national association of state conservation agencies district official training mike brown national...
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District Official Training
Mike BrownNational Association of State Conservation
Agencies
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Ground Rules KISS Please Call Me Mike Allow Me the Opportunity to Learn Breaks Eliminate Distractions/ Text Suggestions
(302-535-1236) Respect Start and Stop on Time Questions are Always Welcome Edit Slides on the Fly Can’t Make Fun of My Accent
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Goals
Learn More About Alabama Conservation Delivery
Learn More About Conservation Delivery Elsewhere
Develop Tool(s) to Better Evaluate and Develop Alabama Conservation Districts
Group Participation Build a New District Official Training Program
for Alabama Prepare for NACD Recognition
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Who is in the room?
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Experience Level as District Official?
Less than 1 year 2-5 years 5-10 years Over 10 years
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District Official Training
State Agency Responsibility by Statute
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National Effort to Improve District Official Training
NACD District Ops CommitteeNASCANRCS
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History
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The Origin of Conservation Districts
In the early 1930s, along with the Great Depression,came an equally unparalleled ecological disaster knownas the Dust Bowl. Huge black dust storms that stretched across the nation blotted out the sun and swallowed the countryside.
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Hugh Hammond Bennett
Bureau of Soils Soil Surveyor
http://www.soil.ncsu.edu/about/century/hugh.html
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Bennett helped establish the Soil Erosion Service in the Department of the Interior and
became its Director in September 1933
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Testified to Congress in March 1935
about soil erosion
Dust Bowl
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Soil Conservation Act of April 27, 1935
Hugh Hammond BennettFirst Chief of SCS
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Because nearly three-fourths of the continental United States is privately owned, Roosevelt and Congress realized that
only active, voluntary support from landowners would
guarantee the success of conservation work on private
land.
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The idea of soil and water conservation districts was born.
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In 1937, President Roosevelt wrote the governors of all the states
recommending legislation that would allow local landowners to form soil
conservation districts.
Model Enabling Legislation
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AACD1943
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What is a Conservation
District
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“…a governmental subdivision of this state and a public body
corporate and politic organized in accordance with the provisions of this article for the purposes, with
the powers and subject to the restrictions set firth in this
article.”
(Alabama Code 9-8-20)
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Local government at work whose major responsibility is the management of soil
and water resources
Decisions are made at the local level
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District Purpose and Function
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“The supervisors shall be persons who are by training and experience qualified to
perform the specialized skilled service which will be
required of them in the performance of their duties
under this article.”
(Alabama Code 9-8-24)
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Board Member Responsibilities
ProgrammaticFinancialLegal
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Programmatic Responsibilities
Assess Conservation Needs in the District
Inventory Resources Available Develop Annual Plans of Work (bridge
gaps between needs and available resources)
Long-Range (Strategic) Planning Policy Development
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Programmatic Responsibilities (cont.)
Employee Supervision Draft Job Descriptions Performance Planning Performance Review Coaching Personnel Records Training and Mentoring Opportunities Participation at Regional and National
Levels Reporting to Board, Grantors, and Public
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Programmatic Responsibilities (cont.)
Awareness of Conservation Programs Acronyms Agriculture, Forestry, & Urban Conservation Partnering to Deliver Programs Conservation Education Conservation Planning Non-Traditional Roles for Conservation Districts Developing New Programs
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Programmatic Responsibilities (cont.)
Review Accomplishments Reporting
State Committee State Legislature Cooperators Landowners
Education Media
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What are policies?
Guidelines that regulate organizational action.
Control the conduct of people and activities.
Ensure a safe organized, teambuilding, empowering, nondiscriminatory workplace.
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Why establish district policies?
District employees and supervisors need to establish and know district policies for a variety of reasons Employees and supervisors need to know
district policies for consistent implementation.
The district manager needs to know how much can be spent on equipment repair without board approval.
District employees work with minimal supervision and guidance.
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A policy may be useful to:
Eliminate confusion Protect the district legally Keep the district in compliance with
government regulations, policies, and laws
Establish consistent work standards, rules and regulations
Provide consistent and fair treatment for employees
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Ten Steps for Policy Development
1. Determine Need2. Articulate the goal of the policy3. Gather information4. Develop and write the policy5. Review the policy6. Obtain management support for the policy7. Obtain legal review of the policy (if
necessary)8. Implement the policy9. Decide how you will communicate the policy10. Interpret and integrate the policy
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Suggested areas where district policies may be needed:
District office hours. Financial management (Example: who is
authorized to spend district funds and any limits on spending).
