place to place depending on the organization’s size, services provided, and employee job responsibilities. Some of the keys to an effective safety committee include:

• Clear goals and objectives

• Management support & resources

• Well-run meetings, including assignments with deadlines

• Rewards for participation and accomplishments

• Ability to show the committee matters to the organization

Unsure how to establish a safety committee? Interested in building on an existing safety committee? That’s where Safety Benefits, Inc. (SBI) can help! The Safety Committee Toolkit is now available so whether you are creating, improving or supporting an existing safety committee, SBI is ready to work with you to help make your safety committee an effective one.

We know a safety committee can be much more than just a group of people getting together for a meeting. It can be a powerful tool for building an active safety culture in your workplace. Effective safety committees provide an environment in which employees are listened to and given a say in the decisions that affect safety resulting in a workplace where everyone feels valued and more committed to working safely.

SDML Workers’ Compensation Funds Pilot Program to Prevent Slips & Falls

SDML WCF data shows that nearly 25% of claims originate from slips and falls. Does this sound familiar? Are you interested in taking action to prevent employee injuries from slips and falls this winter? You might qualify for free winter safety footwear for employees! Contact Safety Benefits, Inc. at 605-334-9567 or 1-888-313-0839 for more information.

Learn more about the Safety Committee Toolkit by calling SBI or going to our website at www.safety-benefits.com. SBI staff is available to assist Members of the SDML Workers Compensation Fund (SDML WCF) and/or South Dakota Public Assurance Alliance (SDPAA) looking for guidance with a safety committee. Let us help you build a safety committee that actively contributes to a safer, healthier, and more productive work environment for everyone.

For questions regarding this article, please contact Safety Benefits, Inc. at 888-313-0839 or 605-334-9567. ■

HOMETOWN HAPPENINGS: OCTOBER

Oct 3-4

Pumpkin Fest, Webster

Oct 3-5

Black Hills Film Festival, Rapid City

Oct 3-5

Oktoberfest, Deadwood

Fall Festival, Canton

Prairie Village Hobo Marlin Pumpkin Train, Madison

Oct 4-5

Horse Races, Fort Pierre

Oct 4-5

Run Crazy Horse Marathon and Races, Custer

Brew Walk, Aberdeen

Oct 10-12

Black Hills Powwow, Rapid City

Bierbörse, Rapid City

Oct 16-18

Wild West Songwriters Festival, Deadwood

Oct 17-18 ZooBoo, Sioux Falls

Oct 17-18 KELOLAND Living Arts & Crafts Show, Sioux Falls

Oct 18-Jan 31, 2026 Pheasant Hunting Season, Statewide

Oct 24-25 Deadweird, Deadwood

Zoo Boo, Watertown

THE FOCUS FORMULA: THREE STRATEGIES TO CUT THROUGH CHAOS

Research shows that leaders face an average of 120 interruptions per day, costing up to 3 hours in lost productivity. Elite performers have cracked the code on maintaining laser focus despite the chaos. Here are their evidence-based strategies for exceptional results.

STRATEGY 1: THE POWER BLOCK PROTOCOL™

Research from Harvard Business Review reveals that uninterrupted focus blocks are 47% more productive than fragmented time.

Implementation:

• Schedule 90-minute power blocks

• Turn off all notifications

• Use noise-canceling headphones

• Set clear entry and exit criteria

• Communicate boundaries to team

Elite Leader Hack: Pre-plan your power blocks at the start of each week, treating them as non-negotiable appointments with yourself.

STRATEGY 2: THE STRATEGIC SPRINT METHOD™

MIT researchers found that alternating focused work with brief recovery periods increases performance by 32%.

The 52/17 Rule:

• Work intensely for 52 minutes

• Take a deliberate 17-minute break

• Reset and repeat

Elite Leader Application:

• Use timer for precision

• Stand during breaks

• Hydrate and move

• Review progress

• Set next sprint goal

STRATEGY 3: THE CLARITY COMPASS™

Neuroscience shows decision fatigue peaks after 3-4 hours of sustained cognitive load.

Daily Implementation:

1. Morning Direction Setting

• Review top 3 priorities

• Identify potential obstacles

• Plan response strategies

2. Midday Recalibration

• Assess progress

• Adjust course

• Renew energy

3. Evening Reset

• Review accomplishments

• Clear mental cache

• Prepare for tomorrow

Elite Leader Edge: Use decision frameworks to automate routine choices, preserving mental energy for high-stakes decisions.

MEASURING IMPACT

Track these metrics to gauge effectiveness:

• Projects completed on time

• Quality of strategic decisions

• Team alignment scores

• Personal energy levels

• Stress reduction

IMPLEMENTATION TIMELINE

Week 1: Foundation

• Identify power block times

• Set up environment

• Communicate boundaries

Week 2: Integration

• Test sprint patterns

• Refine timing

• Track results

Week 3: Mastery

• Full system implementation

• Team alignment

• Measure outcomes

Remember, focus isn't about doing more—it's about doing what matters most with excellence. No matter which you implement, these strategies aren't just productivity tools; they're competitive advantages in a distracted world. ■

FEMA ACT OF 2025: WHAT LOCAL LEADERS NEED TO KNOW

YUCEL ORS | NATIONAL LEAGUE OF CITIES

This year marks 20 years since Hurricane Katrina exposed major weaknesses in the nation’s disaster response system and forced a reckoning with how FEMA serves communities in crisis. The devastation reshaped federal policy, driving reforms that continue to influence how aid is delivered, how quickly funds flow and how local governments partner with FEMA in times of disaster. Today, we are once again facing significant questions about FEMA’s effectiveness, as Congress and the Administration pursue very different approaches to reforming the agency.

The Fixing Emergency Management for Americans (FEMA) Act of 2025 (H.R. 4669) was introduced by Transportation and Infrastructure Committee Chairman Sam Graves (R-MO), Ranking Member Rick Larsen (D-WA), former Subcommittee lead Republican Daniel Webster (R-FL) and Subcommittee Ranking Member Greg Stanton (D-AZ). The bill represents one of the most significant updates to federal disaster management law in decades. It reorganizes the Federal

Emergency Management Agency (FEMA), modernizes disaster assistance programs and changes how aid is delivered to communities.

For cities, towns and villages, the Act introduces reforms that affect how quickly funding arrives, how rules are applied and how residents access support.

PUBLIC ASSISTANCE PROGRAM REFORMS

A central part of the Act is reforming FEMA’s Public Assistance (PA) program, which supports local governments in clearing debris, repairing infrastructure and restoring essential services after disasters.

Key changes include:

• Block Grants for Small Disasters: A new block grant program covers events that cause $1 million to $10 million in damage but fall short of major disaster thresholds. Funds can be used for debris removal, infrastructure repairs, emergency protective measures and mitigation projects. FEMA must distribute these grants within 30 days of a declaration, with a minimum 75 percent federal cost share.

• Expedited Emergency Work Funding: FEMA must provide up to 25 percent of the approved federal share for emergency work—such as debris clearance and protective measures—within 10 days of a declaration.

• Simplified Closeouts: Smaller projects may close automatically once funds are disbursed, and FEMA must establish timelines for reviewing and approving larger projects.

