2014 Supervisor Training71st Annual KACD ConventionLouisville, KY

Duties of Conservation District PersonnelEmployees and Supervisors

Role of Conservation District Employees

Role of Conservation District Employees

To perform the duties as prescribed in the employee’s Job Description.

Reporting (DOC reports) SPGE reporting Publish legal notice

annually Maintaining financial

records Providing conservation

education Providing administrative

and/or technical assistance Other duties requested by

the board of supervisors

Reporting Monthly Reports Quarterly Reports Yearly Reports As Needed Reports

Monthly Reports Equipment Loan Report – mailed to Johnna

McHugh by the 10th of each month. State Cost Share Report – emailed to David

Hargis by the 15th of each month. Treasurer’s Report – faxed or emailed to

Maureen Gronefeld within 3 days of the meeting(signed).

Monthly Timesheets - faxed or emailed to Maureen Gronefeld within 3 days of the meeting(signed).

Quarterly Reports Ag Water Quality Report – emailed or faxed

to Johnna McHugh by the end of the quarter. Direct Aid Report – emailed or faxed to David

Hargis by the end of the quarter. Environmental Grant Report – emailed or

faxed to David Hargis by the end of the quarter. Annual Budget Updates – emailed to Christie

Collier by the end of the quarter.

Yearly Reports District in Good Standing Mid-Year Review - emailed to Johnna McHugh

by January 5th. Annual Budget – emailed, mailed or faxed to Christie Collier by April 1st. Annual Plan of Work – mailed, emailed or faxed to Christie Collier by April

1st. District in Good Standing Report – emailed to Johnna McHugh by July

5th. Annual Financial Report – emailed or mailed to Christie Collier by

September 1st. Annual Report – emailed, mailed, or faxed to Christie Collier by September

1st

As Needed Reports Ag District Certifications/Recertifications – emailed

or faxed to Mark Davis two weeks before SWCC meeting.

Corrective Measures – emailed or faxed to David Hargis after audit.

Long Range Plan – emailed or faxed to Christie Collier after each 5 year renewal.

Supervisor Notification – emailed or faxed to Chanisty Chadwell when board supervisor changes.

Equipment Loan Application – emailed, mailed, or faxed to Johnna McHugh 2 weeks before SWCC meeting.

SPGE Reporting Current Year Estimates due July 15th

Budget Amendments due June 30th

Year-End Actual due September 1st

Maintaining Financial Records Use only approved accounting software

such as Quicken or Quickbooks. Utilize the Chart of Accounts provided

by the Division of Conservation. Record all financial transactions

immediately. Reconcile all bank statements monthly.

Providing Conservation Education

Opportunities to Educate Youth

Junior Boards Field Days Envirothon Team Art and Writing Contest Facebook Soil Stewardship

Program Scholarships

Opportunities to Educate Adults

Field Days Newsletters Facebook News Articles Soil Stewardship

Program Cooperator Meetings

Providing Administrative and/or Technical Assistance

Submitting all reports by the due dates

Fulfilling all SPGE requirements by the due dates

Maintaining accurate financial records

Providing conservation education

Greeting customers Answering phone calls Filing

Recording the minutes of meetings

Paying bills (supervisor will sign the checks)

Providing conservation program assistance

Assisting NRCS when possible

Other duties requested by the board of supervisors

Role of Conservation District Personnel

REMEMBER

It is your job to get things done!

Role of Conservation District Supervisors

Responsibilities

Administrative Responsibilities Fiscal Responsibilities Educational Responsibilities

Administrative Responsibilities Actively participate in all board meetings and functions

(districts should have a minimum of 9 meetings per year) Establish and update district policies Participate in preparing the Annual Budget and Annual Report Keep informed on legislation and policies pertaining to

conservation Encourage program participation Maintain up to date job descriptions Evaluate employees annually

Active Participation Upon taking the Oath of Office,

conservation district supervisors assume an obligation to the citizens they represent to carry out a sound, natural resource management program in the local community.