Who in the office has keys (who keys, responsible for locking the building, etc.)
Equipment policies (Example: equipment can not be used by employees or supervisors for personal use, e.g. computers or ATV).
Other areas where policies are needed to help carry out the day-to-day district activities.
Personnel policies
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Personnel Policies
Numerous personnel management problems can be avoided if each district policies establishes written personnel policies.
Once written, these policies should be provided to all employees.
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Basic Personnel Policy Items:
Employment terms and conditions. Compensation and benefits. Employee relations. Performance appraisals. Employee training. Employee services. Disciplinary procedures. Non-discriminatory language.
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Personnel Manual Employment Terms and Conditions Compensation Employee Relations Performance Appraisal System Employee Training Employee Benefits Work Schedules Disciplinary Procedures Organizational Chart
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Policy Review
Policies should be reviewed annually or as prescribed.
Consider placing an item on the a board meeting agenda to discuss and establish district policies.
Consider appointing a district employee, supervisor, or committee to draft a policy for the board’s adoption to save time at board meeting.
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Fiduciary Responsibilities
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“FIDUCIARY"
Of, relating to, or involving one that holds something in trust
for another.
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A "fiduciary" is one who stands in a special
relationship of trust and confidence with respect to
his or her obligations to others.
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“A person who is required to act for the benefit of another person on all matters within the scope of
their relationship; one who owes to another the duties of good faith, trust, confidence and
candor; one who must exercise a high standard of care in
managing another’s money or property.”
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District Supervisors must prudently
represent the interests of the district AND its
members while directing the business
and affairs of the district.
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Fiduciary Checklist for Board Supervisors
1. Operate within the bounds of the law.2. Ethics3. Conflicts of Interest4. Actions support mission, vision, annual plan,
strategic plan5. Hire and evaluate manager or staff
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Board of Supervisors
CEO/Manager
Operations
Finance Logistics
Communications
Classic Board Design
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Fiduciary Checklist for Board Supervisors
1. Operate within the bounds of the law.2. Ethics3. Conflicts of Interest4. Actions support mission, vision, annual plan,
strategic plan5. Hire and evaluate manager or staff6. Fiscal oversight7. Meeting preparation and committee
participation8. Community Relations
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Funding Opportunities for Alabama Conservation
Districts
State Funding Farm Bill Programs Contribution Agreements Grants Local Funds
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Financial Responsibilities
Annual Budget(s) Public Funds Different Protocols for Different Pots of
Money Federal State County Local Other
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Financial Responsibilities (cont.)
Approved Accounting System Audit Requirements Financial Statements Financial Planning
Investing Available Funding Mechanisms Fund Raising Grants and Agreements
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Legal Responsibilities
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Alabama CodeArticle 2
Soil and Water Conservation Districts
http://codes.lp.findlaw.com/alcode/9/8/2
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“A majority of the committee shall constitute a quorum, and the concurrence of a
majority in any matter within their duties shall be required
for its determination.”
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State Soil and Water Conservation Committee Duties
and Powers:(1) To offer such assistance as may be appropriate to the supervisors of soil and water conservation districts, organized as provided in this article, in the carrying out of any of their powers and programs.(2) To keep the supervisors of each of the several districts organized under the provisions of this article informed of the activities and experience of all other districts organized under this article and to facilitate an interchange of advice and experience between such districts and cooperation between them.(3) To coordinate the program of the several soil and water conservation districts organized under this article so far as this may be done by advice and consultation.(4) To secure the cooperation and assistance of the United States and any of its agencies and of agencies of this state in the work of such districts.(5) To disseminate information throughout the state concerning the activities and programs of the soil and water conservation districts organized under this article and to encourage the formation of such districts in areas where their organization is desirable.
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State CommitteeNine People
Three Ex-Officio Director of the State
Cooperative Agricultural Extension Service
Director of the State Agricultural Experiment Station
Supervisor of Vocational Agricultural Education
Six Appointed One from each region
(based on a minimum of three nominations for each seat)
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It is hereby intended that of the six appointive soil and water
conservation district supervisors from the six areas serving on the State Soil and Water Conservation
Committee, two such member terms shall expire at the end of
each year.
