OPENPUBLICA · PUBLIC MEETING RECORD
Record of Proceedings

Rapid City Council 2027 Budget Presentations – July 29, 2026

City Council — Wednesday, July 29, 2026
BodyRapid City, South Dakota
SessionCity Council
DateWednesday, July 29, 2026
StatusFILED
Video Record
0:00 / 1:42:21

Transcript — Verbatim
1:47

Meeting will come to order.

1:49

Let's begin with roll call and determination of quorum.

1:58

I was going to claim glasses.

2:01

Meyer.

2:02

Here.

2:04

Evans.

2:06

Temang.

2:07

Here.

2:07

Bieberdorf.

2:09

Secrets.

2:10

Armstrong.

2:11

Strowman.

2:13

Roberts.

2:14

Maher.

2:16

Lehman.

2:18

We have a quorum.

2:19

Thank you.

2:19

Next, we will proceed with the Pledge of Allegiance.

2:21

If you're able and willing, please stand.

2:24

I pledge at least.

2:39

Next looking for a motion to adopt the agenda.

2:42

I have a motion and a second.

2:44

All in favor?

2:45

Any opposed?

2:46

We have an agenda.

2:48

I have no public comments before me, so I will open and close that and next move on to non-public hearing items one through five and begin with number one, the 2027 human resource budget presentation by Director Amber Cornella.

3:01

Ms.

3:02

Cornella, the floor is yours.

3:04

All right, thank you everyone.

3:05

Can you hear me okay?

3:07

All right.

3:33

That commitment guides every decision we make, including how we allocate our resources.

3:37

Everything we do is grounded in excellence, connection, and purpose, and in building a workplace where individuals can thrive and the organization can succeed.

3:51

The work we've invested in modernizing HR systems and operations has created efficiencies that allow us to shift more of our time towards proactive strategic work.

4:24

As one example of an efficiency gain from this work, employees used to receive a multi-page PDF packet and completed their paperwork manually when they were hired.

4:33

Today, all onboarding tasks for employees with city email access are completed directly in Tyler, which reduces manual work, improves accuracy, and creates long-term savings by streamlining the entire employee lifecycle.

4:47

Alongside these system improvements, we developed updated HR tools, policies, and procedures that support consistency across the city.

5:00

And by transitioning compensation studies in-house, we reduced reliance on external consultants and built internal expertise that will continue to benefit the city year after year.

5:09

We made significant progress in strengthening the employee experience through targeted improvements that directly support retention, engagement, and workforce stability.

5:18

We expanded our benefits package with stronger ancillary offerings, improved our dental coverage, and transitioned to a better vision provider, all designed to enhance the value of employment without significant cost increases.

5:31

We implemented an improved employee assistance program at no additional cost.

5:36

This included expanding eligibility to part-time employees, increasing the number of covered sessions per topic per year from three to five, and adding access to a digital platform and mobile app.

5:48

Our new interactive real-time recognition platform reduces manual work and supports a culture of appreciation across departments.

5:56

And in order to strengthen onboarding and leadership readiness, we created standardized toolkits for employees and supervisors and launched leadership connection, which is a key component of our leadership development framework that supports consistent communication, targeted training, and ongoing networking for people leaders across the city.

6:15

These initiatives represent strategic investments in people and are designed to reduce turnover-related costs, strengthen leadership consistency, and support long-term workforce planning.

6:28

And finally, we've spent significant time and effort in the area of labor relations.

6:33

We earlier this year reached a mutually beneficial agreement with IATSI, which is the International Alliance of Theatrical Stage Employees who work at the monument.

6:42

Negotiations with IAFF, the international associations of firefighters, began in June and are progressing well with collaborative discussions underway.

6:51

The third set of negotiations that are expected to take place this year are with the APSME Union or American Federation of State, County, and Municipal Employees.

7:00

The contract is up at the end of the year, and negotiations are expected to begin soon.

7:05

These efforts reflect our commitment to maintaining strong collaborative relationships with our unions and ensuring that agreements are both financially responsible and supportive of our workforce.

7:19

All of the improvements we've made were possible because of the skill and dedication of the entire HR team, most of whom are here today.

7:27

Their commitment to operational excellence and service delivery continues to make a meaningful impact on the city and our employees, and I appreciate all of their efforts.

7:36

As we look ahead to 2027, our focus will shift from the foundational work that we completed this year to the initiatives that will strengthen our long-term workforce strategy.

7:46

These goals build on the efficiencies we've gained, support future planning, and align directly with the areas where we're making targeted budget investments.

7:54

We intend to establish a clear succession planning framework so we can identify critical roles early, develop internal talent pipelines, and ensure we're prepared for future organizational needs.

8:06

At the same time, we're expanding training and leadership development programs so employees have structured, meaningful pathways to build skills and advance in their careers with the city.

8:21

Continuing to improve accuracy and efficiency in recruitment, onboarding, performance management, and benefits administration.

