Download - District Supervisors Leadership Training Workshop 2007 CONSERVATION DISTRICT SUPERVISORS LEADERSHIP TRAINING 2007 You, as Conservation District Supervisors,

District Supervisors Leadership Training Workshop 2007

CONSERVATION DISTRICTCONSERVATION DISTRICTSUPERVISORS LEADERSHIP TRAINING SUPERVISORS LEADERSHIP TRAINING

20072007

YouYou, as Conservation District Supervisors, are the key to , as Conservation District Supervisors, are the key to a successful Conservation District Programa successful Conservation District Program

Facilitator: Kimberly Richardson,

DOC


Welcome2007

Conservation District Supervisors Leadership

Training Workshop Stephen A. Coleman, Director

KY Division of Conservation


LeadershipLeadershipWe all bring certain We all bring certain

leadership skills with us leadership skills with us today. Some are stronger in today. Some are stronger in

some areas than others. some areas than others. This enables us to balance This enables us to balance

our skills and share in our skills and share in completing the tasks that lay completing the tasks that lay

before us. This is what before us. This is what enables us to get the job enables us to get the job

done.done.


Workshop Goals: Expand and enhance district employees LEADERSHIP skills

Enhance supervisor knowledge & understanding of conservation district operations

Develop a better understanding of district supervisors roles &

responsibilities

Develop a better understanding of conservation programs & program implementation

Improve effective outreach efforts


Standing Out in Your Community Presenter:

Connie Gray, DOC


OutlineOutline

Your job - Reasons why you need to be a good leader

Characteristics of a good leaderSteps to make yourself a good

leaderThings to remember


An Important Position...An Important Position...As a supervisor, you have been given the

opportunity to

Set the goals of your local district

Set the budget of your local district

Assist local residents in recognizing and addressing conservation needs

Make important decisions about implementing conservation and education needs facing your

county


Are you equipped to do the job?


What is leadership?

What makes a good leader?

How do you develop your leadership?


LeadershipLeadership

Leadership is a process by which a person influences others in order to accomplish a

goal and therefore making their organization stronger and more successful.


People Will Judge Your People Will Judge Your Leadership Skills by Leadership Skills by Looking at Your Looking at Your Character.Character.


Character

is the building over time of a persons

BeliefsValuesSkills Traits


BeliefsBeliefs

Assumptions or convictions you hold true regarding people, concepts, life, death, religion, what is good, what is bad, etc.


ValuesValues

Attitudes you have about the worth of people, concepts, and things.

This is what influences you to weigh the importance of alternatives.


SkillsSkillsThe knowledge and abilities we

pick up from life.


TraitsTraits

These are the distinguishing qualities of a person.

There are hundreds of personality traits. This is one of the things that make us all

different.


Traits of a Good LeaderTraits of a Good Leader Honesty-displaying

integrity in all actions Competent-basing your

actions on reason and morals

Forward-looking- setting goals and having a vision

Inspiring-displaying confidence in all your actions

Imaginative-show creativity in judgment, goals, ideas, and solutions

Intelligent-read and study to keep up on current events

Fair minded- show even temperament with everyone

Broad-minded- seek out and embrace diversity

Courageous- persevere to accomplish goals

Straightforward- use good judgment to make decisions at the right time


How Do You Develop How Do You Develop Your Leadership?Your Leadership?

EducationCommunicationVision


In Order to Be a Good In Order to Be a Good Leader...Leader...

EDUCATE YOURSELF– Local Current Events

Local Development Issues -Attend & participate in local planning and zoning meetings

Schools - Meet and get to know your educational leaders so you know what is going on in your local school system

County Elected Officials -Get to know your magistrates, County Judge Executive, County Treasurer, Mayor, and city council

– People – Your job as a supervisor



Know what is going on in your state.– KACD - NACD will keep you up to date on state

and national legislation that impacts your conservation district and your agricultural practices.

– Attend the KACD State Convention. Meet others who are in the same position as you. Share Ideas!

– Keep up with legislation going on in the state senate and legislature.


Knowing What Is Going on in Knowing What Is Going on in Your State...Your State...

– Know your legislators and state senators. Keep in contact with them by phone calls, e-mails, and telephone calls. Let them know what matters to you

– Keep in contact with other state organizations

KY Farm BureauKY Cattleman’s AssociationKY Commodity Groups



Communicate with others– Let your feelings be known– Ask questions if you do not

understand. Don’t ridicule those who don’t know something

– Listen to what others have to say about the subject

– Discuss differences


VisionVisionHave goals for both your personal

life and your professional life.


