What records are Exempt from Public Inspection

1. What records are Exempt from Public Inspection • Records of a personal nature where disclosure would constitute an unwarranted invasion of privacy • Confidential records for scientific research • Records that would give a competitor an unfair advantage • Documents related to purchase of property District Supervisor Leadership Development 2006

2. Sample Open Records Request • Any County Conservation District Board Any town KY Dear Chairman of the Board, I respectfully request to inspect the following records: 1. Copy of the ____year financial report. 2. Copy of the names of the board of supervisors. If these documents are temporarily unavailable, please inform me of the earliest date when I may inspect them. Thank you for your attention to this request. Sincerely, John Q. Citizen District Supervisor Leadership Development 2006

3. Sample Response Letter from Board • John Q. Citizen Any town USA Dear Mr. Citizen, We, the ____County Conservation District Board of Supervisors, received you request to review the following records on Any day, 2005. (The following may need to be stated-We are looking into the request and will notify you as soon as possible to reviewing the request, or you may state the following-You may come to the office on __date, ___time to review the information you requested.) Sincerely, Chairman of the Board District Supervisor Leadership Development 2006

4. Summary for Open Records Request • Request must be made in writing • Precisely describe records requested • The board must respond in 3 days (excluding weekends and Holidays) • May Charge for copies District Supervisor Leadership Development 2006

5. Kentucky Open Meetings Law KRS 61.805-61.850 District Supervisor Leadership Development 2006

6. Kentucky Open Meetings Law • Special Meetings • Closed or Executive Sessions District Supervisor Leadership Development 2006

7. Kentucky Open Meeting Law • Special Meetings • When? May be called at anytime by the presiding officer or by a motion adopted by the majority of the members of the governing body. • Notice Requirements: • Delivered to each member and to anyone requesting to be notified • Posted 24 hours in advance of meeting • Agenda must be set for the special meeting and accompany each notice District Supervisor Leadership Development 2006

8. Kentucky Open Meeting Law • What Can Be Discussed in Closed or Executive Session • Business of a non-public nature, examples: employee discussions, pay adjustments, general policies, etc…. • No matters may be discussed other than those publicly announced and no final action may be taken District Supervisor Leadership Development 2006

9. Effective Meetings&Minutes Presenter: Anthony Mullins District Supervisor Leadership Development 2006

10. Quorum In order to have an official meeting where voting and approving can take place you must have a quorum or a majority of the Board of Supervisors present. A quorum consists of at least 4 supervisors. District Supervisor Leadership Development 2006

11. Agenda • To have a successful meeting you must have an agenda. An agenda • People respect organization and they want to feel a sense of accomplishment. Good planning on your part is a necessity. • People are willing to contribute 2 hours to a meeting. If more than that is spent, they get tired and the meeting is not productive. The agenda should not be so long and detailed that the meeting extends past a two hour period. This could also show lack of good planning and leadership. District Supervisor Leadership Development 2006

12. Minutes Minutes are a vital document to any meeting. These contain any items addressed and voted on, who was there and what was discussed. District Supervisor Leadership Development 2006

13. They are the official and legal record of the District Board. They inform members who could not attend a meeting of what happened. They help in following up on assignments and decisions. They help in planning the agenda for the next meeting. They give continuity, over the years, to procedures, traditional activities of the District Board, etc. They help new chairpersons and members learn more about the District Board. They aid in report writing (Annual Report) and in planning future activities and programs They are a valuable resource in appointing members to other committees or offices or in nominating the District Board for honors and awards Why have minutes? District Supervisor Leadership Development 2006

14. Characteristics of Good Minutes • Contains time, place and date of meeting. • Names who was there. • Contains a brief description of what was discussed. • Has old business (items previously addressed that need attention) and new business. • Has all QUOTED” motions made and seconded and it they passed or failed. • Has adjourning time • Contains a list of bills paid **It is important that someone other than the District Administrative Secretary should know how to take effective minutes. District Supervisor Leadership Development 2006

15. Effective Meetings Certain characteristics are needed to have an effective meeting they include: • Circulate minutes in advance • Adequate notice of time, place, and agenda. • Be on time • Come Prepared • Stick to Agenda • Listen and be attentive • Save general conservation for after the meeting • Make motions cautiously and effectively • Participate and voice your concerns • Have a budget on hand • Ask Questions and discuss topics thoroughly District Supervisor Leadership Development 2006