• Procurement Consistency: FEMA must align procurement requirements with federal standards and issue preapproved contract templates. Governments that follow FEMA’s guidance are covered by a “safe harbor” from retroactive funding clawbacks.

INDIVIDUAL AND HOUSEHOLD ASSISTANCE

The Act also introduces reforms aimed at making disaster assistance more accessible for survivors.

Among the changes:

• Universal Application: Disaster survivors will be able to use a single application for FEMA, Small Business Administration (SBA), Department of Housing and Urban Development (HUD), United States Department of Agriculture (USDA) and Department of Health and Human Services (HHS) assistance programs. This is designed to reduce the need for multiple applications for different forms of aid. Reprinted from

• Improved Notices and Guides: FEMA must issue plainlanguage, multilingual and mobile-friendly guidance to make information clearer and more accessible.

• Housing Reforms: FEMA gains expanded authority to provide non-congregate sheltering, extend rental assistance and fund housing repairs or partial rebuilds. The Act also allows for state-managed housing recovery programs, giving states discretion to oversee recovery in certain circumstances.

MITIGATION AND RESILIENCE

The legislation expands opportunities for mitigation and resilience projects to reduce future risks.

Provisions include:

• Broader Project Eligibility: FEMA’s mitigation programs may now support projects such as utility resilience, broadband infrastructure and cybersecurity.

• Building Code Incentives: Communities that adopt modern building codes may qualify for higher federal cost shares for mitigation funding.

• Revolving Loan Fund Expansion: The Act grows FEMA’s Hazard Mitigation Revolving Loan Fund program, giving states and local governments access to low-interest loans for wildfire, drought, seismic and cyber risk reduction projects.

TRANSPARENCY AND ACCOUNTABILITY

The Act requires FEMA to make its processes more transparent and consistent.

These include:

• Public Dashboards: FEMA must publish real-time dashboards showing disaster declarations, funding obligations and reimbursement timelines.

• Appeals Database: A national database of appeals will be created so outcomes can be reviewed and compared across cases.

• Targeted Oversight: FEMA is directed to focus audits on higher-risk projects rather than applying uniform requirements across all jurisdictions.

• Safe Harbor Protections: Local governments that follow FEMA’s approved rules and guidance in good faith are protected from retroactive penalties.

ORGANIZATIONAL AND STRUCTURAL CHANGES

Beyond funding and program reforms, the Act elevates FEMA’s role within the federal government and establishes new offices.

Among the highlights:

• Independent Status: FEMA is established as an independent, cabinet-level agency with its administrator

confirmed by the Senate.

• New and Codified Offices: FEMA will codify its existing core offices and add new ones, including offices for cyber and emerging threats, equal rights and external affairs.

• Regional Authority: Regional FEMA administrators receive expanded authority to approve projects, expedite funding and coordinate directly with state and local officials.

LOCAL GOVERNMENT IMPLICATIONS

For cities, towns and villages, the FEMA Act of 2025 introduces several practical changes.

Local governments may see:

• Faster access to certain categories of funding, particularly for emergency work and small-scale disasters.

• Reduced paperwork and clearer timelines for project closeouts and reimbursements.

• More predictable procurement standards with model contracts and safe harbor provisions.

• Expanded housing and sheltering options that may ease displacement challenges.

• New funding and financing opportunities for resilience projects, including cyber and infrastructure improvements.

• Greater visibility into FEMA’s decision-making through dashboards and appeals databases.

SUMMARY

The FEMA Act of 2025 reshapes how disaster assistance is managed and delivered. While it elevates FEMA’s status within the federal government, the most immediate effects for local governments lie in program reforms—faster reimbursements, streamlined applications, expanded housing options and clearer procurement rules. For residents, the changes are aimed at simplifying access to disaster aid and expanding available support. The law’s full impact will depend on how FEMA implements these provisions and how federal, state and local governments coordinate during future disasters.

As FEMA’s future is debated, the FEMA Review Council— established by executive order—is tasked with examining the agency’s structure and performance. Earlier this month, NLC, along with the U.S. Conference of Mayors (USCM) and the National Association of Counties (NACo), submitted a joint letter of recommendations to the Council, emphasizing the need for faster reimbursements, clearer guidance and stronger federal–local coordination. To ensure city voices remain central in these conversations, NLC has also established a Disaster Management Ad-Hoc Policy Advisory Committee, bringing together local leaders from across the country to shape reforms that strengthen the federal–local partnership in disaster preparedness, response and recovery. ■

RESOURCES. Linked at https://www.nlc.org/article/2025/08/29. NLC Letter to House T&I Committee, Section-by-Section Summary of the Legislation, CitiesSpeak Blogs on Emergency Management.

FEDERAL FUNDING BRINGS NEW OPPORTUNITIES TO SOUTH DAKOTA FOR RURAL HEALTH

The federal One Big Beautiful Bill Act has established a $50 billion Rural Health Transformation Program. South Dakota is expected to receive a minimum of $100 million annually from 2026-2030 to address rural healthcare challenges.

Join the Conversation

The Rhoden Administration will be hosting Community Conversations across the state in October to gather input on program implementation to ensure our investments meet the unique rural health needs of our communities. Please join us at one of these conversations.

• Yankton - Oct. 8, 1-3 p.m. CT | Human Services Center, 3515 Broadway Ave

• Eagle Butte - Oct. 14, 1-3 p.m. MT | I.H.S. Cheyenne River Service Unit, 24276 Airport Rd

• Rapid City - Oct. 15, 10 a.m.-12 p.m. MT | RC OneStop, 221 Mall Dr, Suite 101

• Pierre - Oct. 20, 10 a.m.-12 p.m. CT | Ramkota Hotel, 920 W. Sioux Ave

• Aberdeen - Oct. 22, 1:30-3:30 p.m. CT | Dakota Event Center, 720 Lamont Street S

Your input as community leaders will help shape how these funds improve healthcare access and quality in South Dakota's rural communities.

RSVP via the QR code or at https://www.surveymonkey. com/r/L7ZLYZD. ■

SD FIT NEWS

SHEILA COSS | SD FIT RELATIONSHIP MANAGER

Fall is proof that change can be beautiful.

Who else is ready for pumpkin spice lattes, cozy sweaters, and those satisfying walks through crunchy leaves? And let’s not forget the ghosts and goblins who’ll be knocking soon enough!

As the season shifts, it’s the perfect time to review more than just your wardrobe—how about your financial policies? This month, we're diving into a topic that often gets overlooked but plays a crucial role in your longterm financial health: the Investment Policy. Who needs one, and why does it matter? Let’s break it down.

A local government investment policy serves as both a guide and a safeguard for you and your entity. It outlines the rules for investing public funds, ensuring that your investments prioritize safety, liquidity, and yield. A strong policy will clearly state what funds are covered, who is authorized to manage the investments, strategies for managing those funds, and reporting requirements.

Even if you already have an investment policy in place, now is a great time to review it and ensure it's up to date.

SOUTH DAKOTA CODIFIED LAWS, 4-5-5 THROUGH 4-5-11 WILL BE YOUR GUIDE FOR REQUIRED INFORMATION:

4-5-5. Investment of political subdivision funds--Funds subject to provisions.

