What’s going on at Sounding Board?

March 23, 2022 by Leave a Comment

Someone recently asked me, “So, what projects are you working on for your clients?” I wanted to respond, “What am I not working on for my clients?”  It’s been a busy season, for sure!

I am incredibly grateful that my school district clients are in a position where they can plan ahead and grow their programs–having been in the COVID-19 journey alongside them, two years ago, we were sending out messages about schools being shut down, and then the quick transition into remote learning.  One year ago, we were finalizing school reopening plans (remember those?!) and sending out messages to transition students back into in-person learning. School and programmatic marketing campaigns were essentially on hold for two years….and now, like a machine kicking into gear, we’re ramping up enrollment campaigns for schools, universal TK, and more. And other districts are recommencing processes they put on hold in March 2020.  Here’s a snapshot of what I’ve been working on over the past couple of months:

Marketing and Promotional Campaigns

I feel kind of like Oprah…YOU get a marketing campaign…and YOU get a marketing campaign..and YOU get a marketing campaign…because every client is involved in at least one marketing campaign, and some have multiple campaigns happening:

  • Dual Language Immersion Program marketing campaign: This campaign involves a combination of digital (email, web, social media, and video), print (rack card and flyer) and outreach (parent information meetings) to promote the district’s Dual Language Immersion Program.  The video (produced by an in-house videographer) is currently being finalized, and click on the links to see the other marketing components.
  • Preschool marketing campaign: This campaign also involves a combination of digital (email, web, social media, and video), print (rack card and flyer) and outreach to promote the district’s state preschool program.  The campaign will also include a video (produced by an in-house videographer) and short video testimonials that can be shared on social media.
  • Districtwide marketing campaign: This campaign involves bringing the district to the community, as a way to re-introduce the district to the community after two years of COVID-19 restrictions. This campaign involves a combination of digital (email, web, social media), print (school rack cards), lawn signs for every family in the district, outreach events, and sharing student and staff recognition with the community. This is key because many of the staff members live in the community and highlighting students and staff is a great way to show off the district’s best assets–its people–to the community.
  • COVID-19 Vaccination Clinics: One of my clients was selected by the California Department of Public Health to host vaccination clinics at each of its schools, from December 2021-April 2022.  This vaccination clinic campaign involves a combination of digital (email, web, and social media), print (flyers) and outreach (parent meetings) to promote the clinics and educate families about the safety of the vaccine.  At the December clinic, I took pictures and collected testimonials from parents who had their children vaccinated, and then used these throughout the course of the social media campaign (see picture on the right).
  • Continuation high school marketing:  We worked with a videographer to complete a short-term marketing video (students were still wearing masks, so we used a combination of photography and video student testimonials), and I’m currently finalizing a promotional rack card that they can distribute to prospective students and in the community.
  • Districtwide school digital downloads: I’ve written and designed 21 digital downloads that describe key pieces of information about each elementary, middle and high school in my client’s school district.  The downloads describe each school, highlight what each school is known for, parent engagement opportunities, CTE programs and electives, and school activities.  These are intended for new and prospective families (this client is near a military base, so transition is common in this district), as well as realtors.

Issues Management and Community Engagement

I know it seems like we’ve been dealing with issues management for the past two years, but there are some issues that my clients put on hold that they are now revisiting:

  • School consolidation: With the state of California experiencing declines in student enrollment, there are some areas of the state–where costs for housing and the overall cost of living are higher– that are experiencing these declines more steeply, both before the pandemic, and even more increasingly since, due to the increase in companies allowing employees to work remotely.

    Prior to the pandemic, I worked with one client on the school consolidation issues management, communication strategy and community engagement, and now I am working with the same client on this process again.  This is a challenging situation, pre-pandemic, and after families have dealt with shifting to remote learning then returning to in- person learning, emotions are higher when facing another situation where children and families need to encounter yet another transition. As a result a parent protest occurred, and media relations went into full gear.Keeping clear and transparent communication, compassion and empathy at the forefront is critical.

  • Improving equity and diversity in a gifted and talented school: I am working with another client on facilitating the community engagement process around improving the equity and diversity of an existing gifted and talented education school.  This is a hot-button issue in areas like New York City and Oakland, where processes did not incorporate a solid community engagement approach.  There are a number of underlying considerations with schools that are meeting the needs of accelerated and gifted learners, and approaches to problem-solving cannot be done with blinders on.

Social Media Management

Social media management, when done consistently, is an excellent way to showcase what’s happening in a district.  With so many media stories and dialogues about controversial issues (whether real or imagined) in public education, a district’s social media posts can show their audiences what’s really happening in public education each day.

