National School Boards Leadership Council Guidance Document
The Purpose and Background
In December of 2018, the National Education Association published an article accidentally saying the quiet part out loud. For years, there has been a secret partnership between school board associations, superintendent associations and the national teacher unions.
“A good relationship takes time to build, and along the way, trust is formed, collaboration grows, and the collective does better. The same holds true when district leaders, unions/associations, and school boards work together. Decades of research support this claim… the National Labor Management Partnership, which brings together top leaders from The School Superintendents Association (or AASA), American Federation of Teachers, National School Boards Association, and the National Education Association.” - The Case for Collaboration is Clear
In 2021, parents that wanted students to return to in person learning among other things, a position opposed to guidance given by the American Federation of Teachers to the Center for Disease Control, were labeled domestic terrorists in a letter to President Biden by the National School Board Association (NSBA).
It was no longer palatable for school boards to be so closely and obviously aligned with the teacher’s unions. Shortly afterward, the Coalition of State School Board Associations was started by the half of state school boards that defected from the NSBA. Despite being different in name, the legislative priorities once again fused
Expand the role of public schools into mental health, childcare, nutrition etc.
Eliminate all private competition models
Increased funding while reducing accountability
Increasing industry barriers to entry that necessitates increases in benefits and wages
Increased dependence on computer and online tools for instruction despite its negative effects on child development.
COSSBA priorities listed here, are mirrored in NSBA here, and NEA issues, here despite telling school board members it is unethical to allow special interest groups to influence their decisions.
Local School Boards serve as an accountability check on districts, administrations and employees ensuring they are complying with the will of the local community while using public resources. The need for effective training for that purpose has never been greater than now. This document was prepared by NSBLC in order to dispel the myths surrounding board service and prepare board members for the thankless task of public service.
A board member shall
A board member has a freedom of speech and a mandate from the community to keep the promises and or positions they offered during his/her campaign. School board members typically enter office for a four year term by swearing an oath of office to the State and U.S. Constitutions. School board member responsibilities are often described or explicitly outlined in state law but there are common themes throughout each state. Below are commonly held powers and responsibilities of school board members as a part of his/her school board.
Know the State and federal laws that affect your school district.
Understand your state public records and public meetings laws.
Be familiar with, write, and review current school board policies and bylaws.
Hire and evaluate a district Superintendent and Treasurer.
Develop and evaluate a strategic plan for the district’s future.
Oversee the development of an annual budget and fiscal forecast.
Investigate and approve all curriculum and instructional materials.
Know the demographic information about your district for example: number of school buildings, enrollment, number of households in your community, revenue/expenditures and other “vital statistics” of the district.
Conduct and participate in orderly meetings often using Robert’s Rules of Order.
Keep open lines of communication between staff, the board and the community.
Establish and use objective criteria for the evaluating of staff, programming and goals.
Establish and publish an organizational chart and support transparency with your community.
A board member shall not…
….an advisor to the superintendent.”
The superintendent is hired and evaluated by the board. Directives from the board are not “advice” and should not be considered optional. The board’s will represents the communities “attitudes” in aggregate. More specifically, the will of the community is represented in the actions of the board and watering that down to a public relations impression is an error in category and does a disservice to the community’s role in local control.
….a liaison between the community and the district.”
This often cited line fails to recognize the school district as an institution providing a public service, education. The school district does not get to dictate with any authority how public resources derived from the consent of the people are used.
….required to evaluate the superintendent solely on information the superintendent provides.”
As a public official charged with evaluating the superintendent and by extension the state of the schools, board members should be free to enter into the schools for a supervisory visit without announcement. It is perfectly acceptable to check in but board members should not be required to request an appointment and he/she cannot be barred from making internal appraisals of what he/she sees and experiences.
Along that vein, policies that prohibit staff members from talking to school board members and attempt to restrict the topic of conversation may very well infringe upon a teacher’s freedom of speech and/or a board members ability to receive alternative sources of information related to district functions and climate.
….required to present a unified front and vote in unison on issues.”
The board consists of several members because the viewpoints of several members are considered valuable. If it were not, there would only be one member.
….required to support a decision after it is made by the board.”
Much in the same way the board member cannot speak for the board, the board cannot speak for the member without the members approval. It doesn’t make sense that a board member votes no on an issue only to support the issue after the item passes with a majority yea.
….required to defer to the superintendent or treasurer in all matters or “trust the professionals.”
A good board member exercises oversight and asks open ended questions to seek information to be informed and make informed decisions.
Board Member do’s and don’ts
Do’s
− Plan for plenty of time. A good board member spends more time than pay implies preparing to do the good work for the public and students.
- Establish lines of communication for board member constituents to hear from the board member about his/her positions, votes and reasons. Establish a website or place where he/she can communicate out to the community and be clear about the less public ways constituents can reach back out to the board member. Email or phone number.
− Establish Specific, Measurable, Attainable, Relevant and Time-Bound (SMART) goals where possible.
− Attend all committee meetings he/she can.
Don’ts
− Allow consent agenda items that shield the board and administration from transparency.
− Delete public records regardless of the embarrassment or political difficulty they may cause.
− Conduct secret discussions on district business unless explicitly authorized by law.
− Vote to approve items if he/she doesn't know what they are. − Leave open an official social media page where the board member allows trolls to congregate on a platform his/her constituents will look for the board member on.
© NSBLC, 2024
NSBLC does not provide legal advice. Nothing in this document should be construed as legal advice. Please seek out an attorney if you have legal questions or concerns.