"Public funds" in §§ 4-5-6 to 4-5-11, inclusive, shall include all general, special, and other funds, regardless of source or purpose, that may now or hereafter be owned, held, or administered by any political subdivision of this state, including counties, municipalities, townships, and school districts, or by any officer, commission, board, bureau, or agency of the political subdivision.

4-5-6. Investment in securities of or guaranteed by United States, repurchase agreements, or shares of registered investment companies.

Any public funds which will not be needed for current operating expenses may be invested in: (a) securities of the United States and securities guaranteed by the United States government either directly or indirectly including, without limitation, United States treasury bills, notes, bonds, and other obligations issued or directly or indirectly guaranteed by the United States government, or otherwise directly or indirectly backed

by the full faith and credit of the United States government; provided that, for other than permanent, trust, retirement, building, and depreciation reserve funds, such securities shall either mature within eighteen months from the date of purchase or be redeemable at the option of the holder within eighteen months from the date of purchase; or (b) repurchase agreements fully collateralized by securities described in (a) and meeting the requirements of § 4-5-9, if the repurchase agreements are entered into only with those primary reporting dealers that report to the Federal Reserve Bank of New York and with the one hundred largest United States commercial banks, as measured by domestic deposits; or (c) in shares of an open-end, no-load fund administered by an investment company registered under the Federal Investment Company Act of 1940, whose shares are registered under the Federal Securities Act of 1933 and whose only investments are in securities described in (a) and repurchase agreements described in (b).

4-5-6.1. Investment of public funds not needed for current operating expenses--Conditions.

In lieu of or in addition to other statutory authorization for the investment of public funds, any public funds that are not needed for current operating

expenses may be invested in accordance with the following conditions:

(1) The public funds shall initially be placed by the public funds depositor in a bank located in this state which offers Federal Deposit Insurance Corporation insurance on its deposits;

(2) The selected bank shall arrange for the deposit of the public funds in one or more federally insured financial institutions wherever located in the United States, for the account of the public funds depositor;

(3) On the same date that the public funds are deposited pursuant to subdivision (2) of this section, the selected bank shall receive an amount of deposits from customers of other federally insured financial institutions equal to the amount of the public funds initially placed by the public funds depositor;

(4) Each such deposit shall be insured by the Federal Deposit Insurance Corporation;

(5) The selected bank shall act as custodian for the public funds depositor with respect to the deposits placed in the depositor's account.

4-5-6.2. Investment in direct obligations of county, municipality, or school district or in bonds issued by state authority.

In addition to the investments permitted by § 4-5-6, any public funds which are not needed for current operating expenses may be invested in:

(1) Direct obligations of any county, municipality, or school district in the state; and

(2) Bonds issued by the South Dakota Housing Development Authority, the South Dakota Health and Educational Facilities Authority, or the South Dakota Building Authority.

The investments shall be registered in the name of the political subdivision or authority or held under a custodial agreement at a bank. The investments shall be rated at the time of purchase within the two highest general classifications established by a rating service of nationally recognized expertise in rating bonds of states and their political subdivisions. Other than permanent, trust, retirement, building, and depreciation reserve funds, such securities as provided in subdivisions (1)

and (2) shall mature with eighteen months from the date of purchase or be redeemable at par at the option of the holder within eighteen months from the date of purchase.

Moneys in any bond redemption fund may be invested only in the types of investments listed in § 4-5-6. The investments shall be due and payable on or before the date when the bonds for the payment of which the bond redemption fund was created become due and payable, except bonds of the United States redeemable at par.

No restriction in this section limits the investment authority, otherwise granted under the laws of this state.

4-5-8. Investment policies for local funds determined by governing board.

Investments of public funds as defined in § 4-5-5 shall be made only after the adoption of a proper resolution by the governing board of such county, municipality, township, or school district. Such resolution shall state the investment policies to be followed by the treasurer thereof.

4-5-9. Custody or deposit of investments--Exception-Credit of interest earned.

Except for investments authorized by subdivision 4-5-6(c), all investments made pursuant to §§ 4-5-5, 4-5-6, 4-5-8, 4-5-23, and 4-5-28 shall be in the physical custody of the political subdivision or may be deposited in a safekeeping account with any bank or trust company designated by the political subdivision as its fiscal agent. The interest earned shall be credited to the respective fund or the general fund.

4-5-10. Application for redemption of securities.

The governing bodies of such counties, municipalities, townships, and school districts shall, either at the time of purchase or at any other time, direct the time and manner of making application for redemption of such securities.

4-5-11. Supplemental authority for investment of public funds.

Sections 4-5-5 to 4-5-10, inclusive, are supplemental to any other laws relating to the investment, deposit, or administration of the public funds therein specified, and shall supersede the provisions thereof only to the extent that such other laws may restrict or prohibit investments in accordance with the provisions thereof.

DO WE HAVE A DEAL FOR YOU!

If you're feeling a bit overwhelmed by everything that can (and should) go into an investment policy—don’t worry. We’ve made it easy. A simple, customizable investment policy template is now available on our website at sdfit.org. Feel free to use it as a starting point and be sure to have your legal counsel review it once you've tailored it to fit your governmental entity’s specific needs.

And finally, don’t forget to pause and enjoy the beauty of the changing seasons—because we all know what comes next here in the great state of South Dakota! ■

NEW PUMPER TRUCK ENHANCES FIREFIGHTING

EFFORTS AND COMMUNITY SAFETY IN WOLSEY

MICHAEL FRYE | PUBLIC INFORMATION OFFICER, U.S. DEPARTMENT OF AGRICULTURE

What began as a controlled burn in early May 2025 at Wolsey’s landfill turned dangerous when high winds stoked embers deep in the rubble igniting a grassfire. The blaze quickly spread to within a quarter mile of the town, charring more than 250 acres in its path.

The Wolsey Fire District relies on its equipment to fight these fires, and thanks to a Rural Development Community Facilities Direct Loan in 2023, the newest pumper truck was on the scene to help contain the fire, saving numerous homes and businesses from danger. The truck had just arrived in March of 2025 and the department was already putting it through its paces, and proved to be invaluable, supplying ample water to firefighters knocking down the flames.

Craig Heller is very familiar with the local fire district. He served on the department for over 40 years and continues to serve on the city council with more than 20 years of experience. Without federal funding, Craig said replacing aging equipment would be costly for taxpayers.

“We wouldn’t have gotten this approved through the board with traditional lending,” said Craig. “The interest rate and length of the loan would have made replacing the pumper truck much harder without raising taxes.”

The new pumper truck - a 2025 Freightliner M2, sporting advanced technology, more capacity, and increased reliability - replaced a 20-year-old truck that had been in service longer than anticipated because of replacement costs and production backlog.

“We try to maintain two pumper trucks, the newer of which is our primary and the older is on standby,” explained Craig. “When the older truck is around 10 years old, we purchase a new truck, which becomes our primary.”

The building housing the fleet of trucks also serves multiple purposes. Constructed in 2016 through a Rural Electric Economic Development loan funded by Rural Development’s Rural Economic Development Loan and Grant (REDLG) program, the station also houses the local ambulance, firefighting trucks and equipment, and regularly holds community functions for Wolsey’s 450 residents.