I’m currently managing two clients’ social media accounts on Facebook and Twitter.  For each client, I create consistently branded visuals, a voice that is unique to their district, and utilize a strategy that incorporated at least daily posts, and, on average, three posts per day.  One thing I keep finding is that when you highlight a district’s best assets–its people and students–its social media audience responds with support, encouragement and enthusiasm.  Building that positive affinity helps when less-than-positive matters (trustee by district, anything COVID-restriction related) need to be posted, as well.

 

So, what are your priorities, and what are you working on? Drop us a note in the comments below, or contact us if you need any assistance!

 

 

7 Step Evaluation of Why You Should Still Have a Social Media Presence

April 12, 2021 by Leave a Comment

How the Pandemic Has Changed Social Media


Picture of smartphone with social media appsSocial Media Engagement

During this past year have you seen a decline in social media engagement, and are you wondering if you should continue to keep your organization present on social media? 2020 was a season where regular communication and interactions were transformed. Are individuals still active on social media? Are other forms of communication more effective for your school district or county office of education? Or is social media still an essential resource for your organization?

Social Media in 2021

In general, people are still on social media; they are just not as engaged. It is likely that your social media content is perhaps being seen, but just not interacted with. This raises the question: why does your district or COE continue to use social media as part of its communications platforms? If you are not getting the engagement you want, are there better options? A key advantage of social media is creating value through connection. It is an affordable and accessible resource that allows for relationships and interactions to take place in a unique and timely way. However, has the pandemic changed this? Do social media strategies and current practices need to be adapted? Here are 7 steps to evaluating the effectiveness of social media in your district or COE.

Define the Problem

In developing a solution to a problem it is first essential to understand fully what the problem is  Here are some ways to help define the problem:

  • What specific struggles or needs are you experiencing with your organization’s social media?  
  • Does this problem create insurmountable or expensive solutions or have a negative impact on the organization as a whole? 
  • Do current solutions to its handling of negative social media comments create a legal or public relations problem? 
  • Are you not receiving engagement on your posts? 
  • Did you have specific goals for your social media that you are not able to reach?

Defining the problem and taking a step back from the details of the situation are important in evaluating and clearly defining the problem.

Research

What is doing well on your social media, and what is struggling? Once you’ve defined the problem, then take a look at other district’s, COE’s and governmental entities that have faced this.  See if there are ways to adapt. Delve into which posts are generating the most negative comments (and the context of those comments). Determine if those are situational, such as concerts and frustrations around COVID-19 or based on other factors. Collect rules of engagement and approaches to handling negative comments. Perhaps hiding comments instead of deleting them could be an option. Are there better ways to increase positive engagement? Would implementing surveys in your Instagram stories or providing prompts, and clear calls to action help to improve immediate but helpful engagement?

The other part of the research is going back to the reasons why your organization is using social media as part of its mix of communication platforms:

  • What are your goals and what role does social media play in that? 
  • How should a social media presence be established? 
  • What are the best ways to manage negative comments? 

While social media has changed dramatically over the past decade–in good and bad ways–there is an important note that is consistent: Brand visibility can be attained through using negative comments as a customer service opportunity.  Social media presents a two-way communication opportunity with your audiences in ways that other communication media do not.

Picture of a desk with an open laptop computerBrand Visibility

One benefit to social media is growing brand visibility. Are you working to clarify your brand, rebranding, or simply looking for consistency? You are investing time and resources into your brand and it is a valuable one. One way to grow this investment is to branch into other forms of digital communication such as video and your website, each of which is promoted through your social media accounts. Social media can be a way to drive traffic and engagement to central platforms. Expanding your audience and your reach are ways to improve brand visibility.

Data

 After you clearly define the “why’s” then you should collect the data to support that.  What are the results of your social media campaigns and posts?  How has that resulted in positive outcomes for SCOE and advanced its goals?  This is so incredibly important because the data can really paint a solid picture of the impact of social media presence and use. It is through data that an accurate and realistic measurement of your social media’s impact and reach can be seen through analytics.

Compare Alternatives

Additionally, you can consider alternatives to social media. Develop some ideas, and estimate costs around how you would substitute another approach to reach your audiences in the ways that social media is already doing this. Digital media is, by far, the least expensive form of advertising and communication. Maybe your research is showing that your district’s social media presence isn’t making much of a dent into anything, and your other communication approaches are doing just fine. Develop ideas around how you will further improve and leverage those approaches. Consider tangible methods to measure and track your outcomes.

Implementation

After you’ve collected all the research, develop your case and plan. It is important to have clear rules or guidance and engagement on your social media accounts. Are you experiencing negative comments? or simply feel that content is inconsistent? Consider legal counsel for your district to be able to provide some advising on what can and cannot be deleted. While you are forming this consider implementing some new approaches to evaluate the effectiveness of these tactics. Consider mapping out tangible goals for developing content and measuring interactions on social media.