8:28

Another priority is elevating employee health and wellness through data-informed enhancements to our benefit offerings, supporting both physical and mental well-being of our employees.

8:38

And finally, all of these goals are in support of our broader vision of delivering exceptional service and positioning the city as an employer of choice.

Discussion Breakdown — Share of Meeting
Personnel Matters██████████████████████22%
Parks and Recreation██████████████████████22%
Technology and Innovation████████████████16%
Budget Equity Analysis███████████11%
Procedural████████8%
Public Engagement███████7%
Community Engagement████4%
Water And Wastewater Management████4%
Public Safety██2%
Summary of Proceedings

Rapid City Council 2027 Budget Presentations – July 29, 2026

The Rapid City Council convened on July 29, 2026, to review proposed 2027 budgets for the Human Resources, Information Technology, Mayor's Office, and Parks and Recreation departments. Department heads presented priorities, staffing, and financial changes, with council members asking questions about health insurance reserves, cybersecurity costs, recreation demand, and infrastructure needs. No consent calendar or public comments were included on the agenda.

Human Resources Budget Presentation – Director Amber Cornella

  • Director Cornella presented a $1.7 million proposed budget for 2027, a decrease of about $14,000 from 2026. The department has 11 full-time employees serving over 1,800 city employees. 86% of the budget is personnel costs.
  • Efficiency gains were highlighted: onboarding now completed in Tyler (replacing manual PDF packets), compensation studies moved in-house, and expanded benefits (dental, vision, employee assistance program with digital access and increased counseling sessions from 3 to 5 per topic per year) without significant cost increases.
  • A key investment is a learning management system (LMS) costing approximately $68,000 annually, intended to standardize training across all departments, reduce compliance risk, and support leadership development. The increase in software maintenance is offset by reclassifying recognition platform costs.
  • Health insurance premiums for the HR department are expected to decrease due to changes in employee plan enrollments (more single vs. family coverage). The city's health care reserve now stands at $6.6 million, well above the $4 million policy target, according to Finance Director Daniel.
  • Councillor Maher inquired about the health care reserve; Councillor Armstrong asked about rental costs ($21,000 for employee events at The Monument) and professional services (employee assistance program). Councillor Secrets questioned the LMS recurring cost and the FTE count (11). The safety position previously in public works was converted to an organizational development manager in HR.

Information Technology Budget Presentation – Director Jim Gilbert

  • Director Gilbert presented an IT budget with a 32% increase over 2026, driven by the shift to Office 365 subscriptions (from a one-time $90,000 purchase to $500,000 annually) and cybersecurity software. The first year of O365 is covered by $500,000 in Secure SD state funds.
  • The department has 13 FTEs (aiming for 15), supporting all city operations including police cars, civic center, phones, and email. Gilbert noted that Gartner recommends 22 FTEs for a city this size, but the team handles more than average due to in-house expertise.
  • Hardware costs are rising dramatically: laptops increased from $880 in October 2025 to $1,340 in April 2026, due to the "AI tax" on RAM and storage manufacturing. The council previously approved a $400,000 expedited purchasing fund to lock in prices.
  • Key investments include $60,000 for expanded threat locker (zero-trust security) and $40,000 for GovAI (citywide AI with data governance). Gilbert expressed concern about staff salaries lagging behind market, and plans to request more FTEs in 3–5 years.
  • Councillor Maher asked about airport network usage (segmented from city network). Councillor Secrets asked about interdepartmental charges for O365; Finance Director Daniel clarified that the cost will be allocated via interdepartmental charges beginning in 2028, not in 2027. The new city website is expected to go live in 1–2 months.

Mayor's Office Budget Presentation – Mayor Jason Solomon

  • Mayor Solomon presented the mayor's office budget, which is slightly decreased from 2026 due to staff transitions and the shift of website development costs elsewhere. The office supports the entire city, including customer service, public information (Daryl Schumaker), marketing (Brett Mattis), and chief of staff (Leah Braun).
  • Priorities include: supporting public safety (police, fire, water, solid waste), addressing addiction and mental health through weekly caregiver meetings and opioid settlement advocacy, responsive and transparent communication (new website, social media), and strategic advocacy with state and federal officials (e.g., airport funding, parole reform via Rapid City-Sioux Falls calls).
  • The mayor emphasized building relationships with legislators and fostering strong families through school visits, foster care promotion, and a focus on the next generation. Travel costs are minimal (mostly in-state).
  • Councillors asked no questions, and the presentation was accepted.

