Abstract
Purpose. The purpose of this study was to identify factors which influenced school board members to vote in favor of a Maintenance Assessment District (MAD); examine strategies used by board members to obtain support and overcome opposition to the MAD concept within the community; determine the role of the superintendent and other district-level administrators during the implementation process; and identify how MAD revenue is used in six California school districts. Methodology. Two methods were used to collect data: semistructured interviews and survey of documents. Interviews were used to obtain perceptions from school board members. A survey of documents was used to corroborate data obtained during interviews. Findings. (1) Unaddressed safety issues and maintenance personnel layoffs were factors which most influenced board members to support a MAD. (2) Board members indicated that there was little or no external support for the MAD concept; however, there was organized opposition. (3) A variety of strategies to overcome community opposition to the MAD concept was identified by respondents. (4) Board members in three districts characterized the superintendent's role as significant; but, in three districts respondents described the superintendent's role as low key or minimal. (5) All respondents rated the MAD as being successful in meeting its intended goals. Conclusions. Some conclusions are: (1) school districts can successfully implement a MAD as an alternative revenue source; (2) school board members are not likely to lose their office for supporting a MAD; (3) consultants played a critical role during the implementation process; (4) board members will continue to support a MAD until state funding for public education is significantly improved. Recommendations. Some recommendations are: (1) board members should receive additional training in effective listening skills and dealing with other people's anger or excitement; (2) a MAD marketing plan should be developed by the school district; (3) certificated and classified employee organizations and key communicators in the community should be involved in the MAD implementation process; (4) further study should be done to determine why the level of community opposition diminishes after the initial implementation process.