Recruiting board members: should superintendents have a role in the process? A survey finds divided views

School Administrator, Feb, 2004 by Jack McKay, Mark Peterson

Should a superintendent become involved in the recruitment of new school board members? Because of the importance of who serves on the school board and their individual and collective motives, does the superintendent leave the recruitment and selection of new board members to chance or does he or she become involved in recruiting?

This is a dilemma every school leader faces because the superintendent's future depends on what agenda items the new school board members bring to meetings.

Local school boards are a strong symbol of the democratic ideals of public school governance. However, for various reasons, fewer citizens seem willing to serve on local school boards today. Generally, the fewer candidates seeking a berth on the board, the more likely the issues of the school district will not be debated fully and resolved. This may mean a candidate's position on critical school issues may not be known before election day and this may run counter to the best interests of the public schools.

For superintendents, particularly during the third and fourth year of their tenure, as many as a third to a half of the school board members who selected the superintendent do not seek re-election. The significant changeover in school board membership may be subtle, but often a new dynamic or chemistry occurs. This makeover may result in new mandates and altered relationships between the superintendent and the board members. The ability to anticipate and understand the new dynamic is critical to the superintendent's continuing tenure.

Situational Queries

Early last year we distributed a survey to superintendents in two Midwestern states. Demographically, 80 percent of the respondents were located in communities of fewer than 4,000 citizens, and 61 percent had more than 16 years of experience as a superintendent.

The superintendents were asked to respond to a series of situations relating to their involvement in the recruitment of new school board members. For each situation, participants were to select a possible response from a list provided.

* Scenario: The primary critic on the school board has submitted his or her resignation. What would you do?

Almost 50 percent of the participating superintendents indicated they would encourage school board members to contact advocates of the school board's current direction. Another 30 percent said they would do nothing. Only 13 percent would directly contact an advocate of the current direction.

Current school board members have the most influence over who decides to run or to stay on the board. Those board members who are well thought of in the community can have a great deal of influence and usually those board members will communicate with the superintendent about potential candidates. Sometimes, however, a dark horse will emerge in an election carrying a separate agenda that is not influenced by other board members or the superintendent.

Overall, the superintendent must appear at arms length from the recruitment of board members and even more importantly refrain any partisan involvement in the public election. Even if the results don't go the way the superintendent wants, the superintendent still has an opportunity to work with the new member to bring him or her on board.

* Scenario: A vacancy opens on the school board. A strong advocate of your leadership approaches you about applying for the school board vacancy. What would you do?

Two-thirds of the surveyed superintendents would encourage the advocate to apply while 22 percent would encourage the school board members to contact the advocate to apply. Only three percent would do nothing.

A Critic's Candidacy

* Scenario: a vacancy arises on the school board. A known critic of your leadership of the school district has informed you about applying for the vacancy. What would you do?

Thirty-four percent of the participating superintendents would encourage the critic to apply for the vacancy. Another 34 percent said they would do nothing. Twenty percent would encourage the sitting school board members to contact a known advocate of their leadership. Only 11 percent of the superintendents would contact an advocate directly.

The problem with the superintendent being involved in the school board selection process is what happens when the person you oppose is elected. Superintendents need to work with all board members, therefore you cannot appear to favor one member over another.

There is a helpless feeling when a group in the community pushes candidates for the board on a platform of change in the superintendency. It is tough to deal with this kind of political action. Some see this as a signal to blow the dust off the resume.

* Scenario: There is a vacancy on the school board. The current school board is basically split about your contract renewal. What would you do?

Thirty-five percent of the superintendents would encourage their advocates on the school board to contact other advocates to apply for the vacancy, while a third said they would do nothing. Thirteen percent would directly contact an advocate to apply for the vacancy.