One of the challenges to effective communication is the geographical size of DDSB. Because it encompasses several different municipalities, there are inherent differences in the communities served, including their preferred sources of information. Because the board is already set up under the supervision of area superintendents, it may be worth developing area communication and engagement programs to make them more targeted, personal and
manageable.
Area communication efforts should be designed to reflect and support the board-wide communication program, but the major focus should be communication about local school and community issues and concerns. News and information delivered via newsletters and websites should be relevant to the specific region so that it becomes a “must read” for constituents. By taking advantage of citizens’ comfort and familiarity with their local neighborhoods and
communities and scaling communication and outreach efforts to targeted regions, DDSB may be more successful in strengthening connections and relationships and increasing active engagement in the schools (see Recommendation 9 for strategies related to public engagement efforts). Some additional considerations include:
■ Reinforce the communication management role of Area Superintendents. As noted in Recommendation 2, in order for an area communication program to succeed, the expectations and communication responsibilities of the Area Superintendents must be clearly defined and incorporated into their job descriptions. The Communications office can provide counsel, assistance and back-up, but communication training will be important to support the Area Superintendents in this role.
■ Consider implementing a Communication Crew to assist and support communication efforts in each region. Communication Crews are teams of staff members who are tasked with helping to gather news and information about their schools and disseminating key messages to staff and parents. Under the direction of the Area Superintendents, the Crews can prepare news releases on activities and events, oversee area newsletters and website news
content, and possibly make presentations in the community about successful programs and student achievements.
The best Communication Crew representatives in schools are people who are interested in communication, know what is going on and have a nose for news. The most important attribute is that they have a passion for their schools and want to help build a positive reputation. An excellent group to tap for this role are aspiring administrators – teachers pursuing their administrative certification who are looking for leadership opportunities and to expand their professional skill set. Ask each principal in the region to appoint a staff member to serve as representative to the area Communication Crew.
Communication Crews can also assist in reporting rumors and emerging issues. These representatives would be responsible for notifying the area office and the Communications Department about important happenings at their schools (i.e., events, awards, student and staff accomplishments, special interest stories, etc.) that have board-wide appeal. Create a news tip sheet or referral form that Crew representatives can complete and submit for consideration. Submissions can be sorted into categories (i.e., for use in internal or external publications, expanded to a news release, or for inclusion in a weekly online media advisory, etc.).
The Communications office should offer training at the beginning of the year that provides guidelines for what constitutes a viable news story and tips for tying area stories to board and school objectives and strategies. Crew members could also convene periodically during the year to share building-level communication best practices and successes and receive updates and additional professional development from the Communications Manager. We also recommend holding an appreciation reception or meeting at the end of the year to celebrate positive communication achievements.
■ Develop Key Communicator Networks that emphasizes relationships.
A “key
communicator network” is a formal program designed to extend outreach, expand existing relationships, and build new ones with influential members of the community and staff. The Communications office has created a distribution list of business, civic and elected leaders, as well as parent leaders who receive some e-news bulletins and updates. Taking this to the next step with a formal Key Communicator Network can be a powerful communication tool to build connections with community leaders.
Although current technology has made it easy and convenient to communicate directly with large numbers of people in a timely fashion, it does not replace the value and effectiveness of face-to-face communication with a small group of influential community and staff opinion leaders. These individuals in turn can help deliver key messages and serve as an extended force of “ambassadors” for DDSB. What makes this type of group effective is that they are respected and influential members of a specific group of constituents; they are perceived as having access to “inside” information; and they are considered a believable and credible source of accurate information. This group can be used as a sounding board to test new ideas, a conduit to deliver key messages to stakeholders, and an early warning system on emerging
issues and concerns. To maximize Key Communicator Networks, we recommend the following:
Identify influential opinion leaders who represent diverse community groups and perspectives in each region of the board. The individuals invited to participate should be credible members of target audiences identified by the Area Superintendent and Education Centre senior administrators; people that others go to for “the real story.” Each group should be a manageable size to allow for productive face-to-face meetings and relationship-building.
To organize a Key Communicator Network, ask each principal, Education Centre administrators and Board of Trustees members to recommend two or three people – parents or community members – who are well-known, respected in their neighborhood or specific community, and who have an interest in the schools. Some names are likely to be suggested multiple times. To add depth to the networks, ask those individuals who they consider to be the opinion leaders in their community. Parent leaders also play a very important communication role throughout DDBS, so members of the Parent Involvement Committee and SEAC should automatically be included in their respective Key Communicator Network.
The networks also should include veteran and retired teachers and support staff, senior citizens, and key leaders from various ethnic and cultural groups. In addition, add the names of elected officials and local leaders of well-known civic groups, social service agencies, businesses, and churches within each region. The total group should be representative of as many audience segments as possible.
Hold an orientation meeting with invited leaders. During this meeting the area superintendent should discuss the vision for DDSB and the participants’ roles as important conduits for information in their region and for the board. Review with them the Durham Directions and any upcoming initiatives and programs. Consider scheduling two meetings a year with the Key Communicator Network – one at the start of the school year to discuss upcoming plans and another at the end to review accomplishments. Encourage key communicators to report concerns they hear in the community,
especially examples of inaccurate information or misinformation about DDSB or individual schools. Key communicators should be given a “hot line” number or e-mail (i.e., the Area Superintendent or Communications office) to contact if they need
information or hear about inaccurate statements or rumors that need correcting.
Whenever such information is reported, board leaders should determine the validity of it, take action if appropriate, and inform the network of DDSB’s response.
Develop a regular e-update specifically for the Key Communicator Network. Once opinion leaders agree to participate in this type of communication network, it is important to keep them updated with current information. A short, e-update sent on a regular
schedule (monthly or quarterly) can serve this purpose well. In addition to disseminating information, updates can alert the groups to breaking news (i.e., crisis situations or
pending legislative actions), help dispel rumors, and provide accurate information and key messages about critical initiatives. Key Communicators should also receive any other regular board publications.
Conduct an annual evaluation of the program. It’s important to ascertain whether the Key Communicator Networks are functioning effectively and meeting DDSB’s needs as well as those of the participants. Each year participants should be asked:
How satisfied are you with the operation of your Key Communicator Network? Is the information your Area Superintendent and DDSB provides you accurate
and timely?
How frequently should we meet? Is the e-update serving your needs?
Who else should be invited to join the Key Communicator Network? How can we improve the Key Communicator Networks?
Hold an appreciation event at the end of the school year. Invite Key Communicators from all the area networks to a breakfast or luncheon at the end of the year to thank them for their support and involvement. This event should be hosted by the Director and attended by the Board of Trustees. Celebrate the year’s successes in each region and for DDSB.