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Roles and Responsibilities of Local, State, and
National Associations and
Partners
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National Conservation Partnership
NRCS NACD NASCA NCDEA NARCDC
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Cooperators
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Alabama Soil and Water Conservation Committee
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Administrative Overview of the Conservation Districts
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The USDA Natural Resources Conservation Service (NRCS) is a federal agency with the goal of conserving natural resources on private land. NRCS primarily works through a voluntarily incentive based program for privately owned lands, and also with other private and public resources and units of government. Many Districts have an NRCS employee housed in local USDA Service Centers.
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A memorandum of understanding was executed between USDA and Conservation Districts at the time of its organization. This Mutual Agreement and the Cooperative Working Agreement allows the District to utilize the technical service of NRCS.
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In general, the Cooperative Working Agreement addresses: Cooperation Information Sharing Program Delivery Office facilities Vehicles Equipment Records Management Funding Liability
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esAgreements at a Glance
Basic framework for cooperation with USDA
Basic framework for state cooperation
Locally developed detailed working arrangements
Signed by:SecretaryGovernor and/or Tribal CouncilDistrict and/or Tribe
Signed by:NRCSState conservation agency and/or Tribal CouncilDistrict and/or Tribe
Signed by:NRCSDistrictOthers as deemed necessary by district
Mutual Agreement
Cooperative Working Agreement
Operational
Agreement
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AACDThe mission of AACD is to serve as a vehicle for unified action by districts, exchange of information, and discussion of issues. The Association also acts as a combined voice for districts on legislative issues of concern to the districts as they relate to soil and water 9 conservation in Alabama. Further, the mission of AACD is to represent, promote and support Soil & Water Conservation Districts in their efforts to assist Alabamians in the protection and wise use of natural resources. This is accomplished by working closely with public and private groups and by seeking public participation and concern in the conservation, development and wise use of land and water resources.
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AACD Board of Directors(13 Members)
President 1st Vice-President 2nd Vice-President Secretary-Treasurer 6 Area Vice-Presidents Immediate Past 2 Presidents NACD Board Member
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AACD Standing Committees
Conservation Practices and ResearchDistrict Operations and OutlookFinanceForestry and WildlifeLegislativeResolutionsResource Conservation and
DevelopmentUrban ConservationWater Resources
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ACDEAACDEA promotes professional development.
Two-part training program to provide the opportunity to earn Employees Certificate in District Administration:
Level 1) Certificate of District Administration (CDA)Level 2) Certified District Administrative Coordinator (CDAC).
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National Association of Conservation Districts
• The National Association of Conservation Districts (NACD) formed in 1946, is a non-governmental, non-profit organization which represents nearly 3000 Conservation Districts nationally.• NACD maintains offices in Washington D.C. and has regional representatives throughout the country.• NACD has established a strong voice on soil, water and other natural resource concerns at the national level.
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Other Partners
Agencies: FSAUSFWSUSFSState Agencies
Counties and Municipalities:
NGOs: DUTNCNASCA
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Ethics
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Ethics Oath of Office Conflict of Interest Abuse of Position Acceptance of Gifts Diversity Nepotism Confidentiality
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Oath of Office
I ___________________________ do solemnly swear (or affirm) that I will support the Constitution of the United States and the Constitution of
the State of Alabama, and that I will faithfully discharge the duties of the office of
Supervisor of the ___________________ County Soil and Water Conservation District.
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CONFLICT OF INTEREST. A conflict on the part of a public official or public employee between his or her private interests and the official responsibilities inherent in an office of public trust. A conflict of interest involves any action, inaction, or decision by a public official or public employee in the discharge of his or her official duties which would materially affect his or her financial interest or those of his or her family members or any business with which the person is associated in a manner different from the manner it affects the other members of the class to which he or she belongs.
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“No public official or public employee shall use or cause to be used his or her official position or office to obtain personal gain for himself or herself, or family member of the public employee or family member of the public official, or any business with which the person is associated unless the use and gain are otherwise specifically authorized by law. Personal gain is achieved when the public official, public employee, or a family member thereof receives, obtains, exerts control over, or otherwise converts to personal use the object constituting such personal gain.”