“Our community has really come to appreciate these investments,” Craig added. “Everyone knows the Wolsey Fire Protection District, along with other agencies around the area, are ready to respond to emergencies.

Craig also recognized that the new equipment has improved department morale and increased recruitment of new volunteer firefighters.

“When the crew shows up for a call, they know they’re taken care of, that the equipment is safe and dependable,” said Craig. “That means a lot when resources are limited and you have a community counting on you in those difficult situations.”

Learn more about Rural Development’s Community Development Direct and Guaranteed Loan and Rural Economic Development Loan and Grant programs at RD.USDA.Gov/SD. ■

TOP: Wolsey's 2025 Freightliner M2 PUMPER TRUCK was purchased through a Community Facilities Direct Loan obligated in 2023. The new truck was delivered in March 2025 and provided essential support during a grassfire near Wolsey in May. BOTTOM: The Wolsey Fire Protection District building was funded in 2015 using Rural Development’s REDLG program investments.

Photos by Wolsey Fire Protection District.

NOMINATIONS OPEN FOR TRAFFIC SAFETY OFFICER OF THE YEAR AWARD

Nominations are now open for the Ken Prorok Traffic Safety Officer of the Year Award. The honor is awarded annually by the South Dakota Department of Public Safety’s Office of Highway Safety to recognize the outstanding efforts of a South Dakota law enforcement officer who has made significant impacts in highway safety in their community.

Nominees must work at a Sheriff’s Office or Police Department that participates in the Office of Highway Safety High Visibility Enforcement program. The nominee must be a sheriff/sheriff’s deputy or police officer who has displayed a well-rounded effort for traffic safety through enforcement, community education, and training. The nominee shall have demonstrated a commitment to enforcing traffic safety laws while promoting and educating their community through significant contributions throughout the year.

Nominations are due by Dec. 31 to robert.weinmeister@state. sd.us and should include the nominee’s name, rank, office,

and outstanding efforts. Personnel making the nomination must include their contact information as well.

The timeframe for consideration of the award is the federal fiscal year, Oct. 1 to Sept. 30. The announcement of the winner will be made at the Police Chiefs’ and Sheriffs’ Conference in April.

The award honors Ken Prorok, Chief Deputy Sheriff for Moody County Sheriff’s Office, who died Feb. 2, 2024, while assisting another agency in a traffic related incident. The award keeps Prorok’s memory alive as someone who had a positive impact on his community in a variety of different ways. One of those ways was through his traffic safety efforts.

Corson County Sergeant Mike Varilek was named the recipient of the inaugural award in April 2025.

Learn more about the award at www.sdmunicipalleague.org/ PoliceChiefs. ■

SDPAA NEWS

LYNN BREN | SDPAA EXECUTIVE DIRECTOR

Planning Ahead: Safety, Preparedness…Being Proactive

As I write this, I look out the window and see that the leaves are starting to change color and will soon be falling.

The falling leaves remind me that I need to start changing my mowing habits, to include a quick raking if I don’t intend to bag my grass during that session. It also reminds me that now is the time to get the snowblower out and make sure that it starts and runs properly, rather than waiting for that first snow fall which will absolutely occur if I don’t take these quick preventative steps.

For the local governments in South Dakota, the change in seasons means more than just a quick swap out of the mower for the snowblower, and ice melt for the weed spray. Local governments recognize that being prepared for the change in seasons is not just critical for public safety, it’s crucial to ensure operational resilience. As local governments begin to prepare for the wintery months ahead, its an ideal time to revisit safety protocols and readiness plans.

Speaking of safety protocols, registration is open for the 2025 Annual Safety and Loss Control Conference sponsored by the SDPAA and SDML Workers Compensation Fund, brought to you by our partnership with Safety Benefits Inc.

This year’s conference offers a timely opportunity for community leaders to connect, share insights, and strengthen their safety strategies heading into winter. Topics are set to include focus on your Safety Committee Toolkit, educational sessions helping to identify and mitigate risks including cyber security, as well as a claims review session. Of course, the Safety Conference wouldn’t be complete without the opportunity to network with your colleagues over a delicious Thanksgiving themed dinner!

Speaking of Thanksgiving, as we see the seasons change, we are reminded that we are coming into a time when the holidays are upon us. While the holidays will bring increased activity in our communities, some of the more common seasonal challenges include snow and ice removal protocols, facility heating and ventilation checks, emergency communication plan updates, as well as ensuring that your team is up to date on training on these policies and procedures.

Ensuring ahead of time that your resources, both human and other consumables are ready will help create efficiency in the response to the normal maintenance needs associated with the seasonal change, as well as those emergency situations created by any sudden seasonal changes as well. Now is

the time to revisit any agreements that you have in place with service providers who may assist you in any aspect of seasonal response.

As you’re working through your change of seasons checklist, remember that the SDPAA’s loss control and risk management resource portfolio offers a variety of resources tailored to the needs of our Members. Sample policies and procedures, recommendations for contract wording, as well as live and online training resources are available to help Members prepare for tomorrow and beyond.

For most of us, this isn’t our first winter in South Dakota. But we should always take our role in winter preparedness seriously and remember that while it’s not our first South Dakota winter, it most certainly is someone’s! Whether through regional conferences or internal planning sessions, now is the time to ensure that your community is ready for whatever winter may bring, and the SDPAA is here to help. www.sdpaaonline.org. ■

SOUTH DAKOTA MUNICIPALITIES STATEMENT

RESOURCE ROUNDUP

Awards

Ken Prorok Traffic Safety Officer of the Year Award, SD Office of Highway Safety

Due: Dec. 31

Recognizes outstanding efforts of a sheriff/deputy sheriff or police officer who has made significant impact in highway safety in their community.

Learn more/submit nominations: sdmunicipalleague.org/ PoliceChiefs

Grants

Agri-Business Grant, SD Dept. of Transportation

Due: Oct. 15

Open to any local unit of government for the development of new or expanded agri-business industries. Provides for 80% of the construction costs. Grant size is limited to $600,000.

Learn more/apply: https://dot.sd.gov

Industrial Park Grant, SD Dept. of Transportation

Due: Oct. 15

Open to any local unit of government for the development of new or expanded access for new industry located within industrial parks. Provides for 80% of the construction costs. Grant size is limited to $500,000.

Learn more/apply: https://dot.sd.gov

Trainings

SDML Annual Conference

Sept. 30-Oct. 3, Pierre

Registration: SDML Members $125, Non-members $225, Single day and guest options available

Gathers municipal employees and elected officials from across the state to network, learn new tips and trends, share best practices, and discover new products from exhibitors.

Learn more/register: sdmunicipalleague.org/conf2025

South Dakota Park and Recreation Association (SDPRA) Annual Conference

Oct. 6-9, Spearfish

Gathers parks and recreation professionals from throughout the region to explore the endless potential the profession provides communities 365 days a year.

Learn more/register: www.sdpra.com

Local Road Conference, SD Local Transportation Assistance Program

Oct. 20-22, Sioux Falls

Registration: $125

Due: Oct. 9

Learn and share ideas about building and maintaining safe, local roadways. Typically showcases around 80 vendors/exhibitors. Attendees are highway superintendents/county engineers, municipal street managers, equipment operators, consulting engineers and elected officials.

