MISSOURI'S PARKS, SOILS, & WATER SALES TAX: ONE COUNTY'S ROCKY ROAD TO SUCCESSFUL IMPLEMENTATION OF COST-SHARED BEST MANAGEMENT PRACTICES
Natural Resources/Aquaculture
Darla Campbell
Community Development Specialist
University of Missouri Extension
Lancaster
Abstract
Missouri’s Parks, Soils, and Water Sales Tax, established in 1984, fuels critical conservation efforts across 114 Soil and Water Conservation Districts (SWCDs). This presentation delves into Schuyler County’s transformative journey from stagnant adoption of Best Management Practices (BMPs) to a 530% increase in implemented practices (10 in FY2023 to 63 in FY2025) and a 305% increase in contract payments ($108,786 to $440,095). Principle outcomes include 4,750 tons of topsoil saved, a strengthened local economy, and improved grazing management. The board identified the challenges, and through trial and error, discovered viable solutions. Employee turnover has been an issue for several years. This was addressed by clarifying expectations and organizational culture, collaborating with the Department of Natural Resources (DNR) to raise salaries, enhancing the leave policy, and developing a structured training program with the Natural Resources Conservation Service (NRCS). Contractor delays were handled with policy reform requiring contractors to justify deadline extensions directly to the board, ensuring accountability and timely project completion. Partnership synergy was enhanced with NRCS and the Missouri Department of Conservation which enabled workload sharing and cross-training, maximizing limited staff capacity. MU Extension focused on research-driven policy, compiling insights from top-performing districts to inform local policy change, prioritizing high-impact BMPs, accountability, and short waiting periods for implementation. MU Extension’s role also included landowner education through newsletters and programs. Schuyler’s success underscores the power of blending local governance with scientific rigor. Elected landowner board members ensure community buy-in. Transparent application of the process; concise communication with landowners and partners; and access to resource area funds after 90% spenddown, built trust and accelerated practice adoption. Key replicable lessons learned are (1) Invest in people with competitive salaries or other compensation, clearly define expectations, and cross-train to reduce employee turnover; (2) Expect and enforce accountability as accomplished with the contractor’s request for time extensions. This policy change has elevated structural practices receiving cost-share funds to a higher priority level for contractors thus getting funds spent in the community; and (3) Leverage partnerships to amplify impact.
Authors: Darla Campbell
-
Darla Campbell Regional Field Specialist in Community Development, University of Missouri Extension-Schuyler County, Missouri, 63548