Alabama Code - Section 36-25-5: USE OF OFFICIAL POSITION OR OFFICE FOR
PERSONAL GAIN
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A conflict of interest shall exist when a member of a legislative body, public official, or public employee has a substantial financial interest by reason of ownership of, control of, or the exercise of power over any interest greater
than five percent of the value of any corporation, company, association, or firm,
partnership, proprietorship, or any other business entity of any kind or character
which is uniquely affected by proposed or pending legislation; or who is an officer or
director for any such corporation, company, association, or firm, partnership,
proprietorship, or any other business entity of any kind or character which is uniquely
affected by proposed or pending legislation.
ALA CODE § 36-25-5
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No public official or public employee shall solicit or receive a
thing of value for himself or herself or for a family member of
the public employee or family member of the public official for
the purpose of influencing official action.
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No public official, public employee, former public official or former public employee, for a period consistent with the statute of limitations as contained in this chapter, shall use or disclose confidential information gained in the course of or by reason of his or her position or employment in any way that could result in financial gain other than his or her regular salary as such public official or public employee for himself or herself, a family member of the public employee or family member of the public official, or for any other person or business.
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No member of any county or municipal agency, board, or
commission shall vote or participate in any matter in which the member or family member of the member has any financial gain or interest.
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No public official, director, assistant director, department or division chief,
purchasing or procurement agent having the authority to make purchases, or any
person who participates in the negotiation or approval of contracts, grants, or awards or any person who negotiates or approves
contracts, grants, or awards shall enter into, solicit, or negotiate a contract, grant, or award with the governmental agency of
which the person was a member or employee for a period of two years after he
or she leaves the membership or employment of such governmental agency.
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Non-Discriminatory Clause
"In accordance with Federal law and U.S.Department of Agriculture policy, this
institution is prohibited from discriminating on
the basis of race, color, national origin, sex,
age, or disability.”
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Diversity
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GenderRace
EthnicityAge
Veteran Status
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KnowledgeCultural beliefsMental Models
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Any diversity here?
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Nepotism
Favoritism granted to relatives regardless of merit.
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Understand Local, State, and Federal Laws, Rules, and
Regulations Related to CDs
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Legal Responsibilities
Conducting Board Business Meetings
▪ Open to Public▪ Notice▪ Quorum▪ Executive Session Rules*
Robert’s Rules http://www.rulesonline.com/ Meeting Agendas
Conflicts of Interest Liabilities
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Be Familiar With
Farm Bill (Programs and Rules; Section 1619)Alabama Code Title 9, Chapters 8 and 8AAlabama Code Title 36, Chapter 25A (Alabama
Open Meetings Act)Title VII of the Civil Rights Act of 1964 Sexual Harassment Equal OpportunityOthers?
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Does your district have a FOIA policy?
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Where do Alabama Conservation Districts
obtain legal representation?
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Employee Training
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Does your Conservation District Have:
1. New Employee Orientation Program2. Personnel Manual3. Written Job Descriptions for All Positions4. Annual Employee Work Plans5. Employee Evaluation Process
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What percent of your annual budget is
dedicated to employee training?
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Training Opportunities
State Personnel Training Programs Statewide, Regional, or National
Meetings Webinars On-Line Training Tuition Assistance
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Does your Conservation District Board consider career development planning
for staff?
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Financial Training
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“Prepare an annual budget and maintain an adequate bookkeeping system that reflects all
income and expenditures.”
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Monthly Financial Reports
Whose responsibility Are financial reports “approved” every
month
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Financial Reports May Include:
1. Balance Sheet- tells us what we own and what we owe (and to whom)
2. Statement of Operations- lists revenues, expenses, and margins
3. Accounts Receivable Report
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Audits
1. Conduct an annual audit (may be required by law depending on your source of funds).
2. The Board hires the auditor.3. Change auditing firms every 3-5
years.4. Seek an “unqualified” audit. This
means that the auditor reports whether or not the financial statements fairly represent the financial condition of the district.
