As part of our series on the Eight Characteristics of Effective School Boards, we’re highlighting districts that bring these principles to life. This month, we’re spotlighting Deerfield USD 216 for its commitment to the eighth characteristic: Team Development — investing in training and development to build shared knowledge, values and commitments.

In Deerfield, strong relationships, open communication, and a shared commitment to students have created a school board culture rooted in teamwork and trust.

Deerfield Board Vice President Keith Miller believes the board’s effectiveness starts with a strong connection to the district. “A majority of us are alumni of the school,” he said. “Something I’m proud of is we’re always willing to try. We’ve never just said, ‘No, we’re not doing this.’”

That openness to new ideas — like launching an e-sports program — comes from a student-first mindset that all board members share, even when they have different views. “When we do make the tough decisions, we really talk it through,” Miller said. “A lot of times we come to kind of a 7-0 agreement that, hey, we’re using common sense here. What’s the best thing for our school?”

Board President Jared Webb echoed that sentiment. “We all come from very different backgrounds. We all have very different jobs,” he said. “But at the end of the day, we respect each other’s opinions. We may not always agree with it, but we respect each other — which I think is where a lot of boards, not just school boards, can get sideways. When you let it get personal.”

Respect and communication are hallmarks of the Deerfield board culture. Board member Marilyn Danler said, “Just being open-minded, just letting each person on the board speak their mind, give their input on a situation — that’s really important to us.”

That focus on open dialogue often means longer meetings. “Our board meetings probably last longer than most,” Danler said, “because if we have a difficult situation, we spend time. We get everybody’s input. We will say to one another, if someone doesn’t agree with the group, we’ll say, ‘We see your point. We see what you are saying.’”

Webb added, “Agreeing to disagree at times, but then letting everybody say their piece too, and not trying to shut people down — that’s key. We all want to do what’s best for the kids.”

Superintendent Crystal Steinmetz, in her first year leading the district, says that communication and support have been critical in helping her succeed. “Being a first-year superintendent, I really rely on them for feedback, and I have lots of questions,” she said. “I really appreciate that I have the support — I feel like we’re a united front either way. We decide as a team, and then we move forward as a team.”

Deerfield board members have found ways to prioritize strategic thinking amid the day-to-day work. One example: setting aside time in months with a fifth Monday for strategic plan meetings.

That long-term planning was essential when the district prepared for a $7.5 million bond election in 2023. “When we went into this bond issue, it was challenging, and it took us a good year of preparation even before it went to a vote,” Webb said.

But the planning paid off — both in facilities and community trust.

“I literally had one of our local pastors that came to one of the initial meetings with his sticky notes and wrote down everything that we said we were going to do with this money,” Webb said. “And then when we had our open house, I walked him through, and he had the same sticky note and was marking things off. And once we were done, he said, ‘Okay, you guys did everything you said you were going to do.’”

That kind of follow-through and trust starts with aligned expectations. When Steinmetz took the superintendent role, the board held a retreat with her to clarify goals — a session led by KASB.

“We did a retreat. KASB helped lead it, but it was super helpful,” Steinmetz said. “As a team, we worked through their goals as a board, and that helped guide me in what they expected from me. That gave me a clearer picture of their heart as a board.”

She’s committed to keeping that trust through transparency and integrity. “I expect that from my teachers, I expect that from my kids, and you have to model it,” Steinmetz said. “I model that for them, and then I model that for my board. Just anything I do, I want to make sure I’m being transparent, I’m being honest, and I have that integrity — because once that’s gone, you can’t really repair that.”

Board Clerk Reyna Royer sees the results of that alignment every day. “It makes it easier, because you don’t feel like you’re in the middle,” she said. “They work together pretty well, so I don’t feel like I’m in the middle of the board and the superintendent.”

Part of that strong foundation comes from a commitment to professional growth. The board regularly attends the KASB Annual Convention and holds yearly training sessions together.

“As far as the school goes, I feel like it’s balanced appropriately,” Steinmetz said. “We collaborate together, but we each understand our roles. I want that to continue as I grow in my strengths as a superintendent, because if we’re not collaborative, then we lose the different perspectives.”

In Deerfield, teamwork is more than just cooperation — it’s an active choice to support one another, grow together, and stay focused on the shared mission: helping students succeed.