Evaluation

Evaluate the effectiveness of new approaches to rules of engagement and handling negative posts. Determine how you will define success for this. Maybe success means a reduction in negative comments, increased resolution of problems, and improved engagement during a pandemic. Having realistic and tangible goals helps in clearly measuring and evaluating success. Choosing specific kinds of engagement from likes, comments, and tags as ways to measure interaction. During a season of COVID-19, working to promote and engage connection is essential. Social media provides a space for individuals to connect where otherwise there has been separation.

Why Social Media?

One of the main goals in using social media is to develop your district’s trust. Social media is relational communication and the best way to establish a connection is through a regular and engaging way. However, it is important to consider the platforms and kinds of social media that your district is implementing. If, after compiling this self-evaluation, trust is not maintained or grown through social media then it is time to rethink some different strategies. Ultimately social media is a powerful tool that has the ability to personally touch, inspire, and inform your followers. It is important to consider the best way to implement this powerful tool. 

You Do Not Have to Do it Alone

If you are feeling stuck on moving forward with your district’s social media content and presence, Sounding Board Marketing & Communications can help. To learn more about communication services that best fit the needs of your district you can explore Sounding Board Marketing & Communications’s Strategic Services. Following these steps to evaluate your social media are just one way to improve your district’s connection and visibility in a digital world impacted by the pandemic.

4 Steps for Battling Misinformation During a Pandemic

April 5, 2021 by Leave a Comment

Overcome the challenge of misinformation in your school district by applying these steps to your communication strategies.

 

Picture of laptop computerA Changing World

As the impact of COVID-19 continues to be a part of 2021 effective and clear communication is essential to sharing crucial information. Without a doubt, 2020 was full of fluctuating, and at many points, inconsistent communication. In a world of interconnected platforms, finding accurate and informative information can be a challenge. Adapting to the impacts of COVID-19 and the dynamic information that comes with these changes, require careful evaluation. Unfortunately, in a changing sea of information and shifting tides, it can be difficult for audiences to establish what information is true and who to trust.

 

As a result, this overload of sometimes conflicting information can lead to misinformation. As more students return to campus for in-person learning, now, more than ever, COVID-19 information and procedures continue to be essential for families, employees, and schools, underscoring the effectiveness and essential nature of communication strategies and stakeholder relationships.  Misinformation has been a part of navigating through this pandemic. But is this an inescapable challenge for school districts, or are there methods to combat the effects of miscommunication?

 

Taking a Closer Look at Misinformation

First, what is misinformation in terms of mass communication? On its face, yes, it is false and inaccurate information however it does not have to be intentionally malicious. Misinformation is sharing content regardless of fully knowing its accuracy or impact. Sadly, sometimes misinformation happens organically in trying to navigate sharing information during a pandemic. When individuals are desperate for details, information is often complicated, and the stakes are high. The purpose of sharing information is to keep individuals informed on what is true so they can be aware of changes and safety procedures that impact their lives. When there is a breakaway from the truth, this breaks down the relationship and trust school districts have worked so hard to develop. Confusing information, rumors, and even simply inconsistent terms causes breakdown of understanding between school districts and the individuals depending on them.

 

Taking a Step Back

It is clear that misinformation can have detrimental effects. While there will always be a risk that misinformation will occur, there are methods for both minimizing and combating its effect. Ultimately, it is not about battling misinformation head-on with opposing messaging, but looking at the bigger picture to evaluate the best way to respond and engage. Having steps and a process in place for misinformation strategies can help prompt a positive and clear relationship with your school district and your audience. With that being said, let’s explore four steps for battling misinformation during a pandemic.

1. Find Out Why

Identify the Issue

An essential first step in considering misinformation is determining why it occurred. In order to solve a problem, it is first necessary to know what the problem is. If misinformation has spread within a school district the first step to combat the issue is understanding the source and the cause. This will not only help in solving the immediate issue but can help prevent future similar problems. 

  • Was the information not clear?
  • Were individuals experiencing information overload?
  • Did people get trapped into group thinking without checking factual information?
  • Were stakeholders not involved in key phases of the process, such as providing input before major decisions?

 

Insightful Responses 

Now that the source is identified it is essential to understand why it occurred and why people believe it. Looking at messaging from the audience’s perspective works to create effective details that the audience wants to know in order to combat the problem. Knowing why individuals believe false information will help in creating messaging that most effectively addresses the confusion. 

  • Empathy is key in problem-solving. Evaluate the information from each stakeholder’s perspective: families, teachers, staff, administrators, students. 
  • What is the issue that faces them and what is the most essential truth they need to know in order to fix the issue? Instead of just sharing opposing information it is better to create messaging that meets and audience where they are at and guide them through the information that will help them get back to the truth.

