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CONSERVATION DISTRICT SUPERVISORS LEADERSHIP TRAINING 2007 You, as Conservation District Supervisors, are the key to a successful Conservation District Program

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Title: CONSERVATION DISTRICT SUPERVISORS LEADERSHIP TRAINING 2007 You, as Conservation District Supervisors, are the key to a successful Conservation District Program


1
CONSERVATION DISTRICT SUPERVISORS LEADERSHIP
TRAINING 2007 You, as Conservation District
Supervisors, are the key to a successful
Conservation District Program
Facilitator Kimberly Richardson, DOC
2
Welcome
2007 Conservation District Supervisors
Leadership Training
Workshop
Stephen A. Coleman, Director
KY Division of Conservation
3
Leadership
We all bring certain leadership skills with us
today. Some are stronger in some areas than
others. This enables us to balance our skills
and share in completing the tasks that lay before
us. This is what enables us to get the job done.
4
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

5
LEADERSHIP
  • Standing Out in Your Community

Presenter Connie Gray, DOC
6
Outline
  • Your job - Reasons why you need to be a good
    leader
  • Characteristics of a good leader
  • Steps to make yourself a good leader
  • Things to remember

7
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

8
  • Are you equipped to do the job?

9
  • What is leadership?
  • What makes a good leader?
  • How do you develop your leadership?

10
Leadership
  • 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.

11
People Will Judge Your Leadership Skills by
Looking at Your Character.
12
  • Character
  • is the building over time of a persons
  • Beliefs
  • Values
  • Skills
  • Traits

13
Beliefs
  • Assumptions or convictions you hold true
    regarding people, concepts, life, death,
    religion, what is good, what is bad, etc.

14
Values
  • Attitudes you have about the worth of people,
    concepts, and things.
  • This is what influences you to weigh the
    importance of alternatives.

15
Skills
  • The knowledge and abilities we pick up from life.

16
Traits
  • 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.

17
Traits 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

18
How Do You Develop Your Leadership?
  • Education
  • Communication
  • Vision

19
In Order to Be a Good 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

20
In Order to Be a Good Leader...
  • 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.

21
Knowing What Is Going on in 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 Bureau
  • KY Cattlemans Association
  • KY Commodity Groups

22
In Order to Be a Good Leader...
  • Communicate with others
  • Let your feelings be known
  • Ask questions if you do not understand. Dont
    ridicule those who dont know something
  • Listen to what others have to say about the
    subject
  • Discuss differences

23
Vision
  • Have goals for both your personal life and your
    professional life.

24
Things 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

25
Human Relations
  • The 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

26
BACKGROUND CHECKS OFFICE ISSUES
Presenter Katrina Beckley Internal Policy
Analyst Division of Conservation 502-573-3080 Katr
ina.Beckley_at_ky.gov
27
WATER QUALITY EDUCATION
Presenter Amanda Gumbert Water Quality Liaison
UK Cooperative Extension Division of
Conservation 502-573-3080
28
INFRASTRUCTURE LOANS
Presenter Curtis Kirk Assistant Director
Division of Conservation 502-573-3080
Curtis.Kirk_at_ky.gov
29
INFRASTRUCTURE LOANS (Senate 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

30
DIVISION OF CONSERVATION UPDATE
Steve Coleman, Director Division of Conservation
502-573-3080 Steve.Coleman_at_ky.gov www.conservatio
n.ky.gov
31
NRCS UPDATE
Presenter Mike Hubbs State Conservationist
NRCS
32
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

33
Officer Responsibilities
Presenter Stephen A. Coleman Director, DOC
34
Officer Responsibilities The 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

35
Officer Responsibilities Chairman
  • 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.

36
Officer Responsibilities Vice 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.

37
Officer Responsibilities Treasurer
  • 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

38
Officer Responsibilities Treasurer
  • 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

39
Officer Responsibilities
Accounting and Administrative Procedures
Manual For Soil and Water Conservation District
and Watershed Conservancy District Offices In
Kentucky
  • 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

Kentucky Division of Conservation 2007
40
Officer Responsibilities Accountability
  • 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.

41
Funding and District Identiy Set your district
up for success
Presenter Raymond L. Adams, Area 4,
Commissioner KY Soil and Water Conservation
Commission
42
DISTRICT WORKSPACE
Presenter Kelly Shouse, DOC
43
OFFICE ETIQUETTE Conservation District Employees
You are in charge!
44
As Professionals, District Employees Should
Posses the Following Characteristics
45
Dedication
  • Someone who is dedicated loyal to their job
    and to carrying out responsibilities that are
    essential to a successful district.

