As a treasurer/CFO, one of the most important responsibilities during an election year is helping onboard new board members. This process provides a valuable opportunity to share essential information and to build relationships, clarify roles, and set the stage for effective collaboration.
While the superintendent also plays a critical role in onboarding, this article focuses on the treasurer/CFO’s perspective and responsibilities.
Laying the Groundwork Before Taking Office
Before new board members take office, it’s important that they understand both their responsibilities and the district’s current financial and academic standing. Providing clear, accessible information helps lay the foundation. Key materials to share include:
· Ohio Ethics Laws and Sunshine Law Guidance:
Ensure new members understand open meetings requirements, executive session rules, and conflict-of-interest provisions.
o Ethics Law Overview (Ohio Ethics Commission)
o Sunshine Laws Manual (Ohio Attorney General’s Office)
· Board Policy Manual and Negotiated Agreements:
These outline district operations and labor relations. Members coming from the private sector may need context regarding Ohio public employment laws.
· Financial Documents:
Sharing the latest financial packet, audited financial statements, and forecasts helps new members understand the district’s financial position and the purpose of each document.
· Strategic Planning Materials:
Providing the district’s strategic plan, capital plan, and cash balance policy gives members a clear picture of the district’s vision and priorities.
All of these resources can be compiled into a Board Member Resource Packet, available in print or electronically (for example, in a shared Google Drive folder).
Hosting the Onboarding Meeting
Once new board members have reviewed the onboarding materials, the treasurer/CFO should coordinate with the superintendent to hold an onboarding meeting. The goal is to establish personal connections and review key operational topics, such as:
· The district’s organizational chart and strategic plan
· Chain of command and guidance for community interactions
· Communication expectations for the Superintendent and Treasurer/CFO
· Public records and Sunshine Law requirements
This is also an ideal time for the treasurer/CFO to explain their role, including fiscal responsibilities and duties such as serving as the district’s public records custodian.
Building Understanding and Trust
Helping new members grasp the district’s financial picture builds confidence and strengthens the board’s working relationship with the Treasurer/CFO. Consider offering a “School Finance 101” series to cover topics such as:
· The budget cycle, appropriations, and the forecast
· District tax rates, levy history, and financial reporting
· How to interpret monthly and annual financial statements
Breaking these topics into multiple sessions allows time for deeper discussion and questions, helping members feel more comfortable in their fiscal oversight role.
Preparing for the Organizational Meeting
The organizational meeting is one of the most important sessions for new boards, and the treasurer/CFO plays a key role in ensuring it runs smoothly. Key responsibilities include:
· Administering the Oath of Office for newly elected members
· Guiding the election of the board president and vice president while ensuring all procedures comply with legal requirements
· Managing approvals for annual organizational items, including committee appointments and authorizations for the superintendent and treasurer/CFO
Providing a clear checklist and detailed instructions helps both new and returning members navigate this meeting confidently. (See this memo from Edgerton Local Schools.)
Encouraging Continued Learning
Finally, encourage new members to participate in professional development through the Ohio School Boards Association, such as the New Board Member Academy and OSBA Capital Conference. These opportunities reinforce local onboarding efforts and connect members with peers statewide.
In summary, thoughtful well-structured onboarding not only prepares new board members to serve effectively—it also builds trust, strengthens governance, and sets the stage for productive collaboration throughout their term.