2. This is Not a New Problem

After a year of being in the pandemic, there is a great need for accurate and truthful information to draw from. However, misinformation is not a new problem. The pandemic has brought to light the need for valuable and trustworthy sources of information. In a world of false information and fake news, consistency and accuracy are needed in developing audience trust. Techniques for dealing with misinformation can happen in a variety of settings. Even though misinformation is sometimes unforeseeable and thus unavoidable what are ways to proactively prepare for misinformation situations? 

  • Parents, teachers, and students look to your district as a reliable source of information. Providing reliable, trustworthy, consistent, and quality content is the way school districts can build the trust of their audiences. 
  • When families, staff, teachers, and students already have a sense of trust in your district, they will look to you as a source of reliable information in moments of confusion and uncertainty. Create and maintain relationships through clear communication. This is essential to plant an anchor in navigating situations and communications related to the pandemic. 

3. Establish a Compelling Narrative – Maintain Trust

Creating clear and consistent messaging is essential in repairing a breakdown in communication. Managing something as complicated as communication during a pandemic can be improved through developing key messages and a compelling narrative. An essential part of developing connection through messages is making sure there is a story. A key difference between information and a story is empathy. Consider your reader and the best way to walk them through the message you want to present to them. Trust is more than just sharing information; it is building relationships. Relationships are best built through stories and clear narratives. Make sure your district’s story works to give a clear message arc. Take the hand of the reader and walk them through where the information is now to where it should be. Creating compelling narratives is what heals the separation misinformation causes.

4. Bring Value Through Accountability

Ultimately, battling misinformation comes from clear consistent communication and puts audience connection at the center. 

  • Accountable communication driven by integrity demonstrates value. Using consistent terms to organize information brings clarity. 
  • When working to repair a break in communication from misinformation it is important information is presented in a way that not only is accurate. Defining terms and using them are constantly just one example. Addressing specific concerns and sharing clear information can help build trust again with families and students. 
  • Uniform visuals work to keep information accessible when there is conflicting information or confusion. Organizing visuals with consistent terminology and designs help demonstrate quality communication. 
  • Ensure your district and its schools are communicating in one clear voice: Provide talking points to your board members, administrators, principals, and other key communicators so that they can provide the same, consistent responses to questions from your stakeholders.  The more people receive those consistent messages from your key communicators, the most trust they have in your communications.

Credibility is built on consistency and accurate information. When integrity is at the center of communication, your audiences’ trust will follow. 

For more inspiration on battling misinformation during the pandemic, you can visit The Drum’s website and read “How do you solve problem misinformation during a pandemic”. Misinformation is a problem during not only the pandemic but in other situations. Knowing how to effectively, clearly, and thoughtfully combat false information is essential for not only sharing the truth but repairing and maintaining the relationships of the school district.

Need help battling misinformation?

If you feel like you are already overwhelmed with managing your school district Sounding Board Marketing and Communications can provide strategic services to assist in communication. For more information visit strategic services and sign up for a 30-minute evaluation. Misinformation has become a growing issue to overcome. Clear communication to establish trust is not only possible but attainable for school districts. Ultimately, clear and trustworthy communication works to battle misinformation during the pandemic and beyond.

 

Top 10 Questions Parents Have About In-Person Learning

March 29, 2021 by Leave a Comment
Are you ready for your school district’s transition to in-person learning?

 

Student wearing a face coveringThis month, we’re kicking off a series of blog posts on Trending Topics….no, not the Kardashians, but real, true trending topics–and challenges-that education leaders and school communicators are facing right now.  

Currently, as schools across the nation are returning students to in-person learning after a year of distance learning, this week’s topic focuses on the Top 10 Questions that parents are asking as their child returns to in-person learning. 

Return to In-Person Learning

As districts are looking to transition to in-person learning, there are many considerations and steps that need to be implemented in order to ensure a smooth transition. Navigating the return to in-person learning is a transition that is new territory for many. Managing communication during the COVID-19 pandemic has been one that has felt like a constant crisis without any playbook, and cannot rely on traditional communications plans. So in this unprecedented season, it is essential to stay proactive in clear and effective communications. Are you ready to handle questions about returning to in-person learning? 

After working with several school districts that have been transitioning to in-person learning, there are some key questions that should be answered as early as possible to prevent rumors and misinformation, and to reinforce stakeholder trust.

Navigating a New Landscape

As school leaders are finding, there is not one correct way to transition to in-person learning. Depending on the grade levels of students being served, classroom sizes, the number of students returning to in-person learning, employee negotiations, state and local health department requirements and more, the planning in-person learning planning process that school leaders are undertaking are detailed and time consuming.  But, remember that this is also a new experience for both students and parents, and they have questions about the process and what to expect. Questions and details left unanswered about transitioning to in-person learning can lead to misunderstanding, rumors, and the spread of false information. Being aware of individuals’ concerns while navigating this new landscape is essential in building and retaining trust throughout this process. 

