Standard 7: Volunteers, Staff and Consultants
The land trust has volunteers, staff and/or consultants with appropriate skills and in sufficient numbers to carry out its programs.
The work of a land trust is substantial, diverse and often technical or specialized, and includes fundraising, public relations, financial management, landowner contact, designing and carrying out transactions, legal and tax matters, and land and/or conservation agreement monitoring and management. A land trust that acquires, owns, or manages land or conservation agreements, even temporarily, is dealing with complex issues and thousands or even millions of dollars’ worth of assets. Conducting this work properly takes trained individuals. If a land trust is completely managed by volunteers, they have a responsibility to see that the work is carried out with appropriate expertise and supervision, and that a sufficient number of people share the work. If the land trust has staff, it must be sure that the staff is properly trained to manage the complex tasks of land conservation, and the board must establish appropriate policies and procedures to guide staff. All land trusts must engage outside expert help in the event they do not have sufficient time or expertise in-house and must be sure to select projects that are consistent with their capacity.
- Income Tax Act, SC 1985, c. I;
see Canada Revenue Agency guide “Employee or Self-Employed?” at:
- Employment Standards Act, RSBC 1996, c. 113.
- Workers Compensation Act, RSBC 1996, c. 492.
- Human Rights Code, RSBC 1996, c. 210.
- Canada Pension Plan, c. C-8.
- Employment Insurance Act, SC 1996, c. 23.
If the land trust uses staff, each staff member has written goals or job description and periodic performance reviews. Job duties or work procedures for key positions are documented to help provide continuity in the event of staff turnover.
Staff help provide organizations with capacity to take on certain projects and with specific technical skills. When hiring staff, written job descriptions are important. The process of writing a job description helps evaluate whether the duties assigned to that person are reasonable. Job descriptions protect employees, outlining what is expected of them and providing a basis for evaluation. Likewise, a job description protects the organization by making sure that the responsibilities are not disputed. Key staff should periodically document the processes they use to carry out their responsibilities and the lessons they have learned in developing or implementing programs. This documentation helps organizations learn and grow, and makes transitions to new staff easier.
CLTA Assessment Questions
- Does the land trust have written job descriptions and annual goals for each staff member?
- Are job duties or work procedures for key positions documented to help provide continuity?
Resources: Example Policies & Template Documents
- Smiley Volunteer Coordinator Job Desc
- CCLT Conservation Covenant Ass't Job Desciption
- KHC Communications Outreach Job Desc
- DSF Communications Specialist Job Desc
- CPAWS Park Education Intern Job Desc
- GLT Projects Manager Job Desc
- CCLT Business Outreach Representative Job Description
- GLT Kids Camp Assistant Job Desc
- ITF Ecosystem Specialist Job Description
- GLT Rejection Letter
- GLT Watershed Technician Job Description
- CIPC Coordinator Job Description
- SOS Project Officer Posting Aug 2006
- GLT Intern Job Desc
- GLT Executive Director Job Desc
- GLT Wshed Tech Voluntr Coord Job Desc
- GVCEC Admin & Commuications Assistant Job Description
- MLT Executive Director Job Desc
- Smiley Executive Director Job Desc
- GLT Volunteer Coordinator Job
- GLT Project Assistant Job Description
- CCLT Stewardship Support Rep
- WLT Development Director Job Desc
- GLT Hire Letter Example
- GLT Stewardship Coordinator Job Desc