Parks and Recreation Budget Presentation – Director Jeff Biegler, Matt Brandhagen, Scott Anderson

  • The proposed 2027 budget is $15.2 million with 73.5 FTEs. Three new parks are coming online: Johnson Ranch Park, Knowwood Park, and Homestead Park. The department will update food truck and special events policies and begin implementing the new parks and recreation master plan.
  • Recreation Division Manager Matt Brandhagen (4 months in role) reported high demand: 135 pickleball teams (courts at capacity), 44 bocce teams, over 600 volleyball teams (20–30 on waiting list), 40 basketball teams (10 on waiting list), and summer camp with 550 kids (sold out in 30 minutes, 20 on waiting list). A new van could add 10 more campers per session. The proposed sports complex will provide additional court space Monday–Thursday evenings.
  • Golf: 75,000 rounds at Meadowbrook and Executive courses. Ice Arena: 75,000 annual visits, 300 adult hockey players. Aquatics: 1,900 swim lesson participants, 117,000 pool visits.
  • Parks Division Manager Scott Anderson highlighted Vision Fund projects: Vicky Powers Park dog park, Canyon Lake Park revitalization ($3.5 million), Mary Hall Path (TAP grant), median revival on Mount Rushmore Road ($15,000 with $1,500 donation). The department maintains 116 irrigation systems (40 on central control), 70 miles of sidewalk/bike path, 1,000 acres of turf, and 30–50 seasonal workers. The new park ranger program has four rangers, improving weekend coverage.
  • Councillor Strowman asked about irrigation (mostly treated water; golf courses pump from creek). Councillor Criss raised Meadowbrook Golf Course irrigation needs ($3–4 million, planned for future Vision Fund). Councillor Meyer encouraged bringing forward a plan to eliminate the summer camp waiting list. Councillor Maher inquired about the bike park across from Founders Park (design nearly complete).
  • Cemeteries: cremations now exceed traditional burials; columbariums on a hillside will add 288 niches, with room for up to a dozen units extending cemetery life by 10–20 years.

Key Outcomes

  • No formal votes were taken on the budgets; the presentations were informational for council review. A motion to adjourn was approved with a second and unanimous voice vote.
  • Action items noted: Recreation staff will provide cost estimates for additional summer camp vans; the city will continue exploring raw water irrigation alternatives; the IT department will work with HR on salary competitiveness and future FTE requests.
  • The council thanked all presenters, and the meeting adjourned.

Meeting Transcript

Meeting will come to order. Let's begin with roll call and determination of quorum. I was going to claim glasses. Meyer. Here. Evans. Temang. Here. Bieberdorf. Secrets. Armstrong. Strowman. Roberts. Maher. Lehman. We have a quorum. Thank you. Next, we will proceed with the Pledge of Allegiance. If you're able and willing, please stand. I pledge at least. Next looking for a motion to adopt the agenda. I have a motion and a second. All in favor? Any opposed? We have an agenda. I have no public comments before me, so I will open and close that and next move on to non-public hearing items one through five and begin with number one, the 2027 human resource budget presentation by Director Amber Cornella. Ms. Cornella, the floor is yours. All right, thank you everyone. Can you hear me okay? All right. That commitment guides every decision we make, including how we allocate our resources. Everything we do is grounded in excellence, connection, and purpose, and in building a workplace where individuals can thrive and the organization can succeed. The work we've invested in modernizing HR systems and operations has created efficiencies that allow us to shift more of our time towards proactive strategic work. As one example of an efficiency gain from this work, employees used to receive a multi-page PDF packet and completed their paperwork manually when they were hired. Today, all onboarding tasks for employees with city email access are completed directly in Tyler, which reduces manual work, improves accuracy, and creates long-term savings by streamlining the entire employee lifecycle. Alongside these system improvements, we developed updated HR tools, policies, and procedures that support consistency across the city. And by transitioning compensation studies in-house, we reduced reliance on external consultants and built internal expertise that will continue to benefit the city year after year. We made significant progress in strengthening the employee experience through targeted improvements that directly support retention, engagement, and workforce stability. We expanded our benefits package with stronger ancillary offerings, improved our dental coverage, and transitioned to a better vision provider, all designed to enhance the value of employment without significant cost increases. We implemented an improved employee assistance program at no additional cost. This included expanding eligibility to part-time employees, increasing the number of covered sessions per topic per year from three to five, and adding access to a digital platform and mobile app. Our new interactive real-time recognition platform reduces manual work and supports a culture of appreciation across departments. And in order to strengthen onboarding and leadership readiness, we created standardized toolkits for employees and supervisors and launched leadership connection, which is a key component of our leadership development framework that supports consistent communication, targeted training, and ongoing networking for people leaders across the city. These initiatives represent strategic investments in people and are designed to reduce turnover-related costs, strengthen leadership consistency, and support long-term workforce planning. And finally, we've spent significant time and effort in the area of labor relations. We earlier this year reached a mutually beneficial agreement with IATSI, which is the International Alliance of Theatrical Stage Employees who work at the monument. Negotiations with IAFF, the international associations of firefighters, began in June and are progressing well with collaborative discussions underway. The third set of negotiations that are expected to take place this year are with the APSME Union or American Federation of State, County, and Municipal Employees. The contract is up at the end of the year, and negotiations are expected to begin soon.

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