Proactive Communication

A way to overcome miscommunication is to be proactive and answer common questions ahead of time. Many parents and students have valid concerns about the process and return to in-person learning. Although it is challenging to manage so many details, proactive communication can help demonstrate student safety and maintain parent trust. Implementing a Frequently Asked Questions page on the district’s and schools’ websites, along with the in-person learning plan will help to funnel many of these questions and reinforce trust and your relationships with families.  Share the FAQs via email and social media to ensure that your families see the information.

Student Holding BooksTop 10 Questions Parents have about In-Person Learning

  • What is the schedule? Being clear about the details of the schedule–what days cohorts are attending and during which hours–is an important first question to provide for parents and students. This can be explaining how the schedule will change and similarities to the current structure. A schedule with easy-to-view data will be immensely helpful in funneling initial questions to help accommodate parents. Keep in mind that families need to plan for childcare and adjust their own schedules when these transitions occur.

 

  • How will I be informed about COVID-19 cases in the classroom, on the school campus? Providing specific procedures will help give order and peace of mind to parents so they know exactly what to expect in case of a COVID-19 case on campus. Being clear about covid cases will help show intentionality and transparency.

 

  • What if the teacher or someone in my child’s class is COVID-19 positive? This is an important question for both parents and students to know what to expect. Having clear procedures and expectations and steps to follow will help give clarity to parents.

 

  • Where do I drop off/pick up my student from school? Providing maps and visuals will give a reference to parents. In-person learning will be different from attendance before the pandemic. Communicating specifically the procedures ahead of time for dropping off students will help ensure proper social distancing and safety to help maintain order on the day of returning.

 

  • How will snacks, recess, lunchtime be handled? The daily routine of in-person learning is different from when the pandemic began. What are ways that these daily activities are carried out realistically and safely? This will be an important question to answer not just for parents but students as well since many are curious to see how their interactions with one another will change or feel the same.

 

  • What will be done to promote physical distancing? Since physical distancing can have many applications it is important to define the steps to ensure clear procedures. Having clear expectations and procedures for social distancing will help give peace of mind to parents to see a safe learning environment.

 

  • What are the disinfecting procedures? Demonstrating thoughtful and clear procedures for disinfecting will help to model the promotion of a safe learning environment. What are regular disinfecting practices throughout the day and what are deeper janitorial practices that will be implemented?

 

  • What measures will be implemented on campus to ensure the safety of staff and students? Beyond physical distancing and regular disinfecting what safety measures can students and staff expect? What types of screening procedures will be required of students and staff? Are there similarities and differences between the procedures between staff and students? Include visuals and graphics to help make steps memorable and clear.

 

  • What happens if a student comes to school ill? Addressing possible scenarios helps give clarity to parents, staff, and students on the proper actions and steps to take in case of an illness. This will help to demonstrate further the safeguards in place to promote a safe learning environment in multiple situations.

 

  • Will my child be assigned to a different teacher? This is an important question to answer for both parents and students. Knowing what to expect ahead of time will help in the transition and allow students to best connect with their teacher.

The Bottom Line: Communication Matters

Implementing questions and answers about in-person learning is helpful in not only maintaining organization but builds parent trust. Proactive communication helps minimize the spread of confusion and helps to funnel common questions. 

 

We Are Here to Help

If you’re balancing school/district leadership with communication responsibilities, and you’re finding yourself falling behind on timely and consistent communications across your communication channels, Sounding Board Marketing & Communications can help. You can discover services to help school districts navigate communicating well in an unfamiliar landscape. To learn more about communication services that best fit the needs of your district you can explore Sounding Board Marketing & Communications Strategic Services. Schedule a 30-min consultation today and discover proactive communication to help fuel a positive and impactful transition to in-person learning.

Do Your Surveys Suck? 5 Tips For Creating Better Surveys

November 4, 2020 by Leave a Comment

Over the past seven months, school districts are using surveys more than ever to gather stakeholder preferences and feedback for their COVID-19 beginning of the school year planning and implementation of some form of in-person or hybrid reopening plans over the next few months.

While surveys are and can be a useful tool, a survey’s utility is only as beneficial as its design.  In addition, survey results can have some intended consequences (providing the information being sought), and some very unintended ones, as well (stakeholders holding the results and positioning them as “votes” over the district’s head to pressure their leadership to take certain positions).