46
Attitude
Employees having a positive attitude earns
customer respect and it reflects in program
administration.
47
Enthusiasm
  • Someone who approaches each assignment as a
    challenging experience and expects to complete.

48
Reliability
  • Their duties require them to be dependable and
    trustworthy.

49
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.

50
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.
51
Confidentiality
A MUSTEmployees should practice it everyday.
Personal information, or items that may cause an
individual to have an unfair advantage is not
open for public inspection or discussion. Employee
s should make every effort to protect the
confidentiality of others
52
Patience
It really is a virtue! Employees may have to
raise their tolerance level on any given day.
53
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.

54
Courteous Common Courtesy
Employees should treat others as they would want
to be treated, but remember they have to follow
regulations and guidelines.
55
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.

56
OTHER DISTRICT POLICY
57
  • MOAS/MOUS
  • Memorandum 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

58
SAFETY You Should
  • Have Emergency Preparedness PlansIf 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 responsibilitiesEach
    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 ChecksComplete safety checks at
    regular intervals. Ensure that fire
    extinguishers, smoke detectors and other safety
    devices are in proper working condition.
  • Practice Emergency DrillsConduct emergency
    drills on a regular basis. This ensures that
    everyone is familiar with their responsibility
    and follows the specified plan.

59
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.

60
If Employees Possess These Characteristics
SUCCESS Of the District Is Greatly Enhanced!!!
61
Personnel Management and Personnel Policy
Presenter Shanna Drake
62
Personnel Management and Personnel Policy
  • Employment Specifications _What is expected?
  • Let Them Know up Front!
  • Determine Staffing Needs (part-time, full-time,
    temporary?)
  • How Many Hours Per Week, Per Month, etc.
  • Are there any limits?
  • Pay Rate (hourly, salary, etc.) Pay Periods
    When?
  • Rules and Regulations (unexcused absence, dress
    code, leave, etc.)
  • Supervisors should review these documents with
    each employee and update as necessary

63
Personnel Management and Personnel Policy
  • Establish a Written Job Description
  • To avoid personnel management issues, districts
    should have written personnel policies and a job
    description on file
  • A job description should include a
  • Position Title
  • An Introduction
  • Duties and Responsibilities
  • Supervision (who will supervise?)
  • Employee Expectations
  • Evaluation and Performance Review Information
  • A job description needs to be specific

64
Personnel Management and Personnel Policy
  • Importance of a Written Job Description
  • Allows district board to determine expectations
  • Enables the employee to understand those
    expectations
  • Basis for all evaluations
  • Documentation for any actions needed to correct
    inadequacies or reward achievements and good work

65
Personnel Management and Personnel Policy
  • The board may delegate to the chairman, to one or
    more supervisors, or to one or more agents or
    employees such powers and duties as it may deem
    proper.
  • District employees work for the district and they
    will determine who supervises the employees

66
Personnel Management and Personnel Policy
  • The supervisors shall provide for the execution
    of surety bonds for all employees and officers
    who are entrusted with funds or property
  • This protects the district and also protects the
    employee
  • Rule of Thumb the amount of the bond should be
    at least enough to cover the largest amount of
    funds handled by the district at any one time.
  • Effective October 1, 1942

67
Personnel Management and Personnel Policy
  • Equal Employment Opportunity Discrimination
    Will Not Be Tolerated
  • Race, Color, National Origin, Age, Religion, or
    Sex
  • Disability
  • Pregnancy

68
Personnel Management and Personnel Policy
  • Harassment
  • Employers should never make statements or ask
    questions that could be considered harassment
  • Employees are encouraged to report any forms of
    harassment that occur in the workplace
  • Document any reports of harassment
  • This may be the most important thing you can do
  • Report incidents to appropriate agencies
    immediately

69
Personnel Management and Personnel Policy
  • Employee Evaluations
  • What for?
  • Probationary Interview
  • Performance Planning
  • Annual Assessments
  • An evaluation should be completed each year on
    all employees. This is the time to say you are
    doing a great job, or you need to work on
    certain skills or inadequacies
  • Employer should use written job description as
    basis
  • Employer should evaluate performance not
    personality
  • Document achievements as well as inadequacies

70
Personnel Management and Personnel Policy
  • Written policies can prevent misunderstandings.
  • Your Conservation District Manual is a great
    guide for developing these policies.
  • Your field Representative is also available to
    assist.
  • REMEMBER - PUT IT IN WRITING!

71
Accountability
  • Planning
  • Funding
  • Reporting

Presenter Steven Olt, DOC
72
Accountability Why 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.

