Having served as superintendents (and one of us serving on a school board), we have run into our share of ‘loose cannon’ school board members. In talking to our colleagues and fellow board members, no district is immune from this issue. The questions are why do these people want to serve on a school board, what motivates them, why do they wish to be a disruption to the process, do they even know or care that they are hindering the district’s progress or care, and most importantly, what are some steps other board members and superintendents can take to ease, or hopefully bring this difficult person on board?

First, it is important to know why people want to run and serve on their local school board. Most people state they want to give back to their community to ensure their district remains strong, as strong schools build strong communities. They also want to see students receive an education that prepares them for whatever may lie ahead.

Unfortunately, too often, people run for school board for the wrong reasons: they feel their child received unfair discipline; they are concerned about rising tax rates; they have a family member who works for the district, and it is their goal to protect them no matter the circumstances; they want to be certain their child gets every advantage (academically, athletically, socially) and a host of other reasons. Often, their agenda is to be certain to get rid of the superintendent, a particular administrator, a teacher, or other employee. These personal agendas can cause a district serious legal problems and create a poor community culture.

So, what can the remaining members do to address these issues and this outlier? The first and most important step is to have an effective onboarding process. Everyone went to school, but not everyone has managed a school. Ask any current school board member, and things are a lot different on this side of the table. Explaining the budget process is a critical start. Most people do not realize that the school board has control of less than 6% of the actual budget. Salaries, benefits, contracted services, transportation, and the like consume over 94% of an average school district’s budget. This is an important lesson for board members to learn. Providing the contracts of contracted services (i.e., transportation, solicitor, service maintenance agreements, etc.) will help to begin to explain the budget process.

When it comes to personnel, it is important that new board members receive copies of every personnel contract, including teachers, support staff, superintendent, administrators, support administrators, etc. Personnel issues consume a great deal of time and effort on the part of the superintendent and the board. Often, decisions are controlled by the terms of a contract. Providing the terms and conditions of these contracts will save a lot of needless aggravation on everyone’s part.

Next, explain the operations of the board and share board policies. Does the board operate by committees or a committee of the whole? How is information shared between board members and the superintendent? What is the relationship between a board member and the solicitor? What should a board member do when contacted by a citizen? It is critical that each of these questions be addressed early on in a board member’s tenure.

So, you have done all the above, and the board member still is not a team player. What are some suggestions to address this board member’s behavior?

First and foremost, treat this person with respect and dignity, and most importantly, remember that they are typically not mad at a specific person but at a situation. The key is to separate the emotion out of the scenario and approach each situation calmly and with facts.

Next, be certain this person is not only heard but that they are also respectful toward others. The respect they expect to receive is the same respect they should show. After all, the board is to set an example and model proper behavior for the community and, most importantly, for the students we serve.

Here are some specific issues that may arise and some possible solutions.

• A board member uses social media to discuss school district matters—Remind the board member that the district will present information to the media and the community. There have been cases where a board member ‘blocks’ citizens from social media accounts. As this board member has created a public forum, blocking users may violate laws and cause legal issues for the district. Advice from the solicitor is critical in this type of situation.
• A board member continually interrupts others—Have a private conversation with this member. They may not be aware of their behavior and the disruption it is causing. If this does not resolve the issue, it is up to the president of the board to be certain only one person is speaking and being heard at a time.
• A board member verbally attacks another member or a member of the community during a meeting—Again, it is the president’s responsibility to remind everyone that the board represents the community and sets an example of civility to the community and the students.
• A board member uses foul or inappropriate language—There is no excuse for this type of behavior. Again, members must be reminded that the board sets the standard.
• A board member shares items from executive sessions with the public—This type of behavior, especially during ongoing negotiations, can cause serious legal problems. All members must be reminded that executive sessions are confidential by nature to protect students, employees, and the district. If a member persists in releasing confidential information, the solicitor may need to intervene, or the member may be asked not to attend executive sessions.
• A board member frequently calls the solicitor—Only the superintendent, and, on rare occasions, the board president, should ever communicate outside the board room with the district’s solicitor. This type of action will financially affect the district. Remind the board member to first consult with the superintendent and all the board members. If this continues, the remainder of the board must direct the solicitor not to accept/return the calls.
• A board member springs things on the board and the superintendent in a public meeting—Remain calm but remind the member that this is not a good business practice. If you truly are a team of 10, blind-siding any team member is inappropriate and unprofessional. Simply state that the information is not presently available, but it will be provided, if possible, at the next public meeting, and ask that future requests be made in advance.

These are just a few examples that we have encountered over the years. The remaining nine members of your team of 10 must stay focused and united and support the actions of the superintendent and the board president. After all, that is why you appointed the Superintendent and elected the Board President. Support your decisions on these two appointments and continue to set a positive example for your community, staff, and, most importantly, the students you serve. Maintaining your composure will be evident, and the public will appreciate your effort.

Aubrie Schnelle (aschnelle@moniteau.org) is the superintendent of Pennsylvania’s Moniteau School District and has been an administrator for the past nine years at various levels. Michael Panza (mpanza@moniteau.org) is a retired superintendent and president of the Moniteau School Board for the past five years.