Why Do We Need Up To Date Job Descriptions? Communicating the duties and

responsibilities of a position to the person occupying the position is an essential element in getting any job done.

Reasons to Have an Up To Date Job Description

Determining knowledge, skills necessary to perform the job

Establishing equitable and consistent salaries

Recruiting Setting performance

standards

Increasing communication between supervisors and employees

Making staffing decisions

Increasing productivity

Need for Annual Employee Evaluations A performance evaluation, based on

objective criteria, should help achieve peak performance from employees.

Benefits include:

Benefits of Annual Employee Evaluations

Individual performance improvement

Supervisor-employee relationship improvement

Employee accomplishments and good work recognition

Personnel actions, such as pay increases, promotions, removals, and re-hires based on sound, objective criteria and documented

Awareness of job requirements and needed changes in job duties

Fiscal Responsibilities Secure funding Manage district finances

Sign checks Check financial records on a regular basis

Assist with preparing Annual Financial Report Provide for an audit every 4 years or as

required by law Supervise and monitor all district employees

Educational Responsibilities Encourage and support the

development of a strong education program in your county.

Keep the public informed about conservation programs and opportunities.

Role of Conservation District Supervisors

REMEMBER

It is your job to make sure things get done!

CONSERVATION DISTRICT FINANCES Budgeting for your district’s program

KRS 65.065 says: No money can be expended until that money has been

budgeted Budgets should be reviewed and updated if needed at least

quarterly Budgets should include all money that is available to the board Quicken and QuickBooks both have budget tools that can be

set up for the district’s FY budget utilizing the chart of accounts. Reports can be developed each month or quarter to aid in your budget reviews. Excel spreadsheets can also be developed to reflect sources of income, expenses by category with columns set up for amount currently budgeted, actual year to date spent and remaining available for expenditure in the current fiscal year

These comparisons can be especially helpful if done on a monthly basis so it can be reviewed at the district meetings when approving the monthly treasurers report

When a budget needs updating those updates must be sent to the Division of Conservation and fiscal court and updated on the SPGE reporting form provided at the Dept. of Local Government web site

Comparing Budgeted vs. Actual Amounts

Protecting the Taxpayers’ Money Throughout the years there have been many

ingenious ways invented to get hold of district funds for improper use

For this reason it is very important to check monthly bank statements, credit card statements and bank copies of checks that were written

After checking the statements the district treasurer should sign off on the statements every month

The employees, board members and especially the treasurer are responsible for protecting the taxpayers money

Bonding Bonding protects the district finances,

board members and taxpayers in the event of a loss

Anyone who has access to the district funds whether checking account, savings accounts or CDs must be bonded for the maximum amount that are in the accounts to which they have access

Bonding, continued If your District has KACo liability insurance

the secretary and all board members with the exception of the treasurer are bonded for at least $150,000

KACo asks that the treasurer be bonded separately

If you have another bonding company be sure to check to see who is covered and for what amount

Funding District Operations Millage tax is one of the best ways to fund your district

operations For districts not on millage tax , the local fiscal court

needs to be your “partner” in financing district operations

“Partnering” requires a concerted effort by the district to interact and inform fiscal court of the district’s goals and successes throughout the year, not just at budget time

Have dollar facts and figures of what your district has brought into the county available, as well as services you provide on hand for use in communicating the importance of what your district does

Kenton County Succeeds in Getting Additional Funds! After years of trying to get on millage tax the

dedicated Kenton Co. board would not take no for an answer on increased funding to obtain their goals

Instead they decided to take a new approach Each district board member picked a fiscal court

member they knew and spoke with them personally

They informed that individual what the district was doing and asked how they could help with common goals and problems

Kenton County Conservation District Finally Able To Have Their Own Office Kenton County Conservation District was formed

in 1942 but just was able to have their own county office in February of 2014

After sharing the Boone County Conservation District office for years they began an intensive effort to lobby their county judge and fiscal court members for office space

