Pete Hoepfner, Board Development Coordinator
As we wrapped up another successful AASB annual meeting last month, I found myself reflecting on the energy in those training sessions about effective meetings and policy governance. Board members from across Alaska gathered to sharpen their skills, share challenges, and recommit to the work that matters most—serving our students and communities. In my conversations across the state, I’ve been reflecting on an important question: When was the last time your board reviewed Article 9 of your bylaws, assuring that your bylaws reflect your current practices and procedures?
I know, I know—bylaws aren’t exactly thrilling reading material. But here’s the thing: your board’s 9000 series policies are the blueprint for everything we discussed at the annual meeting. They’re where the rubber meets the road on effective meetings, proper procedures, and accountable governance. In my role as board development coordinator, I’ve seen boards operate under bylaws that haven’t been reviewed recently, that might contradict their current practices and procedures, or that fail to embed practices and procedures within the bylaws themselves.
During our training sessions, we talked about the importance of clear agendas, appropriate public comment procedures, proper use of parliamentary procedure, and accurate minute-taking. We discussed how the chair should facilitate rather than dominate, how every board member deserves equal voice and information, and how “no surprises” should be a governing principle. All of these best practices should be reflected in your bylaws—specifically in policies like BB 9323 (MEETING CONDUCT) and related sections.
Here’s a practical suggestion: at your next board meeting, take fifteen minutes to pull out your Meeting Effectiveness Scale, linked below. This simple checklist can be a powerful diagnostic tool. Go through it together as a board. Can you check off that an agenda was used and followed? That members came prepared? That parliamentary procedure was used effectively? That decisions can be clearly linked to your strategic plan? Most importantly, was “Is it good for kids?” the criteria for your decisions?
If you’re checking most of those boxes, congratulations—you’re doing the work. But if you’re finding gaps, don’t be discouraged. Those gaps are simply showing you where your board needs support, and often that support starts with your foundational documents.
Consider this scenario that came up in our training discussions: public comment. Many boards struggle with this. Comments drag on, become personal attacks, or derail the meeting entirely. But when your bylaws clearly outline procedures—time limits, sign-up requirements, scope of comments, follow-up processes—and when your board president consistently enforces those procedures with courtesy and respect, public comment becomes manageable. It protects both the public’s right to be heard and the board’s ability to conduct business efficiently.
Here’s a related question that often gets overlooked: How does your board address email correspondence from the public? Is there a process identified in your board bylaws? In today’s digital world, many board members receive multiple emails daily from parents, staff, and community members. Without clear procedures, some board members might respond immediately while others stay silent, creating confusion and the appearance of unequal treatment. Your bylaws should address how public correspondence is handled—whether emails are forwarded to the superintendent for response, acknowledged with a standard reply, or addressed through another consistent process that maintains the board’s collective authority.
The same principle applies to so many aspects of board operations. Clear expectations about how items get on the agenda? That should be in your bylaws. Protocols for executive session? Check your bylaws. The superintendent’s role at board meetings? While that might seem minor, it reflects important governance relationships that your bylaws should address.
One of the most valuable insights from our annual meeting training was this: the board only exists in the context of the board meeting. It’s where your work gets done, where the public sees you in action, and where your district’s values are demonstrated or undermined. That’s why your bylaws—your Article 9 policies—matter so much. They’re not bureaucratic red tape; they’re the guardrails that allow you to govern effectively even when things get contentious.
So here’s my challenge to Alaska’s school board members: schedule a bylaws review retreat in the coming months. Bring your Article 9 policies, bring the Meeting Effectiveness Scale, and bring the notes you took at the annual meeting. Look at the alignment—or misalignment—between what you aspire to do and what your governing documents actually support you in doing.
Our students deserve boards that operate with clarity, efficiency, and purpose. That starts with the foundation—your bylaws. When those are solid and current, everything else we learned about effective meetings becomes not just possible, but sustainable.
The annual meeting reminded us of what good governance looks like. Now it’s time to make sure our foundational documents support that vision.
