1. Personnel Management for Soil & Water Conservation Districts Angela P
Personnel Management for Soil & Water Conservation Districts Angela P. White, Ph.D.
We will begin by discussing Personnel Management Responsibilities, which can include responsibilities for both directors and staff in a management position.

2. Personnel Management Responsibilities - DIRECTORS
Oversee and Manage Employees
Provide for staff development and training.
Establish written Personnel Policies.
Develop performance expectations with employee at least annually.
Conduct Job Performance Evaluations at least annually.
Maintain employee personnel files.
Comply with all federal and state labor laws.
Let us begin by listing seven director responsibilities, which we will further explain in subsequent slides.
First, directors are responsible for managing all employees. Some districts assign one staff member the role of District Manager to oversee daily activities, but the district Board is ultimately responsible.
Second, directors should allocate a portion of the annual budget to staff development and training. New employees will need to acquire certain certifications depending on their position description. Veteran employees must keep certifications renewed. All staff should be encouraged to attend various training opportunities as they present themselves. This is a key to the district’s success.
Third, directors must establish written personnel policies. We will discuss this in more detail in an upcoming slide. An example of a SWCD Personnel Policy can be accessed via Blackboard under “Course Documents”.
Fourth, directors must develop performance expectations for all employees. This might be in the form of an Individual Development Plan or a Position Description. The Personnel Policy example includes position descriptions.
Fifth, directors should conduct Job Performance Evaluations at least annually. However, some districts choose bi-annual evaluations, usually every 6 months. Job Performance Evaluations should include work items designated in an employee’s Job Description. The evaluation form should be written and a standard format for all employees. There are several evaluation forms in use depending on the district. Regardless of the form used, directors should be sure evaluations are signed and dated by all parties. The original should remain in the employee’s personnel file, while a copy should be given to the employee.
This leads us to the district board’s obligation to maintain employee personnel files. Personnel files include Job Descriptions, Performance Evaluations, correspondence, documentation of certifications, etc. These files are confidential and should be maintained in a safe and secure location.
Finally, directors must comply with all federal and state labor laws. This means that directors should attend related training sessions when offered and should carefully read all written correspondence the district might receive concerning labor laws.
Often a Personnel Committee is formed to handle several of these duties. We will explore the role of a Personnel Committee shortly.

3. Personnel Management Responsibilities - STAFF
Varies.
Implementation of Board Policies.
Carry out district work with…
Professional Expertise
Input
Data
Serve as a positive representative.
Now, we will discuss staff responsibilities in regards to personnel management.
Staff responsibilities certainly vary from district to district. However, all district boards require that staff implement the policies which the Board has set.
District boards also expect employees to carry out the work of their respective district with professional expertise, input, and data.
Most definitely the board expects staff members to serve as positive representatives of the district.

4. The Role of Personnel Committees
Liaison between staff and Board.
Assure Mutual Understanding
Communication
Maintain current personnel policies.
Develop employee job descriptions.
Conduct evaluations.
Make recommendations for position or
salary adjustments.
As previously mentioned, many duties concerning personnel issues may be delegated to a Personnel Committee. The role of a Personnel Committee can be rather extensive.
The committee serves as a liaison between the staff and the board. It seeks to assure mutual understanding between the board and staff as to roles and responsibilities. Members maintain an awareness of employee concerns. Committee members must communicate to staff their precise job duties as defined by the district board.
They also must maintain current personnel policies, develop employee job descriptions, conduct evaluations, and make recommendations for position or salary adjustments.

5. Personnel Committees Continued….
Recruitment of new employees.
Review of applications.
Interviewing.
Hiring.
Overseeing Personnel Actions.
Adhere to Fair Labor Standards Act, Etc.
Personnel Committees are often responsible for recruiting new employees, reviewing applications, interviewing, hiring, overseeing personnel actions, including disciplinary actions and termination proceedings.
It is imperative that members of the Personnel Committee become familiar and assure compliance with the Fair Labor Standards Act and other labor laws.

6. Fair Labor Standards Act
Federal Law
Governs Wages, Work Schedules, Benefits
Classifies Positions
“Exempt” or “Non-Exempt”
Refer to Tests
Violations carry fines ($$$)
Now is a great time to discuss the Fair Labor Standards Act. This Act is a Federal law that governs wages, work schedules, and benefits. It classifies all positions as either “Exempt” or “Non-Exempt”. There are tests available to determine which category your district’s staff positions would fall and can be accessed by contacting the Department of Labor. These tests consider items such as job duties, number of hours worked per week, and wages and/or salaries. It is critical that all employees know their status of “exempt” or “non-exempt” because this effects overtime wages and compensatory time. Violations of the Fair Labor Standards Act can carry hefty fines.