Learn more/register: https://www.sdstate.edu; search for LTAP

Writing Your Future: Grant Writing Workshop, SDSU Extension

Nov. 12, Aberdeen

Registration: $25 (includes lunch)

Due: Nov. 5

Foundational workshop that provides learners with the skills to confidently find, evaluate, and apply for funding including the basics of grant writing, the key elements to good grant guidance, where to look for evidentiary support, tools and tips to find funding, understanding the Funder’s Perspective: Advice from actual funders, and common pitfalls.

Learn more/register: extension.sdstate.edu/events

Safety and Loss Control Training Conference, Safety Benefits, Inc.

Nov. 12-13, Pierre

Registration: SDPAA and/or SDML Workers Comp Fund members $75; Non-pool members $90

Due: Late fees apply after Oct. 31

Topics include shifting your perspective, a drunk driving accident survivor story, defining and mitigating risk, job hazard analysis, safety toolkit, and claims review.

Learn more/register: www.safety-benefits.com

City Summit, National League of Cities

Nov. 20-22, Salt Lake City, UT

The largest educational and networking event for city officials in the United States, it brings together thousands of city leaders, corporate partners, and city staff for four days of educational seminars, policymaking, and networking activities.

Learn more/register: https://citysummit.nlc.org

WASHINGTON REPORT

U.S. SENATOR MIKE ROUNDS

Rural hospitals are a lifeline for the communities they serve. Last month, I had the opportunity to celebrate the groundbreaking of the planned expansion of the Bennett County Hospital in Martin to recognize the importance that access to healthcare plays in our rural communities.

Bennett County Hospital is a vital healthcare access point for medical services in a region where the closest hospital is an Indian Health Service (IHS) facility located 45 miles away in Pine Ridge, and the nearest non-IHS hospital is more than 80 miles away. This is the reality for many South Dakotans, who don’t have easy access to large health centers in Rapid City or Sioux Falls and depend on rural facilities for life-saving care.

We must keep these facilities open and up to date. But as we know all too well, securing funding for these types of projects is no easy task. The good news is that in our recent reconciliation package, there is a specific provision to address this issue.

Just before the Fourth of July, the reconciliation package was signed into law by President Trump. This bill contains numerous provisions that make for a better, stronger America, and subsequently a better, stronger South Dakota. Among other provisions that permanently extend the 2017

Tax Cuts and Jobs Act along with strengthening national security, this legislation created the Rural Health Transformation Program (RHTP). This is a $50 billion appropriation, rolled out over five years beginning in 2026, designed to strengthen rural health care facilities. This marks the single largest appropriation in rural health care in history.

Since 2005, 186 rural hospitals have closed nationwide. Today more than 400 rural hospitals are currently vulnerable to closing, including nearly 40 percent of hospitals in South Dakota. These hospitals are facing enormous challenges from aging facilities to implementation of electronic records. This fund can equip rural hospitals with the latest technology, while also giving them enough stability to begin looking to the future, rather than just worrying about getting by day-to-day.

Half of the $50 billion appropriation will be evenly distributed to all states with an approved application. The other half will be awarded to approved states based on individual state metrics, including the proportion of health care facilities located in rural areas. This is funded through a one-time application process and distributed over a five-year period beginning in 2026. States must submit their applications by early November, and awards will be announced by the end of this year.

Patients in rural South Dakota need rural health services, not only to stay healthy but to survive. We must continue to find innovative ways to support and strengthen access to care. The Rural Health Transformation Program is a step in that direction that I am proud to support. ■

TIPS FOR BETTER COMMUNICATION IN DAILY -

AND IN MORE CHALLENGING - CONVERSATIONS

COURTNEY VANDER POL | SD HUMAN SERVICES CENTER

We’re all doing it – all day, every day, whether we want to or not, everyone is constantly communicating with each other. It helps each of us meet our needs as individuals. Although communication is a common yet important skill, healthy communication requires additional effort, time, and motivation. Here are tips to polish your communication skills for your daily and more challenging conversations.

Pay attention to your current emotions and mood. Are you happy, sad, angry, confused? Identifying your own emotions will assist your explanation of your feelings. If this similar feeling returns in the future, there is an increased chance you will know how to respond and approach the challenge.

Be aware of both your verbal and nonverbal communication. Your facial expressions and body language are as important as the words coming out of your mouth.

Hold a confident posture whether you are standing or sitting. Poor posture shows what you are trying to say does not mean much to you.

Keep a calm tone of voice. No one wants to be yelled at. Your calm tone will encourage the person you are talking with to remain calm.

Think before you speak. Once you say something, it has been said. There is no going back to remove what was said.

Using “I feel” statements will communicate your needs. Simple statements such as “I feel upset” will tell the person you’re talking to how you currently feel. If this person is supportive in your life, they will take your information and start problem-solving with you. Supportive people in your life care about you and do not want to see you suffer emotionally or mentally.

Actively listen to the person you are communicating with. This includes making appropriate eye contact (research cultural practices on the importance of eye contact/no eye contact), not interrupting the person speaking, and allowing them to clearly state their point before asking questions.

Stay away from blaming others. “You always do this. You make me so angry.” These statements are usually taken as an emotional attack and will make the person you are talking to become defensive and shut down in the conversation. Once someone has shut down and refuses to communicate, a solution is less likely to be found.

Clearly express your need to move forward from the conversation. For example, “I need help with chores to keep the house clean” clearly states what this person wants out of

the conversation. Unfortunately, people cannot read other’s minds. If the need is not clearly stated, the other person may not know how to respond.

Be open to compromise. If you are trying to work through challenges with others, there will be times when you need to compromise to settle disagreements. Stay open-minded about what needs you are working to fulfill. Identifying how you may benefit healthily will strengthen your compromise.

Remember that verbal and electronic communication have similarities and differences. When communicating via text or email, there is a risk of misunderstanding the information and the individual receiving the message may interpret the tone differently than what was intended. If there are concerns that the information may be misunderstood or miscommunicated, or if communicating about a sensitive topic, it may be best to relay the information verbally or to follow up with the individual you are communicating with verbally to ensure they understand your message. This will also provide an opportunity for the receiving person to ask any clarifying questions.

Learn to accept the things you cannot change. Change is hard, but it will continue to happen. There are simply parts of life no one can change as much as they would like to. Good changes will come.

Although we as humans are in constant communication with one another, let us be mindful that there is always room to improve how we communicate with one another. It is important to note that practice makes perfect. Some of the hardest discussions people have are deeply connected to their emotions making it difficult to communicate. Find supportive people in your life that you can trust. Turn to a mental health professional if you need assistance because life presents tough challenges. Practice these healthy communication skills to feel heard and solve challenges. ■

CLASSIFIEDS

CAREER CENTER

ADMINISTRATION AND MANAGEMENT

Chief Executive Officer – Southeastern Minnesota Multi-County Housing and Redevelopment Authority (SEMMCHRA), Wabasha, MN. Provides vision, leadership, and oversight. Reporting to the Board of Commissioners, the CEO ensures effective planning, direction, and evaluation of all programs and policies, while overseeing efficient administration and the supervision of department heads. Responsible for advancing SEMMCHRA’s mission to meet the region’s housing and redevelopment needs. Salary: $137,914 to $155,223 plus benefits. View the full position profile at https://www.ddahumanresources.com/active-searches. Please direct any questions to Pat Melvin at pat@daviddrown. com or 612-920-3320 x116. Apply by Oct. 14.

