Welcome 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. District Supervisor Leadership Development 2006

2006 Conservation District Supervisor Leadership Development Welcome 2006 Conservation District Supervisor Leadership Development Stephen A. Coleman KY Division of Conservation District Supervisor Leadership Development 2006

Workshop Goals: Enhance knowledge and understanding of Conservation District Supervisor’s roles & responsibilities. Develop a better understanding of conservation programs & their implementation Expand leadership skills. Improve effective outreach efforts District Supervisor Leadership Development 2006

Presenter: Kim Richardson Leadership Presenter: Kim Richardson District Supervisor Leadership Development 2006

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 District Supervisor Leadership Development 2006

Are you equipped to do the job? Today we are going to talk about the tools you need to equip yourself to be a good supervisor. I will speak about what it takes to be a good leader for your community. District Supervisor Leadership Development 2006

What makes a good leader? What is leadership? What makes a good leader? How do you develop your leadership? District Supervisor Leadership Development 2006

The Definition of 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. Even though your role as supervisor gives you the power to make decisions that effect many things in your county that power does not make you a leader. It is your leadership that makes others want to help accomplish goals. If it weren’t for that fact, you would just be bossing people around. District Supervisor Leadership Development 2006

People will judge your leadership skills by looking at your character. District Supervisor Leadership Development 2006

is the building, over time, of a persons: Character is the building, over time, of a persons: Beliefs Values Skills Traits District Supervisor Leadership Development 2006

Assumptions or convictions you hold true regarding Beliefs Assumptions or convictions you hold true regarding people, concepts, life, death, religion, what is good, what is bad, etc. These are things that people hold very dear. It is hard to change a persons beliefs. Your beliefs also play a large part in leadership. A recent survey done by executive search company stated that most organizations wanted their leaders to be ethical and trustworthy. A belief that fairness and honesty are important will win you the respect from your other supervisors and district employees. District Supervisor Leadership Development 2006

Values Attitudes you have about the worth of people, concepts, and things. This is what influences you to weigh the importance of alternatives. You may value a nice home or car, comfort, security, friendship, or relatives. Your values allow you to make decisions. You can weigh what means the most to you. Do you balance understanding with deadlines when circumstances dictate? Do you balance caring with the choices you make for your district or are you only interested in the bottom line? With conservation districts, we have the pleasure of helping better the environment. We should value that responsibility. It is that value that helps reach our goals. We should also value human relations. In conservation districts we deal with the community constantly. Conservation districts also have to deal with each other: employees and other supervisors. Value the relationships you build. In the next slide you will see a paragraph about human relations. As I read it, realize how these words make you feel when you hear them and then think about making others feel the same way. District Supervisor Leadership Development 2006

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 District Supervisor Leadership Development 2006

are the knowledge and abilities we pick up from life. Skills are the knowledge and abilities we pick up from life. We learn skills from our parents, from schools, and from trial and error. Everyone learns at different levels. You may pick up a skill very quickly while other take more effort. Use this understanding of skills to help with your “human relations.” Know that your district employees may have trouble with certain tasks. Be patient. Offer assistance. Use your resources to improve their skills. Know too that not everyone on your board has the ability to speak as eloquently as others. Skills are something that have to be learned and practice throughout our lifetime. District Supervisor Leadership Development 2006

Traits are distinguishing qualities of a person. There are hundreds of personality traits. Your character is made up by the sum of all your traits. When thinking about leadership, there are several traits that you can display that make people believe and trust in you. District Supervisor Leadership Development 2006

Traits of Good Leaders Intelligent-read and study to keep up with 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. Honesty-display integrity in all actions Competent-basing your actions on reason and morals. Forward-looking-set goals and have a vision Inspiring-display confidence in your actions Imaginative-show creativity in judgment, goals, ideas, and solutions. District Supervisor Leadership Development 2006

How do you develop your leadership? Education Communication Vision Developing leadership takes effort.Leadership is a continually evolving thing, you must work to change with the times. A good leader knows this because of being highly attentive to their surroundings. So a leader develops by educating themselves, communication, and vision. District Supervisor Leadership Development 2006

Education Current Events People Your job as a supervisor Local State National People Your job as a supervisor Education never stops. John F. Kennedy said the “Leadership and learning are indispensable to each other.” Keep yourself on top of current events on the local, state, and national level. There are so many things effecting agriculture and natural resources these days, that we all should know what and how those events will effect us on a district level. Read your newspapers, your local and statewide agriculture publications. Also keep up with other organizations such as Farm Bureau, Chamber of Commerce, Planning and Zoning committees, and importantly your fiscal and city courts. This will give you more information to base your decisions for environmental protection. Also, know and educate yourself about the people around you. Building personal relationships with those you work with makes working with them a little easier. It also means caring about them. You are being educated today about your job as a supervisor. Our goal is to give you a little more knowledge and understanding about you duties. We want you to learn to be the best leader to enhance your district. District Supervisor Leadership Development 2006