Things to RememberThings to Remember Leadership is not just being “The

Boss” Know your job -Equip yourself with the

right tools Remember that we all have different

beliefs, values, skills, and traits. That is what makes us unique

Educate yourself on what is going on around your community

Work on your communication skills Have goals for your personal and

professional life


Human RelationsHuman RelationsThe six most important words:

“I admit I made a mistake”The five most important words:

“You did a good job”The four most important words:

“What is your opinion?”The three most important words:

“If you please”The two most important word

“Thank you”The one most important word:

“We”The least important word:

“I”author unknown


Presenter: Katrina Beckley

Internal Policy AnalystDivision of Conservation

[email protected]


Presenter: Amanda Gumbert

Water Quality Liaison UK Cooperative Extension & Division of Conservation

502-573-3080


Presenter: Curtis Kirk

Assistant Director Division of Conservation

502-573-3080 [email protected]


INFRASTRUCTURE LOANSINFRASTRUCTURE LOANS((Senate Bill 92Senate Bill 92))

• Makes equipment revolving funds available for infrastructure

• Application forms available• Priority Given to Equipment Loans• Processes and procedures

– Commonwealth of KY Land Acquisition Process - Requirements

• MOA• Title Search (list provided)• Appraisal (list provided)

– $200,000.00 = (2) appraisals– Appraisal Checklist

• Purchase (Land) Contract (optional form provided)• Survey (list provided)• Environmental Review or Assessment (names

provided) Phase I or Phase II• Loan closing

• Commission now considering loans


Steve Coleman, Director Division of Conservation

[email protected]@ky.gov

www.conservation.ky.govwww.conservation.ky.gov


Presenter: Mike Hubbs

State Conservationist NRCS


SMALL GROUP DISCUSSION (30 Minutes)

Group #1-Budgets, Funding-Millage Taxes, General Funds and Others.

Group #2-District Concerns, Office Space, Workload, etc.

Group #3-Personnel Management & Policy

Group #4 -Meetings, Minutes, Records, etc.

Group #5 -Planning, Reporting, Accountability


Officer ResponsibilitiesOfficer Responsibilities

Presenter:

Stephen A. Coleman Director, DOC


Officer ResponsibilitiesOfficer ResponsibilitiesThe BoardThe Board::

KRS 262.230 (1) The board shall select a chairman and may from time to time, change that selection

Each supervisor should be encouraged to rotate through the offices at least once


Officer Responsibilities:Officer Responsibilities:ChairmanChairman

Assume the leadership role! Call and conduct board meetings. Call special meetings. Designate committees and assignments. Assure board review and approval of monthly

treasurers report and annual financial statement. Oversee district records. Oversee district programs. Oversee district employees. Participate in leadership training opportunities. Develop and maintain good rapport with community.


Officer Responsibilities:Officer Responsibilities:Vice – ChairmanVice – Chairman

Fill in for chairman in his/her absence.

Assist Chairman with duties.

Develop the leadership skills and knowledge to assume the office of Chairman.


Officer Responsibilities:Officer Responsibilities:TreasurerTreasurer

Actively participate in budget and planning process

Sign checks Keep accurate and auditable records Carefully review and monitor all

transactions Make sure all expenditures have been

approved and have proper backup documentation

Make sure program funds spent for designated programs


Officer Responsibilities:Officer Responsibilities:TreasurerTreasurer Review and sign monthly

treasurers report– Assure board review and approval– Copy for district records and DOC

Reconcile bank statements personally and review carefully

Periodically review assets and inventories

Actively participate in annual financial review or other financial audits


Officer Officer ResponsibilitiesResponsibilities

Assure that all accounting and administrative

procedures are done according to the Accounting &

Administrative Procedures Manual

The manual can be found on the DOC website

www.conservation.ky.gov

Accounting and Administrative Procedures Manual

ForSoil and Water Conservation

District and

Watershed Conservancy District Offices

In Kentucky

Kentucky Division of Conservation

2007

http://www.conservation.ky.gov/

http://www.conservation.ky.gov/


Officer Responsibilities:Officer Responsibilities:AccountabilityAccountability

REMEMBER: Accountability must be given TOP PRIORITY by conservation districts. The effective, honorable and wise use of public funds is critical to the operation of district programs.