COMMUNICATIONS

Communications Officer – City of Pierre, SD. Work 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.

Receive, process and send radio communications for various Law Enforcement Agencies, Emergency Medical Services, and local Fire Departments. 40 hours per week - Shift work. Comprehensive benefit package. UP TO $3000 HIRING BONUS! Learn more and apply at www.cityofpierre.org. Open until filled. EOE.

Communications Specialist (E-911) – City of Mitchell, SD. Responsible for answering emergency and non-emergency calls and for dispatching appropriate personnel. Some of the duties are: provide guidance to callers until emergency personnel arrive on scene; receive and transmit radio and telephone communication; monitor security cameras; and greet and assist visitors at the customer service window. No experience in the field is necessary; however, sufficient experience to understand basic principles relevant to the major duties of the position. Possession of or ability to readily obtain NCIC and EMD Certification. Starting wage: $23.152 per hour plus benefits. Learn more and apply at www.cityofmitchellsd.gov. Open until filled.

EMERGENCY MANAGEMENT

Fire Marshal – City of Brookings, SD. Leads fire prevention, inspection, and life-safety efforts. Administers and enforces fire codes, conducts inspections, oversees public education programs, and reviews building plans for compliance. Assists

with fire origin and cause investigations, serves as the Authority Having Jurisdiction (AHJ) on fire code matters, and works closely with building officials, emergency responders, and the community to enhance public safety. Salary Range: $73,692.48 - $99,701.59 /year. Learn more and apply at https://www.cityofbrookings-sd. gov/careers. Apply by Oct. 5.

ENGINEERING AND CONSTRUCTION

Airport ARFF/Operations/Maintenance Technician – City of Pierre, SD. Responsible for providing general daily oversight of airside operations by monitoring overall airfield safety, performs vehicle and equipment maintenance, airfield lighting maintenance and performs aircraft rescue firefighter duties. Maintains lighting systems, vehicles, equipment, grounds, structures, pavement and turf. Assists in overseeing wildlife management at airport through annual training, assisting in depredation permits, and overseeing bird strike report program. Maintains documentation and records of all actions taken on airfield to ensure compliance with FAA Part 139 certification requirements. Wage offer will be based upon actual education and experience. Comprehensive benefit package. UP TO A $3,000 HIRING BONUS! Learn more and apply at www. cityofpierre.org. Open until filled. EOE.

Building Official – City of Harrisburg, SD. Provides managerial and administrative functions to ensure compliance with adopted ICC

codes, rules, and regulations that govern the building construction industry, including compliance with the International Building Code, International Residential Code, International Existing Building Code, International Fire Code, Property Maintenance Code, local ordinances, floodplain requirements, and ANSI codes and standards. The position works under the general direction of the Community Development Director and is accountable for the building permitting and inspection function of the Community Development Department. Pay Range: $70,000 - $90,000. Learn more and apply at http://harrisburgsd.hireclick.com/jobboard. Open until filled.

Engineering/GIS Technician – City of Pierre, SD. Performs technical duties in support for the city’s engineering, planning, and utility functions. Main responsibilities include using computer software for infrastructure mapping and management of the city’s mapping dataset. Duties may include compiling construction/survey files for city projects in AutoCAD; operating a computer workstation with specialized software programs to create and maintain the city’s mapping dataset; drafting official city maps of platted distances, electric distribution system, water distribution system, sanitary sewer system, storm sewer system, street grades. WAGE: Offer based upon actual education and experience. Comprehensive benefit package. UP TO A $3,000 HIRING BONUS! See full description and apply at www.cityofpierre.org. Open until filled.

FINANCE AND ACCOUNTING

Deputy Finance Officer – City of Pierre, SD. Responsible for the accounts receivable processing, monthly bank reconciliations, inventory processing, journal entry processing, accurate general ledger analysis, monthly sales tax submission to State, review and approve weekly A/P invoices, and monthly Departmental financial reports. Successful candidate will be instrumental in managing the fixed asset inventory, annual inventory verification process, and year-end comprehensive annual financial report. Salary: $85,725.76 minimum plus comprehensive benefit package. Wage offer will be based upon actual education and experience. UP TO $3000 HIRING BONUS! Learn more and apply at www.cityofpierre.org. Open until filled. EOE.

Finance Director - City of Granite Falls, MN. Supervises utility billing, payroll operations, accounts payable, and accounts receivable, directs and prepares all accounting transactions, maintenance, investing of all City funds, and all required financial reports for the City and its various enterprises. Minimum Qualifications: Bachelor’s degree in a related field and at least five years of experience in governmental accounting. A CPA is preferred. Health, HSA, Life Insurance, paid holidays, vacation, leave, and more. Salary: $76,440 to $99,403. Learn more at https://daviddrown.hiringplatform.com. Please direct any questions to Pat Melvin at pat@daviddrown.com or 612-920-3320 x116. Applications reviewed starting Oct. 8, 2025. Open until filled.

Finance Officer – City of Hecla, SD. Responsible for all the city’s finance operations, including payroll, budgets, accounts payable and receivable, financial reporting, preparing, and filing all necessary state and federal reports and other day to day operations of the city. Prepares, directs, and reviews resolutions, ordinances, municipal elections as well as preparing for monthly council meetings. Coordinate and collaborate with boards, outside organizations, state, and federal agencies and abide by all South Dakota Codified Laws. Experience in customer service and computer knowledge required. Full-time position. Wage DOE with a benefit package. Apply at the City Office 206 Main Street, Hecla, SD. Questions may be directed to 605-994-2333. Open until filled. EOE.

HEALTH

Licensed Practical Nurse – City of Sioux Falls, SD. Come join our health care team at Falls Community Health and make a positive impact on the community as a Licensed Practical Nurse! This is a fantastic opportunity for a Licensed Practical Nurse who is dedicated to supporting our mission of delivering patient-centered medical care, demonstrating adaptability in various situations, and collaborating effectively within a multi-disciplinary environment. HIRING RANGE DOQ: $23.95 - $25.91 hourly plus benefits. Learn more and apply online at www.siouxfalls.gov/careers. Open until filled.

Medical Assistant – City of Sioux Falls, SD. Health/Falls Community Health has an exciting opportunity available for Medical Assistants! Our pharmacy services are continuing to grow, so we are looking for a qualified individual who is interested in working in both medical and pharmacy settings. Health/Falls Community Health will provide on-the-job training for the hired individual to obtain their pharmacy technician certification. HIRING RANGE DOQ: $20.80 - $22.42 hourly plus benefits. Learn more and apply online at www.siouxfalls.gov/careers. Open until filled.

LAW ENFORCEMENT

Communications Officer – City of Spearfish, SD. Responsible for performing emergency and non-emergency communications functions. Full-time, $26.24 per hour. Learn more and apply at https://www.spearfish.gov/161/Career-Opportunities. Open until filled.