Communication LISTEN Be clear The most important thing you can ever do is listen to what someone else is saying. You will be amazed at what you hear. Listening is the most important thing about communication. As kids we played a game called “rumors.” That is where someone tells some else something and it keeps going down the line. The last person has to say what they heard. As you may remember, it was never the same as it started. Remember that when someone else is speaking. Listen to what they have to say. Don’t think about what you have to do tomorrow. Ensure you have good communication from your group. Make sure they not only know what is needed but why it is needed. So many people go along with things and when the time comes around for them to actually do something they say “I didn’t know I had to do that!” Be clear to everyone what the purpose of things are. We are all out for a common goal, the success of our conservation districts. Be clear and concise with everyone so that they can work for the goal too. District Supervisor Leadership Development 2006

VISION Have goals Personal District Each district has a long range plan. Do you have one personally? So many times it is hard to focus on other goals if you don’t know what you want to accomplish yourself. District have things that have to be completed each year. Luckily as conservation districts, we have a leeway on other things that can be done. Would you like to see your district have a bigger educational program for the schools? Work on it. Look at other districts and what they do. Set goals to improve your district. Make it stand out and shine. District Supervisor Leadership Development 2006

Things to Remember Leadership is not just being “The Boss.” Your character is made up of your beliefs, values, skills, and traits. A leader is not born, but made through education, communication, and a vision. District Supervisor Leadership Development 2006

Conservation Districts Presenter: Debbie Hinton District Supervisor Leadership Development 2006

What Is a Conservation District? Subdivision of state government Governed by a 7-member board of supervisors who are elected by the registered voters within the district Kentucky has 121 conservation districts, first organized in 1941 FC CD Board Members, District Employees and NRCS Staff District Supervisor Leadership Development 2006

What Is The Purpose of Conservation Districts? districts - K.R.S. Chapter 262: To conserve and develop all renewable natural resources (land, water, trees, etc.) Coordinate (public and private, local, state and federal) assistance to landowners and users to address natural resource concerns District Supervisor Leadership Development 2006

What Does a Conservation District Do? The Basics Responsible for sound conservation programs for soil, water and other natural resource problems through: Identifying problems Prioritizing Planning Developing Administering Implementation District Supervisor Leadership Development 2006

Kentucky’s Major Resource Concern Categories Based on the top 5 resource concerns for each county Percentage District Supervisor Leadership Development 2006

Programs KY DOC Programs: State Cost Share Program: $9.5 M Equipment Loan Revolving Fund Programs Agricultural Districts Purchase of Conservation Easements (Dept. Ag.) Watershed Conservancy Districts Kentucky Ag Water Quality Act Cooperative Soil Survey Education and Outreach 319 Nonpoint Source Pollution Kentucky Firewise Green River C.R.E.P. District Supervisor Leadership Development 2006

AGRICULTURE WATER QUALITY ACT GOAL OF THE ACT: Protect the surface and groundwater resources of the Commonwealth from pollution which may result from agriculture and silviculture activities. District Supervisor Leadership Development 2006

Roles and Responsibilities KRS 262 District Supervisors Roles and Responsibilities KRS 262 Presenter: Kimberly Bartley District Supervisor Leadership Development 2006

Elected Officials District Supervisor Leadership Development 2006

Qualifications, Elections & Appointments To qualify: Must be a resident Serve Four Years Elections: Follow State Laws Pay a $20 Filing Fee File a petition with 25 signatures with Co. Clerk County Clerk certifies nominations & results Appointment: Commission has authority to fill vacancies Commission requires a petition with 25 signatures Petition must be accompanied by a letter from the District Chairman District Supervisor Leadership Development 2006

Basic Roles Assume a solemn obligation to the citizens you represent and to conserve all natural resources within the District. Manage and direct the conservation program at the local level. Exercise a basic leadership role in planning and carrying out the conservation problems Be informed of all District programs Coordinate and attend all District Activities Make sound financial decisions. Play an active part in constructing a “real” and working Budget and Plan of Work District Supervisor Leadership Development 2006

Understanding Your Responsibility As An Elected Official Administrative Responsibilities Fiscal Responsibilities Functional Responsibilities Educational Responsibilities District Supervisor Leadership Development 2006