REMEMBER: The funding for a conservation district is all public money and should be treated as such.


Presenter:

Raymond L. Adams, Area 4, Commissioner

KY Soil and Water Conservation Commission


DISTRICT DISTRICT WORKSPACEWORKSPACE

Presenter: Kelly Shouse, DOC


OFFICE ETIQUETTEConservation District Employees

You are in charge!


As Professionals, District Employees Should Posses the

Following Characteristics:


Dedication

Someone who is dedicated & loyal to their job and to carrying out responsibilities

that are essential to a successful district.


Attitude

Employees having a positive attitude earns customer respect and it reflects in program

administration.


Enthusiasm

Someone who approaches each assignment as a challenging experience and expects to complete.


ReliabilityTheir duties require them to be dependable and

trustworthy.


Respectful - Customer Respect

Employees should respect each individual, understand that their concern is a priority issue to them and treat it as such. If a customer takes the

time to make a request, employees should take the time to answer the request.


Responsibility

Employees should know what is expected

of them and they should make every effort to

carry it out to the best of your ability.


Confidentiality

A MUST—Employees should A MUST—Employees should practice it everyday. Personal practice it everyday. Personal information, or items that may cause information, or items that may cause an individual to have an unfair an individual to have an unfair advantage is not open for public advantage is not open for public inspection or discussion.inspection or discussion.

Employees should make every Employees should make every effort to protect the confidentiality effort to protect the confidentiality of othersof others


Patience

It really is a virtue! Employees may have to raise their tolerance level on any given day.


Resourcefulness

Employees need to realize that there is a world of information and opportunity out there and find ways to access it and make it work for your customers and for the district.


Courteous – Common Courtesy

Employees should treat others as they would want to be treated, but remember they have to follow regulations and guidelines.


Personal Issues That Can Disrupt the Office

• Employees should limit personal phone calls to a minimum or take care of them during break or lunch.

• They should run personal errands on their own time not district time.

• Employees should use the district computer and internet for work only, not for playing games or surfing the web.

• The office should be a place for employees and customers, not a hang out for family or friends.


OTHER DISTRICT POLICY


MOA’S/MOU’SMemorandum of Agreement

Memorandum of Understanding

Review and understand agreements with each individual agency annually or with your supervisor

Employees should be familiar with the responsibilities associated with these agreements

Districts have entered into such agreements with NRCS, Forestry, Fish & Wildlife etc


SAFETY – You Should:Have Emergency Preparedness Plans—If your district has

not already done so, make sure they take the time to prepare a detailed written emergency plan. Include all duties and appropriate action required of each individual in the office in the event of a natural disaster, terrorist threat, hostage situation, fire, flood and etc. Make sure that emergency numbers are in plain view and everyone is aware of them.

Employees should know their responsibilities—Each individual needs to take the time to review the preparedness plan, they should know their individual responsibility and those of others in the event they are not available. Being prepared could save lives.

Conduct Safety Checks—Complete safety checks at regular intervals. Ensure that fire extinguishers, smoke detectors and other safety devices are in proper working condition.

Practice Emergency Drills—Conduct emergency drills on a regular basis. This ensures that everyone is familiar with their responsibility and follows the specified plan.


USDA Shared Offices or Spaces

If your district shares office space in a Federal Building it is extremely important that employees learn and comply with all safety and preparedness procedures established for that building.


If Employees If Employees Possess These Possess These Characteristics Characteristics

SUCCESSSUCCESSOf the District Is Of the District Is

Greatly Greatly Enhanced!!!Enhanced!!!

District Supervisors Leadership TraiDistrict Supervisors Leadership Training Workshop 2007ning Workshop 2007

Personnel Management Personnel Management and Personnel Policyand Personnel Policy

Presenter: Shanna Drake



Employment Specifications _Employment Specifications _What is expected?What is expected?Let Them Know up Front!Let Them Know up Front!

Determine Staffing Needs (part-time, full-time, Determine Staffing Needs (part-time, full-time, temporary?)temporary?)

1.1. How Many Hours Per Week, Per Month, etc. How Many Hours Per Week, Per Month, etc. • Are there any limits?Are there any limits?