By pointing out their shared goals and efforts to make Kenton County a better place to live, work and play they now have an office in the Kenton County Court House

Partnering and Networking with Other “Shared Interest” Groups

In these times where money for projects is harder than ever to obtain partnering with other groups on projects of shared interest is more important than ever

Look for projects that groups like Cattlemen’s Association and Extension Service might need help with

Shared field days and demonstrations are a good way to build the district’s programs

Regional Council of Governments, where available

Local farm groups and workshops that have common concerns

Environmental classes and teams at schools and universities

These all can provide great opportunities to involve others in district work and make contacts that can lead you to grants and shared funding

LARGE GRANTS AVAILABLE Boone, Campbell and Kenton County districts

have had great success in partnering with fiscal court, Kentucky Heritage Land Conservation Fund, Kentucky Division of Water, American Farmland Trust, St. Anne Convent - Sisters of Divine Providence and The Campbell Conservancy, Inc.

Some of their “grant sharing” projects include:

Kenton County Conservation District Obtains $2.7 Million For years there has been bad flooding

situations along Banklick Creek in Kenton Co. Pointing out to fiscal court that the district

could assist with developing grants for flood control through FEMA, they were able to obtain money to by out flood-prone homes

They worked with fiscal court and the Dept. for Local Government as a team to remedy a bad situation

Land Protection

Made possible by the Kentucky Heritage Land Conservation Fund Board

Hawthorne Crossing Conservation AreaCampbell County Campbell County Conservation District worked to get the grant for the

Hawthorne Crossing Conservation Area and the St. Anne Woods thru the Kentucky Heritage Land Conservation Fund

The Campbell Conservancy previously held an easement on part of the land St. Anne Woods & Wetlands was developed in partnership with the Ky. Heritage

Land Conservation Fund, Sisters of Divine Providence, Boy Scouts, and many work hours from the district board members and staff

Morning View Heritage AreaKenton County

With the help of a grant from Heritage Land Conservation Fund, Kenton Co. Conservation District has been able to purchase and preserve sensitive river bottom land along the Licking River.

This 204 acre tract of land will be used in the future for passive recreation that county residents can enjoy. Habitat restoration is underway.

Gunpowder Creek Watershed Initiative

With the help of 319 Funding obtained thru a grant in cooperation with the Kentucky Div. of Water and the Div. of Conservation, Boone County Conservation District has been able to fund studies of water quality in the Gunpowder Creek and Woolper Creek watersheds

This study is ongoing and measures are being developed and installed to improve the quality of the water, drainage and erosion in the areas of Gunpowder Creek and Woolper Creek

Banklick Creek Flood Hazard Mitigation Grant (Kenton County) Kenton County Conservation District submitted a grant to FEMA for

$3,683,424 The project is ongoing and so far the FEMA share is 75% or $2,762,568 for

the present portion of the project The state emergency management agency has dedicated 12% or $442,011 The county is responsible for the remaining 13% or $478,845. They

received a grant from the Dept. of Local Government to reduce the county’s share to $71,471. To date the conservation district has furnished $23,974 of that amount in staff time, materials and services to prepare the application

The Bidding ProcessConservation District Purchasing

Why do we use bidding? As supervisors you should always want

to follow contracting guidelines so that it doesn’t appear that you are giving preferential treatment to certain providers or businesses.

It is also stated in KRS 45A.365 “ All contracts or purchases shall be awarded by competitive sealed bidding…”

Before Purchasing or Bidding: It is very important that before the bidding

process begins, the board decides what type of equipment, land or construction they wish to pursue.

As with all board decisions, this needs to be discussed, voted on, and included in the minutes of the meeting.

It is also crucial that the board reviews their budget to make sure funds are available for purchase.