One of the biggest mistakes I am seeing right now is that school districts are using the term “survey” to define a number of things, from collecting information about learning preferences, feedback about distance learning, and more.  The problem is, these are not all surveys.  For example, I am seeing a number of “surveys” that are collecting information from parents about whether their child will be continuing to learn in a distance learning or will be transitioning to in-person (hybrid or otherwise) learning. These “surveys” collect student name, school, and contact information data, so that the districts know which students are returning to in person learning and which ones are remaining in distance learning. In reality, parents are not completing a survey–they are completing a registration form. Likewise, if you’re looking for the answer to one specific question, a poll might be a better choice, and if you’re looking for general feedback about your stakeholders’ overall experience with a program or approach to learning, asking for a review could be most effective.

Another mistake I am seeing is that surveys are asking for learning model preferences without providing all of the details to stakeholders.  These questions fail to include all of the known information, and stakeholders may be opting for certain responses without understanding the impacts of those choices.

For example, a five day a week schedule in your district may mean that student cohorts will be split into morning and afternoon schedules, and will spend fewer hours in the classroom.  Learning in person may mean that students will be required to remain with their cohort, will encounter restrictions during recess, will eat lunch in their classroom, and socialization will be greatly limited.

This is not to say that in person learning is filled with insurmountable challenges, but in parents’ excitement  to return their children to school, they also may have certain assumptions of what that will look like, and similarly staff and teachers may also have certain assumptions as they complete their surveys.

Without painting a clear picture of what each survey choice means, stakeholders may be selecting certain options based on expectations and assumptions, and if those are not met, then your district risks creating confusion and disappointment, being accused of lacking transparency and losing trust in the process.  This is why providing clear information to stakeholders in advance of sending surveys is so critically important–you don’t want to create more confusion when you send your surveys.

Maybe it’s been a decade since you took your research methods class in grad school–or maybe you never took a course at all. In any case, anytime you want to create a survey, you need to be thoughtful and thorough.  So, here are five ways to improve your surveys so that your stakeholders feel valued, you will collect the data you need, and you’ll prevent confusion and unintended consequences.

 

5 Ways to Improve Your Surveys
  1. Be prepared. First, establish your survey’s goals and objectives. What information do you want to gather–preferences, taking the temperature of your stakeholders, obtaining registrations?  How do you want to use this information? Would your survey be best suited to be split up into two surveys?  If you have vastly different goals, you may want to consider sending two different surveys so that you aren’t confusing your stakeholders.  Lastly, determine whether a survey is the best approach for gathering the information you are seeking, or if focus groups or an advisory committee would be more effective.  
  2. Be informative. Provide clear information in advance of sending your survey–on your website, through video, and through stakeholder meetings.  Your survey should not be the first (or only) place where information is conveyed.  Make sure you are preparing your stakeholders with the most up to date information before asking them to take a survey, otherwise your survey results will not be accurate, and your stakeholders will accuse your district of lacking transparency.
  3. Be clear.  Are you collecting information, do you want people’s commitments, are you taking a poll or wanting a review?  A survey collects data. Registrations collect commitments.  Polls collect preferences, and reviews collect feedback. So, be clear with your audience about how you will be using the information you are collecting, and clearly and accurately title the survey.  Additionally, avoid jargon, keep questions clear and concise, and don’t ask loaded questions.
  4. Be thoughtful. Based on your survey goals and objectives, develop easy to understand, bias-free survey questions. Make sure that you are not asking leading questions.  Do a test run with friends and family outside of your organization to catch any problems or issues with your questions or survey design.
  5. Be varied. Provide a balance of different types of survey questions being asked, and based on the goals and objectives of your survey, you approach to survey questions should support those goals and objectives.  Hubspot provides a great summary of the different types of survey questions, and how to use them, but here is their easy-to-understand summary of the question types in case you needed a refresher: 
    • Multiple Choice: Multiple choice survey questions are questions that offer respondents a variety of different responses to choose from. 
    • Rating Scale: Rating scale questions (also known as ordinal questions) ask respondents to rate something on a numerical scale assigned to sentiment. 
    • Likert Scale: Likert scale survey questions evaluate if a respondent agrees or disagrees with a question. 
    • Ranking: Ranking survey questions ask respondents to rank a variety of different answer options in terms of relative priority or importance to them.
    • Semantic Differential: Semantic differential survey questions also ask for respondents to rate something on a scale, but each end of the scale is a different, opposing statement. Use semantic differential questions to get clear-cut qualitative feedback from your stakeholders.
    • Dichotomous: Dichotomous survey questions offer only two responses that respondents must choose between. 
    • Close-Ended: Close ended survey questions are questions that have a set number of answers that respondents must choose from. 
    • Open-Ended: Where the survey types above all have closed-ended answers that you input as different options to choose from, open-ended questions are usually accompanied by an empty text box, where the respondent can write a customer answer to the question.

