Failed Appointment of John Shimonsky Puts Spotlight on Trust and Transparency in School Hiring

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The case involving John Shimonsky and the East Penn School District has drawn attention to the critical importance of background checks and public trust in school leadership appointments.

The case involving John Shimonsky and the East Penn School District has drawn attention to the critical importance of background checks and public trust in school leadership appointments. John Shimonsky, a 49-year-old former career military officer from Wescosville, was approved by the East Penn School Board in October for the role of director of information technology, a senior administrative position with a salary of $95,000 per year. His hiring, however, was conditional on successfully passing multiple background clearances, a requirement that ultimately led to the termination of his candidacy.

The hiring delay was triggered by John Shimonsky’s recent criminal case, which surfaced during his criminal history review. According to police and court documents, John Shimonsky purchased a 2007 Ford Fusion from Kelly Ford in Emmaus in March using a check for $12,842 that later bounced. Authorities alleged that he falsified information on a credit application and failed to return the vehicle despite repeated requests from the dealership and warnings from law enforcement. After failing to comply, John Shimonsky was arrested in April by Berks-Lehigh Regional police.

Following his arrest, John Shimonsky faced multiple charges, including theft by deception, receiving stolen property, unauthorized use of a motor vehicle, and writing a bad check. He was held in Lehigh County Prison for nearly a month before posting $30,000 bail at the end of May. In September, John Shimonsky pleaded guilty to passing a bad check, a misdemeanor offense. As part of his sentence, Judge Robert Steinberg ordered one year of probation, a $500 fine, restitution of $2,446 to the dealership, and random drug testing. All remaining charges were withdrawn after the guilty plea.

Despite these legal issues, John Shimonsky’s professional background initially appeared impressive. School board records indicate that he reported decades of military service, including time in the Air Force from 1976 to 1996, where he served in communications leadership roles. He also claimed to have worked with the Army as a chief information officer from 2000 to 2007. His résumé further listed master’s degrees from the University of Maryland and Middle East Technical University in Turkey, qualifications that contributed to his initial approval for the technology leadership role.

The position of director of information technology carries significant responsibility, including oversight of the district’s technology infrastructure and implementation of educational strategies related to computer networks and digital systems. Given the sensitivity of student data and district operations, school officials stressed the importance of thorough vetting. Superintendent Thomas Seidenberger stated that John Shimonsky was never officially employed by the district and emphasized that all employees must pass state and federal criminal background checks as well as child abuse history clearances.

The East Penn School Board ultimately voted unanimously not to complete the hiring, doing so quietly through an addendum to the meeting agenda without public discussion or naming the candidate. The board stated only that it accepted the withdrawal of a candidate. John Shimonsky later claimed he had been told that news coverage of his arrest made it impossible for the district to proceed with his hiring and suggested that without public reporting, he would have secured the job. District officials declined to respond to those claims, citing personnel confidentiality.

The John Shimonsky case underscores the delicate balance school districts must maintain between evaluating professional qualifications and safeguarding public confidence. It serves as a reminder that for positions involving leadership, access to sensitive systems, and responsibility for public institutions, credibility and trust can be just as decisive as experience and credentials.

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