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Auditor Qualifications
1. Certification- CPA in good standing in Alabama
2. Independent- the auditor had no direct or indirect financial or material interest in the district
3. Peer Review- the CPA belongs to and participates in a peer review program and has undergone a satisfactory peer review
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Internal Financial Controls
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Understanding State and National
Resolutions Processes
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NACD Resolutions Process
AACD Annual Meeting
An idea
is presented
at the State Association
Annual
Meeting to
be adopted as
a resolution to NACD
Resolution
is presented to
NACD CEO
at least 30
days prior
to annua
l NACD Board meeti
ng
CEO forwards resolution to Resolutions Committee
Resolution
s Committe
e combines like
resolutions and may draft their own
Resolution
s Committe
e presents resolutions to NAC
D Board for actio
n
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Awareness of All Available
Conservation Programs
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Available Funding Sources
Federal Program $ State Program $ Local Program $ Fees Grants Landowner Contributions Penalty Funds Mitigation Funds
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Federal Programs
Environmental Quality Incentives Program (EQIP)
Agricultural Water Enhancement Program (AWEP)
Farm and Ranch Lands Protection Program (FRPP)
Grassland Reserve Program (GRP) Wildlife Habitat Incentives Program (WHIP) Wetlands Reserve Program (WRP) Emergency Watershed Protection (EWP) Conservation Stewardship Program (CSP) Conservation reserve Program (CRP)
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State Programs
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Local Programs
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Grant Opportunities
Conservation Innovation Grants (CIG) Cooperative Conservation Partnership
Initiative (CCPI) 319 www.grantgopher.com
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Legislative Process Training
AACD Annual Meeting
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Conservation Districts are directly affected by actions of Federal, state,
and local legislators. Sometimes there is a need for new legislation to handle a natural resource issues; sometimes the issue concerns state funding for
District and natural resource programs. Elected officials react to
what they read, hear, and with whom they speak. In order to influence the legislative process, it is necessary to take action to educate, inform, and
persuade.
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To build effective legislative relationships, Conservation District members, especially District Supervisors should:
Be informed of issues affecting their District and its goals.
Know their elected representatives and other legislators who influence Conservation District funding and policy.
Be prepared to present the case for Conservation District interests effectively.
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Personal Contacts
1. Know your topic.2. Know when and where to contact a
legislator (Tuesday through Thursday).3. Make an appointment.4. Be punctual.5. Dress professionally.6. Make clear who you are and who you
represent.7. Be concise and leave an informative one-
page fact sheet as reference.8. Aides can be just as important as elected
officials.
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Written Contacts
1. The letter should be mistake-free.2. Get the elected official’s name right, and
address the letter to “The Honorable”.3. Use your own words; avoid form letters.4. Time the letter so that it arrives when the
issue is still in committee.5. Be concise and limit the letter to one page.6. Explain the benefits of your position to the
elected official’s entire constituency.
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Assemble a list of the email addresses of the
residents of your conservation district.
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Follow up any legislative contact with a thank you
note.
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Awareness of Proper Protocol in Conducting Public
Meetings
AACD Annual Meeting
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Chapter 25A:
ALABAMA OPEN
MEETINGS ACT
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“It is the policy of this state that the deliberative process of governmental bodies shall be open to the public during meetings as defined in Section
36-25A-2(6). Except for executive sessions permitted in Section 36-25A-7(a) or as otherwise
expressly provided by other federal or state statutes, all meetings of a governmental body shall
be open to the public and no meetings of a governmental body may be held without providing notice pursuant to the requirements of Section 36-25A-3. No executive sessions are required by this
chapter to be held under any circumstances. Electronic communications shall not be utilized to circumvent any of the provisions of this chapter.”
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“GOVERNMENTAL BODY. All boards, bodies, and commissions of the executive and
legislative departments of the state or its political subdivisions or municipalities which
expend or appropriate public funds; all multimember governing bodies of
departments, agencies, institutions, and instrumentalities of the executive and
legislative departments of the state or its political subdivisions or municipalities,
including, without limitation, all corporations and other instrumentalities whose governing
boards are comprised of a majority of members who are appointed or elected by
the state or its political subdivisions”
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Unless otherwise specified by law and as provided herein, any governmental body
subject to this chapter, except for an advisory board, advisory commission,
advisory committee, task force, or other advisory body created solely to make
recommendations on public policy issues and composed of persons who do not receive
compensation for their service from public funds, shall post notice of all meetings, as defined in Section 36-25A-2(6)a.1., at least seven calendar days prior to the meeting as
follows:
AACD Annual Meeting
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(5) Any other governmental body shall post notice of each meeting in a reasonable location or shall use a reasonable method of notice that is convenient to the public. Any change of the location or method for posting notices of meetings shall not take effect until the change has been approved at an open meeting by the members of the governmental body and announced to the public at an open meeting.