2.2. Pay Rate (hourly, salary, etc.) Pay Periods – When?Pay Rate (hourly, salary, etc.) Pay Periods – When?3.3. Rules and Regulations (unexcused absence, dress Rules and Regulations (unexcused absence, dress

code, leave, etc.)code, leave, etc.)4.4. Supervisors should review these documents with Supervisors should review these documents with

each employee and update as necessaryeach employee and update as necessary



Establish a Written Job DescriptionEstablish a Written Job Description– To avoid personnel management issues, To avoid personnel management issues,

districts should have written personnel districts should have written personnel policies and a job description on filepolicies and a job description on file A job description should include a A job description should include a Position TitlePosition Title

– An IntroductionAn Introduction– Duties and ResponsibilitiesDuties and Responsibilities– Supervision (who will supervise?)Supervision (who will supervise?)– Employee Expectations Employee Expectations – Evaluation and Performance Review InformationEvaluation and Performance Review Information

– A job description needs to be specificA job description needs to be specific


Importance of a Written Job Importance of a Written Job DescriptionDescription

1.1. Allows district board to determine Allows district board to determine expectationsexpectations

2.2. Enables the employee to understand those Enables the employee to understand those expectationsexpectations

3.3. Basis for all evaluationsBasis for all evaluations

4.4. Documentation for any actions needed to Documentation for any actions needed to correct inadequacies or reward achievements correct inadequacies or reward achievements and good workand good work




The board may delegate to the The board may delegate to the chairman, to one or more supervisors, or chairman, to one or more supervisors, or to one or more agents or employees to one or more agents or employees such powers and duties as it may deem such powers and duties as it may deem proper.proper.

District employees work for the district District employees work for the district and they will determine who supervises and they will determine who supervises the employeesthe employees



The supervisors shall provide for the execution of surety The supervisors shall provide for the execution of surety bonds for all employees and officers who are entrusted bonds for all employees and officers who are entrusted with funds or propertywith funds or property

This protects the district and also protects the employeeThis protects the district and also protects the employee Rule of Thumb – the amount of the bond should be at Rule of Thumb – the amount of the bond should be at

least enough to cover the largest amount of funds least enough to cover the largest amount of funds handled by the district at any one time.handled by the district at any one time.

Effective: Effective: October 1, 1942October 1, 1942


Equal Employment Opportunity – Equal Employment Opportunity – Discrimination Will Not Be ToleratedDiscrimination Will Not Be Tolerated

1.1. Race, Color, National Origin, Age, Race, Color, National Origin, Age, Religion, or SexReligion, or Sex

2.2. DisabilityDisability

3.3. PregnancyPregnancy



HarassmentHarassment

1.1. Employers should never make statements or ask Employers should never make statements or ask questions that could be considered harassmentquestions that could be considered harassment

2.2. Employees are encouraged to report any forms Employees are encouraged to report any forms of harassment that occur in the workplaceof harassment that occur in the workplace

3.3. Document any reports of harassmentDocument any reports of harassment This may be the most important thing you This may be the most important thing you

can docan do

4.4. Report incidents to appropriate agencies Report incidents to appropriate agencies immediatelyimmediately



• Employee EvaluationsEmployee Evaluations What for?What for?• Probationary InterviewProbationary Interview• Performance PlanningPerformance Planning• Annual AssessmentsAnnual Assessments

• An evaluation should be completed each year on all An evaluation should be completed each year on all employees. This is the time to say you are doing a great job, employees. This is the time to say you are doing a great job, or you need to work on certain skills or inadequaciesor you need to work on certain skills or inadequacies

• Employer should use written job description as basisEmployer should use written job description as basis• Employer should evaluate performance not personalityEmployer should evaluate performance not personality• Document achievements as well as inadequaciesDocument achievements as well as inadequacies



Written policies can prevent Written policies can prevent misunderstandings. misunderstandings. Your Conservation District Manual Your Conservation District Manual

is a great guide for developing is a great guide for developing these policies. these policies.

Your field Representative is also Your field Representative is also available to assist.available to assist.

REMEMBER - PUT IT IN REMEMBER - PUT IT IN WRITING!WRITING!



Accountability

Planning

Funding

ReportingPresenter: Steven Olt, DOC


AccountabilityWhy is this important?

The wise use of public funds is critical to the operation of district programs!

The public has entrusted the district with the care of their natural resources and their tax dollars.

How funds are handled is a direct reflection on the district.

It is required by law and/or policy.


AccountabilityWhy is this important?

Districts and district employees will be held accountable for all public monies they handle.