73
Accountability Why 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
    shouldnt 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 publics eye is on you.
  • They will be watching.

74
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

75
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.

76
Planning Budget
  • 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

77
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

78
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!

79
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

80
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

81
Reporting Annual Reporting Requirements
  • 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.

82
Reporting Annual Reporting Requirements
  • A Special District Reporting Form must be filed
    with the county clerk by JULY 1 and to the
    Governors 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)
    gt100,000.00 shall be reported to GOLD
  • Includes equipment loans

83
Reporting Annual Reporting Requirements
  • 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 statement
  • Location, date, and time that supporting
    documentation and district financial records can
    be viewed by the general public

84
Accountability Summary
  • Ask yourself these questions when in doubt!
  • Is my action legal?
  • Is my action ethical?
  • Does my action comply with district policy?
  • Am I sure my action does not appear
    inappropriate?
  • Am I sure I would not be embarrassed or
    compromised if my action became known with the
    district board or publicly?

85
Accountability Summary
  • Am I sure that my action meets my personal code
    of ethics and behavior?
  • Would I feel comfortable defending my actions on
    the 6 oclock news or to my local newspaper?
  • author unknown

86
Meetings What Can You Do? What Should You Know?
Presenter Debbie Hinton, DOC
87
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
    wont 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.

88
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

89
Minutes
  • Minutes are a vital document to any meeting.
    They contain any items addressed and voted on,
    who was there and what was discussed.

90
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

91
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

92
Open Records KRS 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.

93
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.

94
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 weekends
  • and Holidays)
  • May charge for copies

95
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

96
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

97
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

98
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.

99
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

100
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.

101
For Detailed Written Information to Assist
Public Officials
Go to http//ag.ky.gov/opengov.htm The Office
of the Attorney General Your Duties Under the
Law The Kentucky Open Records and Open Meetings
Acts
102
DIVISION OF CONSERVATION PROGRAMS QA
Division of Conservation 502-573-3080
www.conservation.ky.gov
Facilitator Curtis M. Kirk, DOC
103
Division of Conservation Programs Q A
  • Cost State Share Program 11.5 M
  • Equipment Loan Revolving Fund
  • 1,882,850.94 Balance Amortization Account
  • Agricultural Districts
  • Purchase of Conservation Easements (Dept. Ag.)
  • Watershed Conservancy Districts
  • Aging Dam Issue
  • Kentucky Ag Water Quality Plans
  • 60629 AWQ Plans Reported

104
Division of Conservation Programs Q A
  • Corrective Measures
  • 183 Cases Reported
  • 680,662.64 - funding to date
  • Cooperative Soil Survey
  • Education and Outreach
  • Envirothon
  • 319 Nonpoint Source Pollution
  • Kentucky Firewise
  • Green River C.R.E.P.
  • Forest Land Enhancement Program (FLEP)

105
Division of Conservation Programs Q A
  • Landowner Incentive Programs (LIP)
  • DOC Website
  • www.conservation.ky.gov
  • DOC Newsletter
  • Field Services
  • Field Representatives
  • Soil Scientists
  • Emails, EFTs, etc.

106
Follow Up - Small Group Questions Comments
Facilitator Kimberly Richardson, DOC
107
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

108
Small Group Report 2 District Concerns-Office
Space, etc.
  • USDA Shared Offices or Spaces
  • District Office Workspace
  • Mutual Agreements / Cooperative Working
    Agreements
  • Review and understand agreements with each
    individual agency annually (This will become more
    important than ever)
  • Ensure that you are familiar with the
    responsibilities associated with these agreements
  • Meeting ADA and other requirements
  • Safety in the workplace (Office and Field)
  • Have an emergency preparedness plan

109
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 - Whos the boss?
  • Put it in Writing - Documentation
  • Employee Evaluations - Probationary Annual
    Evaluation
  • Harassment and Discrimination should
    not be tolerated

110
Small Group Report 4 Meetings, Supervisors,
Officers
  • Board meetings, closed or executive sessions,
    special meetings?
  • Chairman should assume the leadership role,
    oversee district records, oversee district
    programs, oversee district employees.
  • 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
  • Effective meetings The importance of being
    prepared.
  • The Kentucky Open Records and Open Meetings Acts
    Your Duties Under the Law Go to
    http//ag.ky.gov/opengov.htm
  • Minutes are the official and legal record of the
    District Board

111
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!

112
Conservation District Employee Support Where to
get more information
  • Your Field Representative
  • Kentucky Division of Conservation
  • Kentucky Soil and Water Conservation Commission
  • Kentucky Association of Conservation Districts
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