What should be bid?FOR PROCUREMENT:

$0-$500 - Can be purchased without bids per board approval

$500-$1,000 - Must have at least 3 bids or quotes Over $1,000 - Must use public bidding process

What should be bid?FOR CONSTRUCTION:

$0-$3,000 - Only requires one bid $3,000-$10,000 - Need at least 3 bids or quotes Over $10,000 - Requires public bid

Invitation for Bids: Bids should be advertised in the largest

circulation in the county for at least 7, but not more than 21, days before the bidding closes.

Can be, but not required to be, advertised on the district web page or Facebook page.

Individual specifications are not required to be in the ad. Bidders can be directed to pick up bid packages in the district office.

What goes in a bidding packet?For buildings or construction:• Any insurance required to perform

work– bonding, liability, etc.• Permits to be obtained from local/state

govt.• Architectural drawings/specs.• Time frame for completion of work.

What goes in a bidding packet?For equipment: Size and specifications of equipment Maintenance requirements/operating life

of equipment Warranty options Delivery fees Estimated delivery date

Note: Bidding packets should include whether the

award will be made on the basis of the lowest bid price or the lowest EVALUATED bid price.

Evaluated Bid Price - The dollar amount of a bid after bid price adjustments are made pursuant to objective measurable criteria, set forth in the invitation for bids which affect the economy and effectiveness in the operation or use of the product. Examples: reliability, maintainability, residual value, time of delivery, completion, or performance.

After Bidding Closes: Bids should be opened publicly at the time

and place designated in the invitation for bids. This should be at a scheduled board meeting.

Bids should be awarded by a majority vote of the board.

After the contract is awarded, the bids are open for public inspection.

A contract should then be awarded to the person whose bid was accepted.

Note: All respective bidders should be notified

in writing as to whether their bid was accepted or declined.

What happens if not enough bids are received? In the case that there are only 2

responsive bidders, the district can award the contract to one of the two.

If there is only one responsive bidder, the district may award a NONCOMPETITIVE NEGOTIATED CONTRACT. This can also be used if there are no bids received.

A Noncompetitive Negotiation:

This is simply an informal negotiation with one or more vendor, contractor, or individual without advertisement or notice. Since the district cannot force people to submit bids, this type of negotiation gives them the ability to go ahead and proceed with the purchasing process if needed, even when no bids are submitted.

Noncompetitive negotiations can also be used in the following instances: An emergency exists that causes public hardship

as a result of delay in competitive procedures. There is a single source within a reasonable

geographic area of the product or service to be procured.

The contract is for services of a licensed professional (attorney, CPA, etc.)

The contract is for purchase of perishable items on a frequent basis.

The contract is for replacement parts where need can’t be anticipated and you cannot stockpile.

What if all bids are over the budgeted amount? If all bids are over the boards budgeted

amount, then competitive negotiations can be entered into assuming there are no additional funds available, and it is in the best interest of the district not to delay the contract by reselecting bids.

Competitive bids: Should be conducted in writing or orally.

Negotiations should be with the three bidders determined to be the lowest responsive and responsible bidders.

Make sure to be fair by discussing any revisions to specs or quantities with ALL bidders.

General Purchasing Even though bids are not always required, as

supervisors, you should still be concerned with all purchases and the obligation you have to the taxpayers of your county.

Small items, such as office supplies, educational materials, or advertising should still be price-compared using catalogs, personal requests, and the internet in order to make sure the district’s money is being wisely used.

Conflicts of InterestIt is also important when purchasing or contracting as a district supervisor that you avoid a “conflict of interest” with family members, business partners, or close friends. Public perception is a huge percentage of your job as a supervisor.

Conclusion:Purchasing is something that a district must do frequently in order to be viable to their community, but it must always be done in accordance with law and backed by moral accountability. When in doubt about purchasing, it is always safe to contact your district field rep or DOC for guidance in order to ensure that the district’s reputation or good standing is not compromised.

District PromotionGreat ways to make your conservation district known

Having an active conservation district in the future will be the difference between funding or cuts. The more viable services you provide, the more of an essential piece of government you are.