Misuse of public funding is a serious offense and shouldn’t be taken lightly.

It should be a TOP PRIORITY that all funds are used wisely, legally, and are accounted for in the proper manner.

Remember:The public’s eye is on you.They will be watching.


Planning Annual Plan of Work

Identifies priorities for the current year Can be used as a map or blueprint to

direct you throughout the year It is an excellent planning tool for board

meetings Should be neat and updated yearly to

reflect District activities


Planning Importance of Plan of Work

The plan of work is a direct reflection of what the District is doing and what makes their work important.

They are put under the microscope when the District is considered by DOC or local Fiscal Court for funding or funding increases.


PlanningBudget

Budget should be done in conjunction with Annual Plan of Work

Budget process is essential for sound financial management

Required to justify funding from Fiscal Court and DOC (KRS 262.097)

It is an excellent planning tool for meeting agendas

It should be available at meetings

Plan your work and finance your plan


Reporting Monthly Reporting Requirements:

Monthly Treasurers Report – Reviewed by the board and signed

by District Treasurer and sent to DOC

Equipment Revolving Loan Report(s)

Payments and reports are due into the district office by the 5th of each month

Payments and reports are due into DOC by the 10th of each month


Reporting Monthly Reporting Requirements:

KY Soil Erosion & Water Quality Cost Share Funds

A complete and accurate report is to be submitted monthly to DOC

Failure to submit monthly reports will cause requests to not be funded

Employee Time Sheets Need to be a complete and accurate

accounting of time spent working by each district employee

Very Important!


Reporting Quarterly Reporting Requirements:

Direct Aid and Direct Aid Grant Status Report how much has been used and for

what purposes

Agriculture Water Quality Plans How many certifications have been filed? Corrective measures – Water quality

problems identified in the county by DOW


Reporting Annual Reporting Requirements:

According to KRS 262.097 the district must report the following to DOC and their local fiscal court by April1:

Annual Plan of Work

Annual Budget



According to KRS 262.097 and 262.280 the district must report the following to DOC and their local fiscal court by September 1:

Annual Financial Reports -Prepared and Submitted to DOC by DOC field representative.

Annual Reports Summary and highlights of the districts

past year.



A Special District Reporting Form must be filed with the county clerk by JULY 1 and to the Governor’s Office of Local Development (GOLD)

According to KRS 65.005-65.060, each special district (Conservation Districts and Watershed Conservancy Districts) shall be audited once every 4 years If your districts annual financial report exceeds

$750,000 at any time then audits shall be performed every year

Any loan made by the district (including leases) >$100,000.00 shall be reported to GOLD

Includes equipment loans



Districts must file certain information and publish a legal notice:

THIS MUST BE DONE BY AUGUST 31 Should include the following information

List of names and addresses of the board of supervisors

Summary financial statementLocation, date, and time that supporting

documentation and district financial records can be viewed by the general public


AccountabilitySummary

Ask yourself these questions when in doubt!

1. Is my action legal?2. Is my action ethical?3. Does my action comply with district policy?4. Am I sure my action does not appear

inappropriate?5. Am I sure I would not be embarrassed or

compromised if my action became known with the district board or publicly?


AccountabilitySummary

6. Am I sure that my action meets my personal code of ethics and behavior?

7. Would I feel comfortable defending my actions on the 6 o’clock news or to my local newspaper?

*author unknown


MeetingsWhat Can You Do?

What Should You Know?

Presenter:

Debbie Hinton, DOC


Agenda Things to Remember

• To have a successful meeting you must have an effective agenda.

– The Chairman sets the agenda.– Provide information such as:

• Is it in the budget? • Is the plan of work being followed?• Have I provided all correspondence?• What about bills to pay?

– Place most important items in the middle of the agenda(Anyone who arrives late or leaves early won’t miss out on the important information)

• Remember - People respect organization and they want to feel a sense of accomplishment. Good planning on your part is a definite advantage to the board.


Planning a Meeting

• In advance if possible: – Provide supervisors with – agenda, time,

and location– Provide treasurers report and minutes

from last meeting– Follow up - Remind supervisors the day

before by phone or email– Provide information for topics of

discussion


Minutes

Minutes are a vital document to any meeting. They contain any items addressed and voted on, who was there and what was discussed.


