SECTION TWO
Conservation Districts – Form and Function

District Meetings

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District board meetings are the primary means through which a district conducts its business, establishes policies, develops programs, addresses issues, monitors finances, and reviews progress. It is important to recognize that all official and legal actions (contracts, approvals, policies, and delegations) must occur during properly convened board meetings. These meetings also provide an important forum for public engagement and serve as opportunities for education and awareness among district personnel, partners, and community members.

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In accordance with Pennsylvania’s Sunshine Law, districts are required to provide public notice of all board meetings in advance, including the date, time, and location. Meetings must be open to the public and include a designated period for public comment. (See Section 4 for more information on the Sunshine Law.)

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District boards are generally expected to meet monthly, though some districts may meet less frequently. District staff should prepare and distribute a Board Packet prior to each meeting. This packet should include the meeting agenda, minutes of the previous meeting, and relevant information or supporting materials related to pending board actions. Directors should be prepared for their meeting responsibilities and take sufficient time to review materials. Open and honest communication between directors and staff is encouraged to determine the type and amount of information needed prior to meetings.

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Meetings should begin on time and be conducted in an orderly, businesslike manner by the chairperson or acting chairperson. A quorum, which is defined as a majority of voting members, must be present to conduct official district business. Each district should adopt, follow, and periodically review a Public Comment Policy to guide participation during meetings.

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All meeting attendees should be recognized and encouraged to participate. Guests should be introduced, and partner agency representatives should be given time to provide reports, updates, and input relevant to district activities.

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District meetings should focus on items such as committee progress reports, updates from cooperating agencies, analysis of program performance, discussion of special concerns, evaluation of new program opportunities, project prioritization and approval, and conservation education.

 

District staff should prepare written reports in advance and be prepared to highlight or expand upon them as requested by directors. Annual goals and objectives should be reviewed regularly to ensure alignment with the district’s strategic and long-range plans.

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Attendance at District Meetings

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All directors are expected to attend district meetings regularly, as well as other events that directly affect the district’s conservation programs. Consistent attendance is essential to the effective operation of the district. While occasional absences may be unavoidable, they should be kept to a minimum.

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Directors who find they are unable to attend meetings regularly should consider resigning from the board or serving instead as an associate director, allowing an individual with greater availability to serve as a director. If scheduling conflicts affect multiple board members, the district may adjust the meeting schedule accordingly.

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Under Act 217, the Conservation District Law, any director who is absent from three or more regular district meetings within a year without due cause may be replaced by the county governing board. Directors should notify the district office in advance if they are unable to attend a meeting. When necessary, it is preferable to reschedule and readvertise a meeting rather than hold one without a quorum, as no official business may be conducted in the absence of a quorum.

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Parliamentary Procedure

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To ensure that district meetings are orderly and conducted in a businesslike manner, it is recommended that parliamentary procedure, such as Robert’s Rules of Order, be used. Parliamentary procedure provides a structured framework that facilitates fair and efficient decision-making and should be used to advance, not obstruct, the district’s business.

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Properly applied, parliamentary procedure allows groups to achieve their objectives efficiently, fairly, and respectfully. It is a flexible system guided by common sense and courtesy. Only one person should speak at a time, all participants should be afforded equal rights to participate, and while the majority rules, the minority retains the right to express differing views.

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Some tips when using parliamentary procedure include:

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• Introduce complex ideas through discussion; introduce simple ideas through motions.

 

• A motion should not be discussed or voted on until it has been seconded and restated by the Chairman.

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• A motion is seconded when action is desired. A person does not necessarily have to endorse a motion to second the motion. Discussion on a subject should follow a motion’s second.

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• The Chairman cannot ignore a motion. He must put a motion to a vote if it has been seconded.

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• A “call of question” is essentially a motion. If the Chair feels there has been sufficient discussion, they can ask for a vote on the motion being discussed.

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• Amendments to the motion should be seconded. After discussion, the Chair restates the amended motion and the group votes on the motion as amended. If a motion has to be amended more than twice, it should be reformulated and reconsidered.

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Associate Directors

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Associate directors are formally appointed by the district board, and while they do not have voting authority on board decisions, their knowledge, experience, and professional expertise can be valuable assets in supporting decision-making and assisting with district programs. They may be delegated responsibilities and authority comparable to that of regular directors; however, ultimate legal responsibility remains with the board of regular directors.