Administrative Attend all meetings and functions Establish policies Review mutual agreements with cooperating agencies Develop Budget, Plan of Work and Long Range Plan Identify Needs and/or problems Stay informed on the local, State and National level. Participate in Education Programs Cooperate with other Board Members Encourage farmers and landowners to participate in District Functions Maintain Close contact with the DOC & SWC through Field Reps. Become acquainted with all Ky. Conservation Laws District Supervisor Leadership Development 2006

Fiscal Secure adequate operation funds for the District. Establish sound financial management of District affairs that comply with State law. Provide Annual Financial Reports for all District Accounts Promote efficiency and economy in all District programs. District Supervisor Leadership Development 2006

Functional Attend Area and State meetings Attend and participate in functions of organizations interested in soil, water, and other natural resources. Communicate with business and agriculture leaders and farmers in your District Communicate information to the public and others by publishing articles and newsletters on a regular basis Have a diverse representation on the Board of Supervisors through representation of different parts of the county and different representation of society. District Supervisor Leadership Development 2006

Educational Keep both the rural and urban sectors of public informed of the roles and services provided by the Conservation District Encourage conservation education on all levels of both the public and private schools Provide workshops for teachers and students Promote and support conservation projects and activities through 4-H, FFA, and other educational organizations Promote conservation tours within the District. Develop environmental projects within the District Provide educational materials for all. District Supervisor Leadership Development 2006

Kentucky Soil and Water Conservation Commission PURPOSE: They administer the organization of Conservation Districts in Kentucky and They assist conservation districts & watershed conservancy districts in carrying out their duties in KRS 262. District Supervisor Leadership Development 2006

Kentucky Soil and Water Conservation Commission POWERS: Authority to take any action necessary to discharge for the state any of the state’s functions, responsibilities or duties relating to flood control, drainage, and other activities with respect to conservation, utilization or control of soil and water resources. District Supervisor Leadership Development 2006

Kentucky Soil and Water Conservation Commission FUNCTIONS: Supervise the organization and provide oversight of districts. Supervise the appointment of supervisors. Provide financial and other assistance to districts. Cost Share, Direct Aid, Environmental Grants, etc. Secure the cooperation of other federal, state and local agencies in the development of a complete soil conservation program. Promulgate such regulations necessary to carry out its functions. District Supervisor Leadership Development 2006

Kentucky Association of Conservation Districts KACD is a private, non-profit corporation made up of: The governing bodies of KY’s 121 Conservation Districts Board of Supervisors or 847 supervisors and The 37 Watershed Conservancy Districts Board of Directors or 259 Directors Purpose of association: To assist local conservation districts with developing and implementing conservation programs District Supervisor Leadership Development 2006

Kentucky Association of Conservation Districts Functions: KACD Sponsors and participates in a number of projects and activities: They represent districts at the state level and work closely with the General Assembly on conservation programs, issues and legislation They sponsor environmental education and stewardship programs and They act as a liason between the local conservation districts and the National Association of Conservation Districts District Supervisor Leadership Development 2006

Special Purpose Districts KRS 65.005-65.060 KRS 65.005 and KRS 65.060 defines Special Purpose Districts as Subdivision of the state which exercises less than statewide jurisdiction. Organized for the purpose of performing governmental functions. Specifically districts as defined in KRS 262.100-262.660 and KRS 262.700-262.990 District Supervisor Leadership Development 2006

Special Purpose Districts What are Special Purpose Districts? Financial Reporting Requirements (See notes on Slide 1) for description of Special Purpose Districts District Supervisor Leadership Development 2006