The bottom line: Sending a survey is a lot like Thanksgiving dinner. You’re gathering the family around the table and feeding them the opportunity to share their thoughts. Remember to set your table with care before feeding your family. Your stakeholders will thank you for it.

 

Running Your Communication Offense & Defense

April 28, 2020 by 2 Comments

Picture showing offense and defenseThe best PR tip I can offer in the midst of COVID-19 (or any crisis, for that matter) is that you should be running an offense and defense at the same time.

This can be a challenge to do, if you’re a one person PR team (or administrator wearing multiple hats, including PR). So, if you haven’t already put together a communication and PR team, start now.

However, it is incredibly important to not only manage the current reality, but also to paint a picture of the future.

I read a great recent article on PR Daily that I’m going to summarize here, and put into context for education organizations, particularly during COVID-19 school closures and re-openings.

Your Defense Team

Your “defense team” includes those managing the current crisis. This team should be comprised of the most resilient—those who are quick to take action, are the voice of calm and reason, and who survey the current landscape and adhere to the facts as they manage the crisis.

In a school district your defense team should include someone from HR (familiar or involved with current negotiations), an instructional administrator (like an Assistant Superintendent for Instruction/Curriculum), and a student welfare/social emotional health administrator.

Your Offensive Team

Your offensive team looks to the future and is not involved in the current crisis. Those best suited for this team are curious and self-starters—they veer away from comfort zones, are competitive and strategic, and can see at least six months down the road.  This could be your CBO, facilities director, health officer/administrator, and a principal rep for each level in your district (elementary, middle, high school).

You, as the communication leader, will work with both teams and manage the strategic direction and progress, and your superintendent will also be involved with working with both teams, as they set the direction for the district as a whole.

Both teams should be providing talking points to your Board of Education and coaching your board members on resisting the urge to post articles or opinions that may cause confusion about the district’s messaging or plans.

Keeping an Eye on Your Future

While your stakeholders are living in the present, they are also shaping their opinions about the future.  While yes, parents are focused on what grading options are available and how Class of 2020 graduates will be honored during  shelter in place, they are also creating some very strong opinions about distance education–not just the delivery, but also the quality.  Parents and staff members are also concerned about schedules and safety when schools re-open.

  • Communicate about your district’s commitment to providing a high quality educational experience and your district’s values: Parents have choices, and there are many online education programs that may be delivering distance education in a higher quality format and approach than what is being offered by their school district. With the prospect of distance education being some part of a hybrid educational approach in the 2020-21 school year, it is imperative that you are reinforcing parents’ confidence in your schools by letting them know how you are planning on ensuring that students are receiving a high quality education and what that will look like in 2020-21.
  • Communicate about what discussions are in progress about the upcoming school year: Silence is not golden in the world of communications.  Silence opens up too many opportunities for other people to fill in the blanks.  Provide your stakeholders some information about the conversations you’re currently having about next year’s re-opening plans, what assumptions will be made, and your district’s priority on the health and safety of students and staff.
  • Show empathy: Acknowledge that you understand that parents and staff desire to have concrete answers so that they can plan ahead, and show gratitude for their patience. Let them know that the upcoming school year will be different for everyone, and that the district is planning for providing more emotional/social supports for students and staff in navigating the changes ahead.

Every great team has a strong offense and defense running parallel, and in school districts, you can develop two strong communication teams that can effectively manage the current needs while also keeping an eye on the ball, so that you can have a winning approach to keeping your district’s reputation and relationships strong and intact.

Need help developing your winning team?

As an integrated partner and strategic advisor, Sounding Board Marketing & Communications can come alongside you in developing your communication team and providing strategic advising to implement successful communication approaches. Give us a call at 916.673.8868 or hvmcgowan@sounding-board.net

 

Before you Send That Email, Tweet, Record That Message…

March 29, 2020 by Leave a Comment

Person plugging their earsCrises are incredible opportunities to use communication to strengthen relationships with stakeholders.  In the midst of COVID-19 and the drastic changes to the educational landscape, I’ve been watching my fellow California School Public Relations Association and National School Public Relations colleagues rise to the challenge to inform parents, staff and the public about school closures, free meals, distance learning, mental health tips and resources, community resources, and ways that their staff are going above and beyond the call of duty.  And, in some cases, superintendents and support staff are being thrown into implementing crisis and ongoing communications tactics in ways they never have before.

They’re also competing with an onslaught of communications from businesses and other organizations that are also communicating what they are doing to keep customers safe, business and product delivery options, and well-meaning free approaches to keep children, teens and adults entertained, in good health and more.

It’s enough to saturate any audience member.  This also creates the real and huge risk of audience members tuning and checking out, scanning information quickly, and missing the important details.