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Associate directors expand the district’s capacity to implement programs and facilitate the establishment of an effective committee structure to oversee various operational areas. When appointing associate directors, districts are encouraged to consider individuals from diverse backgrounds, including but not limited to sportsmen and outdoor recreation enthusiasts, civic leaders, business professionals and entrepreneurs, educators, and farmers. Selections should aim to broaden the scope of district activities by incorporating a range of skills, interests, and experiences.

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Associate directors may also be appointed to ensure geographic representation across the county or to fulfill specific program or technical needs. Districts may recruit individuals with specialized expertise or training to assist with particular projects or functions. Retired directors or other professionals who wish to remain active in conservation efforts are particularly well-suited to serve as associate directors. 

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There is no statutory limit on the number of associate directors a district may appoint. The position also serves as an effective training opportunity for individuals who may later serve as regular directors. Because it often takes several months for new directors to become familiar with the district’s programs and operations, serving as an associate director provides valuable exposure and experience in district governance and conservation program delivery.

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As with directors, associate directors may be reimbursed for mileage and out-of-pocket expenses as authorized by the district board.

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District Committees

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An effective committee structure is essential to the efficient and effective operation of a conservation district board. Committees allow for better use of board members’ time and expertise, prevent over-centralization of responsibilities, and help avoid lengthy and cumbersome board meetings. They also provide valuable opportunities to familiarize new board members with district programs, keep former members engaged, and recruit and train potential future directors.

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District boards can benefit from additional skills and expertise beyond those of their appointed directors. Many conservation districts invite community members with specific knowledge or professional experience to serve on committees. Engaging these individuals brings valuable perspectives and connections to the district and allows busy professionals to contribute to an organization aligned with their environmental values.

 

Committees may also draw upon expertise from professionals in finance, communications, law, or other specialized fields. While committee chairs should be members of the district board, other committee members may include associate directors, community volunteers, and partner agency personnel who can significantly expand the board’s capacity by contributing specialized skills, providing broader input on district issues, and supporting governance responsibilities without increasing the size of the board. District staff can also participate, offering important technical and operational insights.

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Certain committee meetings must comply with the Sunshine Law, which requires public notice and open access for committees that are legislatively established, deliberate district business, or make recommendations to the board. Examples of such committees include the Dirt and Gravel Roads Quality Assurance Board (QAB), Chesapeake Bay, and District Budget committees. Committees should be appointed by the Chair, in consultation with the district manager as appropriate.

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Effective committees are among the most essential working components of a conservation district. Committee work should be both productive and rewarding for participants and should directly enhance the district’s effectiveness. The board is responsible for defining each committee’s purpose, limitations, and responsibilities. Committee objectives must be clearly stated, and their activities should contribute directly to achieving the district’s goals and advancing its mission.

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Committee chairs should present regular reports to the district board during monthly meetings. Committees serve in an advisory capacity to the board; committees make recommendations; boards make decisions. Some committees serve as standing committees, meeting regularly to provide programmatic or procedural guidance, while others are ad hoc committees, created for specific purposes or short-term projects.

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There is no universal model for an ideal committee. The board chair should seek to appoint individuals who are engaged, work effectively together, and demonstrate initiative and reliability. While committees require effort to organize and manage, well-structured and active committees are among the most valuable assets to a successful conservation district.

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Typical standing committees created by conservation districts include:

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• Executive Committee - tasked with policy work and ensuring an annual agenda of board work is completed and aligned with district strategic objectives.

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• Finance Committee - tasked with oversight and interpretation of financial information for the full board, oversight for budget preparation and financial planning, and managing the auditor relationship.

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• Governance/Board Development Committee - tasked with reviewing board roles and responsibilities, assessing board effectiveness and encouraging board development, monitoring board composition and succession planning, and reviewing and updating bylaws.

 

Typical ad hoc committees created by conservation districts include:

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• Event-specific committees, such as for an annual banquet or fundraiser

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• Awards Committee

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Some districts also have board committees focused on specific programs or on specific areas such as personnel, facilities, and outreach.

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Volunteers and Interns

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Conservation District Directors can serve in various roles on and off the board (see Section 3) but this service is rendered voluntarily.  Volunteer directors exemplify civic engagement through their commitment to stewardship, responsibility, and service to the public good, and serve as an example to others in the community.