16. Planning a Meeting • Provide supervisors with – agenda, time, and place • Provide minutes from last meeting • Remind supervisors the day before by phone or email. • Provide information for topics of discussion. District Supervisor Leadership Development 2006

17. Following a Time-Frame • Make a time frame and write it on the agenda • Send your minutes and treasurers report out ahead of time so you can dispense with the reading • Save socializing for later • Be prepared – read agenda ahead of time. District Supervisor Leadership Development 2006

18. Meeting Time Frame • Have most important items in the middle of the agenda(Anyone who arrives late or leave early won’t miss out on the important information) • 2 Hours is plenty of time for a meeting( More than two hours and people get tired and non-productive. This also shows lack of planning) • Close meeting on time. If business is not tended to, try calling a committee meeting to work on a particular item of business( budget, plan of work, financial action etc.) This also allows more time for planning to make better decisions. District Supervisor Leadership Development 2006

19. Parliamentary Procedure • Parliamentary Procedure should be used in all meetings. This helps meeting progress with ease and organization. • All supervisors should have some knowledge of Parliamentary Procedure. • Roberts Rules of Order (Simplified Version) should be read by all supervisors to have a working knowledge of how a meeting should be conducted. District Supervisor Leadership Development 2006

20. Personnel Management and Personnel Policy Presenter: Shanna Drake District Supervisor Leadership Development 2006

21. Personnel Management and Personnel Policy • 262.250 Board may hire employees, delegate functions and bond employees. • The board may employ such employees, permanent and temporary, as it may require, and shall determine their qualifications, duties and compensation. District Supervisor Leadership Development 2006

22. Personnel Management and Personnel Policy • The board may delegate to the chairman, to one or more supervisors, or to one or more agents or employees such powers and duties as it may deem proper. District Supervisor Leadership Development 2006

23. Personnel Management and Personnel Policy • The supervisors shall provide for the execution of surety bonds for all employees and officers who are entrusted with funds or property. Effective: October 1, 1942 District Supervisor Leadership Development 2006

24. Personnel Management and Personnel Policy • Workload Analysis & Limits • Determining Staffing Needs (part-time, full-time, temporary) • Hours Per Week (weekly, bi-weekly, monthly) • Pay (hourly, salary) • Benefits (leave, retirement, etc.) • Rules and Regulations (unexcused absence, dress code, etc.) District Supervisor Leadership Development 2006

25. Personnel Management and Personnel Policy • Establishing a Written Job Description • A job description should include a Position Title, an Introduction, Duties and Responsibilities, Supervision (who will supervise) and Performance Review Information. District Supervisor Leadership Development 2006

26. Personnel Management and Personnel Policy • Importance of a Written Job Description • Allows district board to determine expectations. • Enables the employee to understand those expectations. • Basis for all evaluations. • Documentation for any actions needed to correct inadequacies. District Supervisor Leadership Development 2006

27. Personnel Management and Personnel Policy • Establishing an Employment Contract • A Employment Contract should include the date it is made and by whom. • Identification of Employee • Employment Specifications • Benefits • Expectations • Funding Effects Upon Contract • Effective Date and Termination of Contract • Signatures From All Parties Involved. District Supervisor Leadership Development 2006

28. Personnel Management and Personnel Policy • Importance of a Written Employee Contract • Documentation • Documentation • Documentation District Supervisor Leadership Development 2006

29. Personnel Management and Personnel Policy • Equal Employment Opportunity • Race, Color, National Origin, Age, Religion, or Sex • Disability • Pregnancy District Supervisor Leadership Development 2006

30. Personnel Management and Personnel Policy • Harassment • Never make statements or ask questions that could be considered harassment. • Encourage reporting any forms of harassment that occur in the workplace. • Document any reports of harassment. • Report incidents to appropriate agencies immediately. District Supervisor Leadership Development 2006

31. Personnel Management and Personnel Policy • Hiring An Employee • Advertising Position • Application Process • Interviewing • Contract Signing District Supervisor Leadership Development 2006

32. Personnel Management and Personnel Policy • Evaluating An Employee • Probationary Interview • Annual Evaluation District Supervisor Leadership Development 2006