AACD Annual Meeting
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(6) If practicable, a governmental body other than those with statewide jurisdiction, in addition to the posting
requirements, shall provide direct notification of a meeting, as defined in Section 36-25A-2(6)a., to any
member of the public or news media covering that governmental body who has registered with the
governmental body to receive notification of meetings. A governmental body may promulgate
reasonable rules and regulations necessary for the uniform registration and payment for direct notice and for the
distribution of the notices. The governmental body may choose to transmit a notice using electronic mail, telephone,
facsimile, the United States Postal Service, or any other method reasonably likely to provide the requested notice. The actual cost of issuing notices, if there is one, may be required to be paid in advance by the person requesting
notice by the governmental body. Direct notice to persons who have registered with the governmental body shall, at a minimum, contain the time, date, and place of the meeting.
AACD Annual Meeting
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(b) Unless otherwise specified by law directly applicable to the governmental body, notice of a
meeting, as defined in Section 36-25A-2(6)a.2. and 3. as well as meetings called pursuant to Section
11-43-50 shall be posted as soon as practicable after the meeting is called and in
no event less than 24 hours before the meeting is scheduled to begin, unless such
notice (i) is prevented by emergency circumstances requiring immediate action to avoid physical injury to persons or damage to property; or (ii) relates to
a meeting to be held solely to accept the resignation of a public official or employee. In such
situations, notice shall be given as soon as practical, but in no case less than one hour before the meeting is to begin. At the same time general notice is given, special notice shall be directed to any person who has registered to receive direct
notices pursuant to the provisions of subsection (a)(6).
AACD Annual Meeting
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(c) Posted notice pursuant to this section shall include the time, date, and place of meeting. If a preliminary agenda is created, it shall be
posted as soon as practicable in the same location or manner as the notice given
pursuant to this section. A governmental body may discuss at a meeting additional
matters not included in the preliminary agenda. If a preliminary agenda is not
available, the posted notice shall include a general description of the nature and
purpose of the meeting.
AACD Annual Meeting
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A governmental body shall maintain accurate records of its meetings, excluding executive sessions, setting forth the date, time, place, members present or absent, and
action taken at each meeting. Except as otherwise provided by law, the
records of each meeting shall become a public record and be made available
to the public as soon as practicable after approval.
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Executive Sessions To discuss job performance of certain public employees. To discipline or dismissal of, or to hear formal written complaints or
charges brought against an employee. To discuss with their attorney the legal ramifications of and legal
options for pending litigation, controversies not yet being litigated but imminently likely to be litigated or imminently likely to be litigated if the governmental body pursues a proposed course of action.
To discuss security plans, procedures, assessments, measures, or systems.
To discuss the consideration the governmental body is willing to offer or accept when considering the purchase, sale, exchange, lease, or market value of real property.
Proprietary information. To deliberate and discuss evidence or testimony presented during a
public or contested case hearing and vote upon the outcome of the proceeding or hearing if the governmental body is acting in the capacity of a quasi-judicial body, and either votes upon its decision in an open meeting or issues a written decision which may be appealed to a hearing officer, an administrative board, court, or other body which has the authority to conduct a hearing or appeal of the matter which is open to the public.
AACD Annual Meeting
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(b) A governmental body desiring to convene an executive session, other than to conduct a quasi-judicial or contested case hearing, shall utilize the following procedure:(1) A quorum of the governmental body must first convene a meeting as defined in Section 36-25A-2(6)a.1. and 2.(2) A majority of the members of the governmental body present must adopt, by recorded vote, a motion calling for the executive session and setting out the purpose of the executive session, as provided in subsection (a). If subsection (a) requires an oral or written declaration before the executive session can begin, such oral or written declaration shall be made, prior to the vote.(3) The vote of each member shall be recorded in the minutes.(4) Prior to calling the executive session to order, the presiding officer shall state whether the governmental body will reconvene after the executive session and, if so, the approximate time the body expects to reconvene.
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A majority of the supervisors shall constitute
a quorum, and the concurrence of a majority in any matter within their
duties shall be required for its determination.