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For volunteers to find their service meaningful, it is essential that they see tangible results from their efforts. Achieving these outcomes requires effective supervision, coordination, and communication. Volunteers should have a clear understanding of their roles and how their contributions fit into the district's broader goals. When volunteers are well-informed and see the impact of their work, they are more likely to remain engaged and continue contributing to district programs.

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Supervising volunteers is, in many ways, similar to supervising paid staff. Districts should develop position descriptions for volunteers that outline duties, expectations, and qualifications. These descriptions need not be complex, but they serve several important purposes: clarifying the district’s needs, demonstrating that each volunteer role is meaningful, and providing written documentation that helps protect both the district and the volunteer.

 

Once position descriptions are in place, the board should establish procedures for recruiting, orienting, training, and evaluating volunteers. Some districts designate a volunteer coordinator to help manage these responsibilities and ensure volunteers have the support they need to be effective.

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Districts should make every effort to ensure that volunteers feel valued and fulfilled in their service. Volunteers are motivated by many factors, including personal growth, civic responsibility, and philanthropy. District leaders should seek to understand these motivations and provide opportunities for volunteers to achieve them.

 

Volunteers should be treated as colleagues—provided with a supportive working environment, encouraged to take on increasing levels of responsibility, included in planning processes, and regularly recognized for their contributions.

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Although directors and other district volunteers do not receive monetary compensation for their time, districts should reimburse them for mileage and other out-of-pocket expenses when authorized.

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Interns can play an important role in supporting district operations. Internships provide students with practical, hands-on experience that complements their academic studies. Many colleges and universities now require internships for graduation in certain programs. Districts anticipating short-term staffing needs—such as project-based work—may find that hosting an intern provides both valuable assistance and an opportunity to mentor future conservation professionals.

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Districts interested in hosting interns should prepare a job description specifying the position’s duties, duration, and whether it is paid or unpaid. Local colleges and universities can help identify qualified students. Interns not only bring new ideas and enthusiasm to district programs but may also become long-term assets as future volunteers or employees.

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District Public Relations and Outreach

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As a public organization, a conservation district has an obligation to maintain open communication and positive relationships with the citizens it serves. An effective public relations program enhances public understanding of the district’s mission, informs citizens about programs and policies, and builds public trust and support for conservation initiatives. Equally important, good public relations fosters strong internal communication, ensuring that all members of the district treat the public with fairness, impartiality, and respect.

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To achieve these objectives, the district should designate a staff member or qualified volunteer to coordinate public relations and outreach activities. This individual should be trained in communication strategies and familiar with the district’s programs and goals. Consistency is essential—district leaders, staff, and directors should all promote a unified image of the district in their interactions with the public, partner agencies, and the media.

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Districts can employ a variety of outreach methods to engage their communities and increase public awareness of conservation efforts. Examples include organizing tours and field days, developing brochures and newsletters, maintaining an active presence on digital platforms, and creating displays or demonstrations at community events. Using multiple communication channels—print, radio, television, and online media—helps reach diverse audiences across the county.

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Public outreach should be integrated into all district operations as a standing policy. Every interaction reflects upon the district’s reputation. Staff and directors should strive to provide courteous, professional, and culturally aware service to all individuals. Following through on commitments, maintaining prompt and polite communication, and recognizing the contributions of partner organizations all contribute to positive public relations.

 

Districts should always remember that their customers, partners, and citizens are central to the success of their mission.

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There are three basic steps to establishing an effective information, education, and public relations program:

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​​1. Formulate a District Policy – Identify the audiences your district needs to reach and determine the key messages that each audience should receive.

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​2. Establish a Committee – Create a public relations or outreach committee that includes members familiar with communication strategies and community engagement. This committee should represent diverse perspectives and help identify the most effective outreach avenues.

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​3. Set Goals and Integrate with Programs – Define measurable goals for the committee and ensure they align with the district’s overall objectives. Public relations efforts should complement and support technical and educational programs and priorities.

 

Strong media relationships are also essential for effective outreach. Districts should cultivate professional, mutually beneficial partnerships with local media representatives. By helping journalists understand the importance of the district’s programs, the district can amplify its message to the public. When engaging with the media, representatives should always be well-prepared, knowledgeable about the topic, concise, and focused on clear, factual communication.

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PACD Media Relations Resources