33. Personnel Management and Personnel Policy PUT IT IN WRITING! District Supervisor Leadership Development 2006

34. District Planning and Reporting District Supervisor Leadership Development 2006

35. Why Do We Plan?? Knowing Where We Are Going And How We Are Going To Get There • Carry out roles and responsibilities • Become familiar with natural resource concerns • Set priorities • Implement programs • Achieve Goals • To be compliant with state laws District Supervisor Leadership Development 2006

36. Yearly Reports • Annual Plan of Work • Annual Budget • Annual Financial Report • Annual Report District Supervisor Leadership Development 2006

37. Plan of Work • Identifies priorities for the year • Stays consistent with the long-term direction of the District • Can be used as a map to direct you throughout the year. • Plan new projects & activities • Should be neat and updated yearly to reflect District activities. **Due to DOC by April 1st District Supervisor Leadership Development 2006

38. Importance of Plan of Work The plan of work is a direct reflection of what the District is doing and what makes their work important. These are put under the microscope when the District is considered by the DOC or local Fiscal Court for funding increases. District Supervisor Leadership Development 2006

39. Budget • Budget should be done in conjunction with APW. • Budget process is essential for sound financial management. • Required to justify funding from Fiscal Court and DOC. • Make a “real and working” budget. • Plan your work and finance your plan. **Due to DOC by April 1st District Supervisor Leadership Development 2006

40. Long Range Plan • A District must have a Long Range Plan before any planning or budgeting can be done for the purpose of managing the natural resources. • The planning period is to be up to 5 years • It should include: • Identifying natural resource problems and possible solutions. 2. Goals of the District • District information and history 4. Administering and implementing sound conservation programs. District Supervisor Leadership Development 2006

41. Monthly District Reporting • Employee Time Sheets • Monthly Treasurer Report • State Cost Share Status Report – Will not fund requests if you are not filing this report monthly. District Supervisor Leadership Development 2006

42. Quarterly Reports • Direct Aid and Direct Aid Grant Status – How much has been used and for what purposes • Water Quality Progress – How many plans are completed and what you have done to promote acquiring these plans. District Supervisor Leadership Development 2006

43. Why Is This Important? • 1. Accountability for state and district • 2. Required by law or policy • 3. Keep the state office informed • To give the state office information • Critical use of Local, State, and National funds. District Supervisor Leadership Development 2006

44. Funding of Conservation District Programs and Accountability * KRS 262.200 (4)-Fiscal Court Funding * KRS 262.096-Annual Budget and Financial Report Requirements * Audit Requirements * Direct Aid and Grants to Districts * Accountability District Supervisor Leadership Development 2006

45. Funding for Conservation District Programs & Accountability • KRS 262.200-Fiscal Court Funding-The Board may request annual operating funds from fiscal court: • The Board shall present to fiscal court: • Annual Plan of Work for fiscal year requested • Annual Budget for fiscal year requested • Long Range Plan • Annual Report from previous fiscal year • Annual Financial report from previous fiscal year District Supervisor Leadership Development 2006

46. Funding & Accountability • Should a fiscal court fail to approve a requested budget: • Fiscal Court SHALL present a specific list of objections suggesting corrections to the board within a reasonable time • The Board may submit a revised budget request District Supervisor Leadership Development 2006

47. Funding & Accountability • Funds for an approved budget shall be supplied either: • From general funds • Levy of a mileage tax on all real property within the boundaries of the county District Supervisor Leadership Development 2006

48. Funding & Accountability • Financial Reporting Requirements KRS 262.097 Reports from District *Annual Budgets-Sent to Fiscal Court during 1st quarter of calendar year and to Ky. Division of Conservation by April 1 *Annual Financial Reports-Prepared & Submitted by DOC Field Representative due to DOC by Sept. 1 District Supervisor Leadership Development 2006

49. Funding & Accountability • Financial Reporting Requirements • Monthly Treasurer’s Report-Signed by the Board treasurer and send to DOC • Equipment Revolving Fund Reports • Payments and reports are due in the district office by the 5th of each month • Payments and reports are due to DOC by the 10th of the month District Supervisor Leadership Development 2006

50. Funding & Accountability • Financial Reporting Requirements • State Cost Share funds • A complete and accurate report is to be submitted monthly to DOC. District Supervisor Leadership Development 2006