7. District Personnel Supervision
Final Supervision responsibility rests with each and every district BOARD!
Board should establish work schedules and employee reporting criteria prior to the beginning of employment.
As previously stated, one of your responsibilities as a district board member is to oversee and manage personnel. As we know, direct supervision of staff is handled in various ways, such as through a District Manager, Personnel Committee, or both. It all depends on the district. Nonetheless, final supervision and responsibility of personnel rests with each and every district board.
Therefore, the Board should establish work schedules and employee reporting criteria prior to the beginning of employment.

8. District Personnel Policy
Vital Document.
Directors must review &
become familiar w/
content.
Refer to example under
Course Documents.
A Personnel Policy is very important! It is imperative that all districts have an approved Personnel Policy and strictly adhere to that document. Hopefully, the district you represent has such a policy and your job will be to review it at least annually.
A Personnel Policy for a soil and water conservation district is comparable to a Human Resources Management Handbook that might be found in other agencies. It is specific to your district and covers an array of topics regarding personnel management. We will discuss the common sections found in most Personnel Policies on the next slide. For now, remember it is a tool for both directors and employees. As previously stated, this policy should be reviewed and, if needed, updated by all board members on an annual basis. In addition, district boards should have employees sign, date, and maintain their own personal copy of the approved Personnel Policy.

9. Essential Elements of a Personnel Policy
Definitions of Positions & Status
Work hours; Holidays
Types of Leave and Procedures
Benefits Description
Travel Reimbursement Procedures & Rates
Grievance Procedure
Procedures for Probationary Period, Resignation, & Termination
Statement of Nondiscrimination
Labor Law Compliance
There are several essential elements that should be incorporated into all personnel policies. These include:
Definitions of all Staff Positions and related Job Status.
Work Hours.
Holidays that are observed.
Types of Leave, which may include Annual Leave, Sick Leave, Maternity Leave, Disability, etc. Also this section will explain how much leave can be carried at any particular time, procedures for requesting leave, etc.
Description of fringe benefits.
Travel Reimbursement Procedures and Rates.
Grievance Procedure.
Procedures for Probationary Period, Resignation, and Termination.
Statement of Nondiscrimination.
Labor Law Compliance.
Again, I strongly encourage you to study the example of a Personnel Policy. This policy was provided by Clinch Valley SWCD.

10. Position Descriptions
Developed for each employee.
Approved by Board.
Components
Job Title
Job Status (Exempt/Non-Exempt)
Qualifications
Expectations
Roles and Responsibilities
Salary Scale
Benefits
Supervision
Each employee should have an approved position description that outlines specific qualifications, expectations, roles and responsibilities, salary scale, benefits, and supervision. When an employee is hired, this document should be reviewed and he/she should be presented with an individual copy. At least annually, directors should schedule a time with each employee to review the position description and adjust duties based on the district’s anticipated workload and future goals.
A Position Description has been provided within the Personnel Policy example and is located under “Course Documents”. Please review.

11. Individual Development Plans (IDP)
Assessment tool and training schedule.
Created jointly between the employee and
employer.
Allows for
Employee = Future Planning.
Board = Set Measurable Goals for Staff.
An Individual Development Plan (IDP) is a supplement to a Job Description. It is an assessment tool and training schedule created jointly between the employee and employer. This plan is a guide for employee growth and development. It allows the employee to plan for the future and allows the district board to set measurable goals for the staff. It, too, should be updated at least annually.

12. General Types of District Positions
District Manager
Supervisory Position
May be combined w/ other positions
Oversees day-to-day activities of other district employees (schedules, training, travel, performance, problems, etc.)
Provides guidance and advice to other employees
Provides input to the District Board on employee performance and evaluations
You may recall that in the Organizational Structure powerpoint, we briefly touched on the general types of positions that comprise a soil and water conservation district’s office structure. The next few slides will elaborate on specific district positions.
The first position is that of district manager. This is a supervisory position that may be combined with other district positions. The District Manager oversees day-to-day activities of other district employees, dealing with work schedules, training, travel, performance, problems, etc.
He/she may provide guidance and advice to other employees as needed. In addition, the District Manager provides input to the district board on employee performance and evaluations. Additional duties may be assigned by the district board.
You will notice that the Personnel Policy example includes a position description for a District Manager that also has duties as a Conservation Specialist.