“Can your county justify funding?”

Does your district need a “WAKE UP CALL”? Is your district active in the community? Make sure in the very least your county & city

officials know who you are and what you do Do you go to the schools more than once a

year? Do you publish articles or a newsletter? Do you have more than 1 public event a year? Could at least ½ of the people in your

community identify your district and what they do?

Change is not easy but necessary

What has changed? Goals of the county, city and districts Resource concerns Ideas of all involved Attitudes of the landowner & taxpayer Values of the people and the way of Life The course of the district Support of all entities

TO DO

Step Outside The Box NEVER be afraid to bring up new ideas for

programs, etc. to your board. Keep in mind that research & presentation are key.

You DO NOT have to do the same programs forever.

NEW programs are what keeps a board alive and in the spotlight.

If you can’t do it – ask someone who can.

Where do I start??Contact your local paper about posting a

weekly article free of charge.Put articles in FSA or Extension newsletterPublish your own newsletter.Have quarterly meetings with local officials.Try new activities.Keep in close contact with your schools.Put a different spin on old programs

“NO MONEY - NO EXCUSE”

Resourcefulness: No money no problem

Reach out to your community.

Ask for sponsors Donations of volunteers,

time and goods Don’t be afraid to ask for

donations. Make requests appealing. Involve and recognize Grants Other districts

Information and education is more important.

Utilize LOCAL sources Be creative Check into fund raising

to fund programs Support & promote

other agencies Team up Free giveaways from

organizations

o Friendly Faceo Camerao Computer and Printero Good and Reliable Program Informationo Updated Applications and Formso Available Tools for the Publico Business Cardso Projector, Sound System, Banner, Signso Local E-mail, Website, Blog, Facebook

What Every District Should Have

LOCAL SUPPORT IS SO IMPORTANT Financially Great promotion Sponsorship Help & Support Public Relations Great Ideas Connections Use of Resources

City and County Entities Extension Banks Stores Ag Retailers Local Businesses (feed

stores, veterinarians, etc.)

Local Growers and Farmers Market

Clubs and Organizations (Cattleman’s, Farm Bureau, Dairy Association, Pork Producers)

Local Farms

1. Research2. Re-Vamp3. PREPARE4. Must Have Contacts5. “Eye to Eye” Contact6. Incentive7. Provide Materials8. Provide Additional Information

Steps for a successful program

POSITIVE PUBLIC RELATIONS Newspaper – biggest bang for your buck Internet – website, facebook or blog Local Radio or TV ….LOCAL RESOURCES Newsletter – yours or someone else's Being Visible: fairs, field days, ag activities, sponsor

community activities, team up with city & county officials

Involve your community – invite representatives to meetings and activities

Educate Everyone Young or Old Urban or Rural

NEW IDEAS FOR DISTRICT ACTIVITIES

Never Be Afraid to “Toot Your Own Horn” Take credit where credit is due Label materials with district name and logo Refresh signs when necessary Publish accomplishments Publish pictures of everything you do

Make sure that Extension, Farm Bureau, Cattleman's Association all know who the district is and what you do.

Team up to sponsor things like an ag expo, farm safety day, environmental day, ag in the classroom, etc.

Talk with your city hall or chamber of commerce about a farm city day.

Make flyers and post them everywhere about the district

Take information to your local library – offer to donate books about conservation, agriculture or earth science

Get Involved

Only as good as the most recent information Update media at least once a month Post pictures of everything the board does – field

days, school outings, personnel, landscape, board members, equipment

Post short articles Have open discussions Post upcoming events Delete old unused webpages, blogs or Facebook

pages If ever in doubt of posting something – get approval

Online Resources

EDUCATION Education is FREE Lots of free information

on the web. Give your employees

training opportunities Are you background

checked in your school system?

MUST have contacts other than the secretary

Have all supervisors give one contact

Common Core Standards

Target each grade with a specific program

Ask what the teachers want to talk about– soil, water, agriculture, food

Provide a list of what you offer at the beginning of each year.

