Basic Operations, Strategic Plans and Annual Work Plans

• Overview of Planning
• Step 1: Assessment and Evaluation
• Stakeholder Input to Planning
• Step 2: Long Range Strategic Planning
• Annual Work Plans
• The budget should relate to the work plan...
• Techniques for Evaluating District Program Effectiveness
• Establishing Operation's Policies and Procedures
• Agreements with Other Entities
• Cooperative Working Agreements
• Leadership Skills
• Media Relations and Public Outreach
• Resources
• Questions

America’s conservation districts and their partners have a laudable history of successes since the soil conservation movement was created in the 1930s. But the job of conservation on private lands is ongoing and ever-changing.

The challenges to do more, do it faster and prove results come from all directions. Among them are the public’s demand for better results from “their money”; minimizing the effects of climate change and severe weather episodes; the need for increased food production for a rapidly-expanding world population; piercing scrutiny from regulators and environmental litigants; compliance with federal and state laws and regulations; the need for farmers, ranchers, and foresters to make a living; and more partners vying for funding. Within this maze, in many locales, other groups are lobbying to replace conservation districts as the “go-to” local entity for getting work done on the ground.

With the changing and increased resource needs on the landscape due to these and a variety of issues, conservation districts must be able to adapt to the needs of their landowners, managers and communities. Many districts are already doing this, while others are struggling through this evolution. NACD and districts can learn from districts that have already adapted and are thriving. People often resist or even fear change, but as conservationists, we’ve learned from the natural world that nothing remains the same. Our districts, and district programs, must evolve to meet current resource needs.A business plan is an essential roadmap for a district to be successful. This living document generally projects 3-5 years ahead and outlines the route a district intends to take to reach its goals. A well thought out plan also helps districts to take a step-back and think objectively about the key elements of your operation, programs and services.

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The business planning process involves researching the district’s target market, identifying resources needed to provide services, devising an implementation program to create a deliberate, informed plan for growth, impact, and sustainability based on systematic and objective analyses and decisions. The plan is the blueprint to guide organizational or program development and can serve as an important tool to attract interest and investment.

The goal of a business planning effort is to define the direction, programs, and market position based on needs, constituents, and competition. It creates the most appropriate business model based on fundraising or earned income potential/constraints and will often define feasibility or challenges associated with growth and expansion. The business plan also designs the organization to achieve strategic goals and to be sustainable.

From " Blueprint for Locally-Led Conservation: A Strategy for District Success and Sustainability ", NACD, 2016

There are a few different assessments that the districts can look at to identify the natural resource concerns and the district’s capacity to meet them:

We discussed the importance of partnerships and stakeholder feedback throughout this training series. We discussed the  Locally Led process  in the Section “Roles and Responsibilities of Local, State and National Associations and Partners”. 

The Districts should look for additional opportunities to involve the public in planning and report accomplishments to the public.

Districts are also encouraged to maintain an ongoing dialogue with mayors, county judges, quorum courts, Chambers, civic clubs, churches, educators, and others about their mission and accomplishments.

Long Range Plan-

Elements of a strategic long range plan-

The Annual Work Plan ties the long range strategic plan to annual goals and activities. It also makes sure that the annual goals and activites align with current staff capacity, budget, programs, etc. 

Here are some examples from conservation districts around the country. You’ll see that they vary a lot in the length, detail and scope that they include:

• The budget should reflect connect to the activities outlined in the annual work plan!
• Developing, monitoring and managing the budget is part of the board’s most basic fiduciary responsibilities.
• From the Washington Institute for Nonprofits,  this two-minute video  explains how the income statement and balance sheet are important for board decision-making.

NACD offers a  Conservation District Evaluation Guide  that district boards can use to evaluate the district in three areas:

• Planning for Service
• Organizing for Service
• Measuring Service

According to the guide, "This process allows for the Conservation District Board and its employees to become aware of the Conservation District’s strengths and weaknesses, and to identify individual areas which may need to be addressed."

Why establish district policies?

District employees and supervisors need to establish and know district policies for a variety of reasons:

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
• Help customers define expectations

Conservation districts should actively pursue partnerships that will help them achieve their mutual goals and objectives 

Enter into MOUs or working agreements to clarify roles on joint initiatives, systems, projects 

Always enter into a written agreement if partners have pledged cash or in-kind contributions to a joint project.

 Just as the district wants other agencies and organizations to partner with the district, it is important to participate in initiatives and projects led by other agencies and organizations. “If you want to influence the agenda, you have to be at the table.” 

Share information that can help with resource planning at the watershed, regional and state levels.

Items included in a Cooperative Working Agreement:

Districts should promote natural resource management through contests, exhibits, tours, meetings, presentations, newsletters, media, demonstrations, etc.

•  NACD's Conservation District Evaluation Guide 
•  NACD's Blueprint for Locally-Led Conservation: A Strategy for District Success and Sustainability 

• Does your district have a strategic plan and/or an annual work plan?
• Does your district consider how resource concerns and the needs of your local community are changing over time?
• How is your district preparing for those changing needs?