AACD Annual Meeting
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As used in this article, the term "public records" shall include all written, typed or printed books, papers, letters, documents
and maps made or received in pursuance of law by the public officers of the state,
counties, municipalities and other subdivisions of government in the transactions of public business…..
(Alabama Code 41-13-1)
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Basic Operations
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Basic Operations Checklist
Has the board reviewed CD law? Are comprehensive, accurate records
kept of all board action? Are audits performed annually? Is CD’s long-range plan amended and
adopted? Is CD annual work plan amended and
adopted? Are CD written agreements in place
with all conservation partners?
AACD Annual Meeting
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Basic Operations Checklist (cont.)
Is there a training plan for supervisors and employees?
Are CD offices, meetings, and programs accessible to the public?
Have audit findings been properly addressed?
Has an annual budget been approved? Are monthly financial reports complete
and accurate? Are internal controls documented and
implemented?
AACD Annual Meeting
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Basic Operations Checklist (cont.)
Are personnel policies in place and applied fairly?
Is proper public notice made for all meetings?
Are essential policies in place and adhered to?
Is all Board action taken in general session with a quorum present?
Do conflicts of interest exist with any board member?
Are proper procedures followed when going into and out of Executive sessions?
AACD Annual Meeting
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Election Process and Board Member
Recruitment
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Each supervisor shall be appointed for a term of three years. A
supervisor shall hold office until his successor has been appointed
and has qualified.
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Vacancies for an unexpired term shall be filled by
appointment.
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Any supervisor may be removed by the State Soil and Water
Conservation Committee upon notice and hearing for neglect of duty or malfeasance in office, but
for no other reason.
AACD Annual Meeting
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mal·fea·sance (ml-fzns) n. Misconduct or wrongdoing,
especially by a public official.
AACD Annual Meeting
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Appointments
State Conservation Committee appoints five supervisors per
district who are landowners and residents of the district. Each
county in the district shall have at least one supervisor on the
Board.
AACD Annual Meeting
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How does the State Committee make appointments?
AACD Annual Meeting
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General Leadership Qualities Developing self and others—the ability to
continuously learn and grow, and promote the development of others
Relationship and consensus building—the ability to promote strong teamwork and garner commitment and participation of others to achieve and effect positive change
Representing and advancing the profession—the ability to professionally and positively represent, advocate for, and advance soil and water conservation
Creating and sustaining momentum—the ability to inspire confidence and action to implement and support change
AACD Annual Meeting
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General Leadership Qualities (cont.)
Making astute decisions—the ability to make and communicate sound, fact-based, and timely choices and decisions that reflect the long and short-term interests of the District
Leveraging technology—the ability to embrace and leverage technology to promote soil and water conservation
Financial management—the ability to interpret and appropriately use data within financial statements to promote the financial position of the District
Communicating for results—the ability to openly, efficiently, and compellingly express ideas as a representative of the organization
AACD Annual Meeting
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Leadership Qualities of a Board Supervisor
1. Puts his/her agenda aside and does what’s best for the organization
2. Builds a sense of fellowship among those with whom he/she works
3. Sees the big picture 4. Is trusted by the other members of the Board and
staff 5. Communicates well, in writing and verbally 6. Works well on a team 7. Is accepting of people with opinions different than
his/hers 8. Asks questions which challenge the status quo 9. Understands the organization’s finances and takes
fiscal responsibility 10. Has a strong commitment to the mission of the
organization
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Characteristics of the “Perfect” Board Member
1. Listens well 2. Effectively solves problems 3. Makes decisions based upon data 4. Is passionate about the organization 5. Understands the finances of the organization 6. Focuses on the mission of the organization in all decision
making 7. Has a sense of vision and wants the organization to be more
than it is today 8. Understands the needs of the members 9. Works as a team member but offers respectful dissent 10. Asks probing questions, especially on matters that are
unfamiliar 11. Makes decisions based upon the organization’s strategic
plan 12. Follows through on Board and Committee assignments
AACD Annual Meeting
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Mike’s 3 Step Process to
Assemble the Perfect
Conservation District Board
AACD Annual Meeting
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Create the List of Knowledge, Skills, and Abilities to Make Your Conservation District
Board
“The Perfect Board”
AACD Annual Meeting
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Identify the Gaps between “perfection” and reality
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Fill’em
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This new board member was not selected because he or she fits in, but rather because
he or she does not
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