Why have minutes?1. They are the official and legal record of the District Board

2. They inform members who could not attend a meeting of what happened

3. They help in following up on assignments and decisions

4. They help in planning the agenda for the next meeting

5. They give continuity, over the years, to procedures, traditional activities of the District Board, etc

6. They help new chairpersons and members learn more about the District Board

7. They aid in report writing (Annual Report) and in planning future activities and programs

8. They are a valuable resource in appointing members to other committees or offices or in nominating the District Board for honors and awards


Characteristics of Good Minutes

• Contains time, place and date of meeting• Names - who was there ?• Contains a brief description of what was discussed• Has old business (items previously addressed that need attention) and

new business• Has all “QUOTED” motions made and seconded and if they passed or

failed• Has adjournment time• Contains a list of bills paid and funds expended

**It is important that someone other than the District Administrative Secretary know how and be willing to take effective minutes if necessary


Open RecordsKRS 61.870 to 61.884

• What are Public Records? – Public records are all books, maps,

photographs, cards, tapes, discs, recordings or other documentary materials which a public agency has in its possession or has prepared, owned, used, or retained.


Requesting Records

• 3 Ways to Request Records– By Mail– By Fax

– By Personal Delivery

• Public agencies may but ARE NOT required to respond to open records request by e-mail.


What is the Procedure for Inspecting Public Records

• Pertains to all Records of all Kentucky Public Agencies - Special Taxing Districts--K.R.S. 61.870 to 61.884

• Request must be made in writing• Precisely describe records requested• Agency must respond in three (3)

days(excluding weekendsand Holidays)

• May charge for copies


What records are Exempt from Public Inspection

• There are 14 exemptions, such as:• Records of a personal nature where

disclosure would constitute an unwarranted invasion of privacy

• Confidential records for scientific research• Records that would give a competitor an unfair

advantage• Documents related to purchase of property


Sample Open Records Request

• Any County Conservation District Board

Any town KY

Dear Chairman of the Board

I respectfully request to inspect the following records:

1. Copy of the ____year financial report

2. Copy of the names of the board of supervisors

If these documents are temporarily unavailable, please inform me of the earliest date when I may inspect them

Thank you for your attention to this request

Sincerely

John Q. Citizen


Sample Response Letter from Board

• John Q. Citizen

Any town USA

Dear Mr. Citizen,

We, the ____County Conservation District Board of Supervisors, received you request to review the following records on Any day, 2005. (The following may need to be stated-We are looking into the request and will notify you as soon as possible to reviewing the request, or you may state the following-You may come to the office on __date, ___time to review the information you requested.)

Sincerely,

Chairman of the Board


Open Meetings• K.R.S. 61.805 - 61.850 • The Law Defines “meeting” as:

All gatherings (regular, special, informational or casual) of a quorum of the members at which public business is discussed or action taken.

• The Law Requires “meetings” to: Be scheduled, posted and made available to the public Held at specific times and places convenient to the

public News coverage is to be permitted at all such meetings Minutes of the meeting recorded promptly and made

available for public inspection not later than the next meeting.


Open Meetings – Special Meetings

– When? May be called at anytime by the presiding officer or by a motion adopted by the majority of the members of the governing body

– Notice Requirements:• Delivered to each member and to anyone

requesting to be notified• Posted 24 hours in advance of meeting• Agenda must be set for the special meeting and

accompany each notice


Open Meetings Closed or Executive Sessions

• Procedure? Notice given during the regular open meeting about

nature and reason of the closed session. Motion made and carried by a majority present in

open session.• What can be discussed?

Business of a non-public nature, examples: employee discussions, pay adjustments, general policies, etc...

No matters may be discussed other than those publicly announced, and no final action may be taken.

• What must be reported? The Outcome, not the specifics of the meeting must be made

available to the public.


For Detailed Written Information to Assist Public Officials

Go to:Go to:http://ag.ky.gov/opengov.htmhttp://ag.ky.gov/opengov.htm

The Office of the Attorney GeneralThe Office of the Attorney General

Your Duties Under the LawYour Duties Under the LawThe Kentucky Open Records and Open Meetings ActsThe Kentucky Open Records and Open Meetings Acts

District Supervisors Leadership Training WDistrict Supervisors Leadership Training Workshop 2007orkshop 2007

Division of Conservation 502-573-3080

www.conservation.ky.govwww.conservation.ky.gov

Facilitator: Curtis M. Kirk,

DOC


Division of Conservation Programs Division of Conservation Programs Q & AQ & A

Cost State Share Program: $11.5 MCost State Share Program: $11.5 M Equipment Loan Revolving FundEquipment Loan Revolving Fund