Patrol Officer - City of Mitchell, SD. Responsible for the enforcement of federal, state, and local laws and the protection of life and property. Some of the job duties include: patrol the city to detect and deter criminal activity and traffic violations and to provide assistance as needed; monitors commercial and residential areas for signs of criminal activity; responds to calls for service, including domestic disputes, assaults, burglaries, traffic accidents, lost or missing persons searches, public service requests; completes required reports and forms, including accident and incident reports. Starting wage: $29.636 per hour. $3,000 relocation stipend. Competitive benefits. Learn more and apply at www.cityofmitchellsd.gov. 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. Up to $2000 annually for educational reimbursement. Up to $6000 hiring bonus. Comprehensive benefit package. Learn more and apply: Human Resources Office, City of Pierre, Box 1253, Pierre, SD 57501, (605)773-7429, www.cityofpierre.org. Open until filled. EOE.

Police Officer - City of North Sioux City, SD. Part-time police officer position. South Dakota certification is preferred, but not mandatory. This employment may move into a full-time position, should that opportunity become available. The North Sioux City Police Department will also be compiling a Hiring List of applicants to be considered for any part-time or fulltime positions that may become available in the future. Please mail, email or fax applications and resumes to: North Sioux City Police Department, PO Box 650/ 118 So. Victor Avenue, North Sioux City, SD 57049. Email: rich.headid@northsiouxcity-sd.gov, peggy.gorsett@northsiouxcity-sd.gov. Open until filled.

Police Officer – City of Spearfish, SD. This position will enforce local, state, and federal laws, prevent and suppress crime and accidents, and promote public safety through community policing principles. This position will be responsible for the investigation of criminal cases as assigned. This is a full-time position. $31.97/ hour. ~Sign-On Bonus $6,000~ Learn more and apply at https:// www.spearfish.gov/161/Career-Opportunities. Open until filled.

CLASSIFIEDS

Police Patrol Sergeant – City of Lead, SD. Performs general police duties in the protection of life and property through the enforcement of local, state, and federal laws and ordinances. Investigates and prevents crimes. Supervises police offi cers in performance of regularly assigned patrols and incident investigations; prepares shift notices and assignments; conducts pre-hire evaluations of prospective police offi cer candidates; conducts performance evaluations; makes recommendations directly to the Chief in matters concerning employee discipline and retention. Compensation: Previous supervisor experience: $29.26 starting wage for 90 days probation, after successful completion of probation $30.26. No supervisory experience: $29.26, with probation up to 1 year before raise. Learn more and apply at cityoflead.com or contact Chief Robert Williams at (605) 584-1615. Open until filled.

PARKS AND RECREATION

Herbicide Technician – City of Pierre, SD. Performs technical duties in the application of herbicides, pesticides, and other chemical applications in addition to performing grounds maintenance duties. Knowledge in the use and application of pesticide and aquatics chemicals would be beneficial. Ability to identify the best course of treatment for needed results. Make recommendations to cure any problem along with adjusting applications to each site’s specific needs. Maintain proper logs of chemical applications. Ability to follow manufacturer instructions for application of herbicides. Comprehensive benefit package. Wage offer will be based upon actual education and experience. UP TO $3000 HIRING BONUS! Open until filled. Learn more and apply at www.cityofpierre.org.

PLANNING AND ZONING

Community Development Director – City of Harrisburg, SD. Responsible for the administrative oversight, visioning, leadership, planning, coordinating and control of the Community Development Department, to guide the community’s strategic planning, development review, building permitting and inspection, housing needs, code enforcement and economic initiatives. Will serve as a key advisor to City leadership while also building strong relationships with developers, businesses, and residents while ensuring essential services are provided to maintain the public planning and development to provide for public safety, health, and welfare. Pay Grade: $80,000 - $120,000. Learn more and apply at http://harrisburgsd.hireclick.com/jobboard. Open until filled.

Community Development Director – City of Spearfish, SD. Provides leadership, oversight, and direction to the Community Development Department, covering all areas of development including planning and zoning, community and economic development/redevelopment. Specifi c responsibilities include coordinating project financing, land development, land acquisition, preparation and administration of tax increment financed projects, and disposition of properties for development purposes. This individual is responsible for grant/loan applications and administration from federal, state and regional agencies; and the administration and implementation of the programs and projects funded by these sources to achieve established goals. Salary scale: $126,380.80 - $192,296.00 annual (salaried-exempt). Learn more and apply at https://www.spearfish.gov/161/Career-Opportunities. Open until filled.

PUBLIC WORKS

Apprentice/Certified Water Plant Operator – Watertown Municipal Utilities, City of Watertown, SD. Involves hands-on work in the operation, maintenance, and repair of the city’s water treatment plant. You’ll help ensure safe, clean drinking water for our community by operating equipment, troubleshooting issues, and maintaining system performance. Night shifts on a 7-on / 7-off rotation, with a mix of 8- and 12-hour shifts. Starting wage is $27.21 per hour, with potential for higher amounts based on experience and certification level. Excellent benefits. Apply at www.watertownmu.com/careers. Open until filled.

Highway Motor Grader and Maintenance Worker – Sully County Highway Department, Onida, SD. Seeking two talented employees. Starting pay is $23/hour with an increase following 6-month probation. Full benefits including vacation, sick leave, 13 paid holidays, health, cancer & life insurance and SD Retirement. Applicants must have a high school diploma or GED and a valid driver's license. Applicants are subject to a drug and alcohol test after conditional offer of employment. A CDL is required within 30 days of hire. Applications are available at www.sullycounty.net or call the Sully County Auditor (605) 258-2541. Open until filled.

Sanitation - Solid Waste Collector – City of Brookings, SD. Operates collection trucks, picks up waste and recycling on designated routes, and assists with landfill and seasonal maintenance. Drive and operate automated collection trucks. Collect refuse, recycling, and yard waste. Maintain landfill grounds (mowing, litter control, repairs). Assist other City departments as needed. Salary $20.710 - $28.030/hr. Learn more and apply at www.cityofbrookings-sd. gov/careers. Open until filled.

Maintenance Operator, Class III – City of Hot Springs, SD. A skilled position performing streets, parks and cemetery maintenance. Responsible for performing street and park maintenance including, but not limited to, operating hand tools, power tools, regular duty trucks, loaders, bobcats, blades, street sweeper, plow trucks, semitruck, water truck, etc. It is expected of this position to also be able to perform carpentry and masonry related tasks in addition to metal fabrication. Starting wage: DOEQ $15.79-19.74/hr. For a complete job description, application, and benefit listing visit www.hs-sd. org and search city employment opportunities. Open until filled.

Public Works Assistant – City of Hartford, SD. Performs skilled work assisting in all phases of maintaining the city streets, water distribution system, and wastewater treatment system. Will assist with the maintenance of all public buildings and open spaces –including the city pool and parks. Compensation to be determined by the Hartford City Council dependent on qualifications and experience. Learn more at www.hartfordsd.us. Open until filled.