Now, more than ever, it’s imperative for communicators to lead their organizations in strategic communication planning and implementation.  This process is a cycle of the four step PR process: Research, Planning, Implementation, Evaluation.

More communication is not better.  More tactics won’t help you reach your audience members. Targeted, strategic, well-messaged communications and tactics are what will allow you to be effective in reaching your audiences, and continue to increase and retain audience trust, and ensure your audience members are doing what you want them to do.

Because I will assume that you have already implemented your communications tactics, we’re going to begin with Evaluation, which is the fourth step in the 4-Step PR process.  Typically, you’ll start with Research.

Step 1: Evaluation

I know it seems odd to start with the final step of the 4-Step PR process, but as I previously mentioned, this is a cycle. Most likely, you’ve already implemented the first three steps, but you probably haven’t had an opportunity to come up for air and evaluate. Evaluation is answering the questions “How have we been successful?” “How can we do better?” and “What do we need to adjust moving forward?”

Here are a couple of examples of what to evaluate: 

  • Environmental Scan: Evaluate where your organization is in this crisis.  Most likely, your schools have been closed for at least one week, and distance learning plans are in place, and possibly implemented. Ask yourself whether daily (or twice daily) communications are still necessary, or if you can reduce communications to 2-3 days per week.
  • Engagement, Click Throughs/Opens, Phone Message Logs: Review your social media engagement, email click throughs and open rates, and phone message logs.  What patterns do you see? Are you seeing a dip in email open rates and click throughs later in the week?  What questions are being asked on social media?  Are your videos being viewed? What kinds of comments are being made?  Take note of what seems to be engaging people the most, what questions need to be answered in FAQs, and other data that will help inform your future communications.  Also, anecdotal feedback from audience members can be incredibly valuable.

Step 2: Research

Research essentially defines the problem. From the evaluation process, what problems have you uncovered?

  • Who do you want to REACH? Are you reaching your audiences effectively, or are there holes?
  • What do you want them to DO? Are your audiences acting/reacting in the intended ways from your previous communications, or do you need to provide clarification and/or other communication avenues (i.e. Setting up separate Facebook or Twitter profiles for answering IT questions from parents, staff)
  • What messages do you want to communicate to each public that will encourage desired behavior, increase knowledge and change attitudes? Review your previous messages—are they working, do they need to be tweaked?

Step 3: Planning

The Universal Accreditation Board outlines a 10-step PR plan (which I also use with my clients) that will work for any situation.

  1. Goals: This is a state of being that you want to accomplish through your communications. Example: “For every audience ABC School District audience member to clearly understand what they should be doing during COVID-19 school closures and how the District will support and serve as a resource for families and employees.”
  2. Target Audiences or Publics:
    • Who needs to know or understand?
    • Whose advice or support do we need?
    • Who will be affected?
  3. Objectives for Those Audiences:
    • Objectives are shorter term.
    • Define what behavior, attitude or opinion you want to achieve from specific audiences, how much to achieve and when.
    • Think in terms of the awareness, attitude or action you desire – the end result.
  4. Strategies
    • The road map or approach to reach objectives.
    • Do not indicate specific actions.
    • Use verbs such as demonstrate, collaborate, etc.
  5. Tactics: These are the specific activities conducted to implement strategies of a program.
    • How you will use your resources to carry out your strategy and work toward your objectives.
    • Examples: Meetings, publications, news releases, websites, billboards.
  6. Activities: Specific activities required under your tactics to carry out strategies.
    • Informal plans often jump from objectives to activities.
    • Vehicles or channels you will use to communicate are listed here.
  7. Evaluation
    • How will you know if you are reaching your objectives?
    • Measurement? Observation? Opinion? Feedback?
  8. Materials: What do you need to implement/execute your tactics?
  9. Budget:ƒ Out-of-pocket costs, staff time, volunteer energy, transportation, images, materials, fabrication, etc.
  10. Timetable and Task List
    • What does what and when?
    • Work backward from deadline or forward from start date

STEP 4: Implementation

Implementation involves actual messages sent through the communication channels and tools you will be using, and includes monitoring tools for execution. And then, once you have implemented your plan, then you will come back to evaluation.

Remember, this is a process and a cycle. But it is effective, and it works.

If you haven’t implemented this approach previously, it will likely feel cumbersome to go through these steps, particularly if you are already feeling overwhelmed.  However, this will become like second nature once you’ve gone through the process.  You will likely uncover ways to be more efficient and effective in your work, as well.

Have questions? Need clarification?

I’m always happy to hop onto a call to help answer questions and guide you through the steps.  Feel free to contact me at 916.673.8868 or hvmcgowan@sounding-board.net. We’re in this together and we’ll get through this together.

 

 

 

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