$1,882,850.94 – Balance Amortization Account$1,882,850.94 – Balance Amortization Account Agricultural DistrictsAgricultural Districts Purchase of Conservation Easements (Dept. Ag.)Purchase of Conservation Easements (Dept. Ag.) Watershed Conservancy DistrictsWatershed Conservancy Districts

Aging Dam IssueAging Dam Issue Kentucky Ag Water Quality PlansKentucky Ag Water Quality Plans

60629 AWQ Plans Reported60629 AWQ Plans Reported



Corrective MeasuresCorrective Measures 183 Cases Reported183 Cases Reported $680,662.64 - funding to date$680,662.64 - funding to date

Cooperative Soil SurveyCooperative Soil Survey Education and OutreachEducation and Outreach

EnvirothonEnvirothon 319 Nonpoint Source Pollution319 Nonpoint Source Pollution Kentucky FirewiseKentucky Firewise Green River C.R.E.P.Green River C.R.E.P. Forest Land Enhancement Program (FLEP)Forest Land Enhancement Program (FLEP)



Landowner Incentive Programs (LIP) Landowner Incentive Programs (LIP) DOC WebsiteDOC Website

www.conservation.ky.govwww.conservation.ky.gov DOC NewsletterDOC Newsletter Field ServicesField Services

Field RepresentativesField Representatives Soil ScientistsSoil Scientists

Emails, EFTs, etc.Emails, EFTs, etc.


Follow Up - Small Follow Up - Small Group Questions & Group Questions &

CommentsComments

Facilitator: Kimberly

Richardson, DOC


Small Group Report #1 Budgets, Millage Taxes &

Funding It should be a “real and working” budget

Have input into the budget process Identify areas of concern Let your needs be known

Due to DOC by April 1st

KRS 262.200 Fiscal Court Funding - General vs. Millage How/Who – Millage Tax?

Baseline funding, environmental grants, federal ear-marks and direct aid Grants


Small Group Report #2 District Concerns-Office Space,

etc.

USDA Shared Offices or Spaces District Office Workspace Mutual Agreements / Cooperative Working Agreements

o Review and understand agreements with each individual agency annually (This will become more important than ever)

o Ensure that you are familiar with the responsibilities associated with these agreements

Meeting ADA and other requirements Safety in the workplace (Office and Field)

o Have an emergency preparedness plan


Small Group Report #3 Personnel Management

The supervisors shall provide surety bonds for all employees and officers who are entrusted with funds or property

District employees who access or use NRCS/USDA computers – are required to have a Background Security Check and required to complete the online computer security awareness training each year.

Establish a Written Job Description Employee Supervision - Who’s the boss? Put it in Writing - Documentation Employee Evaluations - Probationary & Annual

Evaluation Harassment and Discrimination should

not be tolerated


Small Group Report #4 Meetings, Supervisor’s, Officers

o Board meetings, closed or executive sessions, special meetings? o Chairman should: assume the leadership role, oversee district records, oversee

district programs, oversee district employees.o Treasurer should: Sign checks, participate in budget and planning process, keep

accurate and auditable records, carefully review and monitor all transactions, make sure all expenditures have been approved and have proper backup documentation

o Effective meetings = The importance of being prepared. o The Kentucky Open Records and Open Meetings ActsThe Kentucky Open Records and Open Meetings Acts Your Duties Under the LawYour Duties Under the Law

Go to: Go to: http://ag.ky.gov/opengov.htm

Minutes are the official and legal record of the District Board


Small Group Report #5 Planning, Reporting and

Accountability

Plan of work should be neat and updated yearly to reflect District activities and to justify funding request! Due to DOC by April 1st

The public has entrusted you with the care of their natural resources and their tax dollars.

Districts will be held accountable for all public monies they receive.

TOP PRIORITY that all funds are used wisely, legally, and are accounted for in the proper manner. - Reporting!


Conservation District EmployeeConservation District Employee““Support”Support”

Where to get more information:Where to get more information:

Your Field RepresentativeYour Field RepresentativeKentucky Division of Kentucky Division of

Conservation Conservation Kentucky Soil and Water Kentucky Soil and Water

Conservation CommissionConservation CommissionKentucky Association of Kentucky Association of

Conservation DistrictsConservation Districts