13. General Types of District Positions
Technical
Conservation Specialist, Conservation Technician
Implements components of VA’s Nonpoint Source Pollution Control Program
VA Agricultural BMP Cost-Share Program
Tax Credit Program
CREP and Tributary Strategies
Assist w/ Tributary Strategies
Landowner Needs
Conservation Planning
Manages Equipment Rental Program
The second type of position is technical. Technical positions often include the Conservation Specialist and Conservation Technician. Job duties will vary by district. However, there are some common responsibilities associated with technical positions. Technical employees implement components of VA’s Non-Point Source Pollution Control Program such as the VA Agricultural BMP Cost-Share Program, Tax Credit Program, and Conservation Reserve Enhancement Program (CREP). Employees also may assist with tributary strategies. Staff members are often contacted by landowners and respond to their needs. Technical staff write conservation plans, provide technical assistance, and evaluate conservation practices. In some instances, technical staff manage Equipment Rental Programs. Additional duties may be assigned by the district board.

14. General Types of District Positions
Administrative
Administrative Secretary or Administrative Assistant
Performs Administrative Duties & Fiscal Duties
Types and files for SWCD & NRCS
Answers telephone, keeps schedules, orders supplies.
Prepares and Distributes meeting notices, agendas, and minutes.
Administrative staffers, often referred to as an Administrative Secretary or Administrative Assistant, perform both administrative duties and fiscal duties, as required. Administrative personnel usually prepare correspondence and file for both the district and NRCS. They are responsible for answering the telephone, scheduling, supply orders, preparing and distributing meeting notices, agendas, and minutes. Other duties may be assigned by the district.

15. General Types of District Positions
Education/Information
Citizen outreach
Public Relations (Media Releases)
Youth and Adult Education
Awards Programs
Other duties assigned by the district and as described in their position description
The last district position we will discuss is that of Education/Information Specialist. He or she is responsible for citizen outreach, public relations (such as media releases), youth and adult education programs, and awards programs. Of course other duties may be assigned by the district.

16. Employee Expectations
Professionalism
Commitment to conservation.
Actively promote SWCD programs.
Community Example.
Soil and Water Conservation District directors should be aware of what their employees expect. First, directors should be professional. Second, they should have a commitment to conservation. Individuals should not be serving on the district board for their own personal agenda. Third, directors should actively promote SWCD programs, that means participating in more than just the monthly board meeting. Fourth, directors should set an example for the community by personally implementing conservation practices and strategies.

17. Employee Expectations Continued…
Develop and maintain good working relationships.
Effective Management Techniques
Fair Treatment
Support Staff
Intervene when problems occur
Employees want directors to develop and maintain good working relationships with members of the community, especially local officials. In addition, they want directors to be effective managers. That includes fair treatment of all personnel, having the board’s support, and assurance that when problems do arise the board will intervene promptly to address the issue.

18. Director Expectations
Professionalism
Judicious Use of Time
Concise, Accurate, w/ Attention to Detail
Keep directors informed of district issues, problems, and related business
Yes, it is a two-way street. Directors should have expectations of their employees. Directors should share these expectations with staff. Professionalism should be at the top of the list. Employees should use time judiciously. Employees must be concise, accurate, and give attention to detail in all aspects of the job. For example, telephone calls and s should be returned promptly. If deadlines can not be met, then notification must be given. In addition, employees should keep directors informed of district issues, problems, and related business.

19. Director Expectations
Adequate preparation for meetings, especially those in which board volunteers must play a leadership role
Prompt response to requests for information & assistance
Follow-up of meetings, conferences, etc.
Directors should also expect employees to prepare for meetings, especially those in which board volunteers must play a leadership role. Employees should promptly respond to director requests for information and assistance. Directors also expect staff to follow-up on meetings, conferences, etc.

20. PROFESSIONALISM
Definition: “the conduct, aims, or qualities that characterize or mark a profession (a principal calling, vocation, or employment)” Merriam-Webster Dictionary Online
In our work, professionalism refers to treating others with respect which means being timely, courteous, responsible, contributing to group efforts, working as part of a team, focusing on assigned work, being accountable, and adhering to a moral standard.
You should have noticed that “Professionalism” was an expectation for both directors and employees. Therefore, we should know exactly what it means to be professional. According to the Merriam-Webster On-line Dictionary, professionalism is defined as “the conduct, aims, or qualities that characterize or mark a profession (a principal calling, vocation, or employment)”.
You may be asking what does that really mean to a Soil and Water Conservation District. In our work, professionalism refers to treating others with respect, which means being timely, courteous, responsible, contributing to group efforts, working as part of a team, focusing on assigned work, being accountable, and adhering to a moral standard.

21. Sources of Assistance Department of Labor (www.dol.gov)
Code of Virginia (
State or Federal Human Resources Offices
National Association of Soil & Water Conservation Districts (NACD)
DCR Conservation District Coordinator
Personnel Management is a significant part of your responsibility as a Soil and Water Conservation District director. Take it seriously!
This slide shares several sources that may assist you with personnel management.