Public Works Director – City of Billings, MT. Oversees one of the largest and most diverse municipal operations in Montana, with a staff of more than 270 employees dedicated to delivering essential services that support the community’s infrastructure, safety, and quality of life. The City of Billings is a rapidly growing community that offers a unique opportunity for the next Public Works Director to guide the city toward community-focused development, foster staff growth, and engage meaningfully with businesses, developers, and residents. Salary: $140,180 - $187,847 annually DOQ. View the full position profile, job description, and benefits at gmphr.com. First review is Oct. 17, 2025. Open until filled.

Public Works Employee – City of North Sioux City, SD. Plays a vital role in the maintenance and operation of the city’s streets, water, and sewer infrastructure. Responsibilities include but are not limited to: Maintain and repair streets, water systems, and sewer infrastructure; Operate a variety of equipment and machinery; Perform routine inspections and address public work’s needs; Be available for on-call duties, including rotating weekends and snow events. Learn more and apply at https://northsiouxcity-sd.gov/ departments/human-resources. Resumes and applications can be sent to CityofNSC@northsiouxcity-sd.gov. Open until filled. EOE.

Public Works Supervisor – City of Britton, SD. Will perform supervisory, administrative and professional work in planning, organizing, directing, and supervising the Public Works Department, including environmental, water, sewer, street, traffic control, cemetery, airport, swim pool, parks, rubble site, forestry and code enforcement. Applicant must be dependable, reliable, and friendly and be able to work with others. Must have a lifting capacity of 75 lbs. Full benefit package. Applications at https:// cityofbritton.com or at city hall; City of Britton, PO Box 126, Britton SD 57430. 605-448-5721. Open until filled. EOE.

Transfer Station Attendant – City of Yankton, SD. Responsible for separating wood, metal and chemicals from garbage and pushing wood into a pile for chipping. Pushes shingles and water sediments into pit and grasses into a pile for future composting and concrete and gravel into piles for storage. Fills transfer trailers with correct weight and pulls out full transfer trailers and replaces them with empty trailers. Performs routine maintenance on heavy equipment such as skid and pay loaders used at transfer station. Operates skid loaders, pay loaders and semi tractors in the performance of duties. Salary range is $45,973 to $58,202. Learn more and apply at https://www.cityofyankton.org. Open until filled.

Utility Assistant – City of Hecla, SD. Experience with electrical, water and wastewater is beneficial, but not necessary. Starting wage depends on experience and/or qualifications, PLUS a full benefit package that includes SD State Retirement, Single Health Insurance, Holiday, Vacation and PTO. Application & Job Description can be picked up at the City office located at 206 Main Street in Hecla or requested to be mailed/emailed by calling (605) 994-2333. Open until filled.

Water Plant and System Specialist – City of Pierre, SD. Responsible for the operation and maintenance of the City’s new state of the art Water Treatment Facility and distribution systems. Qualified applicants must have the ability to learn water treatment techniques

and be able to perform a multitude of hands-on maintenance activities that pertain to drinking water systems. Comprehensive benefit package. Wage offer will be based upon actual education and experience. UP TO A $3000 HIRING BONUS! Learn more and apply at www.cityofpierre.org. Open until filled.

Water Plant Operations Specialist – City of Yankton, SD. Under direction, the Water Treatment Plant Operations Specialist is responsible for operating a water treatment plant and water pumping facilities and checking completed work for compliance with procedures, accuracy, and the nature and propriety of the results. Performs preventive maintenance and repairs on the water treatment plants. Required to work every fourth weekend and alternating holidays. Will be on-call for one week at a time, to respond to after-hours water treatment and water distribution emergencies. Salary range: $49,508 to $62,677 per year, plus benefits. Applications may be completed on the City’s website www.cityofyankton.org. Open until filled. EOE.

Water/Wastewater Operator – City of Chamberlain, SD. Responsible for operating and maintaining water and wastewater treatment and distribution. Job responsibilities include performing testing and chemical adjustments, maintaining records, maintaining electrical and mechanical equipment, installing and repairing water and sewer lines. Applicant should be able to read diagrams, blueprints and technical manuals. Required to work varying shifts, overtime, rotating weekends and holidays. Must be dependable, courteous, and possess a mechanical ability. Must be able to obtain a CDL and Class I licenses within one year. Starting wage $25 per hour plus benefits, with potential for higher amounts based on experience and certification level. Learn more and apply at www. cityofchamberlain.com/employment. Open until filled. EOE. ■

Find full descriptions, links to applications, more listings, or place an ad online:

POLICY: $50 per submission. Free for SDML members. Includes listing on the SDML career center webpage and in the next South Dakota Municipalities magazine if received by publication deadline.

Leah Braun, Chief of Staff for the City of Rapid City, joined the SDML Board of Directors in early September as a trustee.

Braun was appointed by SDML President Carolynn Anderson to fill the role previously held by Lance Lehman of Rapid City.

Learn more about the SDML Board of Directors at sdmunicipalleague.org/about-BoardofDirectors. ■

MUNICIPAL CALENDAR | OCTOBER

October 2025

19 20 21 22 23 24 25

26 27 28 29 30 31

On or before October 1 – The tax levies for the ensuing year must be certified to the county auditor. (SDCL 10-12-7; See Hdbk. Sec. 12.066)

In October – The State Department of Revenue mails out liquor license application forms to all licensees to be completed and submitted to the local authorities for initial action at the first regular meeting of the governing body in November. (NOTE: This is an

administrative determination so no statutory citation is possible.)

Second Monday of October – Native Americans’ Day – State holiday (SDCL 1-5-1)

By October 15 – The secretary of revenue shall apportion the money in the local government highway and bridge fund. (SDCL 32-11-35; See Hdbk., sec. 12.255(6))

No later than November 1 – The special assessment roll for all assessments payable under the Plan One option must be delivered to the county auditor. (SDCL 9-43-105; See Hdbk., sec. 12.160)

No later than November 1 – Delinquent special assessment installments which are payable under the Plan Two option must be certified to the county auditor.

(SDCL 9-43-106; See Hdbk., sec. 12.160)

No later than second Tuesday in November – Governing boards wishing to consolidate boards of equalization must approve a resolution outlining consolidated board membership no later than the second Tuesday in November. (SDCL 10-11-66; See Hdbk., sec. 12.120)

Boundary changes – Municipalities must notify the Department of Revenue of any resolution or amendment enacted which changes the boundaries of the municipality. Notification shall be in written form, shall contain a copy of the resolution or amendment, and may be sent by electronic means or registered mail. Municipalities shall also provide any changes and additions to streets and addresses. (SDCL 10-52-13; See Hdbk., sec. 14.172) ■

MUNICIPAL CALENDAR | NOVEMBER

No later than November 1 – Delinquent special assessment installments which are payable under the Plan Two option must be certified to the county auditor. (SDCL 9-43-106; See Hdbk., sec. 12.160)

November 1 – All property subject to taxation shall be listed and assessed annually, but the value of such property is to be determined according to its value on the first day of November preceding the assessment. (SDCL 10-6105; See Hdbk., sec. 12.105)

No later than second Tuesday in November – Governing boards wishing to consolidate boards of equalization must approve a resolution outlining consolidated board membership. (SDCL 10-11-66; See Hdbk., sec. 12.120)

Fourth Thursday of November –Thanksgiving Day – State holiday (SDCL 1-5-1)

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)

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) ■