1. Pay attention early.
As much as school administrators must ethically stay out of local elections, the outcome of those elections has a significant bearing not only on the direction of the school district but also on the work-life of administrators.
Having some indication of the board's priorities, the issues of interest, and the backgrounds of those seeking to join the board can help prepare you for possible outcomes. What are the major issues in the campaign? What is important to those running? What are the perspectives of those running?
The new members will bring those perspectives and priorities to the board table. Knowing potential board members before the ballots are counted can give you space to think through how you’ll frame your work and prepare you to respond to and support new members.
Taking time to consider how to frame the responses when information is incorrect or incomplete will help you work more effectively with your new board members.
2. Be part of the welcome or intake process.
Ideally, the board, in consultation with the superintendent, has a welcome or intake process for new members, during which they are briefed on topics such as how the board's work is structured and how it interfaces with the administration.
As the board’s work necessarily has a strong connection to your work as a school business administrator, you and your office staff should be included in new member orientations. Discussion topics might include the process to follow when a member has a budget-related question, how the budget is developed and when the board becomes involved, and what finance reports come to the board and on what schedule.
Your being part of that orientation allows board members an opportunity to get to know you as the person who knows the numbers (and so much more).
3. Remember that no one runs for office on what they don’t know.
New members of your board ran for office because they had opinions about the district. The election process magnifies that, putting them in situations where their thoughts and opinions may be sought and magnified over the weeks or even months of the election season.
Those opinions may be based on solid information, or they may be based on no information at all. It can be difficult for new members to come to terms with what they don’t know, particularly after going through the election experience.
If you’ve followed the discussions during the election, you have an advantage: You’ve already worked out what the perspectives and positions are, and you’ve had time to think through how you will present information from your office. Taking time to consider how to frame the responses when information is incorrect or incomplete will help you work more effectively with your new board members.
4. Trust is built over time.
Ultimately, the relationship between the school board and the school business official must be founded on trust. Trust is built slowly, and it can be destroyed quickly. Be patient in building relationships with new members. As they learn to trust your numbers and your words, the relationship between the business office and the board will be solidified.