Special Purpose Districts Financial Reporting Requirements: Districts required to annually submit financial report to a state governmental agency (KRS 65.065(6) are required to: Submit Annual financial report to county judge executive Submit Annual financial report to state financial officer Audit conducted once every four (4) years END OF YEAR REPORTS   IN ACCORDANCE WITH KRS 65.065, CONSERVATION DISTRICTS AND WATERSHED CONSERVANCY DISTRICTS, AS IDENTIFIED IN THE SPECIAL PURPOSE DISTRICT LAW, ARE NOW REQUIRED TO SUBMIT A BUDGET (THE LONG FORM-LF 2003) TO YOUR LOCAL FISCAL COURT BY JUNE 1, 2004. . WATERSHED CONSERVANCY DISTRICTS SHOULD CHECK WITH THEIR LOCAL CONSERVATION DISTRICT OR MYSELF TO SEE IF THIS HAS BEEN HANDLED. FORM 2003/2003A IS TO BE FILED WITH FISCAL COURT BY JULY 1, 2004 SEND TO THE COUNTY JUDGE EXECUTIVE BY AUGUST 1, 2004 1.      COPY OF THE ANNUAL BUDGET FOR 2004/05 2.      COPY OF THE ANNUAL PLAN OF WORK FOR FY 2004/05 3.      COPY OF THE DISTRICT’S FINANCIAL STATEMENT FOR FY 2003/04 (WHICH THE DISTRICT TREASURER AND I HAVE REVIEWED AND SIGNED) 4.      COPY OF THE ANNUAL REPORT SEND TO THE COUNTY COURT CLERK BY JULY 30, 2004 1.      SPECIAL DISTRICT REPORTING FORM LF 2003/2003A TO BE PUBLISHED IN THE NEWSPAPER BY JULY 30, 2004 1.      FINANCIAL SUMMARY REPORT (LF2003) AND OR (LF2003A) OR USE THE CATEGORIES ON THE FINANCIAL STATEMENT WHICH IS SENT TO THE COUNTY JUDGE AND THE KY DIVISION OF CONSERVATION 2.      LEGAL NOTICE SEND TO THE KY DIVISION OF CONSERVATION BY AUGUST 31, 2004 1.      ANNUAL REPORT FOR FY 2003/04 2.      ANNUAL FINANCIAL STATEMENT FOR FY 2003/04 SEND OR GIVE ME 2 COPIES OF THE FOLLOWING BY AUGUST 31, 2004 End of the Year reports: In accordance with KRS 65.065, Conservation Districts and Watershed Conservancy Districts, as identified in the Special Purpose District Law, are now required to submit a budget (the long form LF2004) to your local Fiscal Court by June 1st of this year. Watershed Conservancy Districts should check with their local conservation district or the Division of Conservation Field Representative to see if this has been handled. Form 2004/2004A is to filed with the Fiscal Court by July 1, 2005 Send to the County Judge Executive by August 1st 1. Copy of the Annual Budget for upcoming fiscal year 2. Copy of the Annual Plan of Work for upcoming fiscal year 3. Copy of the District’s Financial Statement for past fiscal year which the DISTRICT and the FIELD REP have reviewed and signed. 4. Copy of the Annual Report Send to the County Court Clerk by July 30th: 1. Special District reporting form LF 2004/2004A or past fiscal year To be Published in the Newspaper by July 30th: 1. Legal Notice 2. Financial Summary Report or use the categories on the financial statement which is sent to the Ky. Division of Conservation Send to the Kentucky Division of Conservation by August 31st 1. Annual Report 2. Annual Financial Statement Send or Give to your Field Representative by Aug 31st: 1. Annual report District Supervisor Leadership Development 2006

Special Purpose Districts Uniform Financial Reporting Forms Uniform Financial Reporting Forms will be sent to the Dept. of Local Government. www.gold.ky.gov/downloads.htm Special Districts (Conservation districts and Watershed Conservancy districts) will receive from Local Government not on the Uniform Financial reporting forms but also the Uniform Budget forms that go to your Local Fiscal Court. Special Districts are required to have the Uniform Financial reporting forms to Local Government by May 1st of each year, these forms will cover the previous Fiscal year. Your Field Representative will assist you with these forms. District Supervisor Leadership Development 2006

Open Records Law KRS.61.870 to 61.884 The open records law was enacted during the 1976 General Assembly and became law June 19 of that year and was amended in 1994. The open records act applies to all public records of public agencies. Anyone seeking to inspect public records does not have to give a particular reason for wanting to see those records. Anyone may examine any public record not exempt from inspection by the law. District Supervisor Leadership Development 2006

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. District Supervisor Leadership Development 2006

What is the Procedure for Inspecting Public Records 3 Ways to Request Records By Mail By Fax By Personal Delivery A request to inspect records is made to the offical custodian of the records( the board of supervisors). The statue requires that the request describe the records wished to be inspected, the request is signed and the name is printed on the request. The board must respond to the request in writing and within 3 days, not including Saturdays, Sundays, and legal holidays. If the board denies all or any part of the request, they must tell you which Open Records Act exemption it is relying on. The board must also explain how the exemption applies to the record. Public records may be inspected during regular office hours, and suitable facilities must be provided by the board. You do not have to be a resident of Kentucky to inspect records under the Open Records Law. The person requesting the information may not remove original copies from the board office without written permission. The person requesting the information may receive copies of the records through the mail. If you live or work outside the county in which the records are located, and you precisely describe the records, the public agency must mail copies to you. You, the board, may require advance payment of the copying fee and postage. In providing copies, the board is not required to convert records from paper to electronic format, but is only required to give you what they have. District Supervisor Leadership Development 2006

Asking for Records by E-Mail Public agencies ARE NOT required to respond to open records request by e-mail. It is up to the individual board to decide if they want to handle open records request electronically. Remember that the statue requires that the request have a signature with the name printed below. District Supervisor Leadership Development 2006