You can’t do it - invite other agencies

Work with your local schools - public, private, all grade levels

Rain Barrels Donate library material Set up display at all local

activities Giveaway at the farmers

market Outdoor classroom Sponsor ag in the classroom Adopt a highway Safety day Sponsor FFA or 4-H

giveaways Tree vouchers at local

nursery

Small or large farm tours local or beyond

Junior board Earth day celebration at

Kroger, Wal-Mart, farmers market or city

High tunnels at schools Ag day for students and

teachers Sponsor a farmer for a class

or certification or host the class

Provide recycling containers New & innovative

equipment

District Activities

Sponsor a community garden County cost share Soil Stewardship in the

classroom Certification opportunities for

teachers in conservation & ag related fields

Wildlife food plot giveaway Soil, hay and manure testing 319 water quality grants Sponsor Water Watch group Administer a local program Co-Sponsor an ag breakfast

Conservation or agriculture billboard

Celebrate the district anniversary

Host a landowner meeting on programs or events and have a speaker

Sponsor a bus to the Farm Machinery show

Hire an Education Coordinator to promote and work with the schools

Plant a demonstration plot Assist with conservation

issues at the park or fairgrounds

More District Activities

What does a farmer look like to you?

Landowner Relations

Remember that clientele has changed Make sure everyone has updated contact information

ARE YOU: Sending post cards, letters, or making calls and farm

visits? Utilizing technology Writing articles, using radio and local T.V.? Getting updated landowner listings from FSA? Updating plans or writing new ones? Making sure your landowners understand what they

are filling out?

FIELD DAYS Innovative practices Small board tour Utilize more than one

farm Make it ALL local Survey farmers – What

do they want to see? Showcase the district Rent a bus – Make

several stops Step out of the box and

provide a variety of new topics: Technology, Financial Management, Gardening, Bees

CHALLENGEEveryone publish SOMETHING in your local paper, radio, news station or computer about the conservation district or conservation issues once a month. No money – no problem!

Conservation District Ethics

CONSERVATION DISTRICT REQUIRED CODE OF ETHICS

HB 1 KRS 65A

KRS 65A.070 Code of ethics(1) (a) The board, officers, and employees of each special purposegovernmental entity shall be subject to the code of ethics of theestablishing entity in which the special purpose governmental entity'sprincipal business office is located. (b) If the principal business office is located in more than one (1) establishing entity, the board of the special purpose governmental entity shall select one (1) of the applicable codes of ethics that will apply. (c) If there is no establishing entity, the board, officers, and employees of the special purpose governmental entity shall be subject to the code of ethics of the county in which the special purpose governmental entity’s principal business is located.

(2) The governing body of a special purpose governmental entity may adopt ethics provisions that are more stringent than those of the establishing entity in which its principal business office is located. If more stringent provisions are adopted, the governing body of the special purpose governmental entity shall, within twenty-one (21) days of the adoption of the provisions, deliver a copy of the provisions to the DLG and the establishing entity. Any subsequent amendments shall also be delivered to the DLG and the establishing entity within twenty-one (21) days of adoption. The DLG shall include any documents provided under this section as part of the public records and lists maintained under KRS 65.003(5)(a).

WHY DO CONSERVATION DISTRICTS NEED A WRITTEN CODE OF ETHICS??

1. It’s the law!2. Want to ensure and

maintain public trust3. Ensures ethical

conduct is clear, consistent and uniform in the performance of your duties and your employees’ duties!

1. Each conservation district should have already adopted and included in policy & procedures manual for compliance.

2. Board members are RESPONSIBLE for ensuring public trust is attained and maintained.

3. Each board member and employee should have a clear understanding of the adopted code of ethics as well as the district policies and comply with all aspects in carrying out your duties and responsibilities.

What has to be included in a Code of Ethics (according to KRS 65.003) Standards of conduct for elected and

appointed officials and appointees Requirements for creation of financial

disclosure statements A policy on the employment of family

members Designation of a person or group to be

responsible for enforcement

Standards of ConductWill probably include things like:

o Do not use position for personal gain.o Refrain from voting on matters where you have a personal,

relative or financial interest.o Refrain from gift acceptance that is intended to influence your

public duty valued at $25 or more. If your county ethics policy indicates a greater amount, you can put the $25 limit into your policy and procedure manual. State government recommends $25, and conservation districts are a sub-division of state government.

o Never use information not generally available to the public for personal or financial gain.

o Avoid or abstain from items that pose a potential conflict of interests.

Financial Disclosure No matter what the county code of ethics says, special

district board members and employees do not have to file a financial disclosure.

KRS 65.003(3)(b)(2) says:“Board members, officers, and employees of special purpose governmental entities shall not be required to file financial disclosure statements for their service or employment with the special purpose governmental entity, unless the special purpose governmental entity adopts more stringent requirements under KRS 65A.070 that require the filing of financial disclosure statements”

Districts DO NOT need to file a different code of ethics taking this part out, because state law supersedes local ordinances.

Nepotism Will include a statement that family

members of board members should not receive preferential treatment.

Will probably also include a statement grandfathering in current employees.

Enforcement Board This section of the code of ethics will set

up a board that is responsible for responding to or investigating allegations of ethics violations.

This board may be the fiscal court or it may be made up of members of SPGEs.

What if my county’s code of ethics is old? KRS 65.003 (4)—The code of ethics

ordinance adopted by a city, county, or consolidated local government may be amended but shall not be repealed.

Department of Local Government indicated there is nothing in the KRS statues that say they must update to current administration, only requirement for re-file with DLG is if codes are amended.

Should my district adopt their own code of ethics? This is a board decision. Keep in mind that any changes from the

county’s code of ethics must be MORE STRINGENT.

This means you can’t leave items out of the county’s code (like the financial disclosure requirements), you can only make them harder.

It might be easier to clarify the district’s positions in the policy and procedures manual.

Your County Conservation

District Program ManualENSURE YOUR POLICY MANUAL IS UP TO DATE WITH AN ADOPTED CODE OF ETHICS AND DEVELOP POLICIES FOR ALL PROGRAMS YOUR DISTRICT ADMINISTERS OR PARTICIPATES IN.

Revised July

2014

Policy vs. Code of Ethics Policies need to be developed that address all programs that your

district administers (local cost share, scholarships, equipment rentals, sales, etc.), with emphasis on transparency and public trust.

POLICIES SHOULD INCLUDE:1. Clear program guidelines2. Who the policy is applicable to 3. Charges and rates, if any4. Eligibility of supervisors, staff or family members5. Other program specifics, as needed6. All details7. Date approved

Policies should be officially adopted and included in the district manual.

Policies should be reviewed on a consistent basis and modified, if necessary.

Officially Adopted And Included In District Policy Manuals

Conservation District Supervisors roles, responsibilities and commitments have changed considerably over the years. There has never been as much interest in programs and you have not been accountable for as much money as today. As elected officials and employers you are obligated by law, ethics and public trust to ensure taxpayer funds are used legally, wisely and for the purpose of fulfilling your county conservation plans.

ETHICAL AND PRACTICAL GUIDANCE TO ALWAYS FOLLOW1. All board members and staff should be knowledgeable and

comply with all code of ethics and district polices. 2. Adhere to all state and federal labor laws3. Adhere to non-discrimination and harassment laws toward all

employees, applicants and program delivery.4. Ensure that taxpayer funds are used legally and wisely.5. Respect and support the decisions of the board.6. Respect board members, employees and partner employees.7. Develop a district mission statement and ensure it is followed.8. Be well informed on all issues that affect the district and your

county.9. Call attention to any issue that could have an adverse affect on

your district.10. Could you defend your conduct and or the